We learn more by looking for the answer to a question and not finding it than we do from learning the answer itself.
We must use time as a tool, not as a couch.
What's money? A man is a success if he gets up in the morning and goes to bed at night and in between does what he wants to do.
It's not the hours you put in your work that counts, it's the work you put in the hours.
Natural ability without education has more often attained to glory and virtue than education without natural ability.
Let us watch well our beginnings, and results will manage themselves.
I cannot expect to perform the task with equal ability and success.
What lies behind us, and what lies before us, are tiny matters compared to what lies within us
Anything that has real and lasting value is always a gift from within.
History, although sometimes made up of the few acts of the great, is more often shaped by the many acts of the small.
Happiness is different from pleasure. Happiness has something to do with struggling and enduring and accomplishing.
The nice thing about egotists is that they don't talk about other people.
We are born with a brain concealed in a skull that no matter how poor we are, we're still rich, for no one can steal what our brain contains.
We are born to have two ears, one on the left, and one on the right so we can hear both sides, collect both the compliments and criticisms, to understand which are right.
We are born with two eyes in front so that we must not always look behind, but see what lies ahead beyond ourselves.
People need to understand that children with special needs don't have an illness, so there is no cure & it's not contagious. They only want what we all want, to be accepted.
A life spent making mistakes is not only more honorable, but more useful than a life spent doing nothing.
We should not spend all our time asking why a particular person doesn't like us. Rather, should enjoy happiness that a thousand others do love us.
Don't be ashamed if you don't know something... what's embarrassing is that you cannot do anything... by all means knowledge can be obtained thru learning..
There is no such thing as destruction... you just changed something in a different form...
In prosperity, our friends know us; in adversity, we know our friends.
To me, photography is the simultaneous recognition, in a fraction of a second, of the significance of an event.
The reason why great men meet with so little pity or attachment in adversity, would seem to be this: the friends of a great man were made by his fortune, his enemies by himself, and revenge is a much more punctual paymaster than gratitude.
The only real mistake is the one from which we learn nothing.
Confidence in nonsense is a requirement for the creative process.
A human being must have an occupation, so he or she will not become a nuisance to the world.
(For any inquiries, please contact me at mukhtar_usmani@yahoo.com or add me in Facebook with the use name (Mukhtar Farhan))
Tuesday, July 13, 2010
Wednesday, June 30, 2010
What Are Your Major Weaknesses?
You must be prepared to answer this trick question. If you answer the question as it is asked, you could easily damage your chances of getting the job. By trying to throw you off guard, the employer can see how you might react in similar tough situations on the job. I have often asked this question to groups of job seekers, and I usually get one of two types of responses. The first response goes like this:
"I really don't have any major weaknesses." That response is untrue and evasive. The other type of response I usually get is an honest one like this:
"Well, I am really disorganized. I suppose I should do better at that, but my life has just been too hectic, what with the bankruptcy and embezzlement charges and all."
Although this type of response might get an A for honesty, it gets an F for interview technique.
What's needed here is an honest, undamaging response followed by a brief, positive presentation to counter the negative. The best approach is to present a weakness in a way that does not harm-and could help-your ability to do a good job. Here are some examples:
Sample Answer #1
"Well, I have been accused by coworkers of being too involved in my work. I usually come in a little early to organize my day and stay late to get a project done on time."
Sample Answer #2
"I need to learn to be more patient. I often do things myself just because I know I can do them faster and better than someone else. This trait has not let me be as good at delegating tasks as I want to be. But I am working on it. I'm now spending more time showing others how to do the things I want done and that has helped. They often do better than I expect because I am clear about explaining what I want and how I want it done."
These responses could both be expanded with the Prove-It Technique, but they successfully use the Three-Step Process in answering a problem question, as outlined in chapter 1. In both cases, the answers responded to the question as it was asked, but they did so in a way that presented the weakness as a positive.
"What Sort of Pay Do YouExpect to Receive?"
If you are unprepared for this question, any response you give is likely to damage your ability to get a job offer. The employer wants you to name a number that can be compared to a figure the company has in mind. Suppose that the employer is looking to pay someone $36,000 a year. If you say you were hoping for $40,000, you will probably be eliminated from consideration. The employer will be afraid that, if you took the job, you may not stay. If you say you would take $29,000, you will make it nearly impossible to negotiate for a higher salary if you are offered the job. Or the employer might decide that your skills are worth less than what the job requires.
This question is designed to help the employer either eliminate you from consideration or save money at your expense. You could get lucky and name the salary the employer had in mind, but the stakes are too high for me to recommend that approach.
Employers often use discussions of pay in an initial interview to screen people out. Because you aren't likely to get a firm job offer in a first interview, your objective should be to create a positive impression and not be rejected. If the topic of pay does come up, avoid getting nailed down. Here are some things you could say:
"Are you making me a job offer?" (A bit corny, yes, but you just might be surprised at the result.)
"What salary range do you pay for positions with similar requirements?"
"I'm very interested in the position, and my salary would be negotiable."
"Tell me what you have in mind for the salary range."
"I prefer to hear more about the position before I can come up with a solid number."
Put off discussion of pay until you are sure it's the real thing and not just part of a screening process. See chapter 8 for more information on how to talk money when the time is right.
"I really don't have any major weaknesses." That response is untrue and evasive. The other type of response I usually get is an honest one like this:
"Well, I am really disorganized. I suppose I should do better at that, but my life has just been too hectic, what with the bankruptcy and embezzlement charges and all."
Although this type of response might get an A for honesty, it gets an F for interview technique.
What's needed here is an honest, undamaging response followed by a brief, positive presentation to counter the negative. The best approach is to present a weakness in a way that does not harm-and could help-your ability to do a good job. Here are some examples:
Sample Answer #1
"Well, I have been accused by coworkers of being too involved in my work. I usually come in a little early to organize my day and stay late to get a project done on time."
Sample Answer #2
"I need to learn to be more patient. I often do things myself just because I know I can do them faster and better than someone else. This trait has not let me be as good at delegating tasks as I want to be. But I am working on it. I'm now spending more time showing others how to do the things I want done and that has helped. They often do better than I expect because I am clear about explaining what I want and how I want it done."
These responses could both be expanded with the Prove-It Technique, but they successfully use the Three-Step Process in answering a problem question, as outlined in chapter 1. In both cases, the answers responded to the question as it was asked, but they did so in a way that presented the weakness as a positive.
"What Sort of Pay Do YouExpect to Receive?"
If you are unprepared for this question, any response you give is likely to damage your ability to get a job offer. The employer wants you to name a number that can be compared to a figure the company has in mind. Suppose that the employer is looking to pay someone $36,000 a year. If you say you were hoping for $40,000, you will probably be eliminated from consideration. The employer will be afraid that, if you took the job, you may not stay. If you say you would take $29,000, you will make it nearly impossible to negotiate for a higher salary if you are offered the job. Or the employer might decide that your skills are worth less than what the job requires.
This question is designed to help the employer either eliminate you from consideration or save money at your expense. You could get lucky and name the salary the employer had in mind, but the stakes are too high for me to recommend that approach.
Employers often use discussions of pay in an initial interview to screen people out. Because you aren't likely to get a firm job offer in a first interview, your objective should be to create a positive impression and not be rejected. If the topic of pay does come up, avoid getting nailed down. Here are some things you could say:
"Are you making me a job offer?" (A bit corny, yes, but you just might be surprised at the result.)
"What salary range do you pay for positions with similar requirements?"
"I'm very interested in the position, and my salary would be negotiable."
"Tell me what you have in mind for the salary range."
"I prefer to hear more about the position before I can come up with a solid number."
Put off discussion of pay until you are sure it's the real thing and not just part of a screening process. See chapter 8 for more information on how to talk money when the time is right.
Tuesday, June 29, 2010
How do you prioritize your work?
Prioritizing is not easy. You must determine what needs to be done and how much time you have to do it in. Normally you should not make your schedule so tight that you won't have time for setbacks or research. Make a list of things to do: you should start with the most important and time sensitive issues. On your list you should list the due date of your projects. Always give yourself at least 2 days before, if possible. If your projects are daily then give yourself at least 1 to 2 hours deadline before the due date or time. If you can color code your list such as (Red) urgent, must do right away, (Blue) projects with deadlines within a weeks time (Purple) daily jobs that can be done at any time. Cross off things as you finish them and add as needed. Keep this in your computer but also print a copy and keep it somewhere where you can see it.
Monday, June 28, 2010
How do you reduce manpower if there are 16000 employees in an organization?
Reducing Manpower
Three primary methods, layoffs, atrition or early retirement bonuses. Unfortunately, layoffs end up causing more problems than they are worth. People tend to start looking for jobs when they see their co-workers get laid-off. Attrition just allows people to leave without hiring someone else to fill the spot. Necessary positions are re-filled from within the company.
Attrition and early retirement take a little longer, but give the employees much more confidence in the company, and end up with valuable employees staying.
Increase management to staff ratios:
Increase employee to employer ratio:
In an organization of 16,000 employees, there will be many levels of management with in the organization. If the organization were to assign lower level employees to any one manager, they would then be able to reduce employee numbers. This is where middle management has its problems during recessions etc.
For e.g. (NB: unrealistic and oversimplifying):
If a company has 128 employees to manage and each manager in the organization has 2 people under them, the organization diagram will look like this: 1 > 2 > 4 > 8 > 16 > 32 > 64 > 128. This means that there is 8 tiers in the organization, and most importantly, 126 managers looking after 128 workers.
As opposed to having a structure where each manager looks after 4 people, again with 128 workers, the structure will look like so: 1 > 4 > 16 > 64 > 128. In this case, there is only 5 tiers, and only 84 managers looking after 128 workers.
This difference of 42 managers is a huge reduction in the workforce. As seen, to do this the organization must demand more from management, which could be done through a number of ways like training or higher wages. But in doing so, the manpower required in an organization will be greatly diminished, especially the larger an organization is, i.e. 16,000 employees.
Three primary methods, layoffs, atrition or early retirement bonuses. Unfortunately, layoffs end up causing more problems than they are worth. People tend to start looking for jobs when they see their co-workers get laid-off. Attrition just allows people to leave without hiring someone else to fill the spot. Necessary positions are re-filled from within the company.
Attrition and early retirement take a little longer, but give the employees much more confidence in the company, and end up with valuable employees staying.
Increase management to staff ratios:
Increase employee to employer ratio:
In an organization of 16,000 employees, there will be many levels of management with in the organization. If the organization were to assign lower level employees to any one manager, they would then be able to reduce employee numbers. This is where middle management has its problems during recessions etc.
For e.g. (NB: unrealistic and oversimplifying):
If a company has 128 employees to manage and each manager in the organization has 2 people under them, the organization diagram will look like this: 1 > 2 > 4 > 8 > 16 > 32 > 64 > 128. This means that there is 8 tiers in the organization, and most importantly, 126 managers looking after 128 workers.
As opposed to having a structure where each manager looks after 4 people, again with 128 workers, the structure will look like so: 1 > 4 > 16 > 64 > 128. In this case, there is only 5 tiers, and only 84 managers looking after 128 workers.
This difference of 42 managers is a huge reduction in the workforce. As seen, to do this the organization must demand more from management, which could be done through a number of ways like training or higher wages. But in doing so, the manpower required in an organization will be greatly diminished, especially the larger an organization is, i.e. 16,000 employees.
How long does it take to earn a bachelor's degree in business?
It should take 4 years if it's from a reputable university. There are many other programs that are less but 4 is best.
How do you write an acknowledgment?
An acknowledgment is just a fancy term for thanking the people who helped you out. If you are writing a report or formal essay or any other type of scholastic paper, you would want to include teachers who helped, any person who did anything for you or gave you information, and any organization or company who assisted you in any way.
You just write down the name of the person or organization and what they did to help, such as "I would like to thank Wiki Answers for providing information on how to write an acknowledgment."
You just write down the name of the person or organization and what they did to help, such as "I would like to thank Wiki Answers for providing information on how to write an acknowledgment."
Why is management theory important?
Management Theory's Role and Importance Management theory is important because it is the study of how to make all the people in your organization more productive. If you are self employed and have other working for you, or you outsource certain jobs you are unable to do, then you know how hard it is to find qualified competent professionals to provide you a service or work for you. You want to maximize labor productivity and learning how to manage people is the key.
My View: by Kayors
The key to business management is to maximize productivity. However, while management theory does aim towards getting a group of entities to achieve a certain goal, it does not necessarily achieve in making people more productive towards this cause.
Times are shifting rapidly and the loss of key gurus, like Peter Drucker, in recent times, bears certain implications.
I believe the key contribution in having management theory lies in what has been achieved by the differing schools of thought within our history. This may serve as a guide but one must also bear in mind management is not just a science, but also an art.
There are many benefits to knowing management theory. First of all management theory doesn't just teach someone how inspire employees to be more productive, it also shows managers how to be good bosses. It is key for them to know how to deal with issues that may happen in the workplace, they have to efficiently deal with these issues and simultaneously maintain a stable or improving level of productivity. With management you have to balance a multitude of tasks daily and being familiar with management theory can help greatly.
My View: by Kayors
The key to business management is to maximize productivity. However, while management theory does aim towards getting a group of entities to achieve a certain goal, it does not necessarily achieve in making people more productive towards this cause.
Times are shifting rapidly and the loss of key gurus, like Peter Drucker, in recent times, bears certain implications.
I believe the key contribution in having management theory lies in what has been achieved by the differing schools of thought within our history. This may serve as a guide but one must also bear in mind management is not just a science, but also an art.
There are many benefits to knowing management theory. First of all management theory doesn't just teach someone how inspire employees to be more productive, it also shows managers how to be good bosses. It is key for them to know how to deal with issues that may happen in the workplace, they have to efficiently deal with these issues and simultaneously maintain a stable or improving level of productivity. With management you have to balance a multitude of tasks daily and being familiar with management theory can help greatly.
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