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			'id' => '2394',
			'article_category_id' => '38',
			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2014-01-04',
			'modified' => '2014-01-06',
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			'id' => '2068',
			'article_category_id' => '38',
			'title' => 'Best Ways  To Retain Employees',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Purna Man Shakya</strong></div>
<div>
	&nbsp;</div>
<div>
	In order to understand how to retain employees, we must first understand why employees leave or stay with an organization in the first place. To learn and unlearn on the best ways to retain employees, Real Solutions organized a seminar entitled &lsquo;Best Ways to Retain Employees&rsquo; on at the Presidential Business School in Kathmandu in July this year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Employees leave organizations for different reasons. Some find a different job, continue higher studies, and some move away due to family problems. Others retire, quit on impulse due to dissatisfaction about something, or never intended to work after earning a certain amount of money. People also get fired or laid off and decide they no longer need a job. Some may also want to start a new venture.</div>
<div>
	&nbsp;</div>
<div>
	An individual will stay with an organization &nbsp;as &nbsp;long &nbsp;as &nbsp;the &nbsp;incentive &nbsp;it &nbsp;offers &nbsp;(such &nbsp;as &nbsp;satisfactory &nbsp;pay, &nbsp;good &nbsp;working &nbsp;conditions, &nbsp;and developmental opportunities) are equal to or greater than their time and effort. Although some individuals may quit a job on impulse, most people who leave spend time evaluating their current job against possible alternatives, developing intentions about what to do, and engage in job hunts. All of these examples represent a turnover and they don&rsquo;t all have the same organizational implications. Thus, turnover can be voluntary, involuntary, functional, dysfunctional, avoidable and unavoidable.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why Employees Stay&nbsp;</strong></span></div>
<div>
	As &nbsp;employees participate in &nbsp;their &nbsp;professional and &nbsp;community life, &nbsp;they &nbsp;develop &nbsp;a &nbsp;web &nbsp;of &nbsp;connections and relationships on and off the job. Leaving a job would require severing or rearranging these connections. Employees who have many connections are more embedded, and thus have numerous reasons to stay in an organization.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Factors of retention</strong></span></div>
<div>
	Challenging and meaningful work, opportunities to learn and grow, the sense of being part of a group or team, and having a good boss are four primary ways to retain employees, though the first three ways are basically influenced by the boss.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Challenging, Meaningful and Transparent Work</strong></span></div>
<div>
	Exciting, challenging and meaningful work that makes a difference is the most important factor in job satisfaction. If one is going to spend a great deal of one&rsquo;s life doing something, it at least should have some interest and some meaning or purpose. Also, an organization should prepare a platform where employees feels rewarded and attracted to go to office daily. The management also has to maintain transparency in terms of vision, mission, goals, objectives, implementation strategies, and policies in order to make a job meaningful and challenging.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Opportunities to Learn and Grow</strong></span></div>
<div>
	Clear career growth, learning, and development are three of the top reasons that people stay in their current jobs.</div>
<div>
	A good boss provides opportunities for learning, challenges, and growth on the job that match the employee&rsquo;s abilities and aspirations. He or she encourages employees to improve the work as well as their skills and to keep up with the latest developments in their field as well as facilities for providing formal and informal learning opportunities. Employees should also be encouraged to network, to join trade and professional associations and to read publications related to their line of work.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Sense of Being Part of a Group or Team</strong></span></div>
<div>
	Working with great people, being a part of a team, and having fun on the job are some important factors in job satisfaction. Even a department, section, or division can feel like a team if the manager and employees treat each other with courtesy and respect, listen to one another&rsquo;s ideas, recognize and celebrate each other&rsquo;s accomplishments, and work toward common goals. Of course, every team or work group can benefit from training in areas such as communication, group development, decision making and conflict resolution. It is the manager&rsquo;s responsibility to provide the work group members or team members with the tools and resources to work well together. It is the group&rsquo;s responsibility to utilize them well. This contributes in building a feeling of organization citizenship.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Good Boss as a mentor, facilitator &amp; visionary leader</strong></span></div>
<div>
	Rudeness, impatience, arrogance, intimidation, yelling, &nbsp;being &nbsp;condescending, embarrassing people, &nbsp;swearing, telling lies, sexual harassment, using inappropriate humour and demonstrating sexism or racism will not earn the loyalty or respect of employees. Besides, behaviour such as failing to solicit and listen to employee input, failing to recognize employees&rsquo; accomplishments, withholding praise, giving only negative feedback, taking credit for others&rsquo; accomplishments or ideas, blaming others for one&rsquo;s own mistakes, betraying, micromanaging, withholding critical information, showing distrust, showing favouritism, setting unrealistic goals or deadlines, and failing to help good performers grow in their career in the hope of holding onto them are equally harmful to good boss- employee relations which encourages employees to leave. Satisfied employees report that their managers are good role models and demonstrate inspiring leadership. They communicate well and often, they are trustworthy and supportive. They help to create a sense of purpose in the work, and they encourage employee growth and career development. Also, a boss should be up to date with the latest ideas in order to cope and balance new entrants who bring new vibrations in the organization. In short, for managing a talent, a boss should be a talented person first. The word &lsquo;boss&rsquo; itself needs to be transformed to &lsquo;mentor&rsquo;, &lsquo;facilitator&rsquo; and a &lsquo;visionary leader&rsquo;.</div>
<div>
	&nbsp;</div>
<div>
	Besides these primary factors, there are a number of others that influence employee retention, such as competitive benefit packages that fit employees&rsquo; and industries&rsquo; needs, stay and exit interviews and application of their outcomes at the strategic level, open communication between employees and management, and communicating clear expectations to employees.</div>',
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			'created' => '2013-10-29',
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	(int) 2 => array(
		'Article' => array(
			'id' => '1068',
			'article_category_id' => '38',
			'title' => 'Management  Of Change',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><br />
	</strong></p>
<p>
	<strong>By Sharu S Rangnekar</strong></p>
<p>
	<em><strong>Change is constantly with us from birth to grave. &nbsp;However, the changes we experience fall into 3 broad categories: continuous change, discontinuous change, tsunami change.</strong></em></p>
<p>
	<strong>Continuous Change&nbsp;</strong></p>
<p>
	Continuous change takes place continuously e.g. getting older by one day everyday. &nbsp;We do not pay much attention to this change and, by and large it manages itself. &nbsp;There is very little change day to day. &nbsp;Although over a period we look older or the hair becomes gray – or some of them fall out. &nbsp;Over a period, the change is significant but since it is at &nbsp;a slow rate, we get accustomed to it.</p>
<p>
	<strong>Discontinuous Change&nbsp;</strong></p>
<p>
	Discontinuous change makes a significant impact on our life immediately. &nbsp;The first discontinuous change we had was getting born. &nbsp;An embryo comfortable in the mother’s womb is thrown out one day in a totally different world and our first reaction to this change is protest (paaan). &nbsp;However, we do not remember this change. &nbsp;Perhaps the first discontinuous change we may remember is the first day at school. &nbsp;In my case, my grand-father carried me on his shoulder to the school and deposited me in the class. &nbsp;He admonished me, “Don’t come out of class; I am sitting in the verandah and if I see you coming out of the class, I shall break your leg.” &nbsp;So I sat inside the class crying. &nbsp;There were about 30 other children sitting around me also crying. &nbsp;When I am near a school on an opening day, I go to the preparatory class. &nbsp;Inside the class, there are 30 children crying; outside the class there are 30 mothers crying. &nbsp;It is their way to coping with the discontinuous change. &nbsp; From a familiar friendly atmosphere of the home, the child is pushed into an alien atmosphere of the school. &nbsp;Nobody is familiar to him. &nbsp;At least now most of the teacher are female and seem to be soft. &nbsp;In my times there were harsh looking male teachers with big mustaches. &nbsp;The cane was a part of their uniform and they banged the cane before sitting down – creating palpitation all over the class.</p>
<p>
	My mother had tried in her ways to prepare me for this discontinuous change. &nbsp;She asked me whether when I grow up I would like to go to office like my father sitting in a car. &nbsp;“Of course,” I said, “yes”. &nbsp;Then she said, “You have to go to school first.” &nbsp;I told her that I did not want to go to school. &nbsp;Then she told me the only alternative will be to wash utensils. &nbsp;At that age of five that was not a bad alternative but the tone in which my mother put it, it seemed like great disaster. &nbsp;I was made to feel that I was at cross roads – Go to school and eventually to office in a car like my father or wash utensils like the servant. &nbsp;Even then this did not convince me to go to school. &nbsp;Discontinuous changes can take a long time to be accepted.</p>
<p>
	Thereafter there are series of discontinuous changes: Getting a job and getting into relatively rigid office discipline; Getting married and getting into two-person democracy; Getting children with the tribulations involved.</p>
<p>
	In each case there was clearly a give and take. &nbsp;Some benefits and some hardship – &nbsp;and we have gone through numerous discontinuous changes.</p>
<p>
	<strong>Tsunami Change</strong></p>
<p>
	The third kind of change is where everything around changes – like the havoc created by the tsunami wave. &nbsp;The benefits are hardly comprehended and the hardships are very clear. &nbsp;How does one get prepared for Tsunami change?</p>
<p>
	One way is to start with the dictum: “TINA” &nbsp;(There Is No Alternative). &nbsp;We are not happy with the situation but it is inevitable. &nbsp;The case in point is the female education. &nbsp;It started in 1850 with a great deal of opposition. &nbsp;The proponents of female education were attacked because the opponents said: &nbsp;“What have women to do in their life? - Cooking and bringing up children. &nbsp;That can be learnt in the house itself with apprenticeship to the mother. &nbsp;The girl can learn cooking under the supervision of mother and can also learn to bring up children – particularly in those days when mother had 8-10-12 children. &nbsp;The first 2-3 children were brought up by the mother, the rest were brought up by eldest sister who learnt skills as an apprentice. &nbsp;What is the point in the women learning Kalidas and Shakespeare?”</p>
<p>
	Over a period, the process of attrition played its role to make the female education accepted. &nbsp; Initially, it was stressed that widows should have education so that they can have the ability to sustain themselves economically. &nbsp;Mostly the widows attended these schools so they were known as “Bodkyanchi Shala” (School for the shaven-headed) – as the heads of the widows were shaved in those days.</p>
<p>
	Over a period, the benefit of the female education became evident and today even if a girl has graduated and is sitting at home doing nothing particularly, the neighbour advises that she should join a computer class.&nbsp;</p>
<p>
	However, even today there are opposition groups - even in a city like Bombay. &nbsp;The two girls of a community were threatened because they were persuing their education which the opponents felt was against the religion and would spoil the girls for their traditional role of good housewives.</p>
<p>
	This opposition is reducing and the female education is getting accepted – although it has its effects and side effects. &nbsp;I worked in pharmaceutical industry where we believed that if a medicine has effect it has side effects also. If it has no side effects it has no effect also. So every change has its effects and side effects. &nbsp;The female education is a very strong medicine. &nbsp;It is effective to make the women contribute more significantly to the economic development but the side effect is its impact on domestic peace. &nbsp;So here it is a Tsunami change which took over 100 years to get accepted. &nbsp;In case of many changes that much time is not available – as in the case of natural Tsunami disaster. &nbsp;There the people are forced to accept unpleasant alternatives to carry on in life.</p>
<p>
	Another example of tsunami change is the role of horse drawn “Tongas” in transportation. &nbsp;Fifty years ago every railway station had Tongas which provided transportation to the travelers between station and their residences. &nbsp;Then came the tsunami change replacing Tongas with autorickshas and buses and Tongas have vanished altogether with the horses and the Tongawalas. &nbsp;Many of the tongawalas literally starved to death with their horses as they could not master the new technology of driving autorickshas and buses. &nbsp;However, this change took place over 25 years and did not create a strong backlash. &nbsp;I remember only one movie where DilipKumar as a tongadriver took a bet to beat a bus to stop the bus-route. &nbsp;In the movie, by driving through shortcuts, he could beat the bus. &nbsp;But in real life the tongas lost forever.</p>
<p>
	There are two other Tsunami changes which are making waves. &nbsp;One is in Singur and Nandigram where the agricultural land is being given for industrial development. &nbsp;There have been bloody battles. &nbsp;However, the logic of this tsunami change is obvious. &nbsp;The technological reforms in agriculture have made it possible for less and less land to provide food grains for more and more people so the land has to be released for industrial production. &nbsp;The land-owner who is traditionally attached to the land is refusing to give it up. &nbsp;Similar situation happened in Russia when the land had to be taken away from the farmers to form communes and it resulted in hundreds of thousands of farmers getting killed by the Russian army. &nbsp;However, in the long term it resulted in loss of production and Russia had to import food-grains to support its people. &nbsp;The present situation is very much different because it follows and not precedes agricultural productivity. &nbsp;If the farmer insists on pursuing agriculture he is bound to get caught in consequences. &nbsp;It is often said in America “agriculture is a passport to poverty” and that has become the sign of development.</p>
<p>
	Another tsunami change on the horizon is the abolition of traditional retailers in favour of large scale operators. &nbsp;The traditional retailers are opposed and started throwing stones at Ranchi. &nbsp;But here also the requirement of tsunami change is clear. &nbsp;The present way of operation of the traditional vegetable vendors, fruit vendors, grocer etc., is highly inefficient in terms of cost, convenience and time. &nbsp;The turnover of typical vegetable vendor is so low that his margin has to be very high to make him survive. &nbsp;The whole chain of middlemen are involved which makes the operation very costly. &nbsp;When the farmer gets hardly Rs. 3/- for one kilo of onions the consumers have to pay Rs.15/- per kilo. &nbsp;The large retailers buying directly from the farmers and selling directly to the consumers are going to make the operation much more cost effective. &nbsp;Furthermore, modern technology can be used to make the product available to consumer more conveniently and in the form he can use very easily. &nbsp;A traditional vegetable vendor can hardly protect the product from dirt and dust and that is the death-knell for the traditional vendor.</p>
<p>
	However, these large changes involving millions of people thrown out of their traditional jobs in a matter of few years and their inability to learn new technology of retailing is going to create a great deal of havoc.</p>
<p>
	<strong>Acceptance of Change</strong></p>
<p>
	In such situations the society and the government can control the process to give the time for acceptance of change. &nbsp;Acceptance of changes comes in three phases:&nbsp;</p>
<ol>
	<li>
		Knowledge</li>
	<li>
		Belief&nbsp;</li>
	<li>
		Behaviour</li>
</ol>
<p>
	<span style="font-size: 12px;">For the change to be accepted a sustained campaign has to be conducted to make people realize the advantages of the change. &nbsp;This is obviously a long term process and the society may not have the time for this change.</span></p>
<p>
	<strong>TINA Factor&nbsp;</strong></p>
<p>
	You can swim against the current but you can’t swim against gravity:</p>
<p>
	I was sitting with a friend of mine who was an amateur fisherman near a stream of water. &nbsp;The stream was moving fairly fast and most of the fish were swimming with the current. &nbsp;However, I found about 10% of the fish were swimming against the current. &nbsp;I asked my friend, “Why they are swimming against the current?” &nbsp;He said, “This is breeding season for this fish and the females are going against the stream to lay eggs in their chosen territory.</p>
<p>
	The stream proceeded for another 10 meters and jumped into a waterfall. &nbsp;Some of the fish who went down with the waterfall were trying to swim up the waterfall. &nbsp;But they were not successful. &nbsp;Looking at that my friend remarked, “You can swim against the current but you can’t swim against gravity.” &nbsp;There are some tsunami changes. &nbsp;People try to resist these changes. &nbsp;But they can not succeed because you can swim against the current – but not against the gravity.</p>
<p>
	<img alt="Management of Change" height="375" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_gyan_june2013_change_ahead_pottery_making.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="250" /></p>
<p>
	In 1951 when I started my career there were about 3 thousand railway stations in Indian and outside each station there was a Tonga stand. &nbsp;These 3 thousand stands plus others in the towns covered nearly about 1 lakh tongas.</p>
<p>
	The tsunami change started with autorikshas and buses taking away the passengers. &nbsp;The tongas made efforts to resist the change. &nbsp;In the film Naya Daur, the hero acted by Dilip Kumar races with the bus with his tonga and defeats it. &nbsp;That was a reel life. &nbsp;In real life the tonga could not stand the competition. &nbsp;The tongas were burnt as kindlewood, the horses died and so did the tongawalas. &nbsp;They could not fight against gravity.</p>
<p>
	The similar contest is going on in Singur &amp; Nandigram by agriculturist and In Ranchi and other towns by Small Scale Retailers against Reliance. &nbsp;This again is a competition where they are going against the gravity and cannot win.&nbsp;</p>
<p>
	The alternative is to create the TINA factor i.e There is no alternative. &nbsp;After the First World War, Turkey was in shambles and Kemal Ataturk took over the nation with the slogan “There is no alternative”. &nbsp;Overnight he abolished the ritualistic religion and the banned the veil as well as the Turkish cap which were seen as symbolic of ritualistic religion. &nbsp;The most significant change he made was in the script. &nbsp;The Turkish language which was written in Arabic script, he made it compulsory to use the Roman script. &nbsp;These changes were not universally welcomed but he had the traditional power of the army up his sleeves and so could ensure implementation of the changes almost in a single day with the slogan “TINA” i.e There is no alternative. &nbsp;</p>
<p>
	The changes he made in this way kept on smoldering the rebellious feeling and in the end of last century the religious parties again made a come back trying to bring Turkey back to the religious mould. &nbsp;The army superseded the parliament and kept the reforms going.</p>
<p>
	The process thus goes through persuasion route i.e Knowledge, Belief and Behaviour to get accepted over a period with the opposition getting converted. &nbsp;Thus the changes introduced by the female education can get commented adversely but are unlikely to be thrown out by any democratic process. &nbsp;In fact, democracy also is a tsunami change which is based on the tenets of equality. &nbsp;The traditional societies were based on inequalities: a superior caste, a superior religion, a superior sex. &nbsp;These gave authority to rule over the others. &nbsp;However, democracy tries to establish equality. &nbsp;In fact all people are not equal but in the concept of democracy they have to be treated as equal and given a chance to become equal.&nbsp;</p>
<p>
	A case in this point is a rule made in New York that all public buildings must have ramps so that the physically disabled people will try to have the mobility similar to normal people. &nbsp;Somebody calculated the cost of providing ramps and suggested that it will be cheaper to keep disabled people home by giving them pension. &nbsp;The answer was the solution to disability is not charity but to create as much equality as it is possible.</p>
<p>
	Even the controversy over reservations can be seen in this light. &nbsp;Reservations cannot create equality. &nbsp;In fact they tend to emphasize inequality. &nbsp;However, by creating reservations more and more people are pushed towards equality.</p>
<p>
	Another case in this point has been the position of scheduled castes, scheduled tribes or otherwise backward classes as against Muslims of India. &nbsp;At the time of independence, Muslims had 15% of all important positions in the government thanks to the special protection given by the British Raj. &nbsp;At that time scheduled castes, scheduled tribes and OBCs together were much less than 15%. &nbsp;Today after 60 years of independence the scheduled castes, scheduled tribes and OBCs are nearly 30% while the Muslims have come down to 5%. &nbsp;So the reservation policy of British Raj created permanent inequality and when it was removed the Muslims suffered economically. &nbsp;The situation is somewhat similar to Negroes in America. &nbsp;Negroes are also 15% of American population but in three areas they are much more than 15% - In Olympic gold medals they have the majority. &nbsp;In art particularly music they are over 25% and in crime they are over 60%. &nbsp;These three areas do not require any support from the society to score. &nbsp;Individual abilities can sustain.</p>
<p>
	Similar is the position of Muslims in India. &nbsp;They are in the same 3 areas where they are more than 15% - Sports, Films and Crime. So to create equality there has to be sustained efforts to support the weaker to be equal. &nbsp;This is obviously the tsunami change and will be resisted at every step - but to retain democracy it will be essential to move towards this end.</p>
<p>
	In this process the persuasion of knowledge, belief and behaviour have to be used to make the tsunami change ultimately accepted in the society. &nbsp;This is essentially what is meant by management of change. '</p>
<p>
	<span style="font-size:10px;">(The writer is a popular consultant and author of management classics: “In the Wonderland of Indian Managers” and “In the World of Corporate Managers”.)</span></p>',
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			'description' => 'Change is constantly with us from birth to grave.  However, the changes we experience fall into 3 broad categories: continuous change, discontinuous change, tsunami change.',
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		'Article' => array(
			'id' => '946',
			'article_category_id' => '38',
			'title' => 'Why Employees Leave An Organization?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<strong>By Nibha Shakya</strong></p>
<p>
	One of the major parts of HR relates to attrition. HR professionals from diverse organization came together on February 27, 2013 for HR Kurakani to discuss why an employee really leaves the organization and how it can be managed and controlled. The programme was organised jointly by Real Solutions and Hotel Annapurna. The major points raised during the programme were as follows:&nbsp;</p>
<p>
	<strong>REASONS:</strong></p>
<p>
	<strong>Relation with boss</strong></p>
<p>
	Employees don’t leave the job, they leave the manager. If employees don’t like the manager’s leadership style, management style or can not tune up with their immediate managers, they prefer leaving the job, despite they are well paid. So, relationship with their boss has been major reason cited for employee leaving the organization.&nbsp;</p>
<p>
	<strong>No Career Progression</strong></p>
<p>
	Most likely, employees leaving the organization are good employees. They would leave if they found that they have no opportunity of growth or career progression or they are not recognized for their performance.</p>
<p>
	<strong>High Stress Level</strong></p>
<p>
	People leave the job because of high stress level. Though remuneration is good, they tend to move because of high work pressure.&nbsp;</p>
<p>
	<strong>Poor Communication</strong></p>
<p>
	Communication plays an important role. The clarity of goal, task, grievances etc if not communicated well between management and employee, there’s chance of HR turnover.&nbsp;</p>
<p>
	<strong>Remuneration and Benefits</strong></p>
<p>
	If the salary paid is not commensurate with the role of the employee, there is tendency of leaving the job. Monotonous job, no clear reporting line, no harmony between old and new employees, &nbsp;lack of clarity in policies etc could be other reasons behind employee leaving the organization.&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>POSSIBLE SOLUTIONS:</strong></p>
<p>
	<strong>Each manager is a HR Manager &nbsp;</strong></p>
<ul>
	<li>
		HR has major role in making One to One Meeting between manager and employee. The instruction should be provided by HR to both the manager and employee before such a meeting as how and what should be discussed. Such meeting can be conduced in a regular basis. It helps to clear communication and solve any problems beforehand.&nbsp;</li>
	<li>
		Patting on the back appreciating employee’s effort, emotional support during their hard time, understanding employee’s perspective are few examples that help create a bond among the employees. This helps in retaining the employees.&nbsp;</li>
	<li>
		The directing quality, inspiring, delegating, communication ability of boss etc matter a lot in employee retention. So, leadership of the manager plays a crucial role. Similarly, the employee also needs to have capability to understand the boss’s perspective. Likewise, the manager need to remain updated.&nbsp;</li>
</ul>
<p>
	<strong>Recruitment and Selection</strong></p>
<p>
	Similarly, right recruitment and selection helps in retaining employees. If right employees are placed in right place, there is less chance of turnover.&nbsp;</p>
<p>
	<strong>Competitive Remuneration and Benefits</strong></p>
<p>
	Salaries should be aligned with the job responsibilities. Likewise, more customized benefits (that would give benefits to the employees as well as to their family) would help in retention.&nbsp;</p>
<p>
	<strong>Tactful and Staff Care</strong></p>
<p>
	HR professional should be tactful in dealing conflict and complaints of employees. They should be proactive in solving any issue before it comes up. Likewise, HR professionals need to work as facilitators in various ways. Proper practice of staff care and stress management helps in minimizing the employee turnover as they would feel valued.&nbsp;</p>
<p>
	<strong>Culture and Environment&nbsp;</strong></p>
<p>
	Also the Culture and environment of &nbsp;the organization play an important role in decision of leaving and staying with the organization. Working environment with good team, handful resources, good behaviour and learning and sharing session help in retaining the employees.&nbsp;</p>
<p>
	<strong>Exit Interview</strong></p>
<p>
	Exit Interview would bring many insights on various issues of the organization from leadership role to operation level discrepancies. Effective exit interview helps identify the reason behind leaving and other improvement factors which would be beneficial for the organization. The findings can be analyzed and improvement can be made as necessary.&nbsp;</p>
<p>
	Attrition upto certain level is healthy but high attrition would hamper overall performance of the organization. Understanding reasons on employee leaving the organization and taking corrective actions from HR and &nbsp;top management would help in minimizing employee turnover in the organization.&nbsp;</p>
<p>
	<img alt="Management, April 2013" height="624" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_april2013.jpg" width="317" /></p>
<p>
	<span style="font-size:10px;">Shakya is Sr HR Executive at Real Solutions.</span></p>
<div>
	 </div>',
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			'description' => 'HR professional should be tactful in dealing conflict and complaints of employees. They should be proactive in solving any issue before it comes up.',
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		'Article' => array(
			'id' => '864',
			'article_category_id' => '38',
			'title' => 'Three “R”s For  Startup Businesses',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Businesses are hard to predict. There is a saying “God laughs at those who plan the future”. This applies both to life and to businesses, especially the ones that are just starting. Pukar Shah, a returnee from the UK, has recently started a business of planting Aloe Vera in his own ancestral land that was mostly going to waste due to shortage of trusted labourers. He believes that Nepal can improve its status only by making large investments in the agriculture sector. While the rest of the world has reached far away from the time of doing agriculture, 80 per cent of Nepal‘s population still relies on nature for a living. &nbsp;This is not only a culture but also a big natural advantage to Nepal. Nepal can grow everything that grows in between 8000 m to 60 m above sea level. While the richest country of the world, the US, with its organization USAID is investing in Nepal’s agriculture with projects like FTF (Feed the Future) and Health for Life (H4L), it is an opportunity to respond. Plus, according to Pukar, it is a risk-free business because he already has a line of buyers who want to buy his produce.&nbsp;</span></p>
<p style="text-align: justify;">
	Harvard Business School Professor Noam Wasserman has outlined &nbsp;three Rs for the people wanting to start up their own business. In his article, Wasserman lists them as “Three Pitfalls Startup Founders must avoid”. These are the relationship decisions, roles decisions, and rewards decisions. According to Prof Wasserman, while starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges. It is very critical to get at least three things right. They are:&nbsp;</p>
<p style="text-align: justify;">
	<strong>Co-founders:</strong> The natural inclination is to co-find with family or friends. But these relationships can be fraught. Plus you’re more likely to have similar perspectives. Look for partners who bring complementary skills and assets.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Roles:</strong> Most founders want a C-level title. After all, they were there from the start. But choose roles that reflect the actual work each founder will do, not the fancy title he wants to show off.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Rewards: </strong>One of the biggest questions for start-ups is how to split the equity ownership. A handshake on 50/50 will not do because almost all new companies will have a major change in strategy or founder involvement. Negotiate an arrangement that can change when the circumstances do.</p>
<div style="padding:10px; background:#f4f3e6;">
	<p>
		<strong><span style="font-size:14px;">Naming the Company</span></strong></p>
	<p style="text-align: justify;">
		Together with the ideas, management and operation planning, NAME for the Startup Organization also makes a considerable difference. What’s in a name? Well judging from the long list of businesses that a simple Google search can yield when you search “naming your company”, there are plenty. While deciding on a name, don’t take the decision lightly. Not only is your company’s name a critical part of your overall identity, but it will also be used on any of your marketing products, PR, blogs, websites and publications. Given below are five naming strategies that have been successful globally.&nbsp;</p>
	<p>
		<strong>Real Words</strong></p>
	<p style="text-align: justify;">
		When you consider, Apple, Yahoo, Indeed and Amazon, they mean something but often they have no immediate relation to their business.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Misspelled Words</strong></p>
	<p style="text-align: justify;">
		No, this isn’t an insult of your intelligence. We know that you know how to spell, but using phonetics rather than grammar may give you that cool edge you need. Consider some of these well known examples; Tumblr (Tumbler), Del.icio.us (Delicious), Digg (Dig) and Flickr (Flicker).&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Two Syllable, Compound Words</strong></p>
	<p style="text-align: justify;">
		There are plenty of new companies moving in this direction. Among some of the most popular, there’s BirchBox, SkillShare, CrowdTilt and JackThreads. This could possibly have something to do with the success of FaceBook.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Initials and Acronyms</strong></p>
	<p style="text-align: justify;">
		Think about going old school, such as IBM (International Business Machines), AOL (America Online) and TBS (Turner Broadcast System). You’re not alone. Reportedly, Rupert Murdoch is considering changing the name of The Wall Street Journal to simply “WSJ”.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Made-Up Words</strong></p>
	<p style="text-align: justify;">
		Skype, Hulu and Zynga are all made up words. But if you’re successful, you most likely won’t find yourself in any trademark grudge matches in the future.&nbsp;</p>
	<p style="text-align: right;">
		<span style="font-size:11px;">(Source: compiled from various sources)</span></p>
</div>
<p>
	 </p>
<p style="text-align: justify;">
	Pukar, in his startup business, has successfully implemented all these strategies. He happens to follow this idea from his uncle who has been involved in this sector for over 20 years now. Pukar is confident that his uncle’s expertise and his knowledge in proper management of the company will help him succeed in the long run in this sector. Pukar is not obsessed with the CEO title. He has chosen the role of managing the production process and looking after the financials while his uncle handles the marketing department. He had set up an initial agreement of 50 per cent &nbsp;investment and 50 per cent &nbsp;returns with his uncle. But according to him, he currently owns only 35 per cent of the return and the overall organization has four shareholders from two in just a matter of a year. He believes that one cannot have a fixed agreement in business; instead, one needs to go with the flow.</p>
<p style="text-align: justify;">
	Also, it is very crucial to understand the cash flow before starting a business. More than a third of new businesses fail in the first three years and it’s rarely because of a bad business concept; it’s almost always the result of running out of cash. As well as having working capital to cover early stage losses, it’s imperative that you collect your invoices on the due date. If you don’t, you are providing working capital to your customers and unless you are running a bank, you can’t afford to do this. According to Pukar, if cash is the king for a successful business, it’s the emperor for a start-up. &nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="Management February 2013" height="259" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(4).jpg" style="margin:0 10px 0 0;" width="250" />For Pukar, there was no problem of having insufficient resources and capital for giving a shape to his idea, but most of us who want to start a business do not have the resources and capital. Not only in Nepal but also in most of the developed countries in the world, there are angel investors. Angels typically invest their own funds, unlike venture capitalists, who manage the pooled money of others in a professionally-managed fund. Angel investments bear extremely high risk and are usually subject to dilution from future investment rounds. As such, they require a very high return on investment. A large percentage of angel investments are lost completely when early stage companies fail. Therefore,, professional angel investors seek investments that have the potential to return at least 10 or more times their original investment within five years through a defined exit strategy such as plans for an initial public offering or an acquisition. The Silicon Valley of the United States of America, also known as the home to many of the world’s largest technology corporations as well as thousands of small startups, was funded by the Angel investors from the beginning. A Harvard report by William R Kerr, Josh Lerner and Antoinette Scholar provides evidence that angel-funded startup companies have historically been less likely to fail than companies that rely on other forms of initial financing.</p>',
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			'keywords' => '',
			'description' => 'While starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges.More than a third of new businesses fail in the first three years and it’s rarely because of a bad business concept; it’s almost always the result of running out of cash.',
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		'Article' => array(
			'id' => '863',
			'article_category_id' => '38',
			'title' => 'Is Shakespeare Relevant In Today’s Commercial World?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong style="text-align: justify;">By Sujit Mundul</strong></p>
<p style="text-align: justify;">
	There have been lots of debates and discussions on the relevance of Shakespeare’s heroes as leaders in the modern commercial world. On this widely debated subject, a great deal of work had happened in the Oxford University under the leadership of Richard Oliver.</p>
<p style="text-align: justify;">
	I have had the good fortune to interact with Richard many times on the issues of leadership, seeking his guidance. It is increasingly common to hear nowadays that we are facing a crisis of leadership. The ways in which organizations are moving forward can no longer be comprehended through the same models, language and logical analysis that have served leaders in the past.</p>
<p style="text-align: justify;">
	I could strongly agree with Richard that the time has come when businesses actually need what the arts have to offer in order to survive. We can draw a good deal of similarity between the commercial world and the arts, in that both the streams, apparently poles apart, need creativity, imagination, flexibility, adaptability, effective communication and visionary tendencies for survival as well as &nbsp;domination in the respective fields.</p>
<p style="text-align: justify;">
	Stories have been used to inspire and instruct us human beings since we learnt to speak.</p>
<p style="text-align: justify;">
	Let us take a look at Shakespeare’s stories. Henry V is the story from which we can glean the most about the nature of inspiration. From the first line that calls to our imagination with its plea for “a muse of fire”, to the last scene where Henry, as a Victorian leader, struggles to turn a battlefield into a garden, the plot, to my reckoning, reflects invaluable insights into leadership.</p>
<p style="text-align: justify;">
	Henry V unites a group of disparate people (his nobles) around a common goal (in this instance, reclaiming the territory of France) and manages to overcome all difficulties in his path to achieve a near miraculous victory against the odds (i.e. winning the Battle of Agincourt).</p>
<p style="text-align: justify;">
	So, readers are encouraged to see the King as an inspired leader, the nation as an organization, the nobles as the senior management team, and France as a big project. &nbsp;I am sure that once we start thinking along these lines, we can very well find the relevance of Shakespeare’s characters in today’s changing world. Shakespeare survives gracefully through the changing fads of every generation because he touches so consistently on the truth of human experience.</p>
<p style="text-align: justify;">
	Henry V takes over as King after the sudden demise of his father, the late King.But people can’t believe that Henry, who has the reputation of a spoiled brat, would allow Lord Chief Justice (a hard critic of Henry) to continue in the same position as also to become his mentor. In addition Henry promises to call Parliament. His journey begins.</p>
<p style="text-align: justify;">
	In Act 1 we see Henry meets with his nobles to gather support for achieving his mission to reclaim the territory of France. He gets their consent. Henry has sent a message to the King of France asking if he will give up his throne. The French ambassador arrives with an answer; a trunk which Henry assumes will be full of jewels in an attempt to buy him off. Instead, it is full of tennis balls sent by the French Prince with an accompanying message that Henry better stick to the trivial pursuits he is capable of winning like tennis. Henry gives the ambassador a right –royal telling off and sends him out. Finally, he makes a firm commitment to pursue his mission to France.</p>
<div>
	<img alt="Management February 2013" height="234" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(2).jpg" width="580" /></div>
<div>
	<div style="text-align: justify;">
		In commercial life, when we start our first project as a leader, we need to seek sound advice and believe in the “right” to go ahead. This “right” is granted internally and externally. Internally we can use a “line of service” to draw strength from. But we need certain amount of political intelligence to win the external right, to prepare our nobles (senior management) to take a risk and follow us into new territories. And we will have to make a demonstrable and visible commitment to pursue the project. If people think we are not totally behind this, the project may fail. Henry did follow all these steps.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 2 Henry gathers and allocates his available resources and identifies and deals with those who oppose the mission (and the traitors) before it has even started.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In all major projects, leaders should be able to identify the forces ranged for and against them. Many a times, a good leader has to be a good actor. He may need to hide certain knowledge from certain people at certain times. He may need to disguise intentions, particularly while attempting to identify those who disagreed with the agreed mission and who may oppose its desired outcome. It is important to identify them correctly and deal with them appropriately for ensuring success of the project.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 3, Henry starts with a reasonable plan: arrive in August with 10,000 troops, take the first foothold in a week and march on to Paris by Christmas. He lands at the coastal town of Harfleur as planned but three months later, he is still there having lost 2000 men. He makes a rousing speech to his exhausted troops. An effective leader will have to speak passionately and imaginatively to motivate them through the blocks. The next attack seems to make a difference, for the Governor of Harfleur asks for a peace party. Henry speaks and warns that if the town is not surrendered now; he will be unable to control his troop’s anger. Then when they do succeed, the town will be destroyed and people killed. The Governor surrenders the town. Henry insists that all the inhabitants be treated mercifully. He changes strategy and decides to withdraw to Calais (an English territory at that time) where his troops can rest over winter.&nbsp;</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Throughout the play, Henry demonstrates the wonderful leadership quality of painting pictures of the future. Here he uses it to paint such a negative view of the future that the Governor gives in rather than risk that picture becoming reality. He does not press on to his initial goal regardless; he revises his strategy on the ground. Nor does he admit failure and simply retreat to England. He finds a third way; a strategic withdrawal.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The French army is chasing Henry’s exhausted 8000 walking men with 40,000 fresh mounted troops. Inevitably they catch up and surround the English on the field of Agincourt. The French Herald is sent in to offer Henry a simple choice; give in now (and pay a huge fine but Henry and all his troops leave), or fight tomorrow and die. Henry says he does not seek a battle at the moment; he wishes to march to Calais, but if challenged he will fight. The French prepare for battle.</div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;"><br />
		</span></strong></div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;">Managers have to solve problems. Leaders have to solve dilemmas, complex issues with no happy solutions. When leaders meet the real test, they will require to call on all their skills to hold a line that will give their people enough confidence to carry on</span></strong>. Act 4 shows Henry going through the long dark night before the battle, facing up to his fears and duties before being able to inspire his troops to an apparently miraculous victory against the odds.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry cannot really want to be out talking to his troops at 3 o’clock in the night. But he does it because it is required of him. He exercises visible leadership which is seen by others thus bolstering their confidence.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Leaders need to allow themselves to enter “the dark night of the soul” and face their own innermost fears, doubts and uncertainties, especially in a crisis, and particularly before they make decisions that affect the lives of others. If they don’t, they may make wrong decisions for the wrong reasons. There is a point in most meaningful projects when the leaders are forced to ask themselves: “Is this the right thing to do? And are we the right persons to do it?” In these times they will have to manage their own fears and the fears of others simultaneously but differently.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry is courageous enough to listen to what the troops really think. But if he listens carefully to what they are thinking, he may just be able to inspire them later. However, he also feels the weight of responsibility that they put on him. He needs to unload this or he may make his decision on what others want rather than what he thinks is right. When Henry arrives back at his tent, he overhears the nobles wishing for more troops. He speaks to them from the heart, telling them why he personally believes they are doing the right thing. He says they are enough to win honorably or die trying. He says those that do not wish to fight can leave. But any that chose to fight and survive will remember this day for the rest of their lives. They go off to start the battle.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The whole process of surviving the “Dark Night” has served to strip away layers to reveal Henry’s center, his core values - what he is doing all this for. Mind you, it is from this core that he speaks to inspire others.</div>
	<div style="text-align: justify;">
		The battle is going well for the English. They deal with the first wave of French attack and capture many prisoners. Another attack is sounded. Henry orders his men to kill the prisoners. Meanwhile the French have raided the luggage tents and killed all the boys who were guarding them. The Herald enters and tells Henry the day is his. He thanks God and forbids everyone to boast of the victory. They set off for Calais.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Most leaders wish they could get through their career without having to take any tough decision. Very few get their wish. There is usually a situation where we are forced to compromise the values on which we prided ourselves when we started our journey to leadership. It is the ability to take these hard decisions and live with the consequences that separates “the men from the boys” amongst the leaders.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 5 Henry is encouraged to make peace and turn the battlefield into a garden. He attempts to court Princess Katherine (daughter of the French King) but realizes he has much to learn about building relationships before the political necessity becomes a heartfelt reality.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Katherine agrees to the marriage but Henry can tell she does not yet love him. He understands that he has to change his approach and learn a new way of life.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Many leaders have got where they are because of their ability to fight and win. Sometimes though, this is not enough. &nbsp;We may have to nurture the new territory we have achieved rather than look for the next target.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		To my mind, Shakespeare’s relevance in the modern complex world of commerce holds good adequately. Nevertheless, I leave it to the readers to decide on this enunciation, as they feel apposite.</div>
	<div>
		 </div>
	<div>
		<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd.</strong></div>
</div>',
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of every generation because he touches so consistently on 
the truth of human experience.',
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	<span class="A14"><span mso-bidi-font-family:="" myriad="" style="font-family:"><img alt="" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(1).gif" /><br />
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	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together. <br />
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	<span class="A4"><span style="font-size:
59.0pt">&nbsp;C</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">oordination refers to an essential principle of management that is necessary to accomplish overall organizational goal. An organization grows when leaders face challenges to synchronize all the activities and functions inside it. Coordination simply put is nothing more than members in an organization working together and moving in the same direction to achieve a common goal. In the words of Theo Haiman, however, “Coordination is the orderly synchronization of efforts of the subordinates to provide the proper amount, timing and quality of execution so that their unified efforts lead to the stated objective, namely the common purpose of the enterprise”. Thus, to proficiently arrive at an intended destination of the business, effective and efficient coordination becomes compulsory. Right people, with right skills in the right seats are not all that an organization needs to succeed. Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together.</span></p>
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	&nbsp;<img alt="" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coordination.gif" vspace="10" width="114" /></p>
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">According to Dick Carlson, effective coordination is acquired through four important stages and they are:-<br />
	<br />
	a. Communication – Understanding<br />
	b. Timing – Appropriateness<br />
	c. Flexibility – Sensitivity<br />
	d. Control – Discipline &amp; Motivation <br />
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	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coordination is different yet inseparable from cooperation. While coordination is bringing together the efforts of diverse mechanism within an organization to provide them unity of purpose; cooperation refers to the shared but intended efforts of people to carry out a meticulous objective. Cooperation works to ease coordination within a team or organization as a whole.. It is unanimously said that “Cooperation without coordination has no fruit and coordination without cooperation has no root”. Thus, cooperation and coordination must go hand in hand with a clear understanding that one is the stepping stone for the other. An effective manager needs both. The management seeks to achieve coordination through its imitative moves e.g. planning, organizing, staffing, commanding and controlling. Conciliation with external situations, scheming internal circumstances and motivation of people resources are integral, coordinating functions of management. The performance of the management depends much on coordination than any other element. <br />
	<br />
	<br />
	<img alt="" border="1" height="151" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/management.gif" vspace="10" width="227" /><br />
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	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In any enterprise, coordination leads to facilitate:</span><br />
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<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">a.<span new="" style="font:7.0pt " times="">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Team Spirit: By encouraging people to work in a team and achieve the common goal.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Better Accomplishment: With proper direction and management of time and energy.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Cost Effectiveness and Efficiency: By automatically generating concern about control of wastage (Process &amp; resources). This minimizes delays and break downs and leads to optimum utilization of resources.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Motivation: By encouraging employees to take initiatives which eventually enhances job satisfaction.. It inevitably results in better performance of the company as a whole.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Improved Human Relations: by minimizing the conflicts, rivalries and other organizational issues. With clarity that comes along, working is always smooth and productive.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Goals Integration: by bringing uniformity in understanding of organizational goals and common effort required to achieve it. Coordination is a process that applies only to group activities. It does not apply to individual activities. Coordination also requires deliberate efforts like:</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">a. Well Defined Objectives: Clarity &amp; common understanding of the objective makes it attainable and hence, coordination succeeds only if the organization has defined its objectives well.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Effective Chain of Command: Chain of command is the interlink or chain link of authority and reporting relations. This link connects all the members from top to bottom by duly defining reporting relations as superior/supervisor and subordinate. This results in effective control and communication.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Continuous &amp; Accurate Programs and Policies: It focuses on long term planning for human capital strategic perspective around integrated product &amp; services. Thus, coordination time bound rather is a continuous process. It must continue at each level from inception i.e. planning, organizing, directing and controlling until the business sustains.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Effective Communication: Coordination can succeed only with effective communication. All barriers and gaps at each level must be eliminated in the communication process. Proper communication helps to avoid misunderstandings and helps to build consensus to achieve goals.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Effective Leadership: Leadership is a means to realize the outcome of coordination and efficient allocation of resources. The importance of coordination is stressed to improve the value of collaborative activities. Effective leadership strategies derive their power from effective strategies and transformational power of a compelling vision rather than from hierarchy, rank or standard operating procedures.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Cooperation: Cooperation is the hall mark for a corporate culture. Accomplishment of an ultimate goal requires mutual cooperation. To secure coordination around a business destination, maintenance of cooperation amongst functions, teams and individual employees is essential. Since cooperation is one of most important element in assisting coordination, upkeep of sustained cooperation is important.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">g. Mission Driven Work Teams: Also termed as “self managing” teams, it represents teams with interdependence and joint responsibility for outputs among the members. It has been considered as a revolutionary approach to organize and perform assignments. It integrates the need of people with work to be done and that is encouraged through coordination.</span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">It is suggested by management scientists that the implementation processes range from the simplest to the most complex. Here are a range of these processes:</span><br />
	<br />
	 </p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">i)<span new="" style="font:7.0pt " times="">&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Standards: A set of expectations and measures across organizations, i.e. performance standards or management.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">ii) Information: Learning and knowledge sharing through database, case studies or site visits.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iii)Expertise: Sharing expertise and competence through people (expert) movement from one to the other location/unit in view of the best use of the talent available.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iv)Authority: Problem solving or trouble shooting among cross functional teams through sharing authority.</span></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">v) Cost Economy: Leader shares knowledge around achieving goal that controls cost through integration of business processes. </span></p>
<p class="Default">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Coordination is a valuable yet intangible tool. Businesses seeking success must ensure application of coordination that includes ability to set standards, share information, transfer expertise, allocate authority, improve business processes and deliver innovation and design. All the functions of management are affected by coordination. It encourages team spirit, gives proper direction to the organization and motivates employees as well as makes proper use of the resources. Hence, it is an essential element for the survival, growth and profitability of any organization. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:8.0pt;line-height:115%;color:#211D1E">Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner.</span></strong></p>
<p class="MsoNormal">
	 </p>',
			'published' => true,
			'created' => '2012-12-17',
			'modified' => '2013-01-22',
			'keywords' => '',
			'description' => 'Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together.',
			'sortorder' => '641',
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	(int) 7 => array(
		'Article' => array(
			'id' => '742',
			'article_category_id' => '38',
			'title' => 'Teaching Sophistication',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
	<div>
		&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2012-12-13',
			'modified' => '2013-08-14',
			'keywords' => '',
			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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			'id' => '732',
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			'title' => 'Employee Benefits',
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			'content' => '<p>
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<p class="MsoNormal">
	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
	 </p>
<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
	 </p>
<ul>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	<br />
	</span></p>',
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			'description' => 'Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.',
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			'title' => 'Finding The Right Candidates',
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	&nbsp;</p>
<p>
	<span class="A35"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization.</span></span></p>
<p class="MsoNormal">
	<span class="A35"><span style="font-size:15.0pt;line-height:
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mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;"><span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:11.5pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates.<br />
	<br />
	<img alt="mangement" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management(3).jpg" vspace="10" width="336" /><br />
	</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">S</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#221E1F">creening and selecting the right candidates for organizations has been a major and challenging role for Human Resource (HR) professionals in various organizations. The process of collecting and evaluating information about an individual in order to extend an offer of employment is called employee selection. Through effective selection, an organization can maximize the probability that its new employees will have the necessary KSAs (knowledge, skills, and abilities and attitudes) to do the jobs they were hired to do. Effective employee selection is a critical component of a successful organization. <br />
	<br />
	</span><br />
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reach Out to Applicants</span>&nbsp; </strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F"><br />
	<br />
	Screening and selecting candidates are comprehensive processes. Reaching out to the eligible candidates is the first step for successful recruitment. In the Nepali context, people prefer to read Nepali text despite their ability to read English content. Therefore, publication of vacancy advertisements with required details in Nepali magazines can have a comparative benefit. Similarly, the development and use of job specific forms helps to screen the serious and capable candidates. The process should be simple and screening criteria must be flexible that would help the HR professionals to find the right candidates. </span></p>
<p class="MsoNormal">
	&nbsp; </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference Checking</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference checking is one of the methods that have been used by various organizations in selecting the right candidate. It is recommended that an option should be given to the candidate regarding referee change if the candidate thinks that the mentioned referee cannot correctly explain his/her details during the interview phase. Therefore, a referee should be someone who knows the candidate well and who can be easily approached by the organization when required but should not necessarily be someone holding a strong position.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Similarly, reference check has to be done from both ends i.e. previous employers and also from the candidate themselves in order to avoid biasness. There are Credit information Bureaus in a few organizations that conduct reference checking for their respective organizations. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="employer" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/men.jpg" vspace="10" width="336" /></p>
<p class="MsoNormal">
	 </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Employer Branding</span></strong></p>
<p class="Pa10" style="text-align:justify">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Candidates prefer to join Banks/INGOs and the major reason for it is the availability of transparency in terms of facilities. Generally, the limited companies have good employer brands in the market due to their transparency in facilities. Effective employer branding would contribute in reaching and attracting the right and competent candidates. </span></p>
<p class="MsoNormal">
	&nbsp; </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Interview</span></strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;
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<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization. It is found that a candidate’s interest is of big importance and most of the time, interested and less experienced candidates outperform experienced but less interested candidates.</span></p>
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	&nbsp;</p>
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	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Challenges</span> </strong><br />
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">There are external factors such as union, pressure from external parties, ready-made CVs and cover letters found abundantly on the internet that has high impact in screening and selecting the right candidates. Similarly, lack of seriousness in implementing set HR policies and procedures are also a major challenge. Moreover, it is found that job applicants randomly apply for positions without understanding the required skills, knowledge and abilities. As a result, organizations end up lacking quality applicants.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates. HR professionals should possess a skill for blending above mentioned factors in order to recruit right candidates who can consistently contribute in strengthening an organization. </span></p>
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	<strong>&nbsp;</strong></p>
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	<strong>&nbsp;</strong></p>
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	<strong><span style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">The above write-up by Purna Man Shakya is based on an ‘HR Kurakani’ discussion on the topic “Ways to screen and select the right candidates” held at Nepal Derivate Exchange Ltd on July 25, 2012. The participants at the discussion included representatives from INGOs, trading company, commercial banks, travel company, IT company, consulting firms and hospitality industry. Shailendra Raj Giri, MD of Real Solutions, acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company, was the coordinator of the program.</span></strong></p>
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	 </p>
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	<strong><span style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
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	<span class="A16"><span myriad="" style="font-size:11.5pt;line-height:
115%;font-family:">MANAGEMENT</span></span></p>
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	<span class="A2"><span mso-bidi-font-family:="" myriad="" style="font-family:">By Nobuhiro Tsuboi</span></span></p>
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	<span class="A2"><span mso-bidi-font-family:="" myriad="" style="font-family:">&nbsp;</span></span></p>
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	<span myriad="" style="font-size:32.0pt;line-height:115%;mso-bidi-font-family:
">Microfinance in the Context of Rural Nepal</span></p>
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	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">It is said that the involvement in a microfinance programme has enabled to increase their savings.</span></span></p>
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	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
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<p class="Pa24">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><span myriad="" style="font-size:15.0pt;mso-bidi-font-family:">“We are planning to open around three new showrooms in the near future. Through these showrooms, the company targets to reach every district and the remote villages too.” </span></span></span></p>
<p class="Default">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;<img alt="depaak kumar purkot" border="1" height="189" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DEEPAL-KUMAR-PURKOTI.jpg" vspace="10" width="152" /></span></span></p>
<p class="MsoNormal">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><strong><span class="A5"><span style="font-size:10.0pt">DEEPAL KUMAR PURKOTI <br />
	Sales and Marketing Manager </span></span></strong><br />
	<strong><span class="A5"><span myriad="" style="font-size:10.0pt;line-height:
115%;font-family:">Fair Trade Pvt Ltd<br />
	</span></span></strong><br />
	</span></span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">I</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">n rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<img alt="financial" border="1" height="811" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/financial(3).jpg" vspace="10" width="600" /><br />
	<br />
	Facts on the Ground</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">First of all, I show the changes of 484, all continuous shareholder families’ financial assets for the period of July 2006-July 2011. Its growth ratio is 140.3 per cent as shown in Table 1. ‘Family financial assets’ consist of all financial assets deposited at the SFCL and belong to individual families i.e. shares, compulsory group savings, each voluntary individual savings and family members’ individual savings. ‘Continuous shareholder’ means those who were shareholders continuously at least from 2006 to 2011. Incidentally, the number of shareholders was 771 in 2006 and 1,155 in 2011, of which 484 shareholders have been continuous shareholders for the period. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">As the price index of 2011 is estimated as 155 for 2006=100, two groups of ‘65 per cent and more’ and ’55-65 per cent’ i.e. 79.3 per cent of continuous shareholders realized growth in real price terms. I watched the group of ‘65 per cent and more’ i.e. 75.6 per cent of the total increased their assets by 10 per cent and more in real price terms, and further from that, their average growth ratio is 308.2 per cent.</span><br />
	<br />
	<br />
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Investment by their Own Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">In spite of neglecting investment by their own financial assets for this period, 3/4th of the total continuous shareholders realized 10 per cent and more growth in real price terms. If we consider their investments by using their own financial assets, the situation of the changes will be different. Especially, as to the ‘Less than 0 per cent’ group with 40 shareholders, their average amount of initial assets was biggest of all groups and they would have enough chance to invest. Their negative growth seems to be partially because of these investments.</span><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<br />
	<br />
	</span><strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Improvement in Distribution of Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The distribution of assets improved significantly as shown in Table 2 and Figure 1. I classified all the 484 continuous shareholders into three classes: the Top of 10 per cent of the total (48 shareholders), the Middle of 30 per cent (144) and the Low of 60 per cent (292). The class of ‘Top’ consists of members having largest financial assets among all. The assets accumulation of ‘Top’ decreased from 42.5 per cent in 2006 to 37.1 per cent in 2011. On the contrary, assets accumulation of ‘Low’ increased from 20.2 per cent to 27.5 per cent. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I confirmed the improvement of assets accumulation by Gini coefficient as shown in Figure 1. It improved by 0.104 point from 0.576 in 2006 to 0.472 in 2011. From the view of asset equity, the above change is desirable. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="shraeholder" border="1" height="328" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shareholder.jpg" vspace="10" width="295" /></p>
<p class="MsoNormal">
	 </p>
<p class="Default">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Character of the study</span> </strong><br />
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">This study has the following three characteristics: Analysis of the change in financial assets belonging to individual families for five years from 2006 to 2011, Analysis using SFCL share and saving data, and Abstract of 484 ‘continuous families’ from among all shareholders.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I analyzed continuous shareholders because there are big differences in amount of assets among shareholders with different passage years as shareholders of SFCL as shown in Table 3. It means that we had to exclude new beneficiaries whose involvement years are relatively shorter. In this study, I excluded shareholders with less than five years passage. </span></p>
<p class="MsoNormal">
	 </p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">(This survey was conducted with the cooperation of Nepal National Agricultural Cooperative Central Federation Ltd and JICA Nepal Office in February-July 2012.)</span><br />
	<br />
	<span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Further Subjects</span><br />
	<br />
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I cannot say whether we can observe same trends in the achievement of other SFCLs and rural microfinance institutions. I hope this kind of study will be conducted in the future as well and at least 2-3 institutions in each microfinance group. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">Tsuboi is a Retired Professor of University of Tsukuba, Japan. He can be reached via email at <a href="mailto:tsuboin43@nifty.com">tsuboin43@nifty.com</a>.</span></strong></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">References: </span></strong></p>
<p class="Pa32" style="margin-left:14.0pt;text-align:justify;text-indent:-14.0pt">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">* Nara Hari Dhakal, “Impact of Microfinance Services on Poverty Reduction in Nepal”, INAFI, SAP-Nepal, 2005, p.46. </span></strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">** SFCL: Small farmer agricultural cooperative ltd. SFCL Manahari has a history of ‘small famer development </span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">programme’ of ADB/N in 1980, and it was converted to SFCL in 1998. The number of shareholders is 1,155 at July 2011.</span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;<br />
	</span></p>
<p class="MsoNormal">
	 </p>',
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			'description' => 'In rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**',
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	(int) 11 => array(
		'Article' => array(
			'id' => '670',
			'article_category_id' => '38',
			'title' => 'Communication An Important Success Factor',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
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			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '668',
			'article_category_id' => '38',
			'title' => 'Discussion Of Negotiating',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
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			'description' => 'Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.”',
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	(int) 14 => array(
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			'article_category_id' => '38',
			'title' => 'Quality As Craftsmanship',
			'sub_title' => '',
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			'content' => '<p>
	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
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			'description' => 'Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.”',
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		'Article' => array(
			'id' => '2394',
			'article_category_id' => '38',
			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
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			'created' => '2014-01-04',
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			'id' => '2068',
			'article_category_id' => '38',
			'title' => 'Best Ways  To Retain Employees',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Purna Man Shakya</strong></div>
<div>
	&nbsp;</div>
<div>
	In order to understand how to retain employees, we must first understand why employees leave or stay with an organization in the first place. To learn and unlearn on the best ways to retain employees, Real Solutions organized a seminar entitled &lsquo;Best Ways to Retain Employees&rsquo; on at the Presidential Business School in Kathmandu in July this year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Employees leave organizations for different reasons. Some find a different job, continue higher studies, and some move away due to family problems. Others retire, quit on impulse due to dissatisfaction about something, or never intended to work after earning a certain amount of money. People also get fired or laid off and decide they no longer need a job. Some may also want to start a new venture.</div>
<div>
	&nbsp;</div>
<div>
	An individual will stay with an organization &nbsp;as &nbsp;long &nbsp;as &nbsp;the &nbsp;incentive &nbsp;it &nbsp;offers &nbsp;(such &nbsp;as &nbsp;satisfactory &nbsp;pay, &nbsp;good &nbsp;working &nbsp;conditions, &nbsp;and developmental opportunities) are equal to or greater than their time and effort. Although some individuals may quit a job on impulse, most people who leave spend time evaluating their current job against possible alternatives, developing intentions about what to do, and engage in job hunts. All of these examples represent a turnover and they don&rsquo;t all have the same organizational implications. Thus, turnover can be voluntary, involuntary, functional, dysfunctional, avoidable and unavoidable.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why Employees Stay&nbsp;</strong></span></div>
<div>
	As &nbsp;employees participate in &nbsp;their &nbsp;professional and &nbsp;community life, &nbsp;they &nbsp;develop &nbsp;a &nbsp;web &nbsp;of &nbsp;connections and relationships on and off the job. Leaving a job would require severing or rearranging these connections. Employees who have many connections are more embedded, and thus have numerous reasons to stay in an organization.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Factors of retention</strong></span></div>
<div>
	Challenging and meaningful work, opportunities to learn and grow, the sense of being part of a group or team, and having a good boss are four primary ways to retain employees, though the first three ways are basically influenced by the boss.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Challenging, Meaningful and Transparent Work</strong></span></div>
<div>
	Exciting, challenging and meaningful work that makes a difference is the most important factor in job satisfaction. If one is going to spend a great deal of one&rsquo;s life doing something, it at least should have some interest and some meaning or purpose. Also, an organization should prepare a platform where employees feels rewarded and attracted to go to office daily. The management also has to maintain transparency in terms of vision, mission, goals, objectives, implementation strategies, and policies in order to make a job meaningful and challenging.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Opportunities to Learn and Grow</strong></span></div>
<div>
	Clear career growth, learning, and development are three of the top reasons that people stay in their current jobs.</div>
<div>
	A good boss provides opportunities for learning, challenges, and growth on the job that match the employee&rsquo;s abilities and aspirations. He or she encourages employees to improve the work as well as their skills and to keep up with the latest developments in their field as well as facilities for providing formal and informal learning opportunities. Employees should also be encouraged to network, to join trade and professional associations and to read publications related to their line of work.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Sense of Being Part of a Group or Team</strong></span></div>
<div>
	Working with great people, being a part of a team, and having fun on the job are some important factors in job satisfaction. Even a department, section, or division can feel like a team if the manager and employees treat each other with courtesy and respect, listen to one another&rsquo;s ideas, recognize and celebrate each other&rsquo;s accomplishments, and work toward common goals. Of course, every team or work group can benefit from training in areas such as communication, group development, decision making and conflict resolution. It is the manager&rsquo;s responsibility to provide the work group members or team members with the tools and resources to work well together. It is the group&rsquo;s responsibility to utilize them well. This contributes in building a feeling of organization citizenship.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Good Boss as a mentor, facilitator &amp; visionary leader</strong></span></div>
<div>
	Rudeness, impatience, arrogance, intimidation, yelling, &nbsp;being &nbsp;condescending, embarrassing people, &nbsp;swearing, telling lies, sexual harassment, using inappropriate humour and demonstrating sexism or racism will not earn the loyalty or respect of employees. Besides, behaviour such as failing to solicit and listen to employee input, failing to recognize employees&rsquo; accomplishments, withholding praise, giving only negative feedback, taking credit for others&rsquo; accomplishments or ideas, blaming others for one&rsquo;s own mistakes, betraying, micromanaging, withholding critical information, showing distrust, showing favouritism, setting unrealistic goals or deadlines, and failing to help good performers grow in their career in the hope of holding onto them are equally harmful to good boss- employee relations which encourages employees to leave. Satisfied employees report that their managers are good role models and demonstrate inspiring leadership. They communicate well and often, they are trustworthy and supportive. They help to create a sense of purpose in the work, and they encourage employee growth and career development. Also, a boss should be up to date with the latest ideas in order to cope and balance new entrants who bring new vibrations in the organization. In short, for managing a talent, a boss should be a talented person first. The word &lsquo;boss&rsquo; itself needs to be transformed to &lsquo;mentor&rsquo;, &lsquo;facilitator&rsquo; and a &lsquo;visionary leader&rsquo;.</div>
<div>
	&nbsp;</div>
<div>
	Besides these primary factors, there are a number of others that influence employee retention, such as competitive benefit packages that fit employees&rsquo; and industries&rsquo; needs, stay and exit interviews and application of their outcomes at the strategic level, open communication between employees and management, and communicating clear expectations to employees.</div>',
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			'created' => '2013-10-29',
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			'id' => '1068',
			'article_category_id' => '38',
			'title' => 'Management  Of Change',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong><br />
	</strong></p>
<p>
	<strong>By Sharu S Rangnekar</strong></p>
<p>
	<em><strong>Change is constantly with us from birth to grave. &nbsp;However, the changes we experience fall into 3 broad categories: continuous change, discontinuous change, tsunami change.</strong></em></p>
<p>
	<strong>Continuous Change&nbsp;</strong></p>
<p>
	Continuous change takes place continuously e.g. getting older by one day everyday. &nbsp;We do not pay much attention to this change and, by and large it manages itself. &nbsp;There is very little change day to day. &nbsp;Although over a period we look older or the hair becomes gray – or some of them fall out. &nbsp;Over a period, the change is significant but since it is at &nbsp;a slow rate, we get accustomed to it.</p>
<p>
	<strong>Discontinuous Change&nbsp;</strong></p>
<p>
	Discontinuous change makes a significant impact on our life immediately. &nbsp;The first discontinuous change we had was getting born. &nbsp;An embryo comfortable in the mother’s womb is thrown out one day in a totally different world and our first reaction to this change is protest (paaan). &nbsp;However, we do not remember this change. &nbsp;Perhaps the first discontinuous change we may remember is the first day at school. &nbsp;In my case, my grand-father carried me on his shoulder to the school and deposited me in the class. &nbsp;He admonished me, “Don’t come out of class; I am sitting in the verandah and if I see you coming out of the class, I shall break your leg.” &nbsp;So I sat inside the class crying. &nbsp;There were about 30 other children sitting around me also crying. &nbsp;When I am near a school on an opening day, I go to the preparatory class. &nbsp;Inside the class, there are 30 children crying; outside the class there are 30 mothers crying. &nbsp;It is their way to coping with the discontinuous change. &nbsp; From a familiar friendly atmosphere of the home, the child is pushed into an alien atmosphere of the school. &nbsp;Nobody is familiar to him. &nbsp;At least now most of the teacher are female and seem to be soft. &nbsp;In my times there were harsh looking male teachers with big mustaches. &nbsp;The cane was a part of their uniform and they banged the cane before sitting down – creating palpitation all over the class.</p>
<p>
	My mother had tried in her ways to prepare me for this discontinuous change. &nbsp;She asked me whether when I grow up I would like to go to office like my father sitting in a car. &nbsp;“Of course,” I said, “yes”. &nbsp;Then she said, “You have to go to school first.” &nbsp;I told her that I did not want to go to school. &nbsp;Then she told me the only alternative will be to wash utensils. &nbsp;At that age of five that was not a bad alternative but the tone in which my mother put it, it seemed like great disaster. &nbsp;I was made to feel that I was at cross roads – Go to school and eventually to office in a car like my father or wash utensils like the servant. &nbsp;Even then this did not convince me to go to school. &nbsp;Discontinuous changes can take a long time to be accepted.</p>
<p>
	Thereafter there are series of discontinuous changes: Getting a job and getting into relatively rigid office discipline; Getting married and getting into two-person democracy; Getting children with the tribulations involved.</p>
<p>
	In each case there was clearly a give and take. &nbsp;Some benefits and some hardship – &nbsp;and we have gone through numerous discontinuous changes.</p>
<p>
	<strong>Tsunami Change</strong></p>
<p>
	The third kind of change is where everything around changes – like the havoc created by the tsunami wave. &nbsp;The benefits are hardly comprehended and the hardships are very clear. &nbsp;How does one get prepared for Tsunami change?</p>
<p>
	One way is to start with the dictum: “TINA” &nbsp;(There Is No Alternative). &nbsp;We are not happy with the situation but it is inevitable. &nbsp;The case in point is the female education. &nbsp;It started in 1850 with a great deal of opposition. &nbsp;The proponents of female education were attacked because the opponents said: &nbsp;“What have women to do in their life? - Cooking and bringing up children. &nbsp;That can be learnt in the house itself with apprenticeship to the mother. &nbsp;The girl can learn cooking under the supervision of mother and can also learn to bring up children – particularly in those days when mother had 8-10-12 children. &nbsp;The first 2-3 children were brought up by the mother, the rest were brought up by eldest sister who learnt skills as an apprentice. &nbsp;What is the point in the women learning Kalidas and Shakespeare?”</p>
<p>
	Over a period, the process of attrition played its role to make the female education accepted. &nbsp; Initially, it was stressed that widows should have education so that they can have the ability to sustain themselves economically. &nbsp;Mostly the widows attended these schools so they were known as “Bodkyanchi Shala” (School for the shaven-headed) – as the heads of the widows were shaved in those days.</p>
<p>
	Over a period, the benefit of the female education became evident and today even if a girl has graduated and is sitting at home doing nothing particularly, the neighbour advises that she should join a computer class.&nbsp;</p>
<p>
	However, even today there are opposition groups - even in a city like Bombay. &nbsp;The two girls of a community were threatened because they were persuing their education which the opponents felt was against the religion and would spoil the girls for their traditional role of good housewives.</p>
<p>
	This opposition is reducing and the female education is getting accepted – although it has its effects and side effects. &nbsp;I worked in pharmaceutical industry where we believed that if a medicine has effect it has side effects also. If it has no side effects it has no effect also. So every change has its effects and side effects. &nbsp;The female education is a very strong medicine. &nbsp;It is effective to make the women contribute more significantly to the economic development but the side effect is its impact on domestic peace. &nbsp;So here it is a Tsunami change which took over 100 years to get accepted. &nbsp;In case of many changes that much time is not available – as in the case of natural Tsunami disaster. &nbsp;There the people are forced to accept unpleasant alternatives to carry on in life.</p>
<p>
	Another example of tsunami change is the role of horse drawn “Tongas” in transportation. &nbsp;Fifty years ago every railway station had Tongas which provided transportation to the travelers between station and their residences. &nbsp;Then came the tsunami change replacing Tongas with autorickshas and buses and Tongas have vanished altogether with the horses and the Tongawalas. &nbsp;Many of the tongawalas literally starved to death with their horses as they could not master the new technology of driving autorickshas and buses. &nbsp;However, this change took place over 25 years and did not create a strong backlash. &nbsp;I remember only one movie where DilipKumar as a tongadriver took a bet to beat a bus to stop the bus-route. &nbsp;In the movie, by driving through shortcuts, he could beat the bus. &nbsp;But in real life the tongas lost forever.</p>
<p>
	There are two other Tsunami changes which are making waves. &nbsp;One is in Singur and Nandigram where the agricultural land is being given for industrial development. &nbsp;There have been bloody battles. &nbsp;However, the logic of this tsunami change is obvious. &nbsp;The technological reforms in agriculture have made it possible for less and less land to provide food grains for more and more people so the land has to be released for industrial production. &nbsp;The land-owner who is traditionally attached to the land is refusing to give it up. &nbsp;Similar situation happened in Russia when the land had to be taken away from the farmers to form communes and it resulted in hundreds of thousands of farmers getting killed by the Russian army. &nbsp;However, in the long term it resulted in loss of production and Russia had to import food-grains to support its people. &nbsp;The present situation is very much different because it follows and not precedes agricultural productivity. &nbsp;If the farmer insists on pursuing agriculture he is bound to get caught in consequences. &nbsp;It is often said in America “agriculture is a passport to poverty” and that has become the sign of development.</p>
<p>
	Another tsunami change on the horizon is the abolition of traditional retailers in favour of large scale operators. &nbsp;The traditional retailers are opposed and started throwing stones at Ranchi. &nbsp;But here also the requirement of tsunami change is clear. &nbsp;The present way of operation of the traditional vegetable vendors, fruit vendors, grocer etc., is highly inefficient in terms of cost, convenience and time. &nbsp;The turnover of typical vegetable vendor is so low that his margin has to be very high to make him survive. &nbsp;The whole chain of middlemen are involved which makes the operation very costly. &nbsp;When the farmer gets hardly Rs. 3/- for one kilo of onions the consumers have to pay Rs.15/- per kilo. &nbsp;The large retailers buying directly from the farmers and selling directly to the consumers are going to make the operation much more cost effective. &nbsp;Furthermore, modern technology can be used to make the product available to consumer more conveniently and in the form he can use very easily. &nbsp;A traditional vegetable vendor can hardly protect the product from dirt and dust and that is the death-knell for the traditional vendor.</p>
<p>
	However, these large changes involving millions of people thrown out of their traditional jobs in a matter of few years and their inability to learn new technology of retailing is going to create a great deal of havoc.</p>
<p>
	<strong>Acceptance of Change</strong></p>
<p>
	In such situations the society and the government can control the process to give the time for acceptance of change. &nbsp;Acceptance of changes comes in three phases:&nbsp;</p>
<ol>
	<li>
		Knowledge</li>
	<li>
		Belief&nbsp;</li>
	<li>
		Behaviour</li>
</ol>
<p>
	<span style="font-size: 12px;">For the change to be accepted a sustained campaign has to be conducted to make people realize the advantages of the change. &nbsp;This is obviously a long term process and the society may not have the time for this change.</span></p>
<p>
	<strong>TINA Factor&nbsp;</strong></p>
<p>
	You can swim against the current but you can’t swim against gravity:</p>
<p>
	I was sitting with a friend of mine who was an amateur fisherman near a stream of water. &nbsp;The stream was moving fairly fast and most of the fish were swimming with the current. &nbsp;However, I found about 10% of the fish were swimming against the current. &nbsp;I asked my friend, “Why they are swimming against the current?” &nbsp;He said, “This is breeding season for this fish and the females are going against the stream to lay eggs in their chosen territory.</p>
<p>
	The stream proceeded for another 10 meters and jumped into a waterfall. &nbsp;Some of the fish who went down with the waterfall were trying to swim up the waterfall. &nbsp;But they were not successful. &nbsp;Looking at that my friend remarked, “You can swim against the current but you can’t swim against gravity.” &nbsp;There are some tsunami changes. &nbsp;People try to resist these changes. &nbsp;But they can not succeed because you can swim against the current – but not against the gravity.</p>
<p>
	<img alt="Management of Change" height="375" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_gyan_june2013_change_ahead_pottery_making.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="250" /></p>
<p>
	In 1951 when I started my career there were about 3 thousand railway stations in Indian and outside each station there was a Tonga stand. &nbsp;These 3 thousand stands plus others in the towns covered nearly about 1 lakh tongas.</p>
<p>
	The tsunami change started with autorikshas and buses taking away the passengers. &nbsp;The tongas made efforts to resist the change. &nbsp;In the film Naya Daur, the hero acted by Dilip Kumar races with the bus with his tonga and defeats it. &nbsp;That was a reel life. &nbsp;In real life the tonga could not stand the competition. &nbsp;The tongas were burnt as kindlewood, the horses died and so did the tongawalas. &nbsp;They could not fight against gravity.</p>
<p>
	The similar contest is going on in Singur &amp; Nandigram by agriculturist and In Ranchi and other towns by Small Scale Retailers against Reliance. &nbsp;This again is a competition where they are going against the gravity and cannot win.&nbsp;</p>
<p>
	The alternative is to create the TINA factor i.e There is no alternative. &nbsp;After the First World War, Turkey was in shambles and Kemal Ataturk took over the nation with the slogan “There is no alternative”. &nbsp;Overnight he abolished the ritualistic religion and the banned the veil as well as the Turkish cap which were seen as symbolic of ritualistic religion. &nbsp;The most significant change he made was in the script. &nbsp;The Turkish language which was written in Arabic script, he made it compulsory to use the Roman script. &nbsp;These changes were not universally welcomed but he had the traditional power of the army up his sleeves and so could ensure implementation of the changes almost in a single day with the slogan “TINA” i.e There is no alternative. &nbsp;</p>
<p>
	The changes he made in this way kept on smoldering the rebellious feeling and in the end of last century the religious parties again made a come back trying to bring Turkey back to the religious mould. &nbsp;The army superseded the parliament and kept the reforms going.</p>
<p>
	The process thus goes through persuasion route i.e Knowledge, Belief and Behaviour to get accepted over a period with the opposition getting converted. &nbsp;Thus the changes introduced by the female education can get commented adversely but are unlikely to be thrown out by any democratic process. &nbsp;In fact, democracy also is a tsunami change which is based on the tenets of equality. &nbsp;The traditional societies were based on inequalities: a superior caste, a superior religion, a superior sex. &nbsp;These gave authority to rule over the others. &nbsp;However, democracy tries to establish equality. &nbsp;In fact all people are not equal but in the concept of democracy they have to be treated as equal and given a chance to become equal.&nbsp;</p>
<p>
	A case in this point is a rule made in New York that all public buildings must have ramps so that the physically disabled people will try to have the mobility similar to normal people. &nbsp;Somebody calculated the cost of providing ramps and suggested that it will be cheaper to keep disabled people home by giving them pension. &nbsp;The answer was the solution to disability is not charity but to create as much equality as it is possible.</p>
<p>
	Even the controversy over reservations can be seen in this light. &nbsp;Reservations cannot create equality. &nbsp;In fact they tend to emphasize inequality. &nbsp;However, by creating reservations more and more people are pushed towards equality.</p>
<p>
	Another case in this point has been the position of scheduled castes, scheduled tribes or otherwise backward classes as against Muslims of India. &nbsp;At the time of independence, Muslims had 15% of all important positions in the government thanks to the special protection given by the British Raj. &nbsp;At that time scheduled castes, scheduled tribes and OBCs together were much less than 15%. &nbsp;Today after 60 years of independence the scheduled castes, scheduled tribes and OBCs are nearly 30% while the Muslims have come down to 5%. &nbsp;So the reservation policy of British Raj created permanent inequality and when it was removed the Muslims suffered economically. &nbsp;The situation is somewhat similar to Negroes in America. &nbsp;Negroes are also 15% of American population but in three areas they are much more than 15% - In Olympic gold medals they have the majority. &nbsp;In art particularly music they are over 25% and in crime they are over 60%. &nbsp;These three areas do not require any support from the society to score. &nbsp;Individual abilities can sustain.</p>
<p>
	Similar is the position of Muslims in India. &nbsp;They are in the same 3 areas where they are more than 15% - Sports, Films and Crime. So to create equality there has to be sustained efforts to support the weaker to be equal. &nbsp;This is obviously the tsunami change and will be resisted at every step - but to retain democracy it will be essential to move towards this end.</p>
<p>
	In this process the persuasion of knowledge, belief and behaviour have to be used to make the tsunami change ultimately accepted in the society. &nbsp;This is essentially what is meant by management of change. '</p>
<p>
	<span style="font-size:10px;">(The writer is a popular consultant and author of management classics: “In the Wonderland of Indian Managers” and “In the World of Corporate Managers”.)</span></p>',
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			'description' => 'Change is constantly with us from birth to grave.  However, the changes we experience fall into 3 broad categories: continuous change, discontinuous change, tsunami change.',
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		'Article' => array(
			'id' => '946',
			'article_category_id' => '38',
			'title' => 'Why Employees Leave An Organization?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<strong>By Nibha Shakya</strong></p>
<p>
	One of the major parts of HR relates to attrition. HR professionals from diverse organization came together on February 27, 2013 for HR Kurakani to discuss why an employee really leaves the organization and how it can be managed and controlled. The programme was organised jointly by Real Solutions and Hotel Annapurna. The major points raised during the programme were as follows:&nbsp;</p>
<p>
	<strong>REASONS:</strong></p>
<p>
	<strong>Relation with boss</strong></p>
<p>
	Employees don’t leave the job, they leave the manager. If employees don’t like the manager’s leadership style, management style or can not tune up with their immediate managers, they prefer leaving the job, despite they are well paid. So, relationship with their boss has been major reason cited for employee leaving the organization.&nbsp;</p>
<p>
	<strong>No Career Progression</strong></p>
<p>
	Most likely, employees leaving the organization are good employees. They would leave if they found that they have no opportunity of growth or career progression or they are not recognized for their performance.</p>
<p>
	<strong>High Stress Level</strong></p>
<p>
	People leave the job because of high stress level. Though remuneration is good, they tend to move because of high work pressure.&nbsp;</p>
<p>
	<strong>Poor Communication</strong></p>
<p>
	Communication plays an important role. The clarity of goal, task, grievances etc if not communicated well between management and employee, there’s chance of HR turnover.&nbsp;</p>
<p>
	<strong>Remuneration and Benefits</strong></p>
<p>
	If the salary paid is not commensurate with the role of the employee, there is tendency of leaving the job. Monotonous job, no clear reporting line, no harmony between old and new employees, &nbsp;lack of clarity in policies etc could be other reasons behind employee leaving the organization.&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>POSSIBLE SOLUTIONS:</strong></p>
<p>
	<strong>Each manager is a HR Manager &nbsp;</strong></p>
<ul>
	<li>
		HR has major role in making One to One Meeting between manager and employee. The instruction should be provided by HR to both the manager and employee before such a meeting as how and what should be discussed. Such meeting can be conduced in a regular basis. It helps to clear communication and solve any problems beforehand.&nbsp;</li>
	<li>
		Patting on the back appreciating employee’s effort, emotional support during their hard time, understanding employee’s perspective are few examples that help create a bond among the employees. This helps in retaining the employees.&nbsp;</li>
	<li>
		The directing quality, inspiring, delegating, communication ability of boss etc matter a lot in employee retention. So, leadership of the manager plays a crucial role. Similarly, the employee also needs to have capability to understand the boss’s perspective. Likewise, the manager need to remain updated.&nbsp;</li>
</ul>
<p>
	<strong>Recruitment and Selection</strong></p>
<p>
	Similarly, right recruitment and selection helps in retaining employees. If right employees are placed in right place, there is less chance of turnover.&nbsp;</p>
<p>
	<strong>Competitive Remuneration and Benefits</strong></p>
<p>
	Salaries should be aligned with the job responsibilities. Likewise, more customized benefits (that would give benefits to the employees as well as to their family) would help in retention.&nbsp;</p>
<p>
	<strong>Tactful and Staff Care</strong></p>
<p>
	HR professional should be tactful in dealing conflict and complaints of employees. They should be proactive in solving any issue before it comes up. Likewise, HR professionals need to work as facilitators in various ways. Proper practice of staff care and stress management helps in minimizing the employee turnover as they would feel valued.&nbsp;</p>
<p>
	<strong>Culture and Environment&nbsp;</strong></p>
<p>
	Also the Culture and environment of &nbsp;the organization play an important role in decision of leaving and staying with the organization. Working environment with good team, handful resources, good behaviour and learning and sharing session help in retaining the employees.&nbsp;</p>
<p>
	<strong>Exit Interview</strong></p>
<p>
	Exit Interview would bring many insights on various issues of the organization from leadership role to operation level discrepancies. Effective exit interview helps identify the reason behind leaving and other improvement factors which would be beneficial for the organization. The findings can be analyzed and improvement can be made as necessary.&nbsp;</p>
<p>
	Attrition upto certain level is healthy but high attrition would hamper overall performance of the organization. Understanding reasons on employee leaving the organization and taking corrective actions from HR and &nbsp;top management would help in minimizing employee turnover in the organization.&nbsp;</p>
<p>
	<img alt="Management, April 2013" height="624" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_april2013.jpg" width="317" /></p>
<p>
	<span style="font-size:10px;">Shakya is Sr HR Executive at Real Solutions.</span></p>
<div>
	 </div>',
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			'description' => 'HR professional should be tactful in dealing conflict and complaints of employees. They should be proactive in solving any issue before it comes up.',
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		'Article' => array(
			'id' => '864',
			'article_category_id' => '38',
			'title' => 'Three “R”s For  Startup Businesses',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Businesses are hard to predict. There is a saying “God laughs at those who plan the future”. This applies both to life and to businesses, especially the ones that are just starting. Pukar Shah, a returnee from the UK, has recently started a business of planting Aloe Vera in his own ancestral land that was mostly going to waste due to shortage of trusted labourers. He believes that Nepal can improve its status only by making large investments in the agriculture sector. While the rest of the world has reached far away from the time of doing agriculture, 80 per cent of Nepal‘s population still relies on nature for a living. &nbsp;This is not only a culture but also a big natural advantage to Nepal. Nepal can grow everything that grows in between 8000 m to 60 m above sea level. While the richest country of the world, the US, with its organization USAID is investing in Nepal’s agriculture with projects like FTF (Feed the Future) and Health for Life (H4L), it is an opportunity to respond. Plus, according to Pukar, it is a risk-free business because he already has a line of buyers who want to buy his produce.&nbsp;</span></p>
<p style="text-align: justify;">
	Harvard Business School Professor Noam Wasserman has outlined &nbsp;three Rs for the people wanting to start up their own business. In his article, Wasserman lists them as “Three Pitfalls Startup Founders must avoid”. These are the relationship decisions, roles decisions, and rewards decisions. According to Prof Wasserman, while starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges. It is very critical to get at least three things right. They are:&nbsp;</p>
<p style="text-align: justify;">
	<strong>Co-founders:</strong> The natural inclination is to co-find with family or friends. But these relationships can be fraught. Plus you’re more likely to have similar perspectives. Look for partners who bring complementary skills and assets.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Roles:</strong> Most founders want a C-level title. After all, they were there from the start. But choose roles that reflect the actual work each founder will do, not the fancy title he wants to show off.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Rewards: </strong>One of the biggest questions for start-ups is how to split the equity ownership. A handshake on 50/50 will not do because almost all new companies will have a major change in strategy or founder involvement. Negotiate an arrangement that can change when the circumstances do.</p>
<div style="padding:10px; background:#f4f3e6;">
	<p>
		<strong><span style="font-size:14px;">Naming the Company</span></strong></p>
	<p style="text-align: justify;">
		Together with the ideas, management and operation planning, NAME for the Startup Organization also makes a considerable difference. What’s in a name? Well judging from the long list of businesses that a simple Google search can yield when you search “naming your company”, there are plenty. While deciding on a name, don’t take the decision lightly. Not only is your company’s name a critical part of your overall identity, but it will also be used on any of your marketing products, PR, blogs, websites and publications. Given below are five naming strategies that have been successful globally.&nbsp;</p>
	<p>
		<strong>Real Words</strong></p>
	<p style="text-align: justify;">
		When you consider, Apple, Yahoo, Indeed and Amazon, they mean something but often they have no immediate relation to their business.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Misspelled Words</strong></p>
	<p style="text-align: justify;">
		No, this isn’t an insult of your intelligence. We know that you know how to spell, but using phonetics rather than grammar may give you that cool edge you need. Consider some of these well known examples; Tumblr (Tumbler), Del.icio.us (Delicious), Digg (Dig) and Flickr (Flicker).&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Two Syllable, Compound Words</strong></p>
	<p style="text-align: justify;">
		There are plenty of new companies moving in this direction. Among some of the most popular, there’s BirchBox, SkillShare, CrowdTilt and JackThreads. This could possibly have something to do with the success of FaceBook.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Initials and Acronyms</strong></p>
	<p style="text-align: justify;">
		Think about going old school, such as IBM (International Business Machines), AOL (America Online) and TBS (Turner Broadcast System). You’re not alone. Reportedly, Rupert Murdoch is considering changing the name of The Wall Street Journal to simply “WSJ”.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Made-Up Words</strong></p>
	<p style="text-align: justify;">
		Skype, Hulu and Zynga are all made up words. But if you’re successful, you most likely won’t find yourself in any trademark grudge matches in the future.&nbsp;</p>
	<p style="text-align: right;">
		<span style="font-size:11px;">(Source: compiled from various sources)</span></p>
</div>
<p>
	 </p>
<p style="text-align: justify;">
	Pukar, in his startup business, has successfully implemented all these strategies. He happens to follow this idea from his uncle who has been involved in this sector for over 20 years now. Pukar is confident that his uncle’s expertise and his knowledge in proper management of the company will help him succeed in the long run in this sector. Pukar is not obsessed with the CEO title. He has chosen the role of managing the production process and looking after the financials while his uncle handles the marketing department. He had set up an initial agreement of 50 per cent &nbsp;investment and 50 per cent &nbsp;returns with his uncle. But according to him, he currently owns only 35 per cent of the return and the overall organization has four shareholders from two in just a matter of a year. He believes that one cannot have a fixed agreement in business; instead, one needs to go with the flow.</p>
<p style="text-align: justify;">
	Also, it is very crucial to understand the cash flow before starting a business. More than a third of new businesses fail in the first three years and it’s rarely because of a bad business concept; it’s almost always the result of running out of cash. As well as having working capital to cover early stage losses, it’s imperative that you collect your invoices on the due date. If you don’t, you are providing working capital to your customers and unless you are running a bank, you can’t afford to do this. According to Pukar, if cash is the king for a successful business, it’s the emperor for a start-up. &nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="Management February 2013" height="259" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(4).jpg" style="margin:0 10px 0 0;" width="250" />For Pukar, there was no problem of having insufficient resources and capital for giving a shape to his idea, but most of us who want to start a business do not have the resources and capital. Not only in Nepal but also in most of the developed countries in the world, there are angel investors. Angels typically invest their own funds, unlike venture capitalists, who manage the pooled money of others in a professionally-managed fund. Angel investments bear extremely high risk and are usually subject to dilution from future investment rounds. As such, they require a very high return on investment. A large percentage of angel investments are lost completely when early stage companies fail. Therefore,, professional angel investors seek investments that have the potential to return at least 10 or more times their original investment within five years through a defined exit strategy such as plans for an initial public offering or an acquisition. The Silicon Valley of the United States of America, also known as the home to many of the world’s largest technology corporations as well as thousands of small startups, was funded by the Angel investors from the beginning. A Harvard report by William R Kerr, Josh Lerner and Antoinette Scholar provides evidence that angel-funded startup companies have historically been less likely to fail than companies that rely on other forms of initial financing.</p>',
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			'keywords' => '',
			'description' => 'While starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges.More than a third of new businesses fail in the first three years and it’s rarely because of a bad business concept; it’s almost always the result of running out of cash.',
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			'id' => '863',
			'article_category_id' => '38',
			'title' => 'Is Shakespeare Relevant In Today’s Commercial World?',
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			'content' => '<p>
	<strong style="text-align: justify;">By Sujit Mundul</strong></p>
<p style="text-align: justify;">
	There have been lots of debates and discussions on the relevance of Shakespeare’s heroes as leaders in the modern commercial world. On this widely debated subject, a great deal of work had happened in the Oxford University under the leadership of Richard Oliver.</p>
<p style="text-align: justify;">
	I have had the good fortune to interact with Richard many times on the issues of leadership, seeking his guidance. It is increasingly common to hear nowadays that we are facing a crisis of leadership. The ways in which organizations are moving forward can no longer be comprehended through the same models, language and logical analysis that have served leaders in the past.</p>
<p style="text-align: justify;">
	I could strongly agree with Richard that the time has come when businesses actually need what the arts have to offer in order to survive. We can draw a good deal of similarity between the commercial world and the arts, in that both the streams, apparently poles apart, need creativity, imagination, flexibility, adaptability, effective communication and visionary tendencies for survival as well as &nbsp;domination in the respective fields.</p>
<p style="text-align: justify;">
	Stories have been used to inspire and instruct us human beings since we learnt to speak.</p>
<p style="text-align: justify;">
	Let us take a look at Shakespeare’s stories. Henry V is the story from which we can glean the most about the nature of inspiration. From the first line that calls to our imagination with its plea for “a muse of fire”, to the last scene where Henry, as a Victorian leader, struggles to turn a battlefield into a garden, the plot, to my reckoning, reflects invaluable insights into leadership.</p>
<p style="text-align: justify;">
	Henry V unites a group of disparate people (his nobles) around a common goal (in this instance, reclaiming the territory of France) and manages to overcome all difficulties in his path to achieve a near miraculous victory against the odds (i.e. winning the Battle of Agincourt).</p>
<p style="text-align: justify;">
	So, readers are encouraged to see the King as an inspired leader, the nation as an organization, the nobles as the senior management team, and France as a big project. &nbsp;I am sure that once we start thinking along these lines, we can very well find the relevance of Shakespeare’s characters in today’s changing world. Shakespeare survives gracefully through the changing fads of every generation because he touches so consistently on the truth of human experience.</p>
<p style="text-align: justify;">
	Henry V takes over as King after the sudden demise of his father, the late King.But people can’t believe that Henry, who has the reputation of a spoiled brat, would allow Lord Chief Justice (a hard critic of Henry) to continue in the same position as also to become his mentor. In addition Henry promises to call Parliament. His journey begins.</p>
<p style="text-align: justify;">
	In Act 1 we see Henry meets with his nobles to gather support for achieving his mission to reclaim the territory of France. He gets their consent. Henry has sent a message to the King of France asking if he will give up his throne. The French ambassador arrives with an answer; a trunk which Henry assumes will be full of jewels in an attempt to buy him off. Instead, it is full of tennis balls sent by the French Prince with an accompanying message that Henry better stick to the trivial pursuits he is capable of winning like tennis. Henry gives the ambassador a right –royal telling off and sends him out. Finally, he makes a firm commitment to pursue his mission to France.</p>
<div>
	<img alt="Management February 2013" height="234" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(2).jpg" width="580" /></div>
<div>
	<div style="text-align: justify;">
		In commercial life, when we start our first project as a leader, we need to seek sound advice and believe in the “right” to go ahead. This “right” is granted internally and externally. Internally we can use a “line of service” to draw strength from. But we need certain amount of political intelligence to win the external right, to prepare our nobles (senior management) to take a risk and follow us into new territories. And we will have to make a demonstrable and visible commitment to pursue the project. If people think we are not totally behind this, the project may fail. Henry did follow all these steps.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 2 Henry gathers and allocates his available resources and identifies and deals with those who oppose the mission (and the traitors) before it has even started.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In all major projects, leaders should be able to identify the forces ranged for and against them. Many a times, a good leader has to be a good actor. He may need to hide certain knowledge from certain people at certain times. He may need to disguise intentions, particularly while attempting to identify those who disagreed with the agreed mission and who may oppose its desired outcome. It is important to identify them correctly and deal with them appropriately for ensuring success of the project.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 3, Henry starts with a reasonable plan: arrive in August with 10,000 troops, take the first foothold in a week and march on to Paris by Christmas. He lands at the coastal town of Harfleur as planned but three months later, he is still there having lost 2000 men. He makes a rousing speech to his exhausted troops. An effective leader will have to speak passionately and imaginatively to motivate them through the blocks. The next attack seems to make a difference, for the Governor of Harfleur asks for a peace party. Henry speaks and warns that if the town is not surrendered now; he will be unable to control his troop’s anger. Then when they do succeed, the town will be destroyed and people killed. The Governor surrenders the town. Henry insists that all the inhabitants be treated mercifully. He changes strategy and decides to withdraw to Calais (an English territory at that time) where his troops can rest over winter.&nbsp;</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Throughout the play, Henry demonstrates the wonderful leadership quality of painting pictures of the future. Here he uses it to paint such a negative view of the future that the Governor gives in rather than risk that picture becoming reality. He does not press on to his initial goal regardless; he revises his strategy on the ground. Nor does he admit failure and simply retreat to England. He finds a third way; a strategic withdrawal.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The French army is chasing Henry’s exhausted 8000 walking men with 40,000 fresh mounted troops. Inevitably they catch up and surround the English on the field of Agincourt. The French Herald is sent in to offer Henry a simple choice; give in now (and pay a huge fine but Henry and all his troops leave), or fight tomorrow and die. Henry says he does not seek a battle at the moment; he wishes to march to Calais, but if challenged he will fight. The French prepare for battle.</div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;"><br />
		</span></strong></div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;">Managers have to solve problems. Leaders have to solve dilemmas, complex issues with no happy solutions. When leaders meet the real test, they will require to call on all their skills to hold a line that will give their people enough confidence to carry on</span></strong>. Act 4 shows Henry going through the long dark night before the battle, facing up to his fears and duties before being able to inspire his troops to an apparently miraculous victory against the odds.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry cannot really want to be out talking to his troops at 3 o’clock in the night. But he does it because it is required of him. He exercises visible leadership which is seen by others thus bolstering their confidence.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Leaders need to allow themselves to enter “the dark night of the soul” and face their own innermost fears, doubts and uncertainties, especially in a crisis, and particularly before they make decisions that affect the lives of others. If they don’t, they may make wrong decisions for the wrong reasons. There is a point in most meaningful projects when the leaders are forced to ask themselves: “Is this the right thing to do? And are we the right persons to do it?” In these times they will have to manage their own fears and the fears of others simultaneously but differently.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry is courageous enough to listen to what the troops really think. But if he listens carefully to what they are thinking, he may just be able to inspire them later. However, he also feels the weight of responsibility that they put on him. He needs to unload this or he may make his decision on what others want rather than what he thinks is right. When Henry arrives back at his tent, he overhears the nobles wishing for more troops. He speaks to them from the heart, telling them why he personally believes they are doing the right thing. He says they are enough to win honorably or die trying. He says those that do not wish to fight can leave. But any that chose to fight and survive will remember this day for the rest of their lives. They go off to start the battle.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The whole process of surviving the “Dark Night” has served to strip away layers to reveal Henry’s center, his core values - what he is doing all this for. Mind you, it is from this core that he speaks to inspire others.</div>
	<div style="text-align: justify;">
		The battle is going well for the English. They deal with the first wave of French attack and capture many prisoners. Another attack is sounded. Henry orders his men to kill the prisoners. Meanwhile the French have raided the luggage tents and killed all the boys who were guarding them. The Herald enters and tells Henry the day is his. He thanks God and forbids everyone to boast of the victory. They set off for Calais.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Most leaders wish they could get through their career without having to take any tough decision. Very few get their wish. There is usually a situation where we are forced to compromise the values on which we prided ourselves when we started our journey to leadership. It is the ability to take these hard decisions and live with the consequences that separates “the men from the boys” amongst the leaders.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 5 Henry is encouraged to make peace and turn the battlefield into a garden. He attempts to court Princess Katherine (daughter of the French King) but realizes he has much to learn about building relationships before the political necessity becomes a heartfelt reality.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Katherine agrees to the marriage but Henry can tell she does not yet love him. He understands that he has to change his approach and learn a new way of life.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Many leaders have got where they are because of their ability to fight and win. Sometimes though, this is not enough. &nbsp;We may have to nurture the new territory we have achieved rather than look for the next target.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		To my mind, Shakespeare’s relevance in the modern complex world of commerce holds good adequately. Nevertheless, I leave it to the readers to decide on this enunciation, as they feel apposite.</div>
	<div>
		 </div>
	<div>
		<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd.</strong></div>
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of every generation because he touches so consistently on 
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<p class="MsoNormal">
	<span class="A14"><span mso-bidi-font-family:="" myriad="" style="font-family:"><img alt="" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(1).gif" /><br />
	</span></span></p>
<p class="MsoNormal">
	<span class="A14"><span mso-bidi-font-family:="" myriad="" style="font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together. <br />
	</span></span></p>
<p class="Default">
	<span class="A4"><span style="font-size:
59.0pt">&nbsp;C</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">oordination refers to an essential principle of management that is necessary to accomplish overall organizational goal. An organization grows when leaders face challenges to synchronize all the activities and functions inside it. Coordination simply put is nothing more than members in an organization working together and moving in the same direction to achieve a common goal. In the words of Theo Haiman, however, “Coordination is the orderly synchronization of efforts of the subordinates to provide the proper amount, timing and quality of execution so that their unified efforts lead to the stated objective, namely the common purpose of the enterprise”. Thus, to proficiently arrive at an intended destination of the business, effective and efficient coordination becomes compulsory. Right people, with right skills in the right seats are not all that an organization needs to succeed. Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together.</span></p>
<p class="Default">
	&nbsp;<img alt="" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coordination.gif" vspace="10" width="114" /></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">According to Dick Carlson, effective coordination is acquired through four important stages and they are:-<br />
	<br />
	a. Communication – Understanding<br />
	b. Timing – Appropriateness<br />
	c. Flexibility – Sensitivity<br />
	d. Control – Discipline &amp; Motivation <br />
	</span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	</span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coordination is different yet inseparable from cooperation. While coordination is bringing together the efforts of diverse mechanism within an organization to provide them unity of purpose; cooperation refers to the shared but intended efforts of people to carry out a meticulous objective. Cooperation works to ease coordination within a team or organization as a whole.. It is unanimously said that “Cooperation without coordination has no fruit and coordination without cooperation has no root”. Thus, cooperation and coordination must go hand in hand with a clear understanding that one is the stepping stone for the other. An effective manager needs both. The management seeks to achieve coordination through its imitative moves e.g. planning, organizing, staffing, commanding and controlling. Conciliation with external situations, scheming internal circumstances and motivation of people resources are integral, coordinating functions of management. The performance of the management depends much on coordination than any other element. <br />
	<br />
	<br />
	<img alt="" border="1" height="151" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/management.gif" vspace="10" width="227" /><br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In any enterprise, coordination leads to facilitate:</span><br />
	 </p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">a.<span new="" style="font:7.0pt " times="">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Team Spirit: By encouraging people to work in a team and achieve the common goal.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Better Accomplishment: With proper direction and management of time and energy.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Cost Effectiveness and Efficiency: By automatically generating concern about control of wastage (Process &amp; resources). This minimizes delays and break downs and leads to optimum utilization of resources.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Motivation: By encouraging employees to take initiatives which eventually enhances job satisfaction.. It inevitably results in better performance of the company as a whole.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Improved Human Relations: by minimizing the conflicts, rivalries and other organizational issues. With clarity that comes along, working is always smooth and productive.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Goals Integration: by bringing uniformity in understanding of organizational goals and common effort required to achieve it. Coordination is a process that applies only to group activities. It does not apply to individual activities. Coordination also requires deliberate efforts like:</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">a. Well Defined Objectives: Clarity &amp; common understanding of the objective makes it attainable and hence, coordination succeeds only if the organization has defined its objectives well.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Effective Chain of Command: Chain of command is the interlink or chain link of authority and reporting relations. This link connects all the members from top to bottom by duly defining reporting relations as superior/supervisor and subordinate. This results in effective control and communication.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Continuous &amp; Accurate Programs and Policies: It focuses on long term planning for human capital strategic perspective around integrated product &amp; services. Thus, coordination time bound rather is a continuous process. It must continue at each level from inception i.e. planning, organizing, directing and controlling until the business sustains.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Effective Communication: Coordination can succeed only with effective communication. All barriers and gaps at each level must be eliminated in the communication process. Proper communication helps to avoid misunderstandings and helps to build consensus to achieve goals.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Effective Leadership: Leadership is a means to realize the outcome of coordination and efficient allocation of resources. The importance of coordination is stressed to improve the value of collaborative activities. Effective leadership strategies derive their power from effective strategies and transformational power of a compelling vision rather than from hierarchy, rank or standard operating procedures.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Cooperation: Cooperation is the hall mark for a corporate culture. Accomplishment of an ultimate goal requires mutual cooperation. To secure coordination around a business destination, maintenance of cooperation amongst functions, teams and individual employees is essential. Since cooperation is one of most important element in assisting coordination, upkeep of sustained cooperation is important.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">g. Mission Driven Work Teams: Also termed as “self managing” teams, it represents teams with interdependence and joint responsibility for outputs among the members. It has been considered as a revolutionary approach to organize and perform assignments. It integrates the need of people with work to be done and that is encouraged through coordination.</span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">It is suggested by management scientists that the implementation processes range from the simplest to the most complex. Here are a range of these processes:</span><br />
	<br />
	 </p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">i)<span new="" style="font:7.0pt " times="">&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Standards: A set of expectations and measures across organizations, i.e. performance standards or management.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">ii) Information: Learning and knowledge sharing through database, case studies or site visits.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iii)Expertise: Sharing expertise and competence through people (expert) movement from one to the other location/unit in view of the best use of the talent available.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iv)Authority: Problem solving or trouble shooting among cross functional teams through sharing authority.</span></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">v) Cost Economy: Leader shares knowledge around achieving goal that controls cost through integration of business processes. </span></p>
<p class="Default">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Coordination is a valuable yet intangible tool. Businesses seeking success must ensure application of coordination that includes ability to set standards, share information, transfer expertise, allocate authority, improve business processes and deliver innovation and design. All the functions of management are affected by coordination. It encourages team spirit, gives proper direction to the organization and motivates employees as well as makes proper use of the resources. Hence, it is an essential element for the survival, growth and profitability of any organization. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:8.0pt;line-height:115%;color:#211D1E">Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner.</span></strong></p>
<p class="MsoNormal">
	 </p>',
			'published' => true,
			'created' => '2012-12-17',
			'modified' => '2013-01-22',
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		'Article' => array(
			'id' => '742',
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			'title' => 'Teaching Sophistication',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
	<div>
		&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'modified' => '2013-08-14',
			'keywords' => '',
			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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<p>
	<img alt="hrkurakani" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(2).gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
	 </p>
<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
	 </p>
<ul>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	<br />
	</span></p>',
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			'title' => 'Finding The Right Candidates',
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<p class="MsoNormal">
	&nbsp;</p>
<p>
	<span class="A35"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization.</span></span></p>
<p class="MsoNormal">
	<span class="A35"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
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<p class="MsoNormal">
	<span style="font-size:11.5pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates.<br />
	<br />
	<img alt="mangement" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management(3).jpg" vspace="10" width="336" /><br />
	</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">S</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#221E1F">creening and selecting the right candidates for organizations has been a major and challenging role for Human Resource (HR) professionals in various organizations. The process of collecting and evaluating information about an individual in order to extend an offer of employment is called employee selection. Through effective selection, an organization can maximize the probability that its new employees will have the necessary KSAs (knowledge, skills, and abilities and attitudes) to do the jobs they were hired to do. Effective employee selection is a critical component of a successful organization. <br />
	<br />
	</span><br />
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reach Out to Applicants</span>&nbsp; </strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F"><br />
	<br />
	Screening and selecting candidates are comprehensive processes. Reaching out to the eligible candidates is the first step for successful recruitment. In the Nepali context, people prefer to read Nepali text despite their ability to read English content. Therefore, publication of vacancy advertisements with required details in Nepali magazines can have a comparative benefit. Similarly, the development and use of job specific forms helps to screen the serious and capable candidates. The process should be simple and screening criteria must be flexible that would help the HR professionals to find the right candidates. </span></p>
<p class="MsoNormal">
	&nbsp; </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference Checking</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference checking is one of the methods that have been used by various organizations in selecting the right candidate. It is recommended that an option should be given to the candidate regarding referee change if the candidate thinks that the mentioned referee cannot correctly explain his/her details during the interview phase. Therefore, a referee should be someone who knows the candidate well and who can be easily approached by the organization when required but should not necessarily be someone holding a strong position.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Similarly, reference check has to be done from both ends i.e. previous employers and also from the candidate themselves in order to avoid biasness. There are Credit information Bureaus in a few organizations that conduct reference checking for their respective organizations. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="employer" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/men.jpg" vspace="10" width="336" /></p>
<p class="MsoNormal">
	 </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Employer Branding</span></strong></p>
<p class="Pa10" style="text-align:justify">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Candidates prefer to join Banks/INGOs and the major reason for it is the availability of transparency in terms of facilities. Generally, the limited companies have good employer brands in the market due to their transparency in facilities. Effective employer branding would contribute in reaching and attracting the right and competent candidates. </span></p>
<p class="MsoNormal">
	&nbsp; </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Interview</span></strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Some of the practices used by various organizations during interviews are a comparison between responses of the questions before normal situation and during stressed situation. It gives a good view of the candidate’s stress management capacity as strange questions are asked to candidates just to evaluate problem handling skills.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization. It is found that a candidate’s interest is of big importance and most of the time, interested and less experienced candidates outperform experienced but less interested candidates.</span></p>
<p class="MsoNormal">
	&nbsp;</p>
<p class="Default">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Challenges</span> </strong><br />
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">There are external factors such as union, pressure from external parties, ready-made CVs and cover letters found abundantly on the internet that has high impact in screening and selecting the right candidates. Similarly, lack of seriousness in implementing set HR policies and procedures are also a major challenge. Moreover, it is found that job applicants randomly apply for positions without understanding the required skills, knowledge and abilities. As a result, organizations end up lacking quality applicants.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates. HR professionals should possess a skill for blending above mentioned factors in order to recruit right candidates who can consistently contribute in strengthening an organization. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">The above write-up by Purna Man Shakya is based on an ‘HR Kurakani’ discussion on the topic “Ways to screen and select the right candidates” held at Nepal Derivate Exchange Ltd on July 25, 2012. The participants at the discussion included representatives from INGOs, trading company, commercial banks, travel company, IT company, consulting firms and hospitality industry. Shailendra Raj Giri, MD of Real Solutions, acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company, was the coordinator of the program.</span></strong></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong><span style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">&nbsp;</span></strong></p>
<p class="MsoNormal">
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	<span class="A2"><span mso-bidi-font-family:="" myriad="" style="font-family:">By Nobuhiro Tsuboi</span></span></p>
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	<span class="A2"><span mso-bidi-font-family:="" myriad="" style="font-family:">&nbsp;</span></span></p>
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	<span myriad="" style="font-size:32.0pt;line-height:115%;mso-bidi-font-family:
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	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">It is said that the involvement in a microfinance programme has enabled to increase their savings.</span></span></p>
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<p class="Pa24">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><span myriad="" style="font-size:15.0pt;mso-bidi-font-family:">“We are planning to open around three new showrooms in the near future. Through these showrooms, the company targets to reach every district and the remote villages too.” </span></span></span></p>
<p class="Default">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;<img alt="depaak kumar purkot" border="1" height="189" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DEEPAL-KUMAR-PURKOTI.jpg" vspace="10" width="152" /></span></span></p>
<p class="MsoNormal">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><strong><span class="A5"><span style="font-size:10.0pt">DEEPAL KUMAR PURKOTI <br />
	Sales and Marketing Manager </span></span></strong><br />
	<strong><span class="A5"><span myriad="" style="font-size:10.0pt;line-height:
115%;font-family:">Fair Trade Pvt Ltd<br />
	</span></span></strong><br />
	</span></span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">I</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">n rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<img alt="financial" border="1" height="811" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/financial(3).jpg" vspace="10" width="600" /><br />
	<br />
	Facts on the Ground</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">First of all, I show the changes of 484, all continuous shareholder families’ financial assets for the period of July 2006-July 2011. Its growth ratio is 140.3 per cent as shown in Table 1. ‘Family financial assets’ consist of all financial assets deposited at the SFCL and belong to individual families i.e. shares, compulsory group savings, each voluntary individual savings and family members’ individual savings. ‘Continuous shareholder’ means those who were shareholders continuously at least from 2006 to 2011. Incidentally, the number of shareholders was 771 in 2006 and 1,155 in 2011, of which 484 shareholders have been continuous shareholders for the period. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">As the price index of 2011 is estimated as 155 for 2006=100, two groups of ‘65 per cent and more’ and ’55-65 per cent’ i.e. 79.3 per cent of continuous shareholders realized growth in real price terms. I watched the group of ‘65 per cent and more’ i.e. 75.6 per cent of the total increased their assets by 10 per cent and more in real price terms, and further from that, their average growth ratio is 308.2 per cent.</span><br />
	<br />
	<br />
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Investment by their Own Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">In spite of neglecting investment by their own financial assets for this period, 3/4th of the total continuous shareholders realized 10 per cent and more growth in real price terms. If we consider their investments by using their own financial assets, the situation of the changes will be different. Especially, as to the ‘Less than 0 per cent’ group with 40 shareholders, their average amount of initial assets was biggest of all groups and they would have enough chance to invest. Their negative growth seems to be partially because of these investments.</span><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<br />
	<br />
	</span><strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Improvement in Distribution of Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The distribution of assets improved significantly as shown in Table 2 and Figure 1. I classified all the 484 continuous shareholders into three classes: the Top of 10 per cent of the total (48 shareholders), the Middle of 30 per cent (144) and the Low of 60 per cent (292). The class of ‘Top’ consists of members having largest financial assets among all. The assets accumulation of ‘Top’ decreased from 42.5 per cent in 2006 to 37.1 per cent in 2011. On the contrary, assets accumulation of ‘Low’ increased from 20.2 per cent to 27.5 per cent. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I confirmed the improvement of assets accumulation by Gini coefficient as shown in Figure 1. It improved by 0.104 point from 0.576 in 2006 to 0.472 in 2011. From the view of asset equity, the above change is desirable. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="shraeholder" border="1" height="328" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shareholder.jpg" vspace="10" width="295" /></p>
<p class="MsoNormal">
	 </p>
<p class="Default">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Character of the study</span> </strong><br />
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">This study has the following three characteristics: Analysis of the change in financial assets belonging to individual families for five years from 2006 to 2011, Analysis using SFCL share and saving data, and Abstract of 484 ‘continuous families’ from among all shareholders.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I analyzed continuous shareholders because there are big differences in amount of assets among shareholders with different passage years as shareholders of SFCL as shown in Table 3. It means that we had to exclude new beneficiaries whose involvement years are relatively shorter. In this study, I excluded shareholders with less than five years passage. </span></p>
<p class="MsoNormal">
	 </p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">(This survey was conducted with the cooperation of Nepal National Agricultural Cooperative Central Federation Ltd and JICA Nepal Office in February-July 2012.)</span><br />
	<br />
	<span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Further Subjects</span><br />
	<br />
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I cannot say whether we can observe same trends in the achievement of other SFCLs and rural microfinance institutions. I hope this kind of study will be conducted in the future as well and at least 2-3 institutions in each microfinance group. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">Tsuboi is a Retired Professor of University of Tsukuba, Japan. He can be reached via email at <a href="mailto:tsuboin43@nifty.com">tsuboin43@nifty.com</a>.</span></strong></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">References: </span></strong></p>
<p class="Pa32" style="margin-left:14.0pt;text-align:justify;text-indent:-14.0pt">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">* Nara Hari Dhakal, “Impact of Microfinance Services on Poverty Reduction in Nepal”, INAFI, SAP-Nepal, 2005, p.46. </span></strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">** SFCL: Small farmer agricultural cooperative ltd. SFCL Manahari has a history of ‘small famer development </span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">programme’ of ADB/N in 1980, and it was converted to SFCL in 1998. The number of shareholders is 1,155 at July 2011.</span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;<br />
	</span></p>
<p class="MsoNormal">
	 </p>',
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			'keywords' => '',
			'description' => 'In rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**',
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	(int) 11 => array(
		'Article' => array(
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			'title' => 'Communication An Important Success Factor',
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			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
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			'created' => '2012-08-15',
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			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '668',
			'article_category_id' => '38',
			'title' => 'Discussion Of Negotiating',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.”',
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	(int) 14 => array(
		'Article' => array(
			'id' => '667',
			'article_category_id' => '38',
			'title' => 'Quality As Craftsmanship',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
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			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
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			'title' => 'Best Ways  To Retain Employees',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Purna Man Shakya</strong></div>
<div>
	&nbsp;</div>
<div>
	In order to understand how to retain employees, we must first understand why employees leave or stay with an organization in the first place. To learn and unlearn on the best ways to retain employees, Real Solutions organized a seminar entitled &lsquo;Best Ways to Retain Employees&rsquo; on at the Presidential Business School in Kathmandu in July this year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Employees leave organizations for different reasons. Some find a different job, continue higher studies, and some move away due to family problems. Others retire, quit on impulse due to dissatisfaction about something, or never intended to work after earning a certain amount of money. People also get fired or laid off and decide they no longer need a job. Some may also want to start a new venture.</div>
<div>
	&nbsp;</div>
<div>
	An individual will stay with an organization &nbsp;as &nbsp;long &nbsp;as &nbsp;the &nbsp;incentive &nbsp;it &nbsp;offers &nbsp;(such &nbsp;as &nbsp;satisfactory &nbsp;pay, &nbsp;good &nbsp;working &nbsp;conditions, &nbsp;and developmental opportunities) are equal to or greater than their time and effort. Although some individuals may quit a job on impulse, most people who leave spend time evaluating their current job against possible alternatives, developing intentions about what to do, and engage in job hunts. All of these examples represent a turnover and they don&rsquo;t all have the same organizational implications. Thus, turnover can be voluntary, involuntary, functional, dysfunctional, avoidable and unavoidable.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why Employees Stay&nbsp;</strong></span></div>
<div>
	As &nbsp;employees participate in &nbsp;their &nbsp;professional and &nbsp;community life, &nbsp;they &nbsp;develop &nbsp;a &nbsp;web &nbsp;of &nbsp;connections and relationships on and off the job. Leaving a job would require severing or rearranging these connections. Employees who have many connections are more embedded, and thus have numerous reasons to stay in an organization.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Factors of retention</strong></span></div>
<div>
	Challenging and meaningful work, opportunities to learn and grow, the sense of being part of a group or team, and having a good boss are four primary ways to retain employees, though the first three ways are basically influenced by the boss.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Challenging, Meaningful and Transparent Work</strong></span></div>
<div>
	Exciting, challenging and meaningful work that makes a difference is the most important factor in job satisfaction. If one is going to spend a great deal of one&rsquo;s life doing something, it at least should have some interest and some meaning or purpose. Also, an organization should prepare a platform where employees feels rewarded and attracted to go to office daily. The management also has to maintain transparency in terms of vision, mission, goals, objectives, implementation strategies, and policies in order to make a job meaningful and challenging.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Opportunities to Learn and Grow</strong></span></div>
<div>
	Clear career growth, learning, and development are three of the top reasons that people stay in their current jobs.</div>
<div>
	A good boss provides opportunities for learning, challenges, and growth on the job that match the employee&rsquo;s abilities and aspirations. He or she encourages employees to improve the work as well as their skills and to keep up with the latest developments in their field as well as facilities for providing formal and informal learning opportunities. Employees should also be encouraged to network, to join trade and professional associations and to read publications related to their line of work.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Sense of Being Part of a Group or Team</strong></span></div>
<div>
	Working with great people, being a part of a team, and having fun on the job are some important factors in job satisfaction. Even a department, section, or division can feel like a team if the manager and employees treat each other with courtesy and respect, listen to one another&rsquo;s ideas, recognize and celebrate each other&rsquo;s accomplishments, and work toward common goals. Of course, every team or work group can benefit from training in areas such as communication, group development, decision making and conflict resolution. It is the manager&rsquo;s responsibility to provide the work group members or team members with the tools and resources to work well together. It is the group&rsquo;s responsibility to utilize them well. This contributes in building a feeling of organization citizenship.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Good Boss as a mentor, facilitator &amp; visionary leader</strong></span></div>
<div>
	Rudeness, impatience, arrogance, intimidation, yelling, &nbsp;being &nbsp;condescending, embarrassing people, &nbsp;swearing, telling lies, sexual harassment, using inappropriate humour and demonstrating sexism or racism will not earn the loyalty or respect of employees. Besides, behaviour such as failing to solicit and listen to employee input, failing to recognize employees&rsquo; accomplishments, withholding praise, giving only negative feedback, taking credit for others&rsquo; accomplishments or ideas, blaming others for one&rsquo;s own mistakes, betraying, micromanaging, withholding critical information, showing distrust, showing favouritism, setting unrealistic goals or deadlines, and failing to help good performers grow in their career in the hope of holding onto them are equally harmful to good boss- employee relations which encourages employees to leave. Satisfied employees report that their managers are good role models and demonstrate inspiring leadership. They communicate well and often, they are trustworthy and supportive. They help to create a sense of purpose in the work, and they encourage employee growth and career development. Also, a boss should be up to date with the latest ideas in order to cope and balance new entrants who bring new vibrations in the organization. In short, for managing a talent, a boss should be a talented person first. The word &lsquo;boss&rsquo; itself needs to be transformed to &lsquo;mentor&rsquo;, &lsquo;facilitator&rsquo; and a &lsquo;visionary leader&rsquo;.</div>
<div>
	&nbsp;</div>
<div>
	Besides these primary factors, there are a number of others that influence employee retention, such as competitive benefit packages that fit employees&rsquo; and industries&rsquo; needs, stay and exit interviews and application of their outcomes at the strategic level, open communication between employees and management, and communicating clear expectations to employees.</div>',
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			'title' => 'Management  Of Change',
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			'content' => '<p>
	<strong><br />
	</strong></p>
<p>
	<strong>By Sharu S Rangnekar</strong></p>
<p>
	<em><strong>Change is constantly with us from birth to grave. &nbsp;However, the changes we experience fall into 3 broad categories: continuous change, discontinuous change, tsunami change.</strong></em></p>
<p>
	<strong>Continuous Change&nbsp;</strong></p>
<p>
	Continuous change takes place continuously e.g. getting older by one day everyday. &nbsp;We do not pay much attention to this change and, by and large it manages itself. &nbsp;There is very little change day to day. &nbsp;Although over a period we look older or the hair becomes gray – or some of them fall out. &nbsp;Over a period, the change is significant but since it is at &nbsp;a slow rate, we get accustomed to it.</p>
<p>
	<strong>Discontinuous Change&nbsp;</strong></p>
<p>
	Discontinuous change makes a significant impact on our life immediately. &nbsp;The first discontinuous change we had was getting born. &nbsp;An embryo comfortable in the mother’s womb is thrown out one day in a totally different world and our first reaction to this change is protest (paaan). &nbsp;However, we do not remember this change. &nbsp;Perhaps the first discontinuous change we may remember is the first day at school. &nbsp;In my case, my grand-father carried me on his shoulder to the school and deposited me in the class. &nbsp;He admonished me, “Don’t come out of class; I am sitting in the verandah and if I see you coming out of the class, I shall break your leg.” &nbsp;So I sat inside the class crying. &nbsp;There were about 30 other children sitting around me also crying. &nbsp;When I am near a school on an opening day, I go to the preparatory class. &nbsp;Inside the class, there are 30 children crying; outside the class there are 30 mothers crying. &nbsp;It is their way to coping with the discontinuous change. &nbsp; From a familiar friendly atmosphere of the home, the child is pushed into an alien atmosphere of the school. &nbsp;Nobody is familiar to him. &nbsp;At least now most of the teacher are female and seem to be soft. &nbsp;In my times there were harsh looking male teachers with big mustaches. &nbsp;The cane was a part of their uniform and they banged the cane before sitting down – creating palpitation all over the class.</p>
<p>
	My mother had tried in her ways to prepare me for this discontinuous change. &nbsp;She asked me whether when I grow up I would like to go to office like my father sitting in a car. &nbsp;“Of course,” I said, “yes”. &nbsp;Then she said, “You have to go to school first.” &nbsp;I told her that I did not want to go to school. &nbsp;Then she told me the only alternative will be to wash utensils. &nbsp;At that age of five that was not a bad alternative but the tone in which my mother put it, it seemed like great disaster. &nbsp;I was made to feel that I was at cross roads – Go to school and eventually to office in a car like my father or wash utensils like the servant. &nbsp;Even then this did not convince me to go to school. &nbsp;Discontinuous changes can take a long time to be accepted.</p>
<p>
	Thereafter there are series of discontinuous changes: Getting a job and getting into relatively rigid office discipline; Getting married and getting into two-person democracy; Getting children with the tribulations involved.</p>
<p>
	In each case there was clearly a give and take. &nbsp;Some benefits and some hardship – &nbsp;and we have gone through numerous discontinuous changes.</p>
<p>
	<strong>Tsunami Change</strong></p>
<p>
	The third kind of change is where everything around changes – like the havoc created by the tsunami wave. &nbsp;The benefits are hardly comprehended and the hardships are very clear. &nbsp;How does one get prepared for Tsunami change?</p>
<p>
	One way is to start with the dictum: “TINA” &nbsp;(There Is No Alternative). &nbsp;We are not happy with the situation but it is inevitable. &nbsp;The case in point is the female education. &nbsp;It started in 1850 with a great deal of opposition. &nbsp;The proponents of female education were attacked because the opponents said: &nbsp;“What have women to do in their life? - Cooking and bringing up children. &nbsp;That can be learnt in the house itself with apprenticeship to the mother. &nbsp;The girl can learn cooking under the supervision of mother and can also learn to bring up children – particularly in those days when mother had 8-10-12 children. &nbsp;The first 2-3 children were brought up by the mother, the rest were brought up by eldest sister who learnt skills as an apprentice. &nbsp;What is the point in the women learning Kalidas and Shakespeare?”</p>
<p>
	Over a period, the process of attrition played its role to make the female education accepted. &nbsp; Initially, it was stressed that widows should have education so that they can have the ability to sustain themselves economically. &nbsp;Mostly the widows attended these schools so they were known as “Bodkyanchi Shala” (School for the shaven-headed) – as the heads of the widows were shaved in those days.</p>
<p>
	Over a period, the benefit of the female education became evident and today even if a girl has graduated and is sitting at home doing nothing particularly, the neighbour advises that she should join a computer class.&nbsp;</p>
<p>
	However, even today there are opposition groups - even in a city like Bombay. &nbsp;The two girls of a community were threatened because they were persuing their education which the opponents felt was against the religion and would spoil the girls for their traditional role of good housewives.</p>
<p>
	This opposition is reducing and the female education is getting accepted – although it has its effects and side effects. &nbsp;I worked in pharmaceutical industry where we believed that if a medicine has effect it has side effects also. If it has no side effects it has no effect also. So every change has its effects and side effects. &nbsp;The female education is a very strong medicine. &nbsp;It is effective to make the women contribute more significantly to the economic development but the side effect is its impact on domestic peace. &nbsp;So here it is a Tsunami change which took over 100 years to get accepted. &nbsp;In case of many changes that much time is not available – as in the case of natural Tsunami disaster. &nbsp;There the people are forced to accept unpleasant alternatives to carry on in life.</p>
<p>
	Another example of tsunami change is the role of horse drawn “Tongas” in transportation. &nbsp;Fifty years ago every railway station had Tongas which provided transportation to the travelers between station and their residences. &nbsp;Then came the tsunami change replacing Tongas with autorickshas and buses and Tongas have vanished altogether with the horses and the Tongawalas. &nbsp;Many of the tongawalas literally starved to death with their horses as they could not master the new technology of driving autorickshas and buses. &nbsp;However, this change took place over 25 years and did not create a strong backlash. &nbsp;I remember only one movie where DilipKumar as a tongadriver took a bet to beat a bus to stop the bus-route. &nbsp;In the movie, by driving through shortcuts, he could beat the bus. &nbsp;But in real life the tongas lost forever.</p>
<p>
	There are two other Tsunami changes which are making waves. &nbsp;One is in Singur and Nandigram where the agricultural land is being given for industrial development. &nbsp;There have been bloody battles. &nbsp;However, the logic of this tsunami change is obvious. &nbsp;The technological reforms in agriculture have made it possible for less and less land to provide food grains for more and more people so the land has to be released for industrial production. &nbsp;The land-owner who is traditionally attached to the land is refusing to give it up. &nbsp;Similar situation happened in Russia when the land had to be taken away from the farmers to form communes and it resulted in hundreds of thousands of farmers getting killed by the Russian army. &nbsp;However, in the long term it resulted in loss of production and Russia had to import food-grains to support its people. &nbsp;The present situation is very much different because it follows and not precedes agricultural productivity. &nbsp;If the farmer insists on pursuing agriculture he is bound to get caught in consequences. &nbsp;It is often said in America “agriculture is a passport to poverty” and that has become the sign of development.</p>
<p>
	Another tsunami change on the horizon is the abolition of traditional retailers in favour of large scale operators. &nbsp;The traditional retailers are opposed and started throwing stones at Ranchi. &nbsp;But here also the requirement of tsunami change is clear. &nbsp;The present way of operation of the traditional vegetable vendors, fruit vendors, grocer etc., is highly inefficient in terms of cost, convenience and time. &nbsp;The turnover of typical vegetable vendor is so low that his margin has to be very high to make him survive. &nbsp;The whole chain of middlemen are involved which makes the operation very costly. &nbsp;When the farmer gets hardly Rs. 3/- for one kilo of onions the consumers have to pay Rs.15/- per kilo. &nbsp;The large retailers buying directly from the farmers and selling directly to the consumers are going to make the operation much more cost effective. &nbsp;Furthermore, modern technology can be used to make the product available to consumer more conveniently and in the form he can use very easily. &nbsp;A traditional vegetable vendor can hardly protect the product from dirt and dust and that is the death-knell for the traditional vendor.</p>
<p>
	However, these large changes involving millions of people thrown out of their traditional jobs in a matter of few years and their inability to learn new technology of retailing is going to create a great deal of havoc.</p>
<p>
	<strong>Acceptance of Change</strong></p>
<p>
	In such situations the society and the government can control the process to give the time for acceptance of change. &nbsp;Acceptance of changes comes in three phases:&nbsp;</p>
<ol>
	<li>
		Knowledge</li>
	<li>
		Belief&nbsp;</li>
	<li>
		Behaviour</li>
</ol>
<p>
	<span style="font-size: 12px;">For the change to be accepted a sustained campaign has to be conducted to make people realize the advantages of the change. &nbsp;This is obviously a long term process and the society may not have the time for this change.</span></p>
<p>
	<strong>TINA Factor&nbsp;</strong></p>
<p>
	You can swim against the current but you can’t swim against gravity:</p>
<p>
	I was sitting with a friend of mine who was an amateur fisherman near a stream of water. &nbsp;The stream was moving fairly fast and most of the fish were swimming with the current. &nbsp;However, I found about 10% of the fish were swimming against the current. &nbsp;I asked my friend, “Why they are swimming against the current?” &nbsp;He said, “This is breeding season for this fish and the females are going against the stream to lay eggs in their chosen territory.</p>
<p>
	The stream proceeded for another 10 meters and jumped into a waterfall. &nbsp;Some of the fish who went down with the waterfall were trying to swim up the waterfall. &nbsp;But they were not successful. &nbsp;Looking at that my friend remarked, “You can swim against the current but you can’t swim against gravity.” &nbsp;There are some tsunami changes. &nbsp;People try to resist these changes. &nbsp;But they can not succeed because you can swim against the current – but not against the gravity.</p>
<p>
	<img alt="Management of Change" height="375" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_gyan_june2013_change_ahead_pottery_making.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="250" /></p>
<p>
	In 1951 when I started my career there were about 3 thousand railway stations in Indian and outside each station there was a Tonga stand. &nbsp;These 3 thousand stands plus others in the towns covered nearly about 1 lakh tongas.</p>
<p>
	The tsunami change started with autorikshas and buses taking away the passengers. &nbsp;The tongas made efforts to resist the change. &nbsp;In the film Naya Daur, the hero acted by Dilip Kumar races with the bus with his tonga and defeats it. &nbsp;That was a reel life. &nbsp;In real life the tonga could not stand the competition. &nbsp;The tongas were burnt as kindlewood, the horses died and so did the tongawalas. &nbsp;They could not fight against gravity.</p>
<p>
	The similar contest is going on in Singur &amp; Nandigram by agriculturist and In Ranchi and other towns by Small Scale Retailers against Reliance. &nbsp;This again is a competition where they are going against the gravity and cannot win.&nbsp;</p>
<p>
	The alternative is to create the TINA factor i.e There is no alternative. &nbsp;After the First World War, Turkey was in shambles and Kemal Ataturk took over the nation with the slogan “There is no alternative”. &nbsp;Overnight he abolished the ritualistic religion and the banned the veil as well as the Turkish cap which were seen as symbolic of ritualistic religion. &nbsp;The most significant change he made was in the script. &nbsp;The Turkish language which was written in Arabic script, he made it compulsory to use the Roman script. &nbsp;These changes were not universally welcomed but he had the traditional power of the army up his sleeves and so could ensure implementation of the changes almost in a single day with the slogan “TINA” i.e There is no alternative. &nbsp;</p>
<p>
	The changes he made in this way kept on smoldering the rebellious feeling and in the end of last century the religious parties again made a come back trying to bring Turkey back to the religious mould. &nbsp;The army superseded the parliament and kept the reforms going.</p>
<p>
	The process thus goes through persuasion route i.e Knowledge, Belief and Behaviour to get accepted over a period with the opposition getting converted. &nbsp;Thus the changes introduced by the female education can get commented adversely but are unlikely to be thrown out by any democratic process. &nbsp;In fact, democracy also is a tsunami change which is based on the tenets of equality. &nbsp;The traditional societies were based on inequalities: a superior caste, a superior religion, a superior sex. &nbsp;These gave authority to rule over the others. &nbsp;However, democracy tries to establish equality. &nbsp;In fact all people are not equal but in the concept of democracy they have to be treated as equal and given a chance to become equal.&nbsp;</p>
<p>
	A case in this point is a rule made in New York that all public buildings must have ramps so that the physically disabled people will try to have the mobility similar to normal people. &nbsp;Somebody calculated the cost of providing ramps and suggested that it will be cheaper to keep disabled people home by giving them pension. &nbsp;The answer was the solution to disability is not charity but to create as much equality as it is possible.</p>
<p>
	Even the controversy over reservations can be seen in this light. &nbsp;Reservations cannot create equality. &nbsp;In fact they tend to emphasize inequality. &nbsp;However, by creating reservations more and more people are pushed towards equality.</p>
<p>
	Another case in this point has been the position of scheduled castes, scheduled tribes or otherwise backward classes as against Muslims of India. &nbsp;At the time of independence, Muslims had 15% of all important positions in the government thanks to the special protection given by the British Raj. &nbsp;At that time scheduled castes, scheduled tribes and OBCs together were much less than 15%. &nbsp;Today after 60 years of independence the scheduled castes, scheduled tribes and OBCs are nearly 30% while the Muslims have come down to 5%. &nbsp;So the reservation policy of British Raj created permanent inequality and when it was removed the Muslims suffered economically. &nbsp;The situation is somewhat similar to Negroes in America. &nbsp;Negroes are also 15% of American population but in three areas they are much more than 15% - In Olympic gold medals they have the majority. &nbsp;In art particularly music they are over 25% and in crime they are over 60%. &nbsp;These three areas do not require any support from the society to score. &nbsp;Individual abilities can sustain.</p>
<p>
	Similar is the position of Muslims in India. &nbsp;They are in the same 3 areas where they are more than 15% - Sports, Films and Crime. So to create equality there has to be sustained efforts to support the weaker to be equal. &nbsp;This is obviously the tsunami change and will be resisted at every step - but to retain democracy it will be essential to move towards this end.</p>
<p>
	In this process the persuasion of knowledge, belief and behaviour have to be used to make the tsunami change ultimately accepted in the society. &nbsp;This is essentially what is meant by management of change. '</p>
<p>
	<span style="font-size:10px;">(The writer is a popular consultant and author of management classics: “In the Wonderland of Indian Managers” and “In the World of Corporate Managers”.)</span></p>',
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	(int) 3 => array(
		'Article' => array(
			'id' => '946',
			'article_category_id' => '38',
			'title' => 'Why Employees Leave An Organization?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<strong>By Nibha Shakya</strong></p>
<p>
	One of the major parts of HR relates to attrition. HR professionals from diverse organization came together on February 27, 2013 for HR Kurakani to discuss why an employee really leaves the organization and how it can be managed and controlled. The programme was organised jointly by Real Solutions and Hotel Annapurna. The major points raised during the programme were as follows:&nbsp;</p>
<p>
	<strong>REASONS:</strong></p>
<p>
	<strong>Relation with boss</strong></p>
<p>
	Employees don’t leave the job, they leave the manager. If employees don’t like the manager’s leadership style, management style or can not tune up with their immediate managers, they prefer leaving the job, despite they are well paid. So, relationship with their boss has been major reason cited for employee leaving the organization.&nbsp;</p>
<p>
	<strong>No Career Progression</strong></p>
<p>
	Most likely, employees leaving the organization are good employees. They would leave if they found that they have no opportunity of growth or career progression or they are not recognized for their performance.</p>
<p>
	<strong>High Stress Level</strong></p>
<p>
	People leave the job because of high stress level. Though remuneration is good, they tend to move because of high work pressure.&nbsp;</p>
<p>
	<strong>Poor Communication</strong></p>
<p>
	Communication plays an important role. The clarity of goal, task, grievances etc if not communicated well between management and employee, there’s chance of HR turnover.&nbsp;</p>
<p>
	<strong>Remuneration and Benefits</strong></p>
<p>
	If the salary paid is not commensurate with the role of the employee, there is tendency of leaving the job. Monotonous job, no clear reporting line, no harmony between old and new employees, &nbsp;lack of clarity in policies etc could be other reasons behind employee leaving the organization.&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>POSSIBLE SOLUTIONS:</strong></p>
<p>
	<strong>Each manager is a HR Manager &nbsp;</strong></p>
<ul>
	<li>
		HR has major role in making One to One Meeting between manager and employee. The instruction should be provided by HR to both the manager and employee before such a meeting as how and what should be discussed. Such meeting can be conduced in a regular basis. It helps to clear communication and solve any problems beforehand.&nbsp;</li>
	<li>
		Patting on the back appreciating employee’s effort, emotional support during their hard time, understanding employee’s perspective are few examples that help create a bond among the employees. This helps in retaining the employees.&nbsp;</li>
	<li>
		The directing quality, inspiring, delegating, communication ability of boss etc matter a lot in employee retention. So, leadership of the manager plays a crucial role. Similarly, the employee also needs to have capability to understand the boss’s perspective. Likewise, the manager need to remain updated.&nbsp;</li>
</ul>
<p>
	<strong>Recruitment and Selection</strong></p>
<p>
	Similarly, right recruitment and selection helps in retaining employees. If right employees are placed in right place, there is less chance of turnover.&nbsp;</p>
<p>
	<strong>Competitive Remuneration and Benefits</strong></p>
<p>
	Salaries should be aligned with the job responsibilities. Likewise, more customized benefits (that would give benefits to the employees as well as to their family) would help in retention.&nbsp;</p>
<p>
	<strong>Tactful and Staff Care</strong></p>
<p>
	HR professional should be tactful in dealing conflict and complaints of employees. They should be proactive in solving any issue before it comes up. Likewise, HR professionals need to work as facilitators in various ways. Proper practice of staff care and stress management helps in minimizing the employee turnover as they would feel valued.&nbsp;</p>
<p>
	<strong>Culture and Environment&nbsp;</strong></p>
<p>
	Also the Culture and environment of &nbsp;the organization play an important role in decision of leaving and staying with the organization. Working environment with good team, handful resources, good behaviour and learning and sharing session help in retaining the employees.&nbsp;</p>
<p>
	<strong>Exit Interview</strong></p>
<p>
	Exit Interview would bring many insights on various issues of the organization from leadership role to operation level discrepancies. Effective exit interview helps identify the reason behind leaving and other improvement factors which would be beneficial for the organization. The findings can be analyzed and improvement can be made as necessary.&nbsp;</p>
<p>
	Attrition upto certain level is healthy but high attrition would hamper overall performance of the organization. Understanding reasons on employee leaving the organization and taking corrective actions from HR and &nbsp;top management would help in minimizing employee turnover in the organization.&nbsp;</p>
<p>
	<img alt="Management, April 2013" height="624" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_april2013.jpg" width="317" /></p>
<p>
	<span style="font-size:10px;">Shakya is Sr HR Executive at Real Solutions.</span></p>
<div>
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			'article_category_id' => '38',
			'title' => 'Three “R”s For  Startup Businesses',
			'sub_title' => '',
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			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Businesses are hard to predict. There is a saying “God laughs at those who plan the future”. This applies both to life and to businesses, especially the ones that are just starting. Pukar Shah, a returnee from the UK, has recently started a business of planting Aloe Vera in his own ancestral land that was mostly going to waste due to shortage of trusted labourers. He believes that Nepal can improve its status only by making large investments in the agriculture sector. While the rest of the world has reached far away from the time of doing agriculture, 80 per cent of Nepal‘s population still relies on nature for a living. &nbsp;This is not only a culture but also a big natural advantage to Nepal. Nepal can grow everything that grows in between 8000 m to 60 m above sea level. While the richest country of the world, the US, with its organization USAID is investing in Nepal’s agriculture with projects like FTF (Feed the Future) and Health for Life (H4L), it is an opportunity to respond. Plus, according to Pukar, it is a risk-free business because he already has a line of buyers who want to buy his produce.&nbsp;</span></p>
<p style="text-align: justify;">
	Harvard Business School Professor Noam Wasserman has outlined &nbsp;three Rs for the people wanting to start up their own business. In his article, Wasserman lists them as “Three Pitfalls Startup Founders must avoid”. These are the relationship decisions, roles decisions, and rewards decisions. According to Prof Wasserman, while starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges. It is very critical to get at least three things right. They are:&nbsp;</p>
<p style="text-align: justify;">
	<strong>Co-founders:</strong> The natural inclination is to co-find with family or friends. But these relationships can be fraught. Plus you’re more likely to have similar perspectives. Look for partners who bring complementary skills and assets.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Roles:</strong> Most founders want a C-level title. After all, they were there from the start. But choose roles that reflect the actual work each founder will do, not the fancy title he wants to show off.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Rewards: </strong>One of the biggest questions for start-ups is how to split the equity ownership. A handshake on 50/50 will not do because almost all new companies will have a major change in strategy or founder involvement. Negotiate an arrangement that can change when the circumstances do.</p>
<div style="padding:10px; background:#f4f3e6;">
	<p>
		<strong><span style="font-size:14px;">Naming the Company</span></strong></p>
	<p style="text-align: justify;">
		Together with the ideas, management and operation planning, NAME for the Startup Organization also makes a considerable difference. What’s in a name? Well judging from the long list of businesses that a simple Google search can yield when you search “naming your company”, there are plenty. While deciding on a name, don’t take the decision lightly. Not only is your company’s name a critical part of your overall identity, but it will also be used on any of your marketing products, PR, blogs, websites and publications. Given below are five naming strategies that have been successful globally.&nbsp;</p>
	<p>
		<strong>Real Words</strong></p>
	<p style="text-align: justify;">
		When you consider, Apple, Yahoo, Indeed and Amazon, they mean something but often they have no immediate relation to their business.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Misspelled Words</strong></p>
	<p style="text-align: justify;">
		No, this isn’t an insult of your intelligence. We know that you know how to spell, but using phonetics rather than grammar may give you that cool edge you need. Consider some of these well known examples; Tumblr (Tumbler), Del.icio.us (Delicious), Digg (Dig) and Flickr (Flicker).&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Two Syllable, Compound Words</strong></p>
	<p style="text-align: justify;">
		There are plenty of new companies moving in this direction. Among some of the most popular, there’s BirchBox, SkillShare, CrowdTilt and JackThreads. This could possibly have something to do with the success of FaceBook.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Initials and Acronyms</strong></p>
	<p style="text-align: justify;">
		Think about going old school, such as IBM (International Business Machines), AOL (America Online) and TBS (Turner Broadcast System). You’re not alone. Reportedly, Rupert Murdoch is considering changing the name of The Wall Street Journal to simply “WSJ”.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Made-Up Words</strong></p>
	<p style="text-align: justify;">
		Skype, Hulu and Zynga are all made up words. But if you’re successful, you most likely won’t find yourself in any trademark grudge matches in the future.&nbsp;</p>
	<p style="text-align: right;">
		<span style="font-size:11px;">(Source: compiled from various sources)</span></p>
</div>
<p>
	 </p>
<p style="text-align: justify;">
	Pukar, in his startup business, has successfully implemented all these strategies. He happens to follow this idea from his uncle who has been involved in this sector for over 20 years now. Pukar is confident that his uncle’s expertise and his knowledge in proper management of the company will help him succeed in the long run in this sector. Pukar is not obsessed with the CEO title. He has chosen the role of managing the production process and looking after the financials while his uncle handles the marketing department. He had set up an initial agreement of 50 per cent &nbsp;investment and 50 per cent &nbsp;returns with his uncle. But according to him, he currently owns only 35 per cent of the return and the overall organization has four shareholders from two in just a matter of a year. He believes that one cannot have a fixed agreement in business; instead, one needs to go with the flow.</p>
<p style="text-align: justify;">
	Also, it is very crucial to understand the cash flow before starting a business. More than a third of new businesses fail in the first three years and it’s rarely because of a bad business concept; it’s almost always the result of running out of cash. As well as having working capital to cover early stage losses, it’s imperative that you collect your invoices on the due date. If you don’t, you are providing working capital to your customers and unless you are running a bank, you can’t afford to do this. According to Pukar, if cash is the king for a successful business, it’s the emperor for a start-up. &nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="Management February 2013" height="259" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(4).jpg" style="margin:0 10px 0 0;" width="250" />For Pukar, there was no problem of having insufficient resources and capital for giving a shape to his idea, but most of us who want to start a business do not have the resources and capital. Not only in Nepal but also in most of the developed countries in the world, there are angel investors. Angels typically invest their own funds, unlike venture capitalists, who manage the pooled money of others in a professionally-managed fund. Angel investments bear extremely high risk and are usually subject to dilution from future investment rounds. As such, they require a very high return on investment. A large percentage of angel investments are lost completely when early stage companies fail. Therefore,, professional angel investors seek investments that have the potential to return at least 10 or more times their original investment within five years through a defined exit strategy such as plans for an initial public offering or an acquisition. The Silicon Valley of the United States of America, also known as the home to many of the world’s largest technology corporations as well as thousands of small startups, was funded by the Angel investors from the beginning. A Harvard report by William R Kerr, Josh Lerner and Antoinette Scholar provides evidence that angel-funded startup companies have historically been less likely to fail than companies that rely on other forms of initial financing.</p>',
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			'description' => 'While starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges.More than a third of new businesses fail in the first three years and it’s rarely because of a bad business concept; it’s almost always the result of running out of cash.',
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			'title' => 'Is Shakespeare Relevant In Today’s Commercial World?',
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	<strong style="text-align: justify;">By Sujit Mundul</strong></p>
<p style="text-align: justify;">
	There have been lots of debates and discussions on the relevance of Shakespeare’s heroes as leaders in the modern commercial world. On this widely debated subject, a great deal of work had happened in the Oxford University under the leadership of Richard Oliver.</p>
<p style="text-align: justify;">
	I have had the good fortune to interact with Richard many times on the issues of leadership, seeking his guidance. It is increasingly common to hear nowadays that we are facing a crisis of leadership. The ways in which organizations are moving forward can no longer be comprehended through the same models, language and logical analysis that have served leaders in the past.</p>
<p style="text-align: justify;">
	I could strongly agree with Richard that the time has come when businesses actually need what the arts have to offer in order to survive. We can draw a good deal of similarity between the commercial world and the arts, in that both the streams, apparently poles apart, need creativity, imagination, flexibility, adaptability, effective communication and visionary tendencies for survival as well as &nbsp;domination in the respective fields.</p>
<p style="text-align: justify;">
	Stories have been used to inspire and instruct us human beings since we learnt to speak.</p>
<p style="text-align: justify;">
	Let us take a look at Shakespeare’s stories. Henry V is the story from which we can glean the most about the nature of inspiration. From the first line that calls to our imagination with its plea for “a muse of fire”, to the last scene where Henry, as a Victorian leader, struggles to turn a battlefield into a garden, the plot, to my reckoning, reflects invaluable insights into leadership.</p>
<p style="text-align: justify;">
	Henry V unites a group of disparate people (his nobles) around a common goal (in this instance, reclaiming the territory of France) and manages to overcome all difficulties in his path to achieve a near miraculous victory against the odds (i.e. winning the Battle of Agincourt).</p>
<p style="text-align: justify;">
	So, readers are encouraged to see the King as an inspired leader, the nation as an organization, the nobles as the senior management team, and France as a big project. &nbsp;I am sure that once we start thinking along these lines, we can very well find the relevance of Shakespeare’s characters in today’s changing world. Shakespeare survives gracefully through the changing fads of every generation because he touches so consistently on the truth of human experience.</p>
<p style="text-align: justify;">
	Henry V takes over as King after the sudden demise of his father, the late King.But people can’t believe that Henry, who has the reputation of a spoiled brat, would allow Lord Chief Justice (a hard critic of Henry) to continue in the same position as also to become his mentor. In addition Henry promises to call Parliament. His journey begins.</p>
<p style="text-align: justify;">
	In Act 1 we see Henry meets with his nobles to gather support for achieving his mission to reclaim the territory of France. He gets their consent. Henry has sent a message to the King of France asking if he will give up his throne. The French ambassador arrives with an answer; a trunk which Henry assumes will be full of jewels in an attempt to buy him off. Instead, it is full of tennis balls sent by the French Prince with an accompanying message that Henry better stick to the trivial pursuits he is capable of winning like tennis. Henry gives the ambassador a right –royal telling off and sends him out. Finally, he makes a firm commitment to pursue his mission to France.</p>
<div>
	<img alt="Management February 2013" height="234" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(2).jpg" width="580" /></div>
<div>
	<div style="text-align: justify;">
		In commercial life, when we start our first project as a leader, we need to seek sound advice and believe in the “right” to go ahead. This “right” is granted internally and externally. Internally we can use a “line of service” to draw strength from. But we need certain amount of political intelligence to win the external right, to prepare our nobles (senior management) to take a risk and follow us into new territories. And we will have to make a demonstrable and visible commitment to pursue the project. If people think we are not totally behind this, the project may fail. Henry did follow all these steps.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 2 Henry gathers and allocates his available resources and identifies and deals with those who oppose the mission (and the traitors) before it has even started.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In all major projects, leaders should be able to identify the forces ranged for and against them. Many a times, a good leader has to be a good actor. He may need to hide certain knowledge from certain people at certain times. He may need to disguise intentions, particularly while attempting to identify those who disagreed with the agreed mission and who may oppose its desired outcome. It is important to identify them correctly and deal with them appropriately for ensuring success of the project.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 3, Henry starts with a reasonable plan: arrive in August with 10,000 troops, take the first foothold in a week and march on to Paris by Christmas. He lands at the coastal town of Harfleur as planned but three months later, he is still there having lost 2000 men. He makes a rousing speech to his exhausted troops. An effective leader will have to speak passionately and imaginatively to motivate them through the blocks. The next attack seems to make a difference, for the Governor of Harfleur asks for a peace party. Henry speaks and warns that if the town is not surrendered now; he will be unable to control his troop’s anger. Then when they do succeed, the town will be destroyed and people killed. The Governor surrenders the town. Henry insists that all the inhabitants be treated mercifully. He changes strategy and decides to withdraw to Calais (an English territory at that time) where his troops can rest over winter.&nbsp;</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Throughout the play, Henry demonstrates the wonderful leadership quality of painting pictures of the future. Here he uses it to paint such a negative view of the future that the Governor gives in rather than risk that picture becoming reality. He does not press on to his initial goal regardless; he revises his strategy on the ground. Nor does he admit failure and simply retreat to England. He finds a third way; a strategic withdrawal.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The French army is chasing Henry’s exhausted 8000 walking men with 40,000 fresh mounted troops. Inevitably they catch up and surround the English on the field of Agincourt. The French Herald is sent in to offer Henry a simple choice; give in now (and pay a huge fine but Henry and all his troops leave), or fight tomorrow and die. Henry says he does not seek a battle at the moment; he wishes to march to Calais, but if challenged he will fight. The French prepare for battle.</div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;"><br />
		</span></strong></div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;">Managers have to solve problems. Leaders have to solve dilemmas, complex issues with no happy solutions. When leaders meet the real test, they will require to call on all their skills to hold a line that will give their people enough confidence to carry on</span></strong>. Act 4 shows Henry going through the long dark night before the battle, facing up to his fears and duties before being able to inspire his troops to an apparently miraculous victory against the odds.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry cannot really want to be out talking to his troops at 3 o’clock in the night. But he does it because it is required of him. He exercises visible leadership which is seen by others thus bolstering their confidence.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Leaders need to allow themselves to enter “the dark night of the soul” and face their own innermost fears, doubts and uncertainties, especially in a crisis, and particularly before they make decisions that affect the lives of others. If they don’t, they may make wrong decisions for the wrong reasons. There is a point in most meaningful projects when the leaders are forced to ask themselves: “Is this the right thing to do? And are we the right persons to do it?” In these times they will have to manage their own fears and the fears of others simultaneously but differently.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry is courageous enough to listen to what the troops really think. But if he listens carefully to what they are thinking, he may just be able to inspire them later. However, he also feels the weight of responsibility that they put on him. He needs to unload this or he may make his decision on what others want rather than what he thinks is right. When Henry arrives back at his tent, he overhears the nobles wishing for more troops. He speaks to them from the heart, telling them why he personally believes they are doing the right thing. He says they are enough to win honorably or die trying. He says those that do not wish to fight can leave. But any that chose to fight and survive will remember this day for the rest of their lives. They go off to start the battle.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The whole process of surviving the “Dark Night” has served to strip away layers to reveal Henry’s center, his core values - what he is doing all this for. Mind you, it is from this core that he speaks to inspire others.</div>
	<div style="text-align: justify;">
		The battle is going well for the English. They deal with the first wave of French attack and capture many prisoners. Another attack is sounded. Henry orders his men to kill the prisoners. Meanwhile the French have raided the luggage tents and killed all the boys who were guarding them. The Herald enters and tells Henry the day is his. He thanks God and forbids everyone to boast of the victory. They set off for Calais.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Most leaders wish they could get through their career without having to take any tough decision. Very few get their wish. There is usually a situation where we are forced to compromise the values on which we prided ourselves when we started our journey to leadership. It is the ability to take these hard decisions and live with the consequences that separates “the men from the boys” amongst the leaders.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 5 Henry is encouraged to make peace and turn the battlefield into a garden. He attempts to court Princess Katherine (daughter of the French King) but realizes he has much to learn about building relationships before the political necessity becomes a heartfelt reality.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Katherine agrees to the marriage but Henry can tell she does not yet love him. He understands that he has to change his approach and learn a new way of life.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Many leaders have got where they are because of their ability to fight and win. Sometimes though, this is not enough. &nbsp;We may have to nurture the new territory we have achieved rather than look for the next target.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		To my mind, Shakespeare’s relevance in the modern complex world of commerce holds good adequately. Nevertheless, I leave it to the readers to decide on this enunciation, as they feel apposite.</div>
	<div>
		 </div>
	<div>
		<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd.</strong></div>
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<p class="MsoNormal">
	<span class="A14"><span mso-bidi-font-family:="" myriad="" style="font-family:"><img alt="" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(1).gif" /><br />
	</span></span></p>
<p class="MsoNormal">
	<span class="A14"><span mso-bidi-font-family:="" myriad="" style="font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together. <br />
	</span></span></p>
<p class="Default">
	<span class="A4"><span style="font-size:
59.0pt">&nbsp;C</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">oordination refers to an essential principle of management that is necessary to accomplish overall organizational goal. An organization grows when leaders face challenges to synchronize all the activities and functions inside it. Coordination simply put is nothing more than members in an organization working together and moving in the same direction to achieve a common goal. In the words of Theo Haiman, however, “Coordination is the orderly synchronization of efforts of the subordinates to provide the proper amount, timing and quality of execution so that their unified efforts lead to the stated objective, namely the common purpose of the enterprise”. Thus, to proficiently arrive at an intended destination of the business, effective and efficient coordination becomes compulsory. Right people, with right skills in the right seats are not all that an organization needs to succeed. Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together.</span></p>
<p class="Default">
	&nbsp;<img alt="" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coordination.gif" vspace="10" width="114" /></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">According to Dick Carlson, effective coordination is acquired through four important stages and they are:-<br />
	<br />
	a. Communication – Understanding<br />
	b. Timing – Appropriateness<br />
	c. Flexibility – Sensitivity<br />
	d. Control – Discipline &amp; Motivation <br />
	</span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	</span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coordination is different yet inseparable from cooperation. While coordination is bringing together the efforts of diverse mechanism within an organization to provide them unity of purpose; cooperation refers to the shared but intended efforts of people to carry out a meticulous objective. Cooperation works to ease coordination within a team or organization as a whole.. It is unanimously said that “Cooperation without coordination has no fruit and coordination without cooperation has no root”. Thus, cooperation and coordination must go hand in hand with a clear understanding that one is the stepping stone for the other. An effective manager needs both. The management seeks to achieve coordination through its imitative moves e.g. planning, organizing, staffing, commanding and controlling. Conciliation with external situations, scheming internal circumstances and motivation of people resources are integral, coordinating functions of management. The performance of the management depends much on coordination than any other element. <br />
	<br />
	<br />
	<img alt="" border="1" height="151" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/management.gif" vspace="10" width="227" /><br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In any enterprise, coordination leads to facilitate:</span><br />
	 </p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">a.<span new="" style="font:7.0pt " times="">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Team Spirit: By encouraging people to work in a team and achieve the common goal.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Better Accomplishment: With proper direction and management of time and energy.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Cost Effectiveness and Efficiency: By automatically generating concern about control of wastage (Process &amp; resources). This minimizes delays and break downs and leads to optimum utilization of resources.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Motivation: By encouraging employees to take initiatives which eventually enhances job satisfaction.. It inevitably results in better performance of the company as a whole.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Improved Human Relations: by minimizing the conflicts, rivalries and other organizational issues. With clarity that comes along, working is always smooth and productive.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Goals Integration: by bringing uniformity in understanding of organizational goals and common effort required to achieve it. Coordination is a process that applies only to group activities. It does not apply to individual activities. Coordination also requires deliberate efforts like:</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">a. Well Defined Objectives: Clarity &amp; common understanding of the objective makes it attainable and hence, coordination succeeds only if the organization has defined its objectives well.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Effective Chain of Command: Chain of command is the interlink or chain link of authority and reporting relations. This link connects all the members from top to bottom by duly defining reporting relations as superior/supervisor and subordinate. This results in effective control and communication.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Continuous &amp; Accurate Programs and Policies: It focuses on long term planning for human capital strategic perspective around integrated product &amp; services. Thus, coordination time bound rather is a continuous process. It must continue at each level from inception i.e. planning, organizing, directing and controlling until the business sustains.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Effective Communication: Coordination can succeed only with effective communication. All barriers and gaps at each level must be eliminated in the communication process. Proper communication helps to avoid misunderstandings and helps to build consensus to achieve goals.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Effective Leadership: Leadership is a means to realize the outcome of coordination and efficient allocation of resources. The importance of coordination is stressed to improve the value of collaborative activities. Effective leadership strategies derive their power from effective strategies and transformational power of a compelling vision rather than from hierarchy, rank or standard operating procedures.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Cooperation: Cooperation is the hall mark for a corporate culture. Accomplishment of an ultimate goal requires mutual cooperation. To secure coordination around a business destination, maintenance of cooperation amongst functions, teams and individual employees is essential. Since cooperation is one of most important element in assisting coordination, upkeep of sustained cooperation is important.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">g. Mission Driven Work Teams: Also termed as “self managing” teams, it represents teams with interdependence and joint responsibility for outputs among the members. It has been considered as a revolutionary approach to organize and perform assignments. It integrates the need of people with work to be done and that is encouraged through coordination.</span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">It is suggested by management scientists that the implementation processes range from the simplest to the most complex. Here are a range of these processes:</span><br />
	<br />
	 </p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">i)<span new="" style="font:7.0pt " times="">&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Standards: A set of expectations and measures across organizations, i.e. performance standards or management.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">ii) Information: Learning and knowledge sharing through database, case studies or site visits.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iii)Expertise: Sharing expertise and competence through people (expert) movement from one to the other location/unit in view of the best use of the talent available.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iv)Authority: Problem solving or trouble shooting among cross functional teams through sharing authority.</span></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">v) Cost Economy: Leader shares knowledge around achieving goal that controls cost through integration of business processes. </span></p>
<p class="Default">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Coordination is a valuable yet intangible tool. Businesses seeking success must ensure application of coordination that includes ability to set standards, share information, transfer expertise, allocate authority, improve business processes and deliver innovation and design. All the functions of management are affected by coordination. It encourages team spirit, gives proper direction to the organization and motivates employees as well as makes proper use of the resources. Hence, it is an essential element for the survival, growth and profitability of any organization. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:8.0pt;line-height:115%;color:#211D1E">Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner.</span></strong></p>
<p class="MsoNormal">
	 </p>',
			'published' => true,
			'created' => '2012-12-17',
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			'description' => 'Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '742',
			'article_category_id' => '38',
			'title' => 'Teaching Sophistication',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
	<div>
		&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
			'published' => true,
			'created' => '2012-12-13',
			'modified' => '2013-08-14',
			'keywords' => '',
			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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	(int) 8 => array(
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			'id' => '732',
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			'title' => 'Employee Benefits',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
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<p>
	<img alt="hrkurakani" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(2).gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
	 </p>
<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
	 </p>
<ul>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	<br />
	</span></p>',
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			'modified' => '2012-12-18',
			'keywords' => '',
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	(int) 9 => array(
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			'article_category_id' => '38',
			'title' => 'Finding The Right Candidates',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
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	 </p>
<p class="MsoNormal">
	&nbsp;</p>
<p>
	<span class="A35"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization.</span></span></p>
<p class="MsoNormal">
	<span class="A35"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;"><span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:11.5pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates.<br />
	<br />
	<img alt="mangement" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management(3).jpg" vspace="10" width="336" /><br />
	</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">S</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#221E1F">creening and selecting the right candidates for organizations has been a major and challenging role for Human Resource (HR) professionals in various organizations. The process of collecting and evaluating information about an individual in order to extend an offer of employment is called employee selection. Through effective selection, an organization can maximize the probability that its new employees will have the necessary KSAs (knowledge, skills, and abilities and attitudes) to do the jobs they were hired to do. Effective employee selection is a critical component of a successful organization. <br />
	<br />
	</span><br />
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reach Out to Applicants</span>&nbsp; </strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F"><br />
	<br />
	Screening and selecting candidates are comprehensive processes. Reaching out to the eligible candidates is the first step for successful recruitment. In the Nepali context, people prefer to read Nepali text despite their ability to read English content. Therefore, publication of vacancy advertisements with required details in Nepali magazines can have a comparative benefit. Similarly, the development and use of job specific forms helps to screen the serious and capable candidates. The process should be simple and screening criteria must be flexible that would help the HR professionals to find the right candidates. </span></p>
<p class="MsoNormal">
	&nbsp; </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference Checking</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference checking is one of the methods that have been used by various organizations in selecting the right candidate. It is recommended that an option should be given to the candidate regarding referee change if the candidate thinks that the mentioned referee cannot correctly explain his/her details during the interview phase. Therefore, a referee should be someone who knows the candidate well and who can be easily approached by the organization when required but should not necessarily be someone holding a strong position.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Similarly, reference check has to be done from both ends i.e. previous employers and also from the candidate themselves in order to avoid biasness. There are Credit information Bureaus in a few organizations that conduct reference checking for their respective organizations. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="employer" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/men.jpg" vspace="10" width="336" /></p>
<p class="MsoNormal">
	 </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Employer Branding</span></strong></p>
<p class="Pa10" style="text-align:justify">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Candidates prefer to join Banks/INGOs and the major reason for it is the availability of transparency in terms of facilities. Generally, the limited companies have good employer brands in the market due to their transparency in facilities. Effective employer branding would contribute in reaching and attracting the right and competent candidates. </span></p>
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Some of the practices used by various organizations during interviews are a comparison between responses of the questions before normal situation and during stressed situation. It gives a good view of the candidate’s stress management capacity as strange questions are asked to candidates just to evaluate problem handling skills.</span> </p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization. It is found that a candidate’s interest is of big importance and most of the time, interested and less experienced candidates outperform experienced but less interested candidates.</span></p>
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	&nbsp;</p>
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	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Challenges</span> </strong><br />
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mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">There are external factors such as union, pressure from external parties, ready-made CVs and cover letters found abundantly on the internet that has high impact in screening and selecting the right candidates. Similarly, lack of seriousness in implementing set HR policies and procedures are also a major challenge. Moreover, it is found that job applicants randomly apply for positions without understanding the required skills, knowledge and abilities. As a result, organizations end up lacking quality applicants.</span> </p>
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	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates. HR professionals should possess a skill for blending above mentioned factors in order to recruit right candidates who can consistently contribute in strengthening an organization. </span></p>
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	<strong>&nbsp;</strong></p>
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&quot;Myriad Pro&quot;;color:#221E1F">The above write-up by Purna Man Shakya is based on an ‘HR Kurakani’ discussion on the topic “Ways to screen and select the right candidates” held at Nepal Derivate Exchange Ltd on July 25, 2012. The participants at the discussion included representatives from INGOs, trading company, commercial banks, travel company, IT company, consulting firms and hospitality industry. Shailendra Raj Giri, MD of Real Solutions, acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company, was the coordinator of the program.</span></strong></p>
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	<span class="A2"><span mso-bidi-font-family:="" myriad="" style="font-family:">By Nobuhiro Tsuboi</span></span></p>
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	<span myriad="" style="font-size:32.0pt;line-height:115%;mso-bidi-font-family:
">Microfinance in the Context of Rural Nepal</span></p>
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	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">It is said that the involvement in a microfinance programme has enabled to increase their savings.</span></span></p>
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<p class="Pa24">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><span myriad="" style="font-size:15.0pt;mso-bidi-font-family:">“We are planning to open around three new showrooms in the near future. Through these showrooms, the company targets to reach every district and the remote villages too.” </span></span></span></p>
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	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;<img alt="depaak kumar purkot" border="1" height="189" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DEEPAL-KUMAR-PURKOTI.jpg" vspace="10" width="152" /></span></span></p>
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	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><strong><span class="A5"><span style="font-size:10.0pt">DEEPAL KUMAR PURKOTI <br />
	Sales and Marketing Manager </span></span></strong><br />
	<strong><span class="A5"><span myriad="" style="font-size:10.0pt;line-height:
115%;font-family:">Fair Trade Pvt Ltd<br />
	</span></span></strong><br />
	</span></span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">I</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">n rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<img alt="financial" border="1" height="811" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/financial(3).jpg" vspace="10" width="600" /><br />
	<br />
	Facts on the Ground</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">First of all, I show the changes of 484, all continuous shareholder families’ financial assets for the period of July 2006-July 2011. Its growth ratio is 140.3 per cent as shown in Table 1. ‘Family financial assets’ consist of all financial assets deposited at the SFCL and belong to individual families i.e. shares, compulsory group savings, each voluntary individual savings and family members’ individual savings. ‘Continuous shareholder’ means those who were shareholders continuously at least from 2006 to 2011. Incidentally, the number of shareholders was 771 in 2006 and 1,155 in 2011, of which 484 shareholders have been continuous shareholders for the period. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">As the price index of 2011 is estimated as 155 for 2006=100, two groups of ‘65 per cent and more’ and ’55-65 per cent’ i.e. 79.3 per cent of continuous shareholders realized growth in real price terms. I watched the group of ‘65 per cent and more’ i.e. 75.6 per cent of the total increased their assets by 10 per cent and more in real price terms, and further from that, their average growth ratio is 308.2 per cent.</span><br />
	<br />
	<br />
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Investment by their Own Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">In spite of neglecting investment by their own financial assets for this period, 3/4th of the total continuous shareholders realized 10 per cent and more growth in real price terms. If we consider their investments by using their own financial assets, the situation of the changes will be different. Especially, as to the ‘Less than 0 per cent’ group with 40 shareholders, their average amount of initial assets was biggest of all groups and they would have enough chance to invest. Their negative growth seems to be partially because of these investments.</span><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<br />
	<br />
	</span><strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Improvement in Distribution of Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The distribution of assets improved significantly as shown in Table 2 and Figure 1. I classified all the 484 continuous shareholders into three classes: the Top of 10 per cent of the total (48 shareholders), the Middle of 30 per cent (144) and the Low of 60 per cent (292). The class of ‘Top’ consists of members having largest financial assets among all. The assets accumulation of ‘Top’ decreased from 42.5 per cent in 2006 to 37.1 per cent in 2011. On the contrary, assets accumulation of ‘Low’ increased from 20.2 per cent to 27.5 per cent. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I confirmed the improvement of assets accumulation by Gini coefficient as shown in Figure 1. It improved by 0.104 point from 0.576 in 2006 to 0.472 in 2011. From the view of asset equity, the above change is desirable. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="shraeholder" border="1" height="328" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shareholder.jpg" vspace="10" width="295" /></p>
<p class="MsoNormal">
	 </p>
<p class="Default">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Character of the study</span> </strong><br />
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">This study has the following three characteristics: Analysis of the change in financial assets belonging to individual families for five years from 2006 to 2011, Analysis using SFCL share and saving data, and Abstract of 484 ‘continuous families’ from among all shareholders.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I analyzed continuous shareholders because there are big differences in amount of assets among shareholders with different passage years as shareholders of SFCL as shown in Table 3. It means that we had to exclude new beneficiaries whose involvement years are relatively shorter. In this study, I excluded shareholders with less than five years passage. </span></p>
<p class="MsoNormal">
	 </p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">(This survey was conducted with the cooperation of Nepal National Agricultural Cooperative Central Federation Ltd and JICA Nepal Office in February-July 2012.)</span><br />
	<br />
	<span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Further Subjects</span><br />
	<br />
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I cannot say whether we can observe same trends in the achievement of other SFCLs and rural microfinance institutions. I hope this kind of study will be conducted in the future as well and at least 2-3 institutions in each microfinance group. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">Tsuboi is a Retired Professor of University of Tsukuba, Japan. He can be reached via email at <a href="mailto:tsuboin43@nifty.com">tsuboin43@nifty.com</a>.</span></strong></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">References: </span></strong></p>
<p class="Pa32" style="margin-left:14.0pt;text-align:justify;text-indent:-14.0pt">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">* Nara Hari Dhakal, “Impact of Microfinance Services on Poverty Reduction in Nepal”, INAFI, SAP-Nepal, 2005, p.46. </span></strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">** SFCL: Small farmer agricultural cooperative ltd. SFCL Manahari has a history of ‘small famer development </span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">programme’ of ADB/N in 1980, and it was converted to SFCL in 1998. The number of shareholders is 1,155 at July 2011.</span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;<br />
	</span></p>
<p class="MsoNormal">
	 </p>',
			'published' => true,
			'created' => '2012-10-10',
			'modified' => '2012-10-30',
			'keywords' => '',
			'description' => 'In rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**',
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	(int) 11 => array(
		'Article' => array(
			'id' => '670',
			'article_category_id' => '38',
			'title' => 'Communication An Important Success Factor',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
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			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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	(int) 13 => array(
		'Article' => array(
			'id' => '668',
			'article_category_id' => '38',
			'title' => 'Discussion Of Negotiating',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
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			'description' => 'Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.”',
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			'title' => 'Quality As Craftsmanship',
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	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
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			'title' => 'Blend Is The Way Forward',
			'sub_title' => '',
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			'content' => '<div>
	&nbsp;</div>
<div>
	<div>
		<strong>--By Prof Ujjwal K Chowdhury</strong></div>
	<div>
		&nbsp;</div>
	<div>
		Education Management has taken giant leaps in the era of technological revolution. The traditional brick-and-mortar education of delivering chalk-and-talk lectures in the classroom with the teacher speaking the last word, followed by memorizing notes from teachers or library resources, and finally evaluated through year-ending written longish examination is on the course of an inevitable decline.</div>
	<div>
		&nbsp;</div>
	<div>
		We are moving to a co-created, convergent, participatory, learner-centric experiential-brick-and-portal education. I am aware that these are heavy jargon, and will attempt to explain in simpler words.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Co-created</strong></span></div>
	<div>
		Gone are the days when syllabus of courses were made in ivory tower, delivered through the lectures of sagacious erudite ageing scholars, with recipients in awe of the guru. Now is the time to co-create courses and content in which learners and mentors participate, and in fact, even larger society (industry leaders, various professional groups, etc) participates. Co-created content, which is revised once in one to two years, is the only way to ensure education responsive to the changing reality around.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Convergent</strong></span></div>
	<div>
		Education today is not a service to be delivered through a chalk-and-talk monologue with a bunch of awe-struck kids in front. At least, not anymore. It is an evolving dialogue between the learner and the mentor through offline and online means, in the physical and the virtual spaces, through books, talks, ppts, cases, video, multi-media, cyber resources, and the like. And, all of these are aiming at just one goal: it is to raise the curiosity of the learner and make her seek answers and details on her own. All channels of education from on ground classroom to online to on air to offline books etc converge on this goal.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Participatory</strong></span></div>
	<div>
		All education today needs mentorship to make the learners talk, argue, build cases and scenarios, simulate, role-play, apply, imagine and innovate. A management education which does not make a youth go and sell an idea or a product, do a market survey, organize an event, or build a case-study is no education worth its salt. Participation within and beyond the classroom, inside and outside the campus is the hallmark of education that yields value in society and economy.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Learner-centric</strong></span></div>
	<div>
		Education earlier was introduced, interpreted, delivered and limited by the teacher concerned. Not any more. Teacher is now the mentor, the facilitator, who introduces a theme and excites the curiosity of the learner. Impact and outcome of the process depends on the learner&rsquo;s desire and search within herself and beyond. A mentor can only make the process interesting, faster and more enduring. Even evaluation has to be multi-dimensional and not just information based. Analysis and application must replace information cramming and rote learning.</div>
	<div>
		&nbsp;</div>
	<div>
		<span style="font-size: 14px;"><strong>Experiential Brick &amp; Portal</strong></span></div>
	<div>
		Brick and mortar is the on-ground physical spaces of learning: the classroom, the library, the conference hall, etc. Click and portal is the online learning through portals, social media et al. Experiential, the most important aspect of learning, is by doing, through experiencing an aspect learnt, a technology understood, a concept comprehended. It is only through experiential learning that a raw talent becomes a human resource.</div>
	<div>
		&nbsp;</div>
	<div>
		For such a learning to evolve, the narrow confines of traditional university courses delivered largely in theory and evaluated largely through a single course ending mega written exam need to give place to an alternative paradigm of flexi-learning, learning across spaces and multiple channels, and evaluation on a continuous basis through examinations, projects, assignments and debates etc, depending on the discipline.</div>
	<div>
		&nbsp;</div>
	<div>
		This needs more care, more time, more resources and more involvement. All of these are in short supply. Both from those who deliver education, and those who receive and use it. The situation can change, and slowly doing so, only if bureaucratic old-school education yields place to modern-day new age education through new universities for the future.</div>
</div>
<p>
	&nbsp;</p>',
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	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	<strong>--By Purna Man Shakya</strong></div>
<div>
	&nbsp;</div>
<div>
	In order to understand how to retain employees, we must first understand why employees leave or stay with an organization in the first place. To learn and unlearn on the best ways to retain employees, Real Solutions organized a seminar entitled &lsquo;Best Ways to Retain Employees&rsquo; on at the Presidential Business School in Kathmandu in July this year.&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	Employees leave organizations for different reasons. Some find a different job, continue higher studies, and some move away due to family problems. Others retire, quit on impulse due to dissatisfaction about something, or never intended to work after earning a certain amount of money. People also get fired or laid off and decide they no longer need a job. Some may also want to start a new venture.</div>
<div>
	&nbsp;</div>
<div>
	An individual will stay with an organization &nbsp;as &nbsp;long &nbsp;as &nbsp;the &nbsp;incentive &nbsp;it &nbsp;offers &nbsp;(such &nbsp;as &nbsp;satisfactory &nbsp;pay, &nbsp;good &nbsp;working &nbsp;conditions, &nbsp;and developmental opportunities) are equal to or greater than their time and effort. Although some individuals may quit a job on impulse, most people who leave spend time evaluating their current job against possible alternatives, developing intentions about what to do, and engage in job hunts. All of these examples represent a turnover and they don&rsquo;t all have the same organizational implications. Thus, turnover can be voluntary, involuntary, functional, dysfunctional, avoidable and unavoidable.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Why Employees Stay&nbsp;</strong></span></div>
<div>
	As &nbsp;employees participate in &nbsp;their &nbsp;professional and &nbsp;community life, &nbsp;they &nbsp;develop &nbsp;a &nbsp;web &nbsp;of &nbsp;connections and relationships on and off the job. Leaving a job would require severing or rearranging these connections. Employees who have many connections are more embedded, and thus have numerous reasons to stay in an organization.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Factors of retention</strong></span></div>
<div>
	Challenging and meaningful work, opportunities to learn and grow, the sense of being part of a group or team, and having a good boss are four primary ways to retain employees, though the first three ways are basically influenced by the boss.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Challenging, Meaningful and Transparent Work</strong></span></div>
<div>
	Exciting, challenging and meaningful work that makes a difference is the most important factor in job satisfaction. If one is going to spend a great deal of one&rsquo;s life doing something, it at least should have some interest and some meaning or purpose. Also, an organization should prepare a platform where employees feels rewarded and attracted to go to office daily. The management also has to maintain transparency in terms of vision, mission, goals, objectives, implementation strategies, and policies in order to make a job meaningful and challenging.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Opportunities to Learn and Grow</strong></span></div>
<div>
	Clear career growth, learning, and development are three of the top reasons that people stay in their current jobs.</div>
<div>
	A good boss provides opportunities for learning, challenges, and growth on the job that match the employee&rsquo;s abilities and aspirations. He or she encourages employees to improve the work as well as their skills and to keep up with the latest developments in their field as well as facilities for providing formal and informal learning opportunities. Employees should also be encouraged to network, to join trade and professional associations and to read publications related to their line of work.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Sense of Being Part of a Group or Team</strong></span></div>
<div>
	Working with great people, being a part of a team, and having fun on the job are some important factors in job satisfaction. Even a department, section, or division can feel like a team if the manager and employees treat each other with courtesy and respect, listen to one another&rsquo;s ideas, recognize and celebrate each other&rsquo;s accomplishments, and work toward common goals. Of course, every team or work group can benefit from training in areas such as communication, group development, decision making and conflict resolution. It is the manager&rsquo;s responsibility to provide the work group members or team members with the tools and resources to work well together. It is the group&rsquo;s responsibility to utilize them well. This contributes in building a feeling of organization citizenship.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size: 14px;"><strong>Good Boss as a mentor, facilitator &amp; visionary leader</strong></span></div>
<div>
	Rudeness, impatience, arrogance, intimidation, yelling, &nbsp;being &nbsp;condescending, embarrassing people, &nbsp;swearing, telling lies, sexual harassment, using inappropriate humour and demonstrating sexism or racism will not earn the loyalty or respect of employees. Besides, behaviour such as failing to solicit and listen to employee input, failing to recognize employees&rsquo; accomplishments, withholding praise, giving only negative feedback, taking credit for others&rsquo; accomplishments or ideas, blaming others for one&rsquo;s own mistakes, betraying, micromanaging, withholding critical information, showing distrust, showing favouritism, setting unrealistic goals or deadlines, and failing to help good performers grow in their career in the hope of holding onto them are equally harmful to good boss- employee relations which encourages employees to leave. Satisfied employees report that their managers are good role models and demonstrate inspiring leadership. They communicate well and often, they are trustworthy and supportive. They help to create a sense of purpose in the work, and they encourage employee growth and career development. Also, a boss should be up to date with the latest ideas in order to cope and balance new entrants who bring new vibrations in the organization. In short, for managing a talent, a boss should be a talented person first. The word &lsquo;boss&rsquo; itself needs to be transformed to &lsquo;mentor&rsquo;, &lsquo;facilitator&rsquo; and a &lsquo;visionary leader&rsquo;.</div>
<div>
	&nbsp;</div>
<div>
	Besides these primary factors, there are a number of others that influence employee retention, such as competitive benefit packages that fit employees&rsquo; and industries&rsquo; needs, stay and exit interviews and application of their outcomes at the strategic level, open communication between employees and management, and communicating clear expectations to employees.</div>',
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			'title' => 'Management  Of Change',
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			'content' => '<p>
	<strong><br />
	</strong></p>
<p>
	<strong>By Sharu S Rangnekar</strong></p>
<p>
	<em><strong>Change is constantly with us from birth to grave. &nbsp;However, the changes we experience fall into 3 broad categories: continuous change, discontinuous change, tsunami change.</strong></em></p>
<p>
	<strong>Continuous Change&nbsp;</strong></p>
<p>
	Continuous change takes place continuously e.g. getting older by one day everyday. &nbsp;We do not pay much attention to this change and, by and large it manages itself. &nbsp;There is very little change day to day. &nbsp;Although over a period we look older or the hair becomes gray – or some of them fall out. &nbsp;Over a period, the change is significant but since it is at &nbsp;a slow rate, we get accustomed to it.</p>
<p>
	<strong>Discontinuous Change&nbsp;</strong></p>
<p>
	Discontinuous change makes a significant impact on our life immediately. &nbsp;The first discontinuous change we had was getting born. &nbsp;An embryo comfortable in the mother’s womb is thrown out one day in a totally different world and our first reaction to this change is protest (paaan). &nbsp;However, we do not remember this change. &nbsp;Perhaps the first discontinuous change we may remember is the first day at school. &nbsp;In my case, my grand-father carried me on his shoulder to the school and deposited me in the class. &nbsp;He admonished me, “Don’t come out of class; I am sitting in the verandah and if I see you coming out of the class, I shall break your leg.” &nbsp;So I sat inside the class crying. &nbsp;There were about 30 other children sitting around me also crying. &nbsp;When I am near a school on an opening day, I go to the preparatory class. &nbsp;Inside the class, there are 30 children crying; outside the class there are 30 mothers crying. &nbsp;It is their way to coping with the discontinuous change. &nbsp; From a familiar friendly atmosphere of the home, the child is pushed into an alien atmosphere of the school. &nbsp;Nobody is familiar to him. &nbsp;At least now most of the teacher are female and seem to be soft. &nbsp;In my times there were harsh looking male teachers with big mustaches. &nbsp;The cane was a part of their uniform and they banged the cane before sitting down – creating palpitation all over the class.</p>
<p>
	My mother had tried in her ways to prepare me for this discontinuous change. &nbsp;She asked me whether when I grow up I would like to go to office like my father sitting in a car. &nbsp;“Of course,” I said, “yes”. &nbsp;Then she said, “You have to go to school first.” &nbsp;I told her that I did not want to go to school. &nbsp;Then she told me the only alternative will be to wash utensils. &nbsp;At that age of five that was not a bad alternative but the tone in which my mother put it, it seemed like great disaster. &nbsp;I was made to feel that I was at cross roads – Go to school and eventually to office in a car like my father or wash utensils like the servant. &nbsp;Even then this did not convince me to go to school. &nbsp;Discontinuous changes can take a long time to be accepted.</p>
<p>
	Thereafter there are series of discontinuous changes: Getting a job and getting into relatively rigid office discipline; Getting married and getting into two-person democracy; Getting children with the tribulations involved.</p>
<p>
	In each case there was clearly a give and take. &nbsp;Some benefits and some hardship – &nbsp;and we have gone through numerous discontinuous changes.</p>
<p>
	<strong>Tsunami Change</strong></p>
<p>
	The third kind of change is where everything around changes – like the havoc created by the tsunami wave. &nbsp;The benefits are hardly comprehended and the hardships are very clear. &nbsp;How does one get prepared for Tsunami change?</p>
<p>
	One way is to start with the dictum: “TINA” &nbsp;(There Is No Alternative). &nbsp;We are not happy with the situation but it is inevitable. &nbsp;The case in point is the female education. &nbsp;It started in 1850 with a great deal of opposition. &nbsp;The proponents of female education were attacked because the opponents said: &nbsp;“What have women to do in their life? - Cooking and bringing up children. &nbsp;That can be learnt in the house itself with apprenticeship to the mother. &nbsp;The girl can learn cooking under the supervision of mother and can also learn to bring up children – particularly in those days when mother had 8-10-12 children. &nbsp;The first 2-3 children were brought up by the mother, the rest were brought up by eldest sister who learnt skills as an apprentice. &nbsp;What is the point in the women learning Kalidas and Shakespeare?”</p>
<p>
	Over a period, the process of attrition played its role to make the female education accepted. &nbsp; Initially, it was stressed that widows should have education so that they can have the ability to sustain themselves economically. &nbsp;Mostly the widows attended these schools so they were known as “Bodkyanchi Shala” (School for the shaven-headed) – as the heads of the widows were shaved in those days.</p>
<p>
	Over a period, the benefit of the female education became evident and today even if a girl has graduated and is sitting at home doing nothing particularly, the neighbour advises that she should join a computer class.&nbsp;</p>
<p>
	However, even today there are opposition groups - even in a city like Bombay. &nbsp;The two girls of a community were threatened because they were persuing their education which the opponents felt was against the religion and would spoil the girls for their traditional role of good housewives.</p>
<p>
	This opposition is reducing and the female education is getting accepted – although it has its effects and side effects. &nbsp;I worked in pharmaceutical industry where we believed that if a medicine has effect it has side effects also. If it has no side effects it has no effect also. So every change has its effects and side effects. &nbsp;The female education is a very strong medicine. &nbsp;It is effective to make the women contribute more significantly to the economic development but the side effect is its impact on domestic peace. &nbsp;So here it is a Tsunami change which took over 100 years to get accepted. &nbsp;In case of many changes that much time is not available – as in the case of natural Tsunami disaster. &nbsp;There the people are forced to accept unpleasant alternatives to carry on in life.</p>
<p>
	Another example of tsunami change is the role of horse drawn “Tongas” in transportation. &nbsp;Fifty years ago every railway station had Tongas which provided transportation to the travelers between station and their residences. &nbsp;Then came the tsunami change replacing Tongas with autorickshas and buses and Tongas have vanished altogether with the horses and the Tongawalas. &nbsp;Many of the tongawalas literally starved to death with their horses as they could not master the new technology of driving autorickshas and buses. &nbsp;However, this change took place over 25 years and did not create a strong backlash. &nbsp;I remember only one movie where DilipKumar as a tongadriver took a bet to beat a bus to stop the bus-route. &nbsp;In the movie, by driving through shortcuts, he could beat the bus. &nbsp;But in real life the tongas lost forever.</p>
<p>
	There are two other Tsunami changes which are making waves. &nbsp;One is in Singur and Nandigram where the agricultural land is being given for industrial development. &nbsp;There have been bloody battles. &nbsp;However, the logic of this tsunami change is obvious. &nbsp;The technological reforms in agriculture have made it possible for less and less land to provide food grains for more and more people so the land has to be released for industrial production. &nbsp;The land-owner who is traditionally attached to the land is refusing to give it up. &nbsp;Similar situation happened in Russia when the land had to be taken away from the farmers to form communes and it resulted in hundreds of thousands of farmers getting killed by the Russian army. &nbsp;However, in the long term it resulted in loss of production and Russia had to import food-grains to support its people. &nbsp;The present situation is very much different because it follows and not precedes agricultural productivity. &nbsp;If the farmer insists on pursuing agriculture he is bound to get caught in consequences. &nbsp;It is often said in America “agriculture is a passport to poverty” and that has become the sign of development.</p>
<p>
	Another tsunami change on the horizon is the abolition of traditional retailers in favour of large scale operators. &nbsp;The traditional retailers are opposed and started throwing stones at Ranchi. &nbsp;But here also the requirement of tsunami change is clear. &nbsp;The present way of operation of the traditional vegetable vendors, fruit vendors, grocer etc., is highly inefficient in terms of cost, convenience and time. &nbsp;The turnover of typical vegetable vendor is so low that his margin has to be very high to make him survive. &nbsp;The whole chain of middlemen are involved which makes the operation very costly. &nbsp;When the farmer gets hardly Rs. 3/- for one kilo of onions the consumers have to pay Rs.15/- per kilo. &nbsp;The large retailers buying directly from the farmers and selling directly to the consumers are going to make the operation much more cost effective. &nbsp;Furthermore, modern technology can be used to make the product available to consumer more conveniently and in the form he can use very easily. &nbsp;A traditional vegetable vendor can hardly protect the product from dirt and dust and that is the death-knell for the traditional vendor.</p>
<p>
	However, these large changes involving millions of people thrown out of their traditional jobs in a matter of few years and their inability to learn new technology of retailing is going to create a great deal of havoc.</p>
<p>
	<strong>Acceptance of Change</strong></p>
<p>
	In such situations the society and the government can control the process to give the time for acceptance of change. &nbsp;Acceptance of changes comes in three phases:&nbsp;</p>
<ol>
	<li>
		Knowledge</li>
	<li>
		Belief&nbsp;</li>
	<li>
		Behaviour</li>
</ol>
<p>
	<span style="font-size: 12px;">For the change to be accepted a sustained campaign has to be conducted to make people realize the advantages of the change. &nbsp;This is obviously a long term process and the society may not have the time for this change.</span></p>
<p>
	<strong>TINA Factor&nbsp;</strong></p>
<p>
	You can swim against the current but you can’t swim against gravity:</p>
<p>
	I was sitting with a friend of mine who was an amateur fisherman near a stream of water. &nbsp;The stream was moving fairly fast and most of the fish were swimming with the current. &nbsp;However, I found about 10% of the fish were swimming against the current. &nbsp;I asked my friend, “Why they are swimming against the current?” &nbsp;He said, “This is breeding season for this fish and the females are going against the stream to lay eggs in their chosen territory.</p>
<p>
	The stream proceeded for another 10 meters and jumped into a waterfall. &nbsp;Some of the fish who went down with the waterfall were trying to swim up the waterfall. &nbsp;But they were not successful. &nbsp;Looking at that my friend remarked, “You can swim against the current but you can’t swim against gravity.” &nbsp;There are some tsunami changes. &nbsp;People try to resist these changes. &nbsp;But they can not succeed because you can swim against the current – but not against the gravity.</p>
<p>
	<img alt="Management of Change" height="375" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_gyan_june2013_change_ahead_pottery_making.jpg" style="float: right; margin: 0px 0px 0px 10px;" width="250" /></p>
<p>
	In 1951 when I started my career there were about 3 thousand railway stations in Indian and outside each station there was a Tonga stand. &nbsp;These 3 thousand stands plus others in the towns covered nearly about 1 lakh tongas.</p>
<p>
	The tsunami change started with autorikshas and buses taking away the passengers. &nbsp;The tongas made efforts to resist the change. &nbsp;In the film Naya Daur, the hero acted by Dilip Kumar races with the bus with his tonga and defeats it. &nbsp;That was a reel life. &nbsp;In real life the tonga could not stand the competition. &nbsp;The tongas were burnt as kindlewood, the horses died and so did the tongawalas. &nbsp;They could not fight against gravity.</p>
<p>
	The similar contest is going on in Singur &amp; Nandigram by agriculturist and In Ranchi and other towns by Small Scale Retailers against Reliance. &nbsp;This again is a competition where they are going against the gravity and cannot win.&nbsp;</p>
<p>
	The alternative is to create the TINA factor i.e There is no alternative. &nbsp;After the First World War, Turkey was in shambles and Kemal Ataturk took over the nation with the slogan “There is no alternative”. &nbsp;Overnight he abolished the ritualistic religion and the banned the veil as well as the Turkish cap which were seen as symbolic of ritualistic religion. &nbsp;The most significant change he made was in the script. &nbsp;The Turkish language which was written in Arabic script, he made it compulsory to use the Roman script. &nbsp;These changes were not universally welcomed but he had the traditional power of the army up his sleeves and so could ensure implementation of the changes almost in a single day with the slogan “TINA” i.e There is no alternative. &nbsp;</p>
<p>
	The changes he made in this way kept on smoldering the rebellious feeling and in the end of last century the religious parties again made a come back trying to bring Turkey back to the religious mould. &nbsp;The army superseded the parliament and kept the reforms going.</p>
<p>
	The process thus goes through persuasion route i.e Knowledge, Belief and Behaviour to get accepted over a period with the opposition getting converted. &nbsp;Thus the changes introduced by the female education can get commented adversely but are unlikely to be thrown out by any democratic process. &nbsp;In fact, democracy also is a tsunami change which is based on the tenets of equality. &nbsp;The traditional societies were based on inequalities: a superior caste, a superior religion, a superior sex. &nbsp;These gave authority to rule over the others. &nbsp;However, democracy tries to establish equality. &nbsp;In fact all people are not equal but in the concept of democracy they have to be treated as equal and given a chance to become equal.&nbsp;</p>
<p>
	A case in this point is a rule made in New York that all public buildings must have ramps so that the physically disabled people will try to have the mobility similar to normal people. &nbsp;Somebody calculated the cost of providing ramps and suggested that it will be cheaper to keep disabled people home by giving them pension. &nbsp;The answer was the solution to disability is not charity but to create as much equality as it is possible.</p>
<p>
	Even the controversy over reservations can be seen in this light. &nbsp;Reservations cannot create equality. &nbsp;In fact they tend to emphasize inequality. &nbsp;However, by creating reservations more and more people are pushed towards equality.</p>
<p>
	Another case in this point has been the position of scheduled castes, scheduled tribes or otherwise backward classes as against Muslims of India. &nbsp;At the time of independence, Muslims had 15% of all important positions in the government thanks to the special protection given by the British Raj. &nbsp;At that time scheduled castes, scheduled tribes and OBCs together were much less than 15%. &nbsp;Today after 60 years of independence the scheduled castes, scheduled tribes and OBCs are nearly 30% while the Muslims have come down to 5%. &nbsp;So the reservation policy of British Raj created permanent inequality and when it was removed the Muslims suffered economically. &nbsp;The situation is somewhat similar to Negroes in America. &nbsp;Negroes are also 15% of American population but in three areas they are much more than 15% - In Olympic gold medals they have the majority. &nbsp;In art particularly music they are over 25% and in crime they are over 60%. &nbsp;These three areas do not require any support from the society to score. &nbsp;Individual abilities can sustain.</p>
<p>
	Similar is the position of Muslims in India. &nbsp;They are in the same 3 areas where they are more than 15% - Sports, Films and Crime. So to create equality there has to be sustained efforts to support the weaker to be equal. &nbsp;This is obviously the tsunami change and will be resisted at every step - but to retain democracy it will be essential to move towards this end.</p>
<p>
	In this process the persuasion of knowledge, belief and behaviour have to be used to make the tsunami change ultimately accepted in the society. &nbsp;This is essentially what is meant by management of change. '</p>
<p>
	<span style="font-size:10px;">(The writer is a popular consultant and author of management classics: “In the Wonderland of Indian Managers” and “In the World of Corporate Managers”.)</span></p>',
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		'Article' => array(
			'id' => '946',
			'article_category_id' => '38',
			'title' => 'Why Employees Leave An Organization?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	 </p>
<p>
	<strong>By Nibha Shakya</strong></p>
<p>
	One of the major parts of HR relates to attrition. HR professionals from diverse organization came together on February 27, 2013 for HR Kurakani to discuss why an employee really leaves the organization and how it can be managed and controlled. The programme was organised jointly by Real Solutions and Hotel Annapurna. The major points raised during the programme were as follows:&nbsp;</p>
<p>
	<strong>REASONS:</strong></p>
<p>
	<strong>Relation with boss</strong></p>
<p>
	Employees don’t leave the job, they leave the manager. If employees don’t like the manager’s leadership style, management style or can not tune up with their immediate managers, they prefer leaving the job, despite they are well paid. So, relationship with their boss has been major reason cited for employee leaving the organization.&nbsp;</p>
<p>
	<strong>No Career Progression</strong></p>
<p>
	Most likely, employees leaving the organization are good employees. They would leave if they found that they have no opportunity of growth or career progression or they are not recognized for their performance.</p>
<p>
	<strong>High Stress Level</strong></p>
<p>
	People leave the job because of high stress level. Though remuneration is good, they tend to move because of high work pressure.&nbsp;</p>
<p>
	<strong>Poor Communication</strong></p>
<p>
	Communication plays an important role. The clarity of goal, task, grievances etc if not communicated well between management and employee, there’s chance of HR turnover.&nbsp;</p>
<p>
	<strong>Remuneration and Benefits</strong></p>
<p>
	If the salary paid is not commensurate with the role of the employee, there is tendency of leaving the job. Monotonous job, no clear reporting line, no harmony between old and new employees, &nbsp;lack of clarity in policies etc could be other reasons behind employee leaving the organization.&nbsp;</p>
<p>
	<strong><br />
	</strong></p>
<p>
	<strong>POSSIBLE SOLUTIONS:</strong></p>
<p>
	<strong>Each manager is a HR Manager &nbsp;</strong></p>
<ul>
	<li>
		HR has major role in making One to One Meeting between manager and employee. The instruction should be provided by HR to both the manager and employee before such a meeting as how and what should be discussed. Such meeting can be conduced in a regular basis. It helps to clear communication and solve any problems beforehand.&nbsp;</li>
	<li>
		Patting on the back appreciating employee’s effort, emotional support during their hard time, understanding employee’s perspective are few examples that help create a bond among the employees. This helps in retaining the employees.&nbsp;</li>
	<li>
		The directing quality, inspiring, delegating, communication ability of boss etc matter a lot in employee retention. So, leadership of the manager plays a crucial role. Similarly, the employee also needs to have capability to understand the boss’s perspective. Likewise, the manager need to remain updated.&nbsp;</li>
</ul>
<p>
	<strong>Recruitment and Selection</strong></p>
<p>
	Similarly, right recruitment and selection helps in retaining employees. If right employees are placed in right place, there is less chance of turnover.&nbsp;</p>
<p>
	<strong>Competitive Remuneration and Benefits</strong></p>
<p>
	Salaries should be aligned with the job responsibilities. Likewise, more customized benefits (that would give benefits to the employees as well as to their family) would help in retention.&nbsp;</p>
<p>
	<strong>Tactful and Staff Care</strong></p>
<p>
	HR professional should be tactful in dealing conflict and complaints of employees. They should be proactive in solving any issue before it comes up. Likewise, HR professionals need to work as facilitators in various ways. Proper practice of staff care and stress management helps in minimizing the employee turnover as they would feel valued.&nbsp;</p>
<p>
	<strong>Culture and Environment&nbsp;</strong></p>
<p>
	Also the Culture and environment of &nbsp;the organization play an important role in decision of leaving and staying with the organization. Working environment with good team, handful resources, good behaviour and learning and sharing session help in retaining the employees.&nbsp;</p>
<p>
	<strong>Exit Interview</strong></p>
<p>
	Exit Interview would bring many insights on various issues of the organization from leadership role to operation level discrepancies. Effective exit interview helps identify the reason behind leaving and other improvement factors which would be beneficial for the organization. The findings can be analyzed and improvement can be made as necessary.&nbsp;</p>
<p>
	Attrition upto certain level is healthy but high attrition would hamper overall performance of the organization. Understanding reasons on employee leaving the organization and taking corrective actions from HR and &nbsp;top management would help in minimizing employee turnover in the organization.&nbsp;</p>
<p>
	<img alt="Management, April 2013" height="624" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_april2013.jpg" width="317" /></p>
<p>
	<span style="font-size:10px;">Shakya is Sr HR Executive at Real Solutions.</span></p>
<div>
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			'title' => 'Three “R”s For  Startup Businesses',
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			'content' => '<p style="text-align: justify;">
	<span style="text-align: justify;">Businesses are hard to predict. There is a saying “God laughs at those who plan the future”. This applies both to life and to businesses, especially the ones that are just starting. Pukar Shah, a returnee from the UK, has recently started a business of planting Aloe Vera in his own ancestral land that was mostly going to waste due to shortage of trusted labourers. He believes that Nepal can improve its status only by making large investments in the agriculture sector. While the rest of the world has reached far away from the time of doing agriculture, 80 per cent of Nepal‘s population still relies on nature for a living. &nbsp;This is not only a culture but also a big natural advantage to Nepal. Nepal can grow everything that grows in between 8000 m to 60 m above sea level. While the richest country of the world, the US, with its organization USAID is investing in Nepal’s agriculture with projects like FTF (Feed the Future) and Health for Life (H4L), it is an opportunity to respond. Plus, according to Pukar, it is a risk-free business because he already has a line of buyers who want to buy his produce.&nbsp;</span></p>
<p style="text-align: justify;">
	Harvard Business School Professor Noam Wasserman has outlined &nbsp;three Rs for the people wanting to start up their own business. In his article, Wasserman lists them as “Three Pitfalls Startup Founders must avoid”. These are the relationship decisions, roles decisions, and rewards decisions. According to Prof Wasserman, while starting a new business, there’s a strong temptation to make decisions for the short term. But you need to anticipate the long-term challenges. It is very critical to get at least three things right. They are:&nbsp;</p>
<p style="text-align: justify;">
	<strong>Co-founders:</strong> The natural inclination is to co-find with family or friends. But these relationships can be fraught. Plus you’re more likely to have similar perspectives. Look for partners who bring complementary skills and assets.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Roles:</strong> Most founders want a C-level title. After all, they were there from the start. But choose roles that reflect the actual work each founder will do, not the fancy title he wants to show off.&nbsp;</p>
<p style="text-align: justify;">
	<strong>Rewards: </strong>One of the biggest questions for start-ups is how to split the equity ownership. A handshake on 50/50 will not do because almost all new companies will have a major change in strategy or founder involvement. Negotiate an arrangement that can change when the circumstances do.</p>
<div style="padding:10px; background:#f4f3e6;">
	<p>
		<strong><span style="font-size:14px;">Naming the Company</span></strong></p>
	<p style="text-align: justify;">
		Together with the ideas, management and operation planning, NAME for the Startup Organization also makes a considerable difference. What’s in a name? Well judging from the long list of businesses that a simple Google search can yield when you search “naming your company”, there are plenty. While deciding on a name, don’t take the decision lightly. Not only is your company’s name a critical part of your overall identity, but it will also be used on any of your marketing products, PR, blogs, websites and publications. Given below are five naming strategies that have been successful globally.&nbsp;</p>
	<p>
		<strong>Real Words</strong></p>
	<p style="text-align: justify;">
		When you consider, Apple, Yahoo, Indeed and Amazon, they mean something but often they have no immediate relation to their business.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Misspelled Words</strong></p>
	<p style="text-align: justify;">
		No, this isn’t an insult of your intelligence. We know that you know how to spell, but using phonetics rather than grammar may give you that cool edge you need. Consider some of these well known examples; Tumblr (Tumbler), Del.icio.us (Delicious), Digg (Dig) and Flickr (Flicker).&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Two Syllable, Compound Words</strong></p>
	<p style="text-align: justify;">
		There are plenty of new companies moving in this direction. Among some of the most popular, there’s BirchBox, SkillShare, CrowdTilt and JackThreads. This could possibly have something to do with the success of FaceBook.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Initials and Acronyms</strong></p>
	<p style="text-align: justify;">
		Think about going old school, such as IBM (International Business Machines), AOL (America Online) and TBS (Turner Broadcast System). You’re not alone. Reportedly, Rupert Murdoch is considering changing the name of The Wall Street Journal to simply “WSJ”.&nbsp;</p>
	<p style="text-align: justify;">
		<strong>Made-Up Words</strong></p>
	<p style="text-align: justify;">
		Skype, Hulu and Zynga are all made up words. But if you’re successful, you most likely won’t find yourself in any trademark grudge matches in the future.&nbsp;</p>
	<p style="text-align: right;">
		<span style="font-size:11px;">(Source: compiled from various sources)</span></p>
</div>
<p>
	 </p>
<p style="text-align: justify;">
	Pukar, in his startup business, has successfully implemented all these strategies. He happens to follow this idea from his uncle who has been involved in this sector for over 20 years now. Pukar is confident that his uncle’s expertise and his knowledge in proper management of the company will help him succeed in the long run in this sector. Pukar is not obsessed with the CEO title. He has chosen the role of managing the production process and looking after the financials while his uncle handles the marketing department. He had set up an initial agreement of 50 per cent &nbsp;investment and 50 per cent &nbsp;returns with his uncle. But according to him, he currently owns only 35 per cent of the return and the overall organization has four shareholders from two in just a matter of a year. He believes that one cannot have a fixed agreement in business; instead, one needs to go with the flow.</p>
<p style="text-align: justify;">
	Also, it is very crucial to understand the cash flow before starting a business. More than a third of new businesses fail in the first three years and it’s rarely because of a bad business concept; it’s almost always the result of running out of cash. As well as having working capital to cover early stage losses, it’s imperative that you collect your invoices on the due date. If you don’t, you are providing working capital to your customers and unless you are running a bank, you can’t afford to do this. According to Pukar, if cash is the king for a successful business, it’s the emperor for a start-up. &nbsp;</p>
<p style="text-align: justify;">
	<img align="left" alt="Management February 2013" height="259" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(4).jpg" style="margin:0 10px 0 0;" width="250" />For Pukar, there was no problem of having insufficient resources and capital for giving a shape to his idea, but most of us who want to start a business do not have the resources and capital. Not only in Nepal but also in most of the developed countries in the world, there are angel investors. Angels typically invest their own funds, unlike venture capitalists, who manage the pooled money of others in a professionally-managed fund. Angel investments bear extremely high risk and are usually subject to dilution from future investment rounds. As such, they require a very high return on investment. A large percentage of angel investments are lost completely when early stage companies fail. Therefore,, professional angel investors seek investments that have the potential to return at least 10 or more times their original investment within five years through a defined exit strategy such as plans for an initial public offering or an acquisition. The Silicon Valley of the United States of America, also known as the home to many of the world’s largest technology corporations as well as thousands of small startups, was funded by the Angel investors from the beginning. A Harvard report by William R Kerr, Josh Lerner and Antoinette Scholar provides evidence that angel-funded startup companies have historically been less likely to fail than companies that rely on other forms of initial financing.</p>',
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			'title' => 'Is Shakespeare Relevant In Today’s Commercial World?',
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			'content' => '<p>
	<strong style="text-align: justify;">By Sujit Mundul</strong></p>
<p style="text-align: justify;">
	There have been lots of debates and discussions on the relevance of Shakespeare’s heroes as leaders in the modern commercial world. On this widely debated subject, a great deal of work had happened in the Oxford University under the leadership of Richard Oliver.</p>
<p style="text-align: justify;">
	I have had the good fortune to interact with Richard many times on the issues of leadership, seeking his guidance. It is increasingly common to hear nowadays that we are facing a crisis of leadership. The ways in which organizations are moving forward can no longer be comprehended through the same models, language and logical analysis that have served leaders in the past.</p>
<p style="text-align: justify;">
	I could strongly agree with Richard that the time has come when businesses actually need what the arts have to offer in order to survive. We can draw a good deal of similarity between the commercial world and the arts, in that both the streams, apparently poles apart, need creativity, imagination, flexibility, adaptability, effective communication and visionary tendencies for survival as well as &nbsp;domination in the respective fields.</p>
<p style="text-align: justify;">
	Stories have been used to inspire and instruct us human beings since we learnt to speak.</p>
<p style="text-align: justify;">
	Let us take a look at Shakespeare’s stories. Henry V is the story from which we can glean the most about the nature of inspiration. From the first line that calls to our imagination with its plea for “a muse of fire”, to the last scene where Henry, as a Victorian leader, struggles to turn a battlefield into a garden, the plot, to my reckoning, reflects invaluable insights into leadership.</p>
<p style="text-align: justify;">
	Henry V unites a group of disparate people (his nobles) around a common goal (in this instance, reclaiming the territory of France) and manages to overcome all difficulties in his path to achieve a near miraculous victory against the odds (i.e. winning the Battle of Agincourt).</p>
<p style="text-align: justify;">
	So, readers are encouraged to see the King as an inspired leader, the nation as an organization, the nobles as the senior management team, and France as a big project. &nbsp;I am sure that once we start thinking along these lines, we can very well find the relevance of Shakespeare’s characters in today’s changing world. Shakespeare survives gracefully through the changing fads of every generation because he touches so consistently on the truth of human experience.</p>
<p style="text-align: justify;">
	Henry V takes over as King after the sudden demise of his father, the late King.But people can’t believe that Henry, who has the reputation of a spoiled brat, would allow Lord Chief Justice (a hard critic of Henry) to continue in the same position as also to become his mentor. In addition Henry promises to call Parliament. His journey begins.</p>
<p style="text-align: justify;">
	In Act 1 we see Henry meets with his nobles to gather support for achieving his mission to reclaim the territory of France. He gets their consent. Henry has sent a message to the King of France asking if he will give up his throne. The French ambassador arrives with an answer; a trunk which Henry assumes will be full of jewels in an attempt to buy him off. Instead, it is full of tennis balls sent by the French Prince with an accompanying message that Henry better stick to the trivial pursuits he is capable of winning like tennis. Henry gives the ambassador a right –royal telling off and sends him out. Finally, he makes a firm commitment to pursue his mission to France.</p>
<div>
	<img alt="Management February 2013" height="234" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management_feb2013(2).jpg" width="580" /></div>
<div>
	<div style="text-align: justify;">
		In commercial life, when we start our first project as a leader, we need to seek sound advice and believe in the “right” to go ahead. This “right” is granted internally and externally. Internally we can use a “line of service” to draw strength from. But we need certain amount of political intelligence to win the external right, to prepare our nobles (senior management) to take a risk and follow us into new territories. And we will have to make a demonstrable and visible commitment to pursue the project. If people think we are not totally behind this, the project may fail. Henry did follow all these steps.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 2 Henry gathers and allocates his available resources and identifies and deals with those who oppose the mission (and the traitors) before it has even started.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In all major projects, leaders should be able to identify the forces ranged for and against them. Many a times, a good leader has to be a good actor. He may need to hide certain knowledge from certain people at certain times. He may need to disguise intentions, particularly while attempting to identify those who disagreed with the agreed mission and who may oppose its desired outcome. It is important to identify them correctly and deal with them appropriately for ensuring success of the project.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 3, Henry starts with a reasonable plan: arrive in August with 10,000 troops, take the first foothold in a week and march on to Paris by Christmas. He lands at the coastal town of Harfleur as planned but three months later, he is still there having lost 2000 men. He makes a rousing speech to his exhausted troops. An effective leader will have to speak passionately and imaginatively to motivate them through the blocks. The next attack seems to make a difference, for the Governor of Harfleur asks for a peace party. Henry speaks and warns that if the town is not surrendered now; he will be unable to control his troop’s anger. Then when they do succeed, the town will be destroyed and people killed. The Governor surrenders the town. Henry insists that all the inhabitants be treated mercifully. He changes strategy and decides to withdraw to Calais (an English territory at that time) where his troops can rest over winter.&nbsp;</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Throughout the play, Henry demonstrates the wonderful leadership quality of painting pictures of the future. Here he uses it to paint such a negative view of the future that the Governor gives in rather than risk that picture becoming reality. He does not press on to his initial goal regardless; he revises his strategy on the ground. Nor does he admit failure and simply retreat to England. He finds a third way; a strategic withdrawal.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The French army is chasing Henry’s exhausted 8000 walking men with 40,000 fresh mounted troops. Inevitably they catch up and surround the English on the field of Agincourt. The French Herald is sent in to offer Henry a simple choice; give in now (and pay a huge fine but Henry and all his troops leave), or fight tomorrow and die. Henry says he does not seek a battle at the moment; he wishes to march to Calais, but if challenged he will fight. The French prepare for battle.</div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;"><br />
		</span></strong></div>
	<div style="text-align: justify;">
		<strong><span style="font-size:16px;">Managers have to solve problems. Leaders have to solve dilemmas, complex issues with no happy solutions. When leaders meet the real test, they will require to call on all their skills to hold a line that will give their people enough confidence to carry on</span></strong>. Act 4 shows Henry going through the long dark night before the battle, facing up to his fears and duties before being able to inspire his troops to an apparently miraculous victory against the odds.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry cannot really want to be out talking to his troops at 3 o’clock in the night. But he does it because it is required of him. He exercises visible leadership which is seen by others thus bolstering their confidence.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Leaders need to allow themselves to enter “the dark night of the soul” and face their own innermost fears, doubts and uncertainties, especially in a crisis, and particularly before they make decisions that affect the lives of others. If they don’t, they may make wrong decisions for the wrong reasons. There is a point in most meaningful projects when the leaders are forced to ask themselves: “Is this the right thing to do? And are we the right persons to do it?” In these times they will have to manage their own fears and the fears of others simultaneously but differently.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Henry is courageous enough to listen to what the troops really think. But if he listens carefully to what they are thinking, he may just be able to inspire them later. However, he also feels the weight of responsibility that they put on him. He needs to unload this or he may make his decision on what others want rather than what he thinks is right. When Henry arrives back at his tent, he overhears the nobles wishing for more troops. He speaks to them from the heart, telling them why he personally believes they are doing the right thing. He says they are enough to win honorably or die trying. He says those that do not wish to fight can leave. But any that chose to fight and survive will remember this day for the rest of their lives. They go off to start the battle.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		The whole process of surviving the “Dark Night” has served to strip away layers to reveal Henry’s center, his core values - what he is doing all this for. Mind you, it is from this core that he speaks to inspire others.</div>
	<div style="text-align: justify;">
		The battle is going well for the English. They deal with the first wave of French attack and capture many prisoners. Another attack is sounded. Henry orders his men to kill the prisoners. Meanwhile the French have raided the luggage tents and killed all the boys who were guarding them. The Herald enters and tells Henry the day is his. He thanks God and forbids everyone to boast of the victory. They set off for Calais.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Most leaders wish they could get through their career without having to take any tough decision. Very few get their wish. There is usually a situation where we are forced to compromise the values on which we prided ourselves when we started our journey to leadership. It is the ability to take these hard decisions and live with the consequences that separates “the men from the boys” amongst the leaders.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		In Act 5 Henry is encouraged to make peace and turn the battlefield into a garden. He attempts to court Princess Katherine (daughter of the French King) but realizes he has much to learn about building relationships before the political necessity becomes a heartfelt reality.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Katherine agrees to the marriage but Henry can tell she does not yet love him. He understands that he has to change his approach and learn a new way of life.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		Many leaders have got where they are because of their ability to fight and win. Sometimes though, this is not enough. &nbsp;We may have to nurture the new territory we have achieved rather than look for the next target.</div>
	<div style="text-align: justify;">
		 </div>
	<div style="text-align: justify;">
		To my mind, Shakespeare’s relevance in the modern complex world of commerce holds good adequately. Nevertheless, I leave it to the readers to decide on this enunciation, as they feel apposite.</div>
	<div>
		 </div>
	<div>
		<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd.</strong></div>
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<p class="MsoNormal">
	<span class="A14"><span mso-bidi-font-family:="" myriad="" style="font-family:"><img alt="" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(1).gif" /><br />
	</span></span></p>
<p class="MsoNormal">
	<span class="A14"><span mso-bidi-font-family:="" myriad="" style="font-family:">&nbsp;</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together. <br />
	</span></span></p>
<p class="Default">
	<span class="A4"><span style="font-size:
59.0pt">&nbsp;C</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">oordination refers to an essential principle of management that is necessary to accomplish overall organizational goal. An organization grows when leaders face challenges to synchronize all the activities and functions inside it. Coordination simply put is nothing more than members in an organization working together and moving in the same direction to achieve a common goal. In the words of Theo Haiman, however, “Coordination is the orderly synchronization of efforts of the subordinates to provide the proper amount, timing and quality of execution so that their unified efforts lead to the stated objective, namely the common purpose of the enterprise”. Thus, to proficiently arrive at an intended destination of the business, effective and efficient coordination becomes compulsory. Right people, with right skills in the right seats are not all that an organization needs to succeed. Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together.</span></p>
<p class="Default">
	&nbsp;<img alt="" border="1" height="161" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/coordination.gif" vspace="10" width="114" /></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">According to Dick Carlson, effective coordination is acquired through four important stages and they are:-<br />
	<br />
	a. Communication – Understanding<br />
	b. Timing – Appropriateness<br />
	c. Flexibility – Sensitivity<br />
	d. Control – Discipline &amp; Motivation <br />
	</span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:"><br />
	</span></p>
<p class="Pa8" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Coordination is different yet inseparable from cooperation. While coordination is bringing together the efforts of diverse mechanism within an organization to provide them unity of purpose; cooperation refers to the shared but intended efforts of people to carry out a meticulous objective. Cooperation works to ease coordination within a team or organization as a whole.. It is unanimously said that “Cooperation without coordination has no fruit and coordination without cooperation has no root”. Thus, cooperation and coordination must go hand in hand with a clear understanding that one is the stepping stone for the other. An effective manager needs both. The management seeks to achieve coordination through its imitative moves e.g. planning, organizing, staffing, commanding and controlling. Conciliation with external situations, scheming internal circumstances and motivation of people resources are integral, coordinating functions of management. The performance of the management depends much on coordination than any other element. <br />
	<br />
	<br />
	<img alt="" border="1" height="151" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/management.gif" vspace="10" width="227" /><br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In any enterprise, coordination leads to facilitate:</span><br />
	 </p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">a.<span new="" style="font:7.0pt " times="">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Team Spirit: By encouraging people to work in a team and achieve the common goal.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Better Accomplishment: With proper direction and management of time and energy.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Cost Effectiveness and Efficiency: By automatically generating concern about control of wastage (Process &amp; resources). This minimizes delays and break downs and leads to optimum utilization of resources.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Motivation: By encouraging employees to take initiatives which eventually enhances job satisfaction.. It inevitably results in better performance of the company as a whole.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Improved Human Relations: by minimizing the conflicts, rivalries and other organizational issues. With clarity that comes along, working is always smooth and productive.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Goals Integration: by bringing uniformity in understanding of organizational goals and common effort required to achieve it. Coordination is a process that applies only to group activities. It does not apply to individual activities. Coordination also requires deliberate efforts like:</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">a. Well Defined Objectives: Clarity &amp; common understanding of the objective makes it attainable and hence, coordination succeeds only if the organization has defined its objectives well.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">b. Effective Chain of Command: Chain of command is the interlink or chain link of authority and reporting relations. This link connects all the members from top to bottom by duly defining reporting relations as superior/supervisor and subordinate. This results in effective control and communication.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">c. Continuous &amp; Accurate Programs and Policies: It focuses on long term planning for human capital strategic perspective around integrated product &amp; services. Thus, coordination time bound rather is a continuous process. It must continue at each level from inception i.e. planning, organizing, directing and controlling until the business sustains.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">d. Effective Communication: Coordination can succeed only with effective communication. All barriers and gaps at each level must be eliminated in the communication process. Proper communication helps to avoid misunderstandings and helps to build consensus to achieve goals.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">e. Effective Leadership: Leadership is a means to realize the outcome of coordination and efficient allocation of resources. The importance of coordination is stressed to improve the value of collaborative activities. Effective leadership strategies derive their power from effective strategies and transformational power of a compelling vision rather than from hierarchy, rank or standard operating procedures.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">f. Cooperation: Cooperation is the hall mark for a corporate culture. Accomplishment of an ultimate goal requires mutual cooperation. To secure coordination around a business destination, maintenance of cooperation amongst functions, teams and individual employees is essential. Since cooperation is one of most important element in assisting coordination, upkeep of sustained cooperation is important.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">g. Mission Driven Work Teams: Also termed as “self managing” teams, it represents teams with interdependence and joint responsibility for outputs among the members. It has been considered as a revolutionary approach to organize and perform assignments. It integrates the need of people with work to be done and that is encouraged through coordination.</span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">It is suggested by management scientists that the implementation processes range from the simplest to the most complex. Here are a range of these processes:</span><br />
	<br />
	 </p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;
mso-fareast-font-family:"><span style="mso-list:Ignore">i)<span new="" style="font:7.0pt " times="">&nbsp; </span></span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:
">Standards: A set of expectations and measures across organizations, i.e. performance standards or management.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">ii) Information: Learning and knowledge sharing through database, case studies or site visits.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iii)Expertise: Sharing expertise and competence through people (expert) movement from one to the other location/unit in view of the best use of the talent available.</span></p>
<p class="Default">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">iv)Authority: Problem solving or trouble shooting among cross functional teams through sharing authority.</span></p>
<p>
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">v) Cost Economy: Leader shares knowledge around achieving goal that controls cost through integration of business processes. </span></p>
<p class="Default">
	 </p>
<p>
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Coordination is a valuable yet intangible tool. Businesses seeking success must ensure application of coordination that includes ability to set standards, share information, transfer expertise, allocate authority, improve business processes and deliver innovation and design. All the functions of management are affected by coordination. It encourages team spirit, gives proper direction to the organization and motivates employees as well as makes proper use of the resources. Hence, it is an essential element for the survival, growth and profitability of any organization. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:8.0pt;line-height:115%;color:#211D1E">Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner.</span></strong></p>
<p class="MsoNormal">
	 </p>',
			'published' => true,
			'created' => '2012-12-17',
			'modified' => '2013-01-22',
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			'description' => 'Good management is not about signing contracts, assigning jobs and owning a company, rather it is about proper correspondence and coordination and requires involvement of all organization units to work together.',
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	(int) 7 => array(
		'Article' => array(
			'id' => '742',
			'article_category_id' => '38',
			'title' => 'Teaching Sophistication',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong><span alt="khem" border="1" height="354" hspace="10" span="" src="http://newbusinessage.com/ckfinder/userfiles/Images/khem.jpg" style="font-size:11.5pt;Myriad Pro" vspace="10" width="400">KHEM RAJ LAKAI<br />
	Founder CEO<br />
	Global Academy of Tourism&nbsp;and Hospitality Education</span></strong><br />
	&nbsp;</div>
<div>
	One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it. &ldquo;But, in top tourist destinations around the world, a well-groomed hotel management graduate is still much sought-after and the profession full of vigor and vitality. Name, fame and money simply follow you then,&rdquo; says Khem Raj Lakai, founder and CEO of Global Academy of Tourism and Hospitality Education, also known as GATE College. Lakai has studied hospitality management in Switzerland and worked with top hotels and resorts around the world.&nbsp;<br />
	<br />
	<img alt="global" src="/userfiles/images/global1.jpg" style="margin: 10px; width: 350px; height: 272px;" /></div>
<div>
	&nbsp;</div>
<div style="text-align:justify;text-indent:14.0pt">
	<div>
		<span style="text-indent: 14pt;">Articulate and sauve Lakai speaks with passion about the industry, its problems and the road ahead. He has made his way into one among mainstream entrepreneurs who have spent considerable time abroad &ndash; studying, exploring and finally making a mark, money and the grade. Back home, he is lending strength to the hospitality sector by mentoring new breed of hospitality professionals who are confident, skilled, sophisticated and raring to go. He is teaching and training average Nepali students how to shun mediocrity, bet big and give the famed Nepali hospitality a new touch of professionalism.&nbsp;</span></div>
	<div>
		<div>
			&nbsp;</div>
		<div>
			&ldquo;You expect your needs anticipated when you meet a seasoned hotelier. You may also expect a touch of sophistication in the manner your needs are fulfilled. Delivery of services with marked sophistication has been a critical area in the hospitality sector that can make or break a brand despite everything else right in place,&rdquo; says Lakai, sitting in his office surrounded by verdant greenery. On a second look, the entire campus would look resting on a cliff edge that overlooks a big stretch of human settlements downhill. Great Kathmandu topography, one must admit.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Young guns like Lakai who are armed with international education and right exposure are bringing about the much-needed change in the way hotel management education is seen and imparted in this part of the globe. And, the profession is back in focus and is being considered both chic and money-minting.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Talking to Lakai is extremely refreshing. Lakai&rsquo;s beginning has not been far from modest. He topped his batch of trainees at Kathmandu&rsquo;s Soaltee Oberoi, as it was known then, and got his first job with the five-star hotel right away. Towards the end of 1998, he signed up with Swiss School of Tourism and Hospitality for a degree in hospitality management and left for Switzerland. Holding the knife in the right hand and the fork in the left in his first lessons in Switzerland brought smiles on his face. He used the opportunity to experience, learn and imbibe the fine nuances of Swiss hospitality that sets it apart and makes it a standard-bearer for the hospitality industry across the world.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			<img alt="KITCHEN" src="/userfiles/images/KITCHEN.jpg" style="width: 500px; height: 253px;" /></div>
		<div>
			&nbsp;</div>
		<div>
			Lakai, who is still in his 30s relentlessly travelled from one country to another, chasing his dreams. By now when he is settled with his hotel management college in Kathmandu sailing in calm waters, he has travelled to 57 countries. Last, he was in Australia to learn how vocational module functions in that country. &ldquo;It&rsquo;s very important to equip each individual with a reality of today and skills that go beyond managing livelihood,&rdquo; he says. One of the Australian institutes will send 10 students to his college for vocational training under cultural exchange programme. These students will starts classes from October 3.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			In a sense, Lakai was lucky to have worked out his goals early in life and had the wherewithal to pursue them. But, he certainly deserves kudos for his imagination that knew no boundaries, his motivation that kept him going even during difficult times when he was going through the grind of setting up a world class educational facility and his perseverance that actually changed the world around him. In the past years when he was globe-trotting restlessly to find inspiration and models for the development of his own country so that he can come back for good and lead a decent life, he became a global citizen -- not ready to accept what is not up to the standard and ready to accept every human being regardless of nationality or religion.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			He reminisces with a touch of nostalgia his experiences of serving world leaders at World Economic Forum at Davos and hosting from the Royals, Hollywood celebrities to Formula race team during his stint at world famous Panorama resort in Zurich. Though it has been a decade since he left Swiss School, his demeanor still reflects his Swiss association&ndash; a definite plus for him in this part of the world where hospitality culture is still in infancy. He travelled within Switzerland from length to breadth and explored entire Europe by the time he completed his Hospitality Degree in Switzerland.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Armed with a Swiss degree and four-year stay in Switzerland, unflinching love for the hospitality sector, Lakai had no dearth of job offers from top hotels around the world. From 2001 to 2006, he worked in different capacities in different countries. He learnt German language while staying in Switzerland and French in Canada. While working as a freelance consultant in the Middle-East, he came across many Nepali workers who despite being hard-working, honest and ready to take challenges were languishing in low-paid menial jobs, which were also physically extremely harsh. Lakai had everything that he wished for &ndash; international education, well-paying job and a great career away from the clutter and cacophony of Nepal, which was going through one of its worst times in the form of internal strife and insurgency. He thought if these workers could be trained, for example, in bakery or coffee making, they could easily find better livelihood, which would not be as harsh as working for low wages in foreign lands. His idea gradually firmed up. He decided to stop working and earning for others and headed home.&nbsp;</div>
		<div>
			&nbsp;</div>
		<div>
			Lakai was still very young but was beaming with confidence. He set up his dream project &ndash; a hotel management school aiming to meet the highest standards in its category. He and his team put in a handsome Rs 25 million in the project. Till then, hotel management education in Nepal was still out of focus and lacked glamour. Thanks to his education and exposure, he was cut out for the job and Kathmandu&rsquo;s very first brand-conscious hotel management school began its classes in January 2008. Today, it runs a Swiss accredited bachelor&rsquo;s programme in hospitality management apart from short-term vocational training in related fields. GATE enrolls over 350 students a year.&nbsp;</div>
		<div>
			<div>
				&nbsp;</div>
			<div>
				<strong style="text-indent: 14pt;"><span style="font-size:14px;">An experiment with needy students&nbsp;</span></strong></div>
			<div>
				&nbsp;</div>
			<div>
				&ldquo;With our corporate guarantee, we convinced Sanima Bank to finance the cost of education for 60 students who were enrolled in vocational training of short-term duration. Out of them, 52 completed their respective programmes, got jobs and paid back their loans. You cannot sell the thirst but you can surely quench the thirst. Later on, the Swiss agency Helvetas partnered with GATE Vocational to provide scholarship to needy ones and we have been able to make significant difference for over 500 needy youth from all over the nation, regardless of their ethnicity and background. This is perhaps one of the best examples how vocational education can change the life of average youth through training and gainful employment.&rdquo;&nbsp;</div>
		</div>
	</div>
</div>
<div>
	<br />
	<img alt="khem" src="/userfiles/images/khem.jpg" style="margin: 10px;" /><br />
	<br />
	<div>
		<strong><span style="font-size:14px;">Nepali Food&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Nepali food is an untapped potential. We haven&rsquo;t been able to institutionalize. There is immense potential with ethnic food. There are more than 100 ethnic tribes in the country, each with distinct food and culinary traditions. There is a great scope for Ethnic Food Chain in the country. Similarly, food from the mountain can be another theme under which we can package exotic food traditions from the mountains. We need to cultivate a sense of pride among our people about what we have instead of running after what others have to offer. We cannot always expect to be famous for our regular Daal &ndash; Bhaat without any innovation and research. I have travelled from Birgunj to Mustang and Ilaam to Mahendranagar in search of authentic ethnic and mountain food, culture and people. I still think one day we will be able to institutionalize those exotic foods from various cultures and geographies and make them available to common people as well as foreign guests and tourists.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Nepali Hospitality&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;People are gradually forgetting the roots. Tourists are attracted to what is indigenous to Nepal and not to see western stereotypes in Nepal. We must be mindful to retain our heritage, culture, and nature. Our own identity as smiling faces of Nepal must not fade away. In the name of politics, we must be careful that we don&rsquo;t hurt the tourists. The global tourism scenario has been changing of late. China, our neighbor in the north, was a forbidden place for tourists, but now it is one of the leading tourism economies and there are many other competitive destinations around the world. Therefore, Nepal must not miss the opportunity to improvise the level and standard of its hospitality industry urgently.&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;We have the Mt Everest, the highest mountain in the world, we have some of the greatest trek routes on earth, and genuine hospitality runs in our blood. All we need now is to focus and learn more on customer services and the maintenance of the existing facilities, grooming of the employees to meet the global competition. If we use our wisdom and have a serving heart that is true to our original Nepali traditions, we will reach our potentials. We most modernize to offer more comfort but we must also preserve our uniqueness.&rdquo;&nbsp;</div>
	<div>
		&nbsp;</div>
	<div>
		<strong><span style="font-size:14px;">Challenge is strength&nbsp;</span></strong></div>
	<div>
		&nbsp;</div>
	<div>
		&ldquo;Lot of people are immigrating for work and studies and in the process we are losing a lot of capital and workforce, which is so much necessary for the country to make progress. Despite tourism being the main industry, we haven&rsquo;t been able to capitalize on it. There is a serious lack of suitably qualified people in the country.&rdquo;</div>
	<div>
		&nbsp;</div>
</div>
<p>
	&nbsp;</p>',
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			'modified' => '2013-08-14',
			'keywords' => '',
			'description' => 'One reason why hotel management education in this part of the world does not have many takers is because many think it has lost the old-world charm about it. The romance and glamour that was associated with the profession has been replaced by sheer commerce, making the job of hotel staff look menial and not worth it.',
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			'title' => 'Employee Benefits',
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			'summary' => null,
			'content' => '<p>
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<p>
	<img alt="hrkurakani" border="1" height="119" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/hrkurakani(2).gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span class="A29">&nbsp;<span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">Benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits.</span></span></p>
<p class="MsoNormal">
	<span class="A29"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default" style="text-align:justify;line-height:10.05pt">
	<span class="A4"><span new="" style="font-size:59.0pt;mso-bidi-font-family:" times="">E</span></span><span mso-bidi-theme-font:="" new="" style="font-size:10.0pt;mso-bidi-font-family:" times="">mployee benefits are the additional perks offered to employees apart from salary. The benefits and facilities help to attract best talents and retain the employees as well as help in employer branding. In Nepali context, these benefits are generally linked with financial benefits. Banks and INGOs have charm because of the benefits they offer such as no interest-car/house loan, vehicles along with drivers and many more. <br />
	</span></p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;color:#211D1E">There are benefits that are statutorily defined such as minimum basic salary and allowances. It can be categorized into tangible and intangible benefits. For instance: Tangible benefits are incentives whereas intangible benefits are working environment, emotional support and more.</span><br />
	 </p>
<p class="Default">
	<span style="font-size:10.0pt;
color:#211D1E">Types of Benefits that are being practiced and were discussed during the program are:</span><br />
	 </p>
<ul>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Incentives based on profit </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Accidental, Medical insurance, Life Insurance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Subsidized lunch </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Staff bus </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Education loan </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Annual Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Sick Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Exam Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Family Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Special Leave </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Child Education Allowance </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Mobile Facility </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Preventive measures such as health checkup tie up with hospital/clinic </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Kids care center </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Learning and sharing session for knowledge </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Paid Holidays </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Vaccination program </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">Employee Engagement programs </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">&nbsp;Remote working policy </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">&nbsp;Flexible working hour </span></li>
	<li>
		<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Gratuity, Pension, Welfare, Bonus and many more.</span><br />
		 </li>
</ul>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">There are various factors to note while defining benefits to the employees. The benefits should be related to employer and employee. From employer side, one needs to analyze things from sustainability level because of competitive market, union pressure, and turnover and more. For example: types of benefits and its coverage shall be considered on the base of the likelihood of employer’s commitment at various situations. From employee side, needs of the employee has to be addressed, though, it is difficult to satisfy each individual. For example, managers’ needs and driver’s needs are different, and hence should be addressed differently in benefits package.</span> <br />
	<br />
	<img alt="" border="1" height="119" hspace="10" src="http://newbusinessage.com/ckfinder/userfiles/Images/kurakani.gif" vspace="10" width="283" /></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">The benefit package being provided mostly depends on the nature of the company. It can moreover be general and specific. General benefit is applicable to all employees of the organization while specific benefit is applicable only to specific employees depending on the position, quality of person and more.</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">As every act has its consequences, similarly, controlling employee’s expectations regarding benefits has become a big challenge for the HR professionals. Instead of providing employee benefits all at a time, it is suggested to implement benefits each year.</span></p>
<p class="Pa8" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">In conclusion, benefits can be of various types and provided depending on the nature of the company to address the needs of the employees, attract and retain them. </span></p>
<p class="Pa7" style="text-align:justify">
	<span myriad="" style="font-size:10.0pt;
mso-bidi-font-family:">Topics that have been discussed are: </span></p>
<p>
	 </p>
<p class="Pa7" style="text-align:justify;text-indent:16.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">1. Essence of HR department in an organization 2. Enhancing Employee’s Competencies </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">3. Employer Branding- Effective Recruitment and Selection </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">4. HR is considered as a closed door affairs </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">5. Educating HR to line managers </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">6. Recruiting Brain-Redrains in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">7. Analyzing HR Events happening in Nepal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">8. Employee Engagement- An emerging retention concept </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">9. Essential of Employee’s Learning Habit </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">10. Ways of Appraising Employees </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">11. Harassment at work- Challenge of HR Personnel </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">12. Annual Review of HR Kurakani for betterment </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">13. Understanding and coping up with Employee Behavior </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">14. Performance Based Management System </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">15. Importance of Performance Planning for effective appraisal </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">16. Modern Tools and Technologies to Simplify HR Work </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">17. Ways to conduct successful Employee Orientation </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">18. Role of HR in employee conflict resolution </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">19. Importance of Employee counseling at workplace </span></p>
<p class="Pa30" style="margin-left:16.0pt;text-align:justify">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">20. Ways to screen and select the right candidates </span></p>
<p class="Default">
	 </p>
<p class="MsoNormal">
	&nbsp;<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">The above write-up by Nibha Shakya is based on an ‘HR Kurakani’ discussion on the topic “Employee Benefits: Its types and Importance” on August 29, 2012 at Nimbus Holding Pvt Ltd. The participants at the discussion included representatives from INGOs, trading company, commercial banks, manufacturing company, auto, IT, consulting firms and hospitality industries. Shailendra Raj Giri, MD of Real Solutions acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company was the coordinator of the program.<br />
	</span></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
"><br />
	<br />
	</span></p>',
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			'title' => 'Finding The Right Candidates',
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			'content' => '<p>
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	 </p>
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	&nbsp;</p>
<p>
	<span class="A35"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization.</span></span></p>
<p class="MsoNormal">
	<span class="A35"><span style="font-size:15.0pt;line-height:
115%;font-family:&quot;Calibri&quot;,&quot;sans-serif&quot;;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin;mso-bidi-font-family:&quot;Myriad Pro&quot;"><span style="mso-tab-count:1">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span></p>
<p class="MsoNormal">
	<span style="font-size:11.5pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates.<br />
	<br />
	<img alt="mangement" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/management(3).jpg" vspace="10" width="336" /><br />
	</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">S</span></span><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;
color:#221E1F">creening and selecting the right candidates for organizations has been a major and challenging role for Human Resource (HR) professionals in various organizations. The process of collecting and evaluating information about an individual in order to extend an offer of employment is called employee selection. Through effective selection, an organization can maximize the probability that its new employees will have the necessary KSAs (knowledge, skills, and abilities and attitudes) to do the jobs they were hired to do. Effective employee selection is a critical component of a successful organization. <br />
	<br />
	</span><br />
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reach Out to Applicants</span>&nbsp; </strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F"><br />
	<br />
	Screening and selecting candidates are comprehensive processes. Reaching out to the eligible candidates is the first step for successful recruitment. In the Nepali context, people prefer to read Nepali text despite their ability to read English content. Therefore, publication of vacancy advertisements with required details in Nepali magazines can have a comparative benefit. Similarly, the development and use of job specific forms helps to screen the serious and capable candidates. The process should be simple and screening criteria must be flexible that would help the HR professionals to find the right candidates. </span></p>
<p class="MsoNormal">
	&nbsp; </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference Checking</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Reference checking is one of the methods that have been used by various organizations in selecting the right candidate. It is recommended that an option should be given to the candidate regarding referee change if the candidate thinks that the mentioned referee cannot correctly explain his/her details during the interview phase. Therefore, a referee should be someone who knows the candidate well and who can be easily approached by the organization when required but should not necessarily be someone holding a strong position.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Similarly, reference check has to be done from both ends i.e. previous employers and also from the candidate themselves in order to avoid biasness. There are Credit information Bureaus in a few organizations that conduct reference checking for their respective organizations. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="employer" border="1" height="208" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/men.jpg" vspace="10" width="336" /></p>
<p class="MsoNormal">
	 </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Employer Branding</span></strong></p>
<p class="Pa10" style="text-align:justify">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Candidates prefer to join Banks/INGOs and the major reason for it is the availability of transparency in terms of facilities. Generally, the limited companies have good employer brands in the market due to their transparency in facilities. Effective employer branding would contribute in reaching and attracting the right and competent candidates. </span></p>
<p class="MsoNormal">
	&nbsp; </p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Interview</span></strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong><span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Some of the practices used by various organizations during interviews are a comparison between responses of the questions before normal situation and during stressed situation. It gives a good view of the candidate’s stress management capacity as strange questions are asked to candidates just to evaluate problem handling skills.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">The HR department and the selection team should understand the interest of candidates and focus on the skills, capacities and passion of the candidates in order to select the right candidates for the organization. It is found that a candidate’s interest is of big importance and most of the time, interested and less experienced candidates outperform experienced but less interested candidates.</span></p>
<p class="MsoNormal">
	&nbsp;</p>
<p class="Default">
	<strong><span style="font-size:11.5pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Challenges</span> </strong><br />
	 </p>
<p class="MsoNormal">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">There are external factors such as union, pressure from external parties, ready-made CVs and cover letters found abundantly on the internet that has high impact in screening and selecting the right candidates. Similarly, lack of seriousness in implementing set HR policies and procedures are also a major challenge. Moreover, it is found that job applicants randomly apply for positions without understanding the required skills, knowledge and abilities. As a result, organizations end up lacking quality applicants.</span> </p>
<p class="Pa10" style="text-align:justify">
	<span style="font-size:10.0pt;
mso-bidi-font-family:&quot;Myriad Pro&quot;;color:#221E1F">Knowledge, skills, aptitudes, interest, body language and attitudes are major factors which determine in selecting right candidates. HR professionals should possess a skill for blending above mentioned factors in order to recruit right candidates who can consistently contribute in strengthening an organization. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
&quot;Myriad Pro&quot;;color:#221E1F">The above write-up by Purna Man Shakya is based on an ‘HR Kurakani’ discussion on the topic “Ways to screen and select the right candidates” held at Nepal Derivate Exchange Ltd on July 25, 2012. The participants at the discussion included representatives from INGOs, trading company, commercial banks, travel company, IT company, consulting firms and hospitality industry. Shailendra Raj Giri, MD of Real Solutions, acted as the moderator of the discussion while Nibha Shakya, HR Executive of the company, was the coordinator of the program.</span></strong></p>
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	<strong><span style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
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	<span class="A16"><span myriad="" style="font-size:11.5pt;line-height:
115%;font-family:">MANAGEMENT</span></span></p>
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	<span class="A2"><span mso-bidi-font-family:="" myriad="" style="font-family:">By Nobuhiro Tsuboi</span></span></p>
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	<span class="A2"><span mso-bidi-font-family:="" myriad="" style="font-family:">&nbsp;</span></span></p>
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	<span myriad="" style="font-size:32.0pt;line-height:115%;mso-bidi-font-family:
">Microfinance in the Context of Rural Nepal</span></p>
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	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">It is said that the involvement in a microfinance programme has enabled to increase their savings.</span></span></p>
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<p class="Pa24">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><span myriad="" style="font-size:15.0pt;mso-bidi-font-family:">“We are planning to open around three new showrooms in the near future. Through these showrooms, the company targets to reach every district and the remote villages too.” </span></span></span></p>
<p class="Default">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;</span></span></p>
<p class="Default">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:">&nbsp;<img alt="depaak kumar purkot" border="1" height="189" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/DEEPAL-KUMAR-PURKOTI.jpg" vspace="10" width="152" /></span></span></p>
<p class="MsoNormal">
	<span class="A35"><span myriad="" style="font-size:15.0pt;line-height:
115%;font-family:"><strong><span class="A5"><span style="font-size:10.0pt">DEEPAL KUMAR PURKOTI <br />
	Sales and Marketing Manager </span></span></strong><br />
	<strong><span class="A5"><span myriad="" style="font-size:10.0pt;line-height:
115%;font-family:">Fair Trade Pvt Ltd<br />
	</span></span></strong><br />
	</span></span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span class="A13"><span style="font-size:
59.0pt">I</span></span><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">n rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<img alt="financial" border="1" height="811" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/financial(3).jpg" vspace="10" width="600" /><br />
	<br />
	Facts on the Ground</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">First of all, I show the changes of 484, all continuous shareholder families’ financial assets for the period of July 2006-July 2011. Its growth ratio is 140.3 per cent as shown in Table 1. ‘Family financial assets’ consist of all financial assets deposited at the SFCL and belong to individual families i.e. shares, compulsory group savings, each voluntary individual savings and family members’ individual savings. ‘Continuous shareholder’ means those who were shareholders continuously at least from 2006 to 2011. Incidentally, the number of shareholders was 771 in 2006 and 1,155 in 2011, of which 484 shareholders have been continuous shareholders for the period. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">As the price index of 2011 is estimated as 155 for 2006=100, two groups of ‘65 per cent and more’ and ’55-65 per cent’ i.e. 79.3 per cent of continuous shareholders realized growth in real price terms. I watched the group of ‘65 per cent and more’ i.e. 75.6 per cent of the total increased their assets by 10 per cent and more in real price terms, and further from that, their average growth ratio is 308.2 per cent.</span><br />
	<br />
	<br />
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Investment by their Own Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">In spite of neglecting investment by their own financial assets for this period, 3/4th of the total continuous shareholders realized 10 per cent and more growth in real price terms. If we consider their investments by using their own financial assets, the situation of the changes will be different. Especially, as to the ‘Less than 0 per cent’ group with 40 shareholders, their average amount of initial assets was biggest of all groups and they would have enough chance to invest. Their negative growth seems to be partially because of these investments.</span><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:"><br />
	<br />
	<br />
	</span><strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Improvement in Distribution of Assets</span><br />
	<br />
	</strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">The distribution of assets improved significantly as shown in Table 2 and Figure 1. I classified all the 484 continuous shareholders into three classes: the Top of 10 per cent of the total (48 shareholders), the Middle of 30 per cent (144) and the Low of 60 per cent (292). The class of ‘Top’ consists of members having largest financial assets among all. The assets accumulation of ‘Top’ decreased from 42.5 per cent in 2006 to 37.1 per cent in 2011. On the contrary, assets accumulation of ‘Low’ increased from 20.2 per cent to 27.5 per cent. </span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I confirmed the improvement of assets accumulation by Gini coefficient as shown in Figure 1. It improved by 0.104 point from 0.576 in 2006 to 0.472 in 2011. From the view of asset equity, the above change is desirable. </span></p>
<p class="MsoNormal">
	&nbsp;<img alt="shraeholder" border="1" height="328" hspace="10" src="http://www.newbusinessage.com/ckfinder/userfiles/Images/shareholder.jpg" vspace="10" width="295" /></p>
<p class="MsoNormal">
	 </p>
<p class="Default">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Character of the study</span> </strong><br />
	 </p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">This study has the following three characteristics: Analysis of the change in financial assets belonging to individual families for five years from 2006 to 2011, Analysis using SFCL share and saving data, and Abstract of 484 ‘continuous families’ from among all shareholders.</span></p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I analyzed continuous shareholders because there are big differences in amount of assets among shareholders with different passage years as shareholders of SFCL as shown in Table 3. It means that we had to exclude new beneficiaries whose involvement years are relatively shorter. In this study, I excluded shareholders with less than five years passage. </span></p>
<p class="MsoNormal">
	 </p>
<p class="Pa10" style="text-align:justify;text-indent:14.0pt">
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">(This survey was conducted with the cooperation of Nepal National Agricultural Cooperative Central Federation Ltd and JICA Nepal Office in February-July 2012.)</span><br />
	<br />
	<span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">Further Subjects</span><br />
	<br />
	<span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">I cannot say whether we can observe same trends in the achievement of other SFCLs and rural microfinance institutions. I hope this kind of study will be conducted in the future as well and at least 2-3 institutions in each microfinance group. </span></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">Tsuboi is a Retired Professor of University of Tsukuba, Japan. He can be reached via email at <a href="mailto:tsuboin43@nifty.com">tsuboin43@nifty.com</a>.</span></strong></p>
<p class="MsoNormal">
	 </p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:8.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="Pa15" style="margin-top:5.0pt">
	<strong><span myriad="" style="font-size:11.5pt;
mso-bidi-font-family:">References: </span></strong></p>
<p class="Pa32" style="margin-left:14.0pt;text-align:justify;text-indent:-14.0pt">
	<strong><span myriad="" style="font-size:10.0pt;mso-bidi-font-family:">* Nara Hari Dhakal, “Impact of Microfinance Services on Poverty Reduction in Nepal”, INAFI, SAP-Nepal, 2005, p.46. </span></strong></p>
<p class="Default">
	<strong>&nbsp;</strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">** SFCL: Small farmer agricultural cooperative ltd. SFCL Manahari has a history of ‘small famer development </span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">programme’ of ADB/N in 1980, and it was converted to SFCL in 1998. The number of shareholders is 1,155 at July 2011.</span></strong></p>
<p class="MsoNormal">
	<strong><span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;</span></strong></p>
<p class="MsoNormal">
	<span myriad="" style="font-size:10.0pt;line-height:115%;mso-bidi-font-family:
">&nbsp;<br />
	</span></p>
<p class="MsoNormal">
	 </p>',
			'published' => true,
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			'modified' => '2012-10-30',
			'keywords' => '',
			'description' => 'In rural Nepal, microfinance has more than 20 years’ history with Cooperative Act 1992 and people’s expectation to reduce rural poverty. It is said that the involvement in a microfinance programme has enabled to increase their savings.* This report introduced real achievement on the clients’ saving data deposited at SFCL Manahari in Makwanpur District.**',
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	(int) 11 => array(
		'Article' => array(
			'id' => '670',
			'article_category_id' => '38',
			'title' => 'Communication An Important Success Factor',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Dr Rabindra Karna <br />
	<br />
	<img alt="" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindrakarna.jpg" style="width: 227px; height: 120px;" vspace="5" /><br />
	<br />
	<strong><br />
	Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world today, hugely depend on communication system. </strong><br />
	<br />
	<img alt="globe" border="1" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_globe.jpg" style="width: 209px; height: 235px;" vspace="5" /><br />
	<br />
	The important word “communication” is derived from Latin word “Communis” meaning common; therefore, communication is also acknowledged as “sharing ideas in common.” Communication, in fact, is the exchange and flow of thoughts, feelings, messages and information through writing, visuals, signals, behavior or symbols among more than one person where mainly the sender, receiver and means of transition are directly engaged. The essence of communication is the sharing of ideas between different parties. The communication process completes once the receiver has understood the message of sender in the right spirit (same as that of the sender). Thus, we can say that the guides to successful communication are – Process, Sharing, Meaning and Understanding. These four keys of communication are incorporated with eight essential components that are – Basis, Conduit, Connotation, Atmosphere, Perspective, Intrusion, Beneficiary and Response. All these components are integral in the overall communication process. <br />
	<br />
	<br />
	The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement. <br />
	<br />
	<br />
	<img alt="rabindra people" border="1" height="213" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/rabindra_people.jpg" vspace="5" width="400" /><br />
	<br />
	Communication that produces results desired by a communicator is effective communication. It is meant mainly to create awareness and understanding amongst the target audience and accelerate action around business destinations. Effective communication does not allow any message distortion during the process - a key for zero conflict in any business environment. It is widely appreciated also for success in changing the behavior of human resources at all levels in business organizations. Management scientists are unanimous around its greater impact on leadership enhancement and the bottom line achievement through improved productivity with sustained quality. Hence, we can also say that the success of any business depends on its communication mechanism. <br />
	<br />
	<br />
	In addition, communication passes through three phases – thought (concept, idea, feeling etc), encoding (delivery process), and decoding (understanding of receiver) wherein success or quality of communication depends on – Clarity, Accuracy, Relevance and Action. For all these four pillars of communication, the level of audience, their acceptance level, relevance to their need and, most importantly, the serving objectives are important to focus during the process. However, despite all precautions and care, there are a number of barriers to obstruct and disturb the process, flow and understanding. These are mainly of three categories known as personal barrier, physical barrier and semantic barrier that affects the entire communication resulting in a complete different scenario than expected. While elaborating these three categories of barriers, management experts have listed huge number of barriers out of which few are as below:- <br />
	<br />
	<br />
	<strong>a. Culture and bias – </strong>the past plays a vital role in changing the meaning of message. <br />
	<br />
	<strong>b. Ambiguity of words –</strong> use of language or jargon and the status of person delivering. <br />
	<br />
	<strong>c. Resistance to change –</strong> because of current comfort zone, opposition comes for changes. <br />
	<strong><br />
	d. Environment –</strong> Noise, bright light and unusual sights etc cause potential distraction. <br />
	<br />
	<strong>e. Stress –</strong> psychological reference influences communication. <br />
	<br />
	<strong>f. Structural – </strong>faulty design of an organization structure blocks opportunities and channels of communication resulting in deficiency. <br />
	<br />
	<strong>g. Screening/Filtering –</strong> deliberately, only favorable communication is carried in view of hiding shortcomings. This is mostly occasional in nature and hence also called smothering process. <br />
	<br />
	<strong>h. Individual linguistic ability –</strong> poorly explained or misunderstood because of the usage of difficult or inappropriate words. <br />
	<br />
	<br />
	A large number of problems any business faces are connected with the quality of people they have and the communication efficiency. Researchers say that people utilize only 50 per cent of their capability which can improve through motivation where effective communication works as an important key. Management experts are unanimous on one fact that communication is not an inborn skill or ability, it is rather developed and enhanced with experience and practices. All communication, whether intentional or unintentional, has an effect on effectiveness and productivity. Sometimes, a communicator uses manipulative communication to achieve the desired result (both intentional and unintentional) where the communication style becomes demanding, attacking, rude and full of criticism etc. Though the end result may not necessarily always be in favor of the communicator but as long as the purpose of generating action, maintaining effect and increasing impact is achieved, it is considered effective. Hence, communication that produces expected result and serves the purpose, is designed for effective communication. <br />
	<br />
	<br />
	An individual with exceptional communication skills is an asset to every organization. Thriving communication depends mainly on a communicator. Context, environment, audiences etc will keep changing but the central idea of being ethical and prepared remains unchanged. Hence, it is suggested that communicators consider the following in view of the desired success – <br />
	<br />
	<br />
	<strong>a. Sensitive:</strong> Communicator needs to be cautious about the audience and giving due importance tactfully to the team taking it forward shall be useful in achieving desired result. <br />
	<strong><br />
	b. Practical: </strong>It is important to have trust instilled in communicator and that necessitates clarity about expectations. It needs to be practical and actionable. Unless communicator remains practical around understanding and expectations, communication can never be efficient. <br />
	<br />
	<strong>c. Delegation:</strong> Delegation of accountability towards achievement also plays a vital role around success. An accepted fact is that success without freedom cannot even be dreamt because freedom is a key motivator around the performance on assignment. <br />
	<br />
	<strong>d. Awareness: </strong>Awareness of expectations/desired achievement is extremely important for a communicator. Management scientists have recommended awareness around loyalty, accountability, performance indices and expectations to make communication efficient. <br />
	<br />
	<br />
	Hence, it would be wise to realize the key aspect of business development and establish a stable communication mechanism for continuous improvement without compromising current positive impact, efficiency and effectiveness. It is also crucial to analyze characteristics of the company personnel while dealing with customers. These are the resources that contribute to business success. Thus, requiring high efficiency and positive approach around communication is mandatory. <br />
	<br />
	<br />
	There must be a unified theme across all disciplines of business that guides communication and maintains uniformity at all levels. It is a window to the path of progress supporting to reach desired level of excellence. It is also a key capability that cultivates the potential of human resources on a journey. To conclude, let us agree that communication is a process and an attempt to create common understanding. This attempt or process expects intrapersonal, interpersonal, listening, observing, questioning, analyzing, guiding and verbalizing skills as mandatory. Usage of communication is as important in all areas of life as it is into business success. Without any doubt, opposition or contradiction, most importantly, it is communication which ensures collaboration and cooperation. Thus, in consideration of spirited advantage for the business lying in eminence and competent communication; the enhancement of people’s efficiency and their ability to communicate in fitting corporate customs must, therefore, be of important priority for the business. <br />
	<br />
	<strong><br />
	Dr Karna is the Executive Chairperson of MARK Business Solutions Pvt Ltd. The article is based on various research reports and his practical experiences as management practitioner. <br />
	<br />
	</strong><br />
	 </p>',
			'published' => true,
			'created' => '2012-08-15',
			'modified' => '0000-00-00',
			'keywords' => '',
			'description' => 'The world is continually witnessing revolutionary changes in the communication system. The contribution of communication can never be down at any stage of life because it plays a vital role for success at workplace, in relationship and/or ourselves, as responsible citizen of the nation we belong to. Thus, there is no room for the limitation of the role of communication in any sphere of life today. Scientific achievement, economic advancement, social progress and political changes etc experienced all around the world hugely depend on communication system. The importance of communication in any institution assumes priority in hierarchy to ensure effective achievement.',
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	(int) 12 => array(
		'Article' => array(
			'id' => '669',
			'article_category_id' => '38',
			'title' => 'ISO 9001 Standard',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	By Janardan Ghimire <br />
	<br />
	<img alt="" border="1" height="201" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardanghimire.jpg" vspace="5" width="381" /><br />
	<br />
	<strong><br />
	<br />
	If we are using the standard as a marketing gimmick or just because a customer requires it, then the standard will be a burden, not a benefit. <br />
	<br />
	</strong><br />
	<img alt="" border="1" height="182" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/janardan_iso.jpg" vspace="5" width="200" /><br />
	<br />
	Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better. <br />
	<br />
	<br />
	Improvement or Certification A certification is a lofty goal of course and it will be necessary to get the plaque and the logo or to meet a specific customer requirement. However, if certification is the only goal then you may gain certification but miss the benefit of the standardization. An organization can employ the standardization and benefit from it without ever seeking certification. In fact, a compelling argument could be that the best approach is to put a functioning ISO 9001 QMS in place for a period of time even before attempting to gain certification. Perhaps, it even employs external auditors to review the QMS with an outside perspective, mainly to identify system weaknesses and opportunities for improvement and not to gain a pass/fail grade for certification. The certification bodies available in the world are as per their own fame and reputation. While some have the psychology of increasing the clientele, some others are value added certification bodies. Therefore, the customer needs to identify their working style and study their own available team before approaching certification procedures. <br />
	<br />
	<br />
	We often perceive ISO standardization as a checklist item The real goal of ISO 9001, however, is continual improvement of the organization. Embracing the concepts of ISO 9001 can enhance an organization in several ways. ISO 9001 Documentation We have a misconception about documentation requirement for ISO 9001. The common belief seems to be that implementing ISO 9001 can create a bureaucratic documentation nightmare with volumes of complicated procedures that requires heavy oversight and workforce to create and maintain. That is not really the case. In fact, implementing ISO 9001 can actually streamline and simplify your documentation/record creation and management. <br />
	<br />
	<br />
	The key fact is that ISO 9001 can help to improve the documentation and records of the organization. First, the ISO 9001 does not have complex or complicated documentation requirements. In fact, they are quite simple. There are only six required procedures for the ISO 9001 QMS. <br />
	<br />
	<br />
	They are: <br />
	<br />
	<strong><br />
	• Document Control (ISO 9001 clause 4.2.3) <br />
	<br />
	• Record Control (ISO 9001 clause 4.2.4) <br />
	<br />
	• Internal Audit (ISO 9001 clause 8.2.2) <br />
	<br />
	• Control of Non-Conformities (ISO 9001 clause 8.3) <br />
	<br />
	• Corrective Action (ISO 9001 clause 8.5.2) <br />
	<br />
	• Preventive Action (ISO 9001 clause 8.5.3) </strong><br />
	<br />
	<br />
	While it may be difficult for most organizations to get all six procedures, the fact is that these are the only required procedures to gain ISO 9001 certification. It should thereby send a message that ISO 9001 is not about tons of procedures. Besides the above-mentioned procedures, your organization must decide what are the required procedures based on issues related to compliance, importance, and performance. <br />
	<br />
	<br />
	An important concept to understand is that procedures are the only way to document processes, and the ISO standardization recognizes that. Processes can be documented by work instructions, visual aids, or training materials. The real requirement of the ISO is that key processes are understood and consistently carried out. The Importance of Records What receives more attention in the ISO 9001 standard are records. While there are only six required procedures, there are 21 required records. It is very likely that the organization is already keeping many of these records. The ultimate goal of ISO 9001 is improvement and one key towards improvement is record keeping that captures important data related to performance metrics. <br />
	<br />
	<br />
	Frequently, whether it relates to the production floor or finance operations, the key factor for auditors and regulators are concerns with process control or internal controls. Does the existence of procedures really prove control? Not actually. Control is truly demonstrated by defined goals and objectives along with clear and complete records that demonstrate how well processes are meeting these objectives. Records should also demonstrate what analysis and actions are taken to improve the process when objectives are not reachable. Using the ISO 9001 Standard can help organizations gain some perspective and reflection on how records are used, how they are controlled, and their role in gaining insight to your organization. In the proper perspective, ISO 9001 can help gain control of and assist with properly utilizing documents and records and prevents – additional record bureaucracy. <br />
	<br />
	<br />
	In fact, we could not get the result and benefit of ISO 9001 implementation especially in the service sector. It is a practice within the management of the organization without being management dependent. <br />
	<br />
	<br />
	If you are interested in effective implementation of the ISO 9001 Standardization QMS, then the consultants will help you to achieve this task. These professionals will study the gap analysis of your company and help to formulate the requirements to the companies, as well as consulting to put your system in place or make it more compliant and beneficial. <br />
	<br />
	<br />
	Improving Customer Satisfaction To implement ISO 9001, companies are choosing to get certified because many customers and industries require it. By keeping customers happy, they can increase sales and profitability for their businesses. In addition, if an area of the company’s program appears to be too bureaucratic and non-value adding, then it might also be an area for continuous improvement efforts. Implementation of ISO 9001 will add value through cited procedures in order to fulfill the requirements and expectations of customers using different tools and techniques. . The tools and techniques are well defined in the procedure. Owners are responsible to act as per their roles and responsibility as mentioned in their job description and keep the records as per the standard operating system procedure. <br />
	<br />
	<br />
	Enhancing Company Performance Customers and industries alike use ISO certification as a way to evaluate and audit their suppliers and products. Through an independent verification process, customers can gain assurance of their suppliers’ products. Moreover, as a supplier becomes certified, the testing requirement is waived which saves the time and money of the company. The certification provides gaps of preference in the process by timeto- time evaluation process. Without evaluation, no one will get the result of a status where the findings are available by the evaluation or monitoring procedure. Live data helps in the decision-making process. Thus, the company can enhance the performance with the help of prescribed or established standardization in the process. Developing Best Practices Employed as a “Best Practices” model, ISO 9001 utilizes the philosophy of the “Plan-Do-Check-Act” focusing continuous improvement cycle to achieve requirements. This process revolves around the eight quality management principles used by management experts as a guide towards improving performance and identifying the main elements needed in a good quality system: <br />
	<br />
	<strong><br />
	1. Customer Focus <br />
	<br />
	2. Leadership <br />
	<br />
	3. Involvement of People <br />
	<br />
	4. Process Approach <br />
	<br />
	5. Systems Approach to Management <br />
	<br />
	6. Continual improvement <br />
	<br />
	7. Factual Approach to Decision- Making <br />
	<br />
	8. Mutually Beneficial Supplier Relationship </strong><br />
	<br />
	<br />
	Building Stable Processes ISO 9001 policies, procedures and forms can provide employers, managers, and employees with a systematic and consistent approach in implementing policies, plans, procedures, and work routines. Instead of building their own policies and procedures from scratch, some companies prefer to hire professional writers that have already prepared a set of written policies and procedures to help certification. In this case, you need to form a Steering and Task Team within the organization with a professional called consultant. It will not match your process if your people are not involved in formulating your system. <br />
	<br />
	<br />
	The readymade plans, policies, procedures, and forms cannot add value to companies. Most companies are likely to get the certificate as a fashion or for the completion of a task. Some organizations are using the ISO documents in a suitcase and provide manipulated document and data to the inspection body. This will not be useful as the company that exploits it will not comply with the system in the long run. <br />
	<br />
	<br />
	Auditing a Company System In the certification process, an independent registrar performs an on-site audit (1st and 2nd stage) of a company’s operations to verify that it complies with the ISO standardization. If the business complies, then that company is registered as ISO 9001 compliant. <br />
	<br />
	<br />
	After getting the certification, continual assessment of the company is possible only through the commitment of the top management level. Without top management commitment, regular assessment of an organization is not possible as it is a vital part of a certified organization. <br />
	<br />
	<br />
	Meeting Company and Customer Needs On the way to certification, a business can meet its ISO needs by: • Using well defined processes and procedures to build stable processes • Training in the audit and certification process • Continuously improving with ISO 9001 standards Noticing the Difference Complete procedure manuals for ISO 9001 Quality Management System, required HR procedures, and an ISO training class, as per the training procedure are established within the organization beforehand. Sometimes, the effort can be great but companies typically notice a remarkable difference in efficiency and effectiveness after the first year. It means that the difference in the whole process and organization will be international benchmarking by the third party or open door for the global market. Therefore, the organization needs to keep up with the civilization within an organization as required in the society. We have to maintain that “Quality is culture” that never ends. <br />
	<br />
	 </p>',
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			'description' => 'Why should we use the ISO 9001 Standard? An honest reply can say a lot about how effectively standardization can improve our business. If we are using the standard as a marketing gimmick (an advertisement on billboards, a plaque on the wall, a logo on a website), or just because a customer requires it, then the standard will be a burden, not a benefit. If the honest reason for implementing the standardization is improvement, then it can truly help your organization become better.',
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			'title' => 'Discussion Of Negotiating',
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			'content' => '<p>
	<strong>By Sujit Mundul <br />
	</strong><br />
	<img alt="sujit mundul" border="1" height="199" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit(3).jpg" vspace="5" width="390" /><br />
	<br />
	<br />
	<strong><br />
	“Let us never negotiate out of fear. But let us never fear to negotiate.” - J F Kennedy (Kennedy) 20.1.61 <br />
	</strong><br />
	<br />
	<img alt="sujit" border="1" height="195" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/sujit11.jpg" vspace="5" width="400" /><br />
	<br />
	Stewart’s (1976) claim that a large proportion of managerial work is conversational has considerable support, but what is less clear is what kind of conversations managers have. Strauss (1978), suggests that social order at any level (from family life to international relations) is unthinkable without negotiations. Indeed, his thesis is that order itself is better conceptualized as “negotiated order” in the sense that some form of negotiation is always critical to organization. This does not mean for Strauss that everything is or has been negotiable. As Strauss concludes; “I am not claiming, however, that certain things are always negotiable. I only say that the limits require exploration.” <br />
	<br />
	<br />
	I believe that the entire edifice of the limits is constructed through various powerful actors’ accounts. In order words, this part of the negotiating strategy may well be to proclaim that some things are non-negotiable. We might, for example, consider that the starting salary of newly graduated MBA students is negotiable, but that the MBA itself is not negotiated. Yet, MBA courses are remarkably divergent so that they must be negotiable. However, the time taken to undertake an MBA course is not negotiable! <br />
	<br />
	<br />
	Let us take the most non-negotiable event that will happen to us: death, of course. I cannot be serious if I am going to claim that death is negotiable. However, even the greatest non-negotiable event now appears to be negotiable; the point at which death is said to occur is increasingly fuzzy. It is because technological innovations generate further possibility for dissolving the boundary between life and death. This does not mean that we can cheat death by dint of a powerful thought process, but it does mean that the declaration of death is the result of a negotiated process. The primary aim of negotiation is to ensure that as many aspects as possible, which they consider to be advantageous to them, are taken by the other side as nonnegotiable. One implication of the assumption that everything is negotiable – but don’t let your opposition know it – is that negotiation is critically rooted in power. Traditional notions of power – that it is a possession and that it flows down the hierarchy – are that conversations between individuals are merely the utterance of orders: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Yes, Claire, right away.” You will find here the point that Claire’s position implies that she herself has to do nothing – she merely tells Tony what to do; thus her power is deployed through the language, it is not physically enacted. However, I would like to remind in this context that Foucauedian notion of power suggests that power is a relationship and not a possession. Here’s the second scene of this drama: <br />
	<br />
	<br />
	“Tony, get this order out today please!” “Sorry Claire, I’ve got other priorities; yours will have to wait!” In this scenario, Claire’s power remains linguistically configured but its execution is entirely dependent on Tony acceding to her demand. Should Tony refuse, as he does here, Claire’s power fades away in the deteriorating relationship. The suggestion here is that power should be considered as a relationship because its execution is dependent on subordinate action and not super ordinate demand. If this is the case, then power relationships are essentially relationships of negotiation. If this was not the case, we would find it easy to control our own children. Somehow, adults appear to lose their negotiating skills as they mature, to the point that many find any form of bargaining or haggling over prices very difficult and embarrassing too. This, however, suggests that we need not envisage negotiating as simply the traditional matter of collective bargaining between managers and unions, though this clearly forms part of the assumption. <br />
	<br />
	More radically, it implies that virtually all focus of management are forms of negotiating. Nevertheless, it may not appear like this to subordinates (or even super ordinates). After all, when the boss says” jump”, you either jump or you are out, aren’t you? Well no, you are not. You can always say “no” – and suffer the consequences which are unlikely to be an instant dismissal for such an offence – but surely this is not negotiating, it is a refusal to negotiate. It seems more likely that most super ordinates engage in a form of conversation that doesn’t (normally) involve the words “must” or the coercive equivalent. It is far more likely that words like “please” and “would you mind” will be used. It may be that subordinates simply just comply – but this is usually a choice made about the consequences of not complying and part of a longer form of strategic negotiation i.e. in the expectation of a future gain. However, there are exceptions too, who attach least importance to the gain or loss. It would be good to take a look at some of the most extreme organizations, such as Nazi concentration camps, where it was seldom the case that simple obedience ensured personal survival. In Levi’s (1993) harrowing account of Auschwitz, he concluded; “To carry out all the orders one receives, to eat only the nation, to observe the discipline of the work and the camp, only exceptionally could one survive more than three months in this way.” As someone senior once suggested to me in a bit of Machiavellianism, the route to the top is not to make the right friends but to make the right enemies. Whether this is good or a bad advice, it does embody a significant element of managerial success; other people. <br />
	<br />
	<br />
	Without networking, little is achieved, and as chaos theory reminds us, the world can be so unpredictable that the more friends in high places we can accumulate the more likely we are to survive the organizational storms that will inevitably sweep over us throughout our lives. However, the implications of actor–network theory also remind us that people are seldom enough. We may have the right personal alliances up and running but if the company is not being well managed or for any other reason, we may find ourselves acquired by a rival for whom our network might render irrelevant. I would like to add, unless we can accumulate the non-human elements to our network – and hold them in position – we may still fail. If my computer or car or phone fails at an inappropriate time, then the deal may be lost. Even if we manage to get all these elements to work, the bottom line that will ensure my own survival is not simply a red or black number ‘or’ a loss or profit. It is because the accountants have, despite Aristotle’s best intentions, ways of marking good or bad numbers appear rather better or considerably worse. In short, management is a very fuzzy business. <br />
	<br />
	<br />
	I would like to conclude by saying that negotiating is the Sine qua non of fuzzy management because it is the primary practical of dealing with uncertainty and ambiguity in all its forms. <br />
	<br />
	<br />
	<strong>Mundul is a Director with Standard Chartered Bank Nepal Ltd. </strong><br />
	<br />
	 </p>',
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	(int) 14 => array(
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			'id' => '667',
			'article_category_id' => '38',
			'title' => 'Quality As Craftsmanship',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Prof Dinesh P Chapagain </strong><br />
	<br />
	<img alt="dineshpchapagain" border="1" height="166" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/management-chapagain(1).jpg" vspace="5" width="300" /><br />
	<br />
	<strong><br />
	“Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” </strong><br />
	<br />
	<img alt="management banner" border="1" height="210" hspace="5" src="http://newbusinessage.com/ckfinder/userfiles/Images/chapagain_banner(1).jpg" vspace="5" width="400" /><br />
	<br />
	Some people perceive quality as craftsmanship and nothing else. People spend millions of rupees to purchase the creation of a famous craftsman. Millions of people travel around the world each year just to visit and admire the wonderful creations of craftsmen. The art galleries are filled with thousands of valuable paintings and sculptures made by great creators like Michelangelo Buonarroti, Pablo Picasso, Leonardo da Vinci, M F Hussain, Lain Singh Bangdel, Kiran Manandhar and others. Each year, thousands of expensive and commercial movies are made in Hollywood, Bollywood and other parts of the world with famous stars like Will Smith, Eddie Murphy, Leonardo DiCaprio, Aamir Khan, Shahrukh Khan, Hrithik Roshan, Rajesh Hamal and others. Thousands of theaters are famous for showing great performances of Michael Jackson, Freddie Mercury, Elvis Presley, The Beatles, Lata Mangeshkar, Mukesh, Narayan Gopal and others. Millions of people spend hefty amounts to attain their performances in order to entertain themselves. People love to spend money for acquiring spaces on famous buildings created by famous architects like Alvar Aalto, Leoh Ming Pei, Anant D Raje, Hafeez Contractor, Ranjan Shah and others. Moreover, many handmade crafts by famous craftsperson or craft institutions get higher value compared to similar kind of products manufactured for the masses. There are customers who value craftsmanship and visualize quality on it. These statements simply open the discourse on “Quality as Craftsmanship.” In fact, Craftsmanship is one of the most important dimensions to discern quality. <br />
	<br />
	<img align="left" alt="" border="0" height="606" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management(2).jpg" style="padding: 15px; margin:15px" vspace="15" width="210" />Expression of “craftsmanship for quality” by a famous quality guru of United Kingdom, David Hutchins, President of D H Innovation, London, has helped people understand this dimension. He says, “Craftsmanship is one dimension of Quality but it is not the only one. If we use the concept of the big ‘Q’ and the small ‘q’, where the big ‘Q’ represents the reputation of the organization as a whole in the community and the small ‘q’ refers to the quality of the products themselves, ‘craftsmanship’ will be the dominant factor for the small ‘q’. A craftsman by definition is responsible for the quality of his or her work. Craftsmanship for me is the ability of the craftsman to be trusted to do a job without supervision to the best of his ability and where he has full control of the PDCA Cycle as applied to his work.” <br />
	<br />
	<br />
	On the other hand, a veteran quality expert from Philippines, Zenaida T Velso, Vice President and Treasurer of Asia Pacific Quality Organization, defines craftsmanship differently. In her words, she writes, “I would like to define Craftsmanship as a series of activities that results in the making of a thing of value e.g. a thing for use in daily life, and which can include household items, decorative items, items used in medical and dental fields, etc and even cars and similar products, anything that is crafted. Quality of Design (how design is arrived at, quality of concept and market research), Quality of Conformance (how article conforms to design and includes quality of workforce, and equipment used), Abilities (Maintainability, Reliability, etc to show whether the article is maintainable, performs its function as in cars), and Field Service (includes the service provided by the “maker”, and how these meet the expectations of a customer).” <br />
	<br />
	<br />
	Similarly, a well-known quality and management expert from Nepal, Ramesh Man Singh, President of Network for Quality, Productivity and Competitiveness-Nepal (NQPCN), Kathmandu has a different opinion towards the impact of craftsmanship on quality. He says, “When we say craft, I see a lot of dedication, passion, and the love and creative expression of a craftsman who derives more pleasure and satisfaction out of his work rather than thinking about creating customer satisfaction. As customers, if we can empathize with the craftsman and perceive value and satisfaction at the craftsmanship, then, I think that is quality.” <br />
	<br />
	<br />
	Thus, quality experts working in different environments and contexts think differently about craftsmanship and its relationship with quality. Oxford dictionary defines a craftsman as having skill in a particular craft as - the quality of design and work shown in something made by hand, and artistry as a piece of fine craftsmanship. The Merriam-Webster dictionary defines a craftsman as a worker who practices a trade or handicraft, creates or perform with skills or dexterity especially in the manual arts. These two definitions from well-known English language dictionaries have cued few expressions that are important for understanding the meaning of craftsman and craftsmanship. They are - design, handmade, creativity, skills and dexterity. <br />
	<br />
	<br />
	For simple understanding, one can say that craftsmanship is the skill and ability to creatively design and make products by hand which is not clumsy or awkward to others. Here, the paintings, sculptures, movies, art performances, structures and many others are encompassed within this definition of craftsmanship. Even the quality understanding comes within this definition. The outputs produced by craftsmanship should not be clumsiness or awkward to people rather it should attract people who love to pay for it. This understanding of craftsmanship as quality also validates the combined opinion of quality professionals. Craftsmanship is a small ‘q’ of total ‘Q’, auto-humanization, design and total creation, skill, passion and inner satisfaction for its creator. It is agility, and furthermore, it touches the hearts of customers. Thus, we can consider this dimension of quality as craftsmanship. <br />
	<br />
	<br />
	Pre-historically, we can find craftsmanship in people producing stone axes to hunt animals for livelihood of their families. Before the medieval era, buildings, fabrics, primary agricultural tools and clothing, war weapons, sculptures and paintings were the main products of craftsmen. Craftsmanship was a predominant component of quality - fitness for use. It was towards the beginning of the 20th century that the industrial revolution began to reach the critical mass in shaping global consciousness, as well as in shaping a new economy. This new economy was based on a number of revolutionary ideas linking new ways to think about quality. The idea of quality was no longer rooted in the creativity and skills of craftsmanship. On the contrary, it had become inextricably tied to the idea of factory output. Previously, a craftsman created quality with the art of his mind, heart and hands. However, after the industrial and information revolution, the science of progress and technology enabled the creation of relatively low-cost, quality products via mass production and efficient delivery and services. The very nature of economic activity has shifted from individual to systematic and teamwork. Specialized skills gave way to compartmentalized science and handcrafted goods gave way to machined products. In short, the era of craftsmanship was eclipsed by the era of management acumen and engineering. <br />
	<br />
	<img align="left" alt="" border="0" height="587" hspace="15" src="http://newbusinessage.com/ckfinder/userfiles/Images/management11.jpg" style="padding: 15px; margin:15px" vspace="15" width="189" />Nevertheless, we cannot ignore the craftsmanship of the past and the future for quality understandings. Let us look at some of the examples of famous craftsmanship that has been termed as the wonders of the world and have been loved and recognized by people all over the word. Historian Herodotus (484 – 425 BCE), and the scholar Callimachus of Cyrene (305 – 240 BCE) at the Museum of Alexandria, had made the early list of seven wonders. Presently, their writings have survived as references only. The seven wonders of that time were Great Pyramid of Giza, Hanging Gardens of Babylon, Statue of Zeus at Olympia, Temple of Artem at Ephesus, Mausoleum of Maussollos at Halicarnassus, Colossus of Rhodes and Lighthouse of Alexandria. <br />
	<br />
	<br />
	The wonders of the middle ages as listed by the writers of 19th and early 20th century were Stonehenge (UK), Colosseum (Rome), Catacombs of Kom el Shoqafa (Egypt), Great Wall of China, Porcelain Tower of Nanjing (China), Hagia Sophia (Istanbul), Leaning Tower of Pisa (Italy), Taj Mahal (India), Cairo Citadel (Egypt), Ely Cathedral (UK), and Cluny Abbey (France). Swiss corporation New 7 Wonders Foundation initiated a campaign to choose the New 7 Wonders of the World from a selection of 200 existing monuments in 2001. Despite the criticism, more than 100 million people voted for selecting the New 7 Wonders of the World and the results were announced on 7 July 2007 in Lisbon, Portugal. The list included the Great Wall of China, Petra of Jordan, Christ the Redeemer of Brazil, Machu Picchu of Peru, Chichen Itza of Mexico, Colosseum of Italy and Taj Mahal of India. The Deshyamaru Jhya and the pagoda style temples of Kathmandu in Nepal are also attracting tourists on the basis of their craftsmanship. Millions of people have admired the craftsmanship of these structures, visited them several times in their lifetime and admired their artistic creations. Thus, it may not be wrong to say that many people perceive quality as craftsmanship. <br />
	<br />
	<br />
	Let us now look at the understanding of actual craftsmanship in service industries. How can the hospitals, educational institutions and industries deliver quality services and attract customers? In hospitals, despite the use of ultra-modern equipments, installed infrastructures and the overall quality service of staffs, the ability, skill, passion and dexterity of doctors count the most to become famous and attract the patients. The quality education as demanded by the society is the outcome of craftsmanship of teachers irrespective of modern infrastructures and curriculums of educational institutions. An aircraft pilot carries the lives of so many travelers who travel without having any doubts about his craftsmanship which are passion, experience, skill and precision. If all these are not quality then what is? Hence, an individual’s craftsmanship is the quality parameter for any type of manufacturing or service delivering industries. <br />
	<br />
	<br />
	The four stakeholders of quality as understood by everyone are the suppliers, customers, regulators and watchdogs. Regarding “Quality as Craftsmanship”, suppliers are the craftsmen themselves who design and work or produce products for their satisfaction rather than for marketing their creation. It captures the niche market and the customers are attracted by the suppliers’ craftsmanship. The customers of craftsmanship include specific target groups who may be willing to pay much more than the cost of production itself. The governments of all countries or any other agencies as quality regulators always motivate craftsmen to produce their arts and crafts as aesthetic and cultural heritages of the nation. But of course, they take precaution so that it does not deteriorate societal and environmental health. The civil society as watchdog also promotes healthy arts and craftsmanship considering them as an image building exercise for the nation. Thus, the craftsmanship of any country survives in a win-win environment and is a selfmotivating dimension of quality. <br />
	<br />
	<br />
	Some people consider craftsmanship as the only dimension of quality whereas many people understand craftsmanship as one of the most important dimensions of quality. Craftsmanship is an inner strength of a maker or a group of makers as an aptitude, ability and dexterity of producing products or delivering services to satisfy themselves. Thus, they eventually capture the minds of specific customers. Craftsmanship is required for a full cycle of design to work in order to produce quality. <br />
	<strong><br />
	<br />
	Prof Chapagain can be reached via email at dinesh.chapagain@yahoo.com </strong><br />
	<br />
	 </p>',
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