An enterprise is only as good as the people that make it!
Read to understand how can you work on the mind of your enterprise, from Kalindi Kale's article in MCCIA's monthly magazine - Sampada: July 2019
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
White paper the thinking-feeling organization (dec. 2013) finalBrian Christian
Anyone who has pursued a strategic innovation knows how difficult it can be to win internal support for even the most attractive opportunity. This is largely due to the fact that new offerings and business models are unfamiliar to -- and often cause discomfort among -- those within the organization. But companies that learn to effectively balance their analytical and emotional reactions to new opportunities are best able to assess and pursue them successfully. In this white paper, Inovo CEO Larry Schmitt explores a new paradigm for strategic innovation -- iterative deepening -- that embraces this duality of thinking and feeling and helps innovators learn to manage it effectively.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving.
This new ebook is explaining organisations and employees how to make the most of the opportunities ahead and tells why managers must be flexible and socially intelligent.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
Final Round of a Business Quiz based on HR, was created and conducted by me for the HR department of K J Somaiya Institute of Management Studies and Research on the occasion for Melange, our annual Fest
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
TextbooksDiane Hacker’s Rules for Writers (9th Ed)1-1W.docxtodd191
Textbooks
Diane Hacker’s Rules for Writers (9th Ed)
1-1What is Organizational Behavior?
What exactly is meant by the term “organizational behavior”? And why should it be studied? Answers to these two fundamental questions will both help establish our foundation for discussion and analysis and help you better appreciate the rationale as to how and why understanding the field can be of value to you in the future.
1-1aThe Meaning of Organizational Behavior
Organizational behavior (OB) is the study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself. Although we can focus on any one of these three areas, we must also remember that all three are ultimately necessary for a comprehensive understanding of organizational behavior. For example, we can study individual behavior without explicitly considering the organization. But because the organization influences and is influenced by the individual, we cannot fully understand the individual's behavior without learning something about the organization. Similarly, we can study organizations without focusing explicitly on the people within them. But again, we are looking at only a portion of the puzzle. Eventually we must consider the other pieces, as well as the whole. Essentially, then, OB helps explain and predict how people and groups interpret events, react, and behave in organizations and describes the role of organizational systems, structures, and process in shaping behavior.
Managers at businesses like The Home Depot need to understand individual employee behavior, characteristics of the organization itself, and the interface between individual behavior and the organization.
ISTOCKPHOTO.COM/LOKIBAHO
Figure 1.1 illustrates this view of organizational behavior. It shows the linkages among human behavior in organizational settings, the individual–organization interface, the organization itself, and the environment surrounding the organization. Each individual brings to an organization a unique set of personal characteristics and a unique personal background and set of experiences from other organizations. Therefore, in considering the people who work in their organizations, managers must look at the unique perspective each individual brings to the work setting. For example, suppose managers at The Home Depot review data showing that employee turnover within the firm is gradually but consistently increasing. Further suppose that they hire a consultant to help them better understand the problem. As a starting point, the consultant might analyze the types of people the company usually hires. The goal would be to learn as much as possible about the nature of the company's workforce as individuals—their expectations, their personal goals, and so forth.
Figure 1.1The Nature of Organizational Behavior
The field of organizational behavior attempts to understand human behavior in organizational settings, the organiza.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Empowered People".
White paper the thinking-feeling organization (dec. 2013) finalBrian Christian
Anyone who has pursued a strategic innovation knows how difficult it can be to win internal support for even the most attractive opportunity. This is largely due to the fact that new offerings and business models are unfamiliar to -- and often cause discomfort among -- those within the organization. But companies that learn to effectively balance their analytical and emotional reactions to new opportunities are best able to assess and pursue them successfully. In this white paper, Inovo CEO Larry Schmitt explores a new paradigm for strategic innovation -- iterative deepening -- that embraces this duality of thinking and feeling and helps innovators learn to manage it effectively.
Reverse Mentoring is an emerging program in maximum of developing organizations. Reverse Mentoring is highly practiced and appreciated by mentors, mentees and also the organizations. In this paper an attempt has been made to study what factors among Organization Factors, Job Condition Factor, Rewards and Benefit Factor, Career Development
In almost every Asian market, competition is increasing, fuelled by both local and foreign businesses. Skills shortages are a constraint on most firms in the region, and our leaders are now faced with managing three or four generations of workers all with their own unique ways of working and behaving.
This new ebook is explaining organisations and employees how to make the most of the opportunities ahead and tells why managers must be flexible and socially intelligent.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
Final Round of a Business Quiz based on HR, was created and conducted by me for the HR department of K J Somaiya Institute of Management Studies and Research on the occasion for Melange, our annual Fest
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
TextbooksDiane Hacker’s Rules for Writers (9th Ed)1-1W.docxtodd191
Textbooks
Diane Hacker’s Rules for Writers (9th Ed)
1-1What is Organizational Behavior?
What exactly is meant by the term “organizational behavior”? And why should it be studied? Answers to these two fundamental questions will both help establish our foundation for discussion and analysis and help you better appreciate the rationale as to how and why understanding the field can be of value to you in the future.
1-1aThe Meaning of Organizational Behavior
Organizational behavior (OB) is the study of human behavior in organizational settings, of the interface between human behavior and the organization, and of the organization itself. Although we can focus on any one of these three areas, we must also remember that all three are ultimately necessary for a comprehensive understanding of organizational behavior. For example, we can study individual behavior without explicitly considering the organization. But because the organization influences and is influenced by the individual, we cannot fully understand the individual's behavior without learning something about the organization. Similarly, we can study organizations without focusing explicitly on the people within them. But again, we are looking at only a portion of the puzzle. Eventually we must consider the other pieces, as well as the whole. Essentially, then, OB helps explain and predict how people and groups interpret events, react, and behave in organizations and describes the role of organizational systems, structures, and process in shaping behavior.
Managers at businesses like The Home Depot need to understand individual employee behavior, characteristics of the organization itself, and the interface between individual behavior and the organization.
ISTOCKPHOTO.COM/LOKIBAHO
Figure 1.1 illustrates this view of organizational behavior. It shows the linkages among human behavior in organizational settings, the individual–organization interface, the organization itself, and the environment surrounding the organization. Each individual brings to an organization a unique set of personal characteristics and a unique personal background and set of experiences from other organizations. Therefore, in considering the people who work in their organizations, managers must look at the unique perspective each individual brings to the work setting. For example, suppose managers at The Home Depot review data showing that employee turnover within the firm is gradually but consistently increasing. Further suppose that they hire a consultant to help them better understand the problem. As a starting point, the consultant might analyze the types of people the company usually hires. The goal would be to learn as much as possible about the nature of the company's workforce as individuals—their expectations, their personal goals, and so forth.
Figure 1.1The Nature of Organizational Behavior
The field of organizational behavior attempts to understand human behavior in organizational settings, the organiza.
15Five's Guide To Creating High Performing TeamsDavid Hassell
Managing a team has never been more complex. Knowledge-based workers are challenging status-quo leadership at every turn. How will you keep your A-players, ensure their happiness and call forth their best week after week?
15Five's Guide To Creating High Performing Teams contains helpful management tips on everything from building better relationships with employees to supercharging meetings and performance reviews.
QUESTIONDiscuss how leaders can use emotional intelligence today .pdfformicreation
QUESTION:
Discuss how leaders can use emotional intelligence today in the workplace. Include subject
headers that introduce the following topics and relate these concepts to at least one company:
accountability, transformational communication, and values. You may use multiple corporate
examples your choice.
READINGS:
Guy Millar explains the importance of developing emotional intelligence in creating true
corporate values business decisions.\"Yur priority is to establishthe right culture andleadership,
makingcitizenship core to ourvalues and day-to-day\"Committed to safety, respect, excellence,
courageand one team.\"\"...our behaviour being open and honest ineverything we do\".\"...to act
with the highest integrity in everythingwe do\".These are the stated values of some of theFTSE
100 companies that have been pilloried inthe press of late. However, our experience of
theseorganisations has not tallied with these fine words.Users of these companies\' products and
serviceshave felt let down, used or cheated. Trust has beenbroken, with little faith in it being
restored. Forthe employees working in these organisations,there is also a feeling of being let
down, and wherebefore they may have felt proud of their company,they now feel a certain
amount of shame.The soul or heart of any organisation orbusiness is the quality of its
relationships. It seem the people have been forgotten and that manyorganisations\' values have
lost validity - losingtheir reputation and integrity along withtheir souls.The companies that do the
best job of living upto their values and developing ethical employeesrecognise that the real cause
of success - or failure- is always the people, not the words. Ultimatelyactions will say much more
to employees aboutvalues and leadership than words ever can. Ifactions are wise, no one wiU
care if the words arenot perfect. If actions are foolish or iU-considered,the words posted on the
corporate website and inthe staff handbook will only look like propagandaand no one will
believe it.The current wave of corporate disapprovalbegan in 2001 with the bursting of the dot-
combubble, the ensuing bear market, and the financialscandals involving Enron, WorldCom,
Tyco andothers. Ever since, the press has had a field daywith the top people in corporations and
publiclife providing a constant source of entertainmentof the worst kind - ritual humiliation. In
anutshell, the actions of these CEOs, politicians,celebrities and organisations have let them
down.\"If people\'s state of being is not matched by theirstate of doing, they recklessly court
disaster,\" saysMarianne Williamson, author and founder ofThe Peace Alliance\'.References1
WilliamsonM The Ageof Miracles:Embracing theNew MidiifeHay House(2008)2
http://www.towerswatson.com/research/7177Being congruent is really important rightnow and it
goes to the heart of what businessleadership needs to be about.An organisation\'s values should
be anexpression of its culture, of what it believes to bei.
Slide share Wisdom Chronicles - Book SummaryDr. Ted Marra
Here is your opportunity to have a quick preview of my new book, 'The Wisdom Chronicles: Competing to Win - Lessons Learned for Reaching the next Level of Performance'. I hope you enjoy your short read and that it 'wets your appetite' for the full story!
wk-3-vid-lec.mp4Week 3 Lecture 1 Problems in Person Percept.docxambersalomon88660
wk-3-vid-lec.mp4
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for .
Week 3 Lecture 1 Problems in Person Perception”Salutations Clas.docxcockekeshia
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective families. So, as the manager rewards all of his employees with money, it’s hard for him or her to unde.
This is a power point presentation I made at the RV College of Engineering to pre-final year students. The Program is meant students as leaders for the corporate world.
smime.p7s
Whole Foods Case study.pdf
Organization Behavior WK 3 reading assignment.docx
Week 3 Lecture 1 “Problems in Person Perception”
Salutations Class! In our personal and professional lives, we all have perceptions which drive our behaviors. Whether we like to admit it or not, we all have both positive and negative perceptions of various things (people, tasks, events). Understanding what’s behind those perceptions will allow you to evaluate, understand, and better appreciate happenings around you.
A perception, academically defined in the text on page 121 by Hitt, Miller, and Colella, is the process of sensing various aspects of a person, task, or event and forming impressions based on selected inputs. Within the slide presentation this week, we reviewed the three stages of perception which included sensing, selecting, and organizing. During this lecture, we’ll focus in on what the text calls “Problems in Person Perception”.
We’ll cover four specific terms and give you a bit more insight into each one. Noted below are each topic, how the Hitt, Miller, and Colella text defines each one on page 125, and some specific examples to help you identify each in practice.
Implicit person theories – defined as “personal theories about what personality traits and abilities occur together and how these attributes are manifested in behavior.” An example of this recently surfaced in the workplace. Here’s the scenario…a leader recently had his door shut for the majority of the day for the last couple of weeks. His secretary senses that his door being closed is a reflection of how he feels about her. In other words, subconsciously believes that physical separation and dislike are coupled together. The problem with this is that the leader had his door shut for very valid reasons. He was coordinating an entangled web with human resources and the legal department to terminate an employee for poor performance. How could this problem in person perception be avoided? What could be done the next time around to prevent this misunderstanding?
Halo effect – defined as “a perception problem in which an individual assesses a person positively or negatively in all situations based on an existing general assessment of the person.” Let’s use the all too popular example of a politician on the national level…how about a longstanding member of Congress who has cheated on his tax returns and is facing tax evasion charges. Many folks would generally see that Senator or Congressman as an all-around bad person regardless of any good that individual has done in his or her community.
Projecting – defined as “a perception problem in which an individual assumes that others share his or her values and beliefs.” For this concept, let’s take the manager who values bonuses in the form of money as a motivational tool. The manager’s employees, however, have varied beliefs. Some prefer money but many prefer paid time off to spend with their respective fam.
Perhaps the most intimidating aspect of leadership is knowing that in addition to playing an important role in a team’s success, leaders are held responsible for their team’s failures. In order to obtain great results from their teams, leaders must be able to consistently motivate their team members.
Knowledgeable workers must manage themselves.
Motivation And Engagement In The WorkplaceJon Hansen
The Actual Value of Motivation and Engagement in the Workplace
By Jim Bouchard, author of Dynamic Components of Personal POWER
“The Power of the Wolf is the Pack, and the Power of the Pack is the Wolf.”
I thank Rudyard Kipling for this expression; I freely paraphrase this sentiment from “The Jungle Book.”
Can Pune Really be Silicon Valley of IndiaMCCIA Pune
What are the city's strengths, how is the startup culture here, which are the professional & industry associations in Pune, read in the latest Sampada publication of MCCIA, written by Mr. Y. H Gharpure, Chairman and Managing Director of M/s Gharpure Consulting Engineers Pvt Ltd
MCCIA Report: Pune - Industry 4.0 Capital of India in the MakingMCCIA Pune
This report that was launched at our Industry 4.0 Summit on 4th February, captures the current state and potential for Industry 4.0 in India and across the world. Pune has the potential to become the epicenter of Industry 4.0 adoption and providing solutions to not only Indian markets, but globally.
To transform ourselves from a trade-deficit nation into a trade-surplus nation, what role can the government play, more so in terms of providing a better infrastructure?
Read on here in an article by Mr. Sudhir Mehta, VP, MCCIA and Chairman-MD, Pinnacle Industries, as published in our Sampada, January edition
Brand Revitalization: An article in our Sampada, December 2019 edition MCCIA Pune
What is brand revitalization? Why does companies undertake this strategic change? What are the reasons that direct the process of brand-revitalization?
Here's an article by Ms. Nandita Khaire, where she cites some interesting case-studies and examples from the leading corporates.
Maharashtra provides a promising environment for encouraging exports from India. Read on the statistics and get detailed background in the article by Vishnu Prabhu. This is written for Sampada, our monthly publication, Diwali edition
As the world around us becomes increasingly fast-paced and complex, organizational success is determined by how often and how connectedly you can serve your customers with excellence.
Read Praveen Desai's article in Sampada, our monthly publication, Diwali edition
Blockchain is one of the most promising technologies and it has developed interest for almost all major organizations globally. However, organisations are still not aware about the true potential of blockchain technoloy, where it is used, who's using it and how it's developing.
Read the article by Naresh Jain and Prashant Surana, in Sampada, our monthly publication, Diwali edition
ZED enhancing the global competitiveness for export promotion: A drive by Gov...MCCIA Pune
How does the ZED certification works in enhancing competitiveness of a business, thereby leveraging his scope of export.
An article by Dr. Sanjeevani Gogawale in our Sampada - Diwali edition.
The world is changing - Article by Ajay MehtaMCCIA Pune
The overall frame of reference around which the businesses we have been running is changing. The actions taken so far seem to give completely different results than what was had anticipated. So where should one go from here?
Tourism Branding: An article in our Sampada - May 2019 editionMCCIA Pune
How a place is represented and differentiated inspires people to visit it. Brand image is important, and if there is emotion, the destination becomes captivating. The destination does not stand for something unique.
Read what Nandita Khaire says on destination branding, its significance, branding based on type of tourism, and making it sustainable.
Innovation Culture in Business, published in MCCIA's Sampada, Jan.2019 editionMCCIA Pune
Anand Khot in conversation with Satavisha Natu of MCCIA. Read on to get insights on areas like how organisational culture influences innovation, who wins in the debate between strategy and culture, how can employees contribute on-ground, when it comes to culture of innovation.
Anand P Khot, General Manager GR, IBM India Pvt Ltd, Vice President - National HRD Network, Pune Chapter and Member of HR&IR Committee of MCCIA and CII Pune.
MCCIA News - August 2019!
Apart from successful & knowledge sharing events like CSR summit & seminar on electric mobility, here is how the month of August was for us:
Interaction with government delegates like Hon. minister Mr. Gangwar, IAS metropolitan commissioner Mr. Vikram Kumar; a web-meeting with senior officials in China; an event under HR-IR committee, and a session on rooftop solar, were a few key activities
Apart from successful & knowledge sharing events like CSR summit & seminar on electric mobility, here is how the month of August was for us:
Interaction with government delegates like Hon. minister Mr. Gangwar, IAS metropolitan commissioner Mr. Vikram Kumar; a web-meeting with senior officials in China, an event under HR-IR committee, and a session on rooftop solar, were a few key activities.
What role does a leader play to nurture innovation? What measures can he take to not let an idea die? How should leaders tackle the conflict between 'work at hand' and 'work for future'?
Read Mr. Anup Sable's article in Sampada, our monthly publication - January edition.
Optimism, inspiration and motivation is a state of mind, and is very personal in nature. Actions can be disconnected from the state of mind. What actions entrepreneurs should adopt, to be effective? Read what Ms. Kalindi Kale says in 'Sampada', our monthly publication
Team dynamics for skill and performance management of Technology deployment i...MCCIA Pune
New technologies are getting deployed frequently and speedily. Is the team ready to accept the new technologies? How do MSMEs get their team engaged in the process of deploying new technology.
Read more to know, and understand the methodology in the ZED certification.
Creating and Sustaining Culture in Start-UpsMCCIA Pune
What is a culture in a startup? How is it built? Which are the characteristics and values that go into building and sustaining a culture? Read on to know from Dr. Swati Karve, who wrote in 'Samapada', monthly publication of MCCIA
MCCIA_Agriculture & Agribusiness CommitteeMCCIA Pune
The Committee has been serving as a contact point for enhancing business links between Farmers and Agri-food processing units and to work for dissemination of important commercial information to farmers, growers, food processing industries and the related stakeholders. The committee is making efforts in promoting awareness about the National and International Agri-Food Regulations among the Farmers and Food Processing Industries.
Explore Sarasota Collection's exquisite and long-lasting dining table sets and chairs in Sarasota. Elevate your dining experience with our high-quality collection!
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
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Enterprise - a mind of its own : Article in Sampada - July edition
1. : Owb¡ 201938
www.youtube.com/user/punemccia
Dr. Kalindi Kale
It also means a person's ability I
think and reason. Scholars have also
defined mind as not one, but as a set of
cognitive faculties like imagination,
perception, thinking, judgment
andmemory to the consciousness.Afew
more words can be added as
descriptors of the mind, like philosophy,
spirit, psychology, thought, judgment,
values and ideals, problem solving,
knowledge, subjectivity, nature,
character, disposition, choice,
subconscious, mentality, intuition, gray
m a t t e r , g e n i u s , r e a s o n i n g ,
understanding, wit, creativity, ingenuity,
wisdom- well the list go on.
While reflecting on the connect
between the mind of entrepreneur and
the mind of enterprise we could ask
several questions starting from
● When and how does an enterprise
get these descriptors?
What is 'mind'? The dictionary
meaning says it is the element of a
person that enables them to be aware of
the world and their experiences, to think
and to feel; the faculty of consciousness
and thought.
The reason behind getting into the
definitions and the words associated
with mind is to primarily get inklingabout
the connectedness of the mind of
entrepreneur with the mind of
enterprise.
● What is mind of an enterprise?
● How is the mind of enterprise
connected with the mind of the
entrepreneur?
● Why is it necessary to have
mindfulness about the mind of
enterprise?
Strictly going by definition, an enterprise
is a legal entity formed by a group of
individuals to engage in and operate a
business. Going by that alone, an
enterprise is a formless, shapeless,
colorless, virtual, abstract entity.
However, when one thinks of any
specific organization, words that are
used to describe a person come to the
mind. Benevolent, stingy, caring,
aggressive, robust, diverse, fun,
individualistic, tribe, opportunistic, risk
averse, stringent could be some of the
ways in which people see the
organizations. An enterprise is only as
good as the people that make it. The
e x h i l a r a t i n g j o u r n e y o f a n
enterprise,from an abstract entity to a
definite character and a persona is
exhilarating.
● How is the mind of enterprise
connected with the mind of the
entrepreneur?
It is almost like a parent and a child
relation between the entrepreneur and
an enterprise. While a child may have
● What is mind of an enterprise?
● What influences/motivates the mind
of an enterprise?
Enterprise- a mind of its own
2. 39: Owb¡ 2019
www.youtube.com/user/punemccia
some inherent characteristics, in the
initial part of its lifecycle, the child is a
reflection of its parent. Similarly, in the
initial phase of its lifecycle, an enterprise
is a reflection of the entrepreneur. The
strengths and the weakness of the
entrepreneur are the strengths and
weakness of the enterprise as well. An
apple does not fall too far away from the
tree.
Here is a 'but'……. an apple does not fall
too far away from the tree, but if the wind
is too strong, if it falls in the rapid flowing
river on the banks of which the tree
stands, the apple would fall far away
from the tree. As the child starts
gathering experiences of its own, it
starts developing its own preferences of
behavior patterns. This is somewhat the
case of an enterprise as well. So often
we have heard people saying, “This is
not the organization that we worked with
earlier, and lot has changed in the
organization that we cannot relate to.”
How does an organization go through
such a radical transformation? These
changes in the organizations' persona
can be by design or by default. If the
changes are by design and well thought
there it is okay. If the transformations are
by default, the factors could be external
or internal to the organization.
Sometimes in the frenzy of market,
socio-economic, political, technological
changes, the organizations may tend to
lose their original characteristics and
assume new one. Over the period more
and more people from diverse
backgrounds join the bandwagon.
These people may come and go, but
they do leave a footprint of their
characteristics on the organization.
Collectively, over the period the
organization adopts a different
demeanor.
Having said that let me also say that
while an apple may drift away from the
tree, an apple would still remain an
apple. It does not become a different
fruit. It is in its DNA that comes from the
tree. Time, tide and the number of
people that may come and go have not
been able to alter the DNA of several
organizations that we see around us.
There are numerous examples that may
be quoted here, it is really hard to pick.
With great difficulty, I could pick three
o r g a n i z a t i o n s t h a t c a n b e
representative through time and place.
These organizations have a starkly
different persona. Founded in 1858,
almost a century before independence,
the Tata group a 161 year old
organization, over 120 business and
subsidiaries, over seven lac employees,
besides India presence in Europe, North
America, Asia Pacific, China, Middle
East, seven Chairmen later still has a
strong thread of 'Philanthropy'
Another non Indian, impressive
example that I may quote here is that of
Google. The organization started in
1998 in California. In its 20 years of
existence, it has reached nearly one lac
employees over almost 40 countries, a
little less than 250 mergers and
acquisitions. Google is driven by a motto
to 'do the right thing'.
A very Indian example that is
relatively recent is Patanjali Ayurved
formed in 2006, with 2 lac employees
and presence in India and middle east
900 products in of which 300 are
medicines, 45 cosmetics, 30 food
products, 4700 retail outlets, that
jumped leaps and bounds from 185 Cr.
turnover in 2010 to 11000 Cr. in 2018,
celebrating the 'Indianness'.
3. : Owb¡ 201940
www.youtube.com/user/punemccia
Mindfulness defined: “the quality or
state of being conscious or aware of
● Why is it necessary to have
mindfulness about the mind of
enterprise?
● When and how does an enterprise
get these descriptors?
I am tempted to apply the theories of
motivation to an enterprise as I think of it
as a living, throbbing, thriving entity.
One of the most popular and well
accepted theories is the Maslow's
hierarchy of needs. Here is a classic
Maslow's hierarchy of needs:
● What influences / motivates the
mind of an enterprise?
I believe the mind of the enterprise is
like mind of a child at its formation. It is
p r e t t y m u c h t h e s a m e a s t h e
entrepreneur and it tries to copy the
characters of its creator. As long as the
entrepreneur is connected with each
and every member of the organization,
the status remains almost the same. I
believe that the organization starts
getting a mind of its own when the
'connect' between the entrepreneur and
the employees starts weakening.
Typically, this is seen when the
organization starts growing or may be
the nature of business is such that
employees are working in different
geographies or at times virtually. A
hierarchy/delegation becomes
imperative, an entrepreneur's influence
on each additional layer of employees
starts diluting. The faiths, values and
motives of each additional layer either
supplements or substitutesthe
descriptors of the entrepreneur. It is a
crucial time for an enterprise. Unless a
value system, vision & mission is clearly
defined and enforced at this stage, the
DNA that we were talking about earlier
would not get formed. A character or a
persona of the enterprise will evolve
eventually any way. However, it would
be more as a 'default' rather than
'design'. It may or may not; fully or
partially; match the mind of the
entrepreneur.
This is a very popular five layered
diagram that depicts what motivates an
individual to do several things in its life
time. It starts at the bottom of the
pyramid with the need of preserving the
existence by addressing physiological
need. Like the need of an individual to
survive, the enterprise too has a
struggle to survive in the initial phases.
The physiological needs of an
enterprise are the top line and the
bottom line. After the enterprise has
achieved that it moves on to its next
need, i.e. the safety need. The safety for
an enterprise comes from business
continuity and sustenance. Most of the
times getting past these two layers is
tough for the entrepreneurs. A
deliberate effort of defining the DNAand
enforcing it seems the last priority at
these stages. The first best opportunity
that an entrepreneur gets to really instill
his/her 'mind' as a DNA of the
organization is after getting past these
two thresholds. The various ways in
which an entrepreneur can do so is
through the consciously defined and
designed activities within the
organization. Here is a representative
diagram that would bring a perspective
to the thought that we have been talking
about : (Table 1)
These are three very differently
tenured group of businesses having
variedareas of works and patterns of
success. All three are driven by diverse
philosophies. The examples drive home
a point that if the DNA of that apple is
strong enough, while the apple may still
fall away from the tree, it will still not lose
its characteristics of being an apple.
Table 1
4. 41: Owb¡ 2019
www.youtube.com/user/punemccia
An awareness of what the enterprise
represents would give a more cognitive
f l e x i b i l i t y. K n o w i n g w h a t t h e
organization stands for would help to
disengage the entrepreneur from
'automatic pathways' created by the
predecessors or fraternity and carve a
niche for itself.
something”. Mindfulness is a “a mental
state achieved by focusing one's
awareness on the present moment,
while calmly acknowledging and
accepting one's feelings, thoughts, and
bodily sensations, used as a therapeutic
technique.
Events. URL: arcsitecture.com;
Dr. Kalindi Kale,
Continuing from where we left off,
here are the next 20 questions that you
may ask yourself about the your mind as
an entrepreneur that you may want to
pass on as a DNA to the enterprise.
(SeeTable 2)
------------------------------------------
Mindfulness :
An awareness about what the
enterprise is? What does it stand for?
What do I want to make of it as an
entrepreneur benefits the enterprise in
multiple ways.
● ReducesAnxiety
● Brings focus
Founder ofARCSticture and Buzzroute
mail: kalindikale@gmail.com
● Improves Cognition
● Reduce Distractions
Awareness about self has a calming
effect on entities including the
organization. Less emotional reactivity
could lead to more calculated decisions
with high degree of conviction and
sense of purpose. An organization that
is mindful about what it stands for is less
likely to 'react' emotionally to the
stimulus from the external as well as the
internal forces. Small setbacks or losses
would stop bothering the people in the
organization.
Next month let us look at some of the
hygiene factors that would help not only
for operational ease but also for
percolating, retaining and benefitting
from having a consciously crafted mind
of the enterprise.
Do you have it in you!
47 If it comes to it, I will choose my values over the opportunity
Sr. No. I think………. 1 2 3 4 5
54 If it comes to it I am flexible to adopt based on the changed
45 I want to create/ build something that would leave my footprint behind
46 I want to ceate something that would outlive me
48 If it comes to it I will choose my values over talent
41 I am relentless till I achieve results
50 I am mindful about where I want to go
51 I am confident that I can take people along the path I want to walk
43 I have a deep sense of purpose in what I wish to do
42 I know what motivates me
44 I do realize that money would stop motivating me at a point
49 I am mindful about who I am and where I come from
52 I am sure that I want to take people along the path I want to walk
53 If it comes to it I am willing to flex my thinking in the best interest of
my creation
55 I believe that becoming an entrepreneur has a deeper meaning than just
my personal flourish
59 Whatever be the difficulty level, I am willing to take efforts to shape my
organization that is based on my values
circumstances, but some core values cannot be compromised on
57 I have clarity
60 It would not pain me to see my enterprise get a mine of its own
56 An employee can quit but an employer can’t
58 I have confidence of transferring my ingenuity through
systems and processes
Here is the way you score yourself 1= Note at all; 2= Mostly no; 3=May be; 4= Mostly yes; 5= Very much so
Table 2