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The French and Japanese rowing teams compete in an annual race. Last year, Japan won by 1 mile. In response, France established an analyst team to observe and recommend solutions. It was found that Japan had 7 rowers and 1 captain, while France had 7 captains and 1 rower. Consultants were then hired to restructure France's team, recommending a new structure with 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles. France is now designing a new boat in an effort to improve performance.
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Story the race
The Indian and Japanese rowing teams hold an annual race. Last year, Japan won by 1 mile. In response, India hired consultants to analyze their team structure. The consultants determined India had too many captains and not enough rowers. They recommended restructuring the team to have fewer captains and improve the sole rower's environment. The next year, Japan still won but by a larger margin of 2 miles, so India replaced the rower. The consultants then analyzed that the strategy was sound but the tool (the boat) needed improvement, so India began designing a new boat.
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The Red and Green rowing teams held an annual rowing race. The first year, the Green team won by 1 mile. An audit of the Red team found they had 7 captains and 1 rower, while the Green team had 7 rowers and 1 captain. Consultants were hired and concluded the ratio of captains to rowers was the problem. The Red team restructured to have fewer captains and more rowers. However, the next year the Green team still won, by 2 miles this time. The Red team fired the rower and paid bonuses to the captains, directors, and managers instead of addressing the underlying issue.
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The Dutch and Japanese companies held an annual canoe race with 8 people per canoe. The Japanese won the first race by a mile. After investigating, the Dutch team discovered the Japanese had 7 people rowing and 1 giving instructions, while the Dutch had 1 rowing and 7 giving instructions. The Dutch management hired consultants who concluded too many people were instructing and not enough rowing. The next year, the Dutch restructured their team to have 4 instructors, 2 governors, 1 visionary, and motivated the rower with more responsibility. However, the Japanese still won by two miles and the Dutch fired their rower, despite the governors receiving bonuses for their dedication. The consultants determined the tactics were correct but the equipment
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The Red and Green rowing teams held an annual rowing race. The first year, the Green team won by 1 mile. An audit of the Red team found they had 7 captains and 1 rower, while the Green team had 7 rowers and 1 captain. Consultants were hired and concluded the ratio of captains to rowers was the problem. The Red team restructured to have fewer captains and more rowers. However, the next year the Green team still won, by 2 miles this time. The Red team fired the rower and paid bonuses to the captains, directors, and managers instead of addressing the underlying issue.
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This document discusses anaerobic power and its contribution to 2000m rowing performance. It reports that anaerobic power dominates at the start and finish of a 2000m race due to its reliance on carbohydrate availability. Several studies estimate the aerobic contribution to a 2000m race to be between 67-86% while the anaerobic contribution is between 14-33%. Valid methods for testing anaerobic power include maximal oxygen deficit testing and 30-second Wingate tests, though correlations with actual 2000m performance are poor. Peak lactate levels after maximal efforts also indicate anaerobic energy use and are related to fiber type and performance.
Moral of story fdp
This document contains several short stories or anecdotes intended to teach corporate lessons. Each story is followed by a brief "moral of the story" summary. The stories include a crow that eats a rabbit, a turkey that eats bull dung to climb a tree but is then shot, and a bird that sings happily in cow dung but is dug out and eaten by a cat. The document also shares a story of a sales rep, clerk, and manager who find a magic lamp and each get one wish. It concludes by listing sources that provide additional management lessons, such as ancient Hindu texts and films.
Corporate Lesson - Pictorial Moral Stories - IIM
The document provides three corporate lessons through short stories with morals. The lessons are:
1) To be idle you need a high position away from danger, like the crow sitting in a tree away from the fox.
2) Temporary shortcuts like eating dung may get you ahead but won't sustain you, as the turkey who ate dung to reach the top of the tree was then shot down.
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Fatty acid metabolism is a complex multi-step process that occurs in different cellular locations. Triglycerides are first hydrolyzed by lipases to release fatty acids. The fatty acids are then bound to coenzyme A and transported into the mitochondrial matrix using carnitine. Inside the mitochondria, the fatty acids undergo beta-oxidation where they are broken down in a cycle of reactions that cleave two carbon units at a time, producing acetyl-CoA. If fatty acid breakdown outpaces the citric acid cycle, ketone bodies like acetoacetate can be produced from acetyl-CoA. Acetoacetate is an important energy source for tissues like the heart and kidney.
Chapter 9: Race and Ethnicity
Race is a social construct used to categorize and distinguish groups, often based on physical attributes like skin color. An ethnic group shares cultural traditions rather than physical attributes. Both race and ethnicity strongly impact people's lives and opportunities through discrimination and unequal treatment. While discrimination exists in many areas like sports, the U.S. population is becoming more racially and ethnically diverse with increasing populations of racial minorities. This demographic shift may impact future racial and ethnic relations.
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Motivation is like an accelerator in a vehicle. A vehicle keeps moving at the pace decided by its accelerator. The moment accelerator is reduced, vehicle’s speed reduces and it may come to a standstill if there is no further acceleration. Alternatively, if brakes are applied, there will be an abrupt reduction in the speed of the vehicle and it may come to a standstill.
This is true to human beings as well. As long as they are motivated they keep working and producing extraordinary results. The moment there is a drop in their acceleration (motivation), results start diminishing. Of course, applying brakes (dissatisfaction/demotivation) certainly bring them to a halt. The only difference is that unlike a vehicle, human beings have different types of accelerator and brake.
Therefore, the book, Why My Horse Doesn't Drink' will help readers to identify the ways that may accelerate or slow down the speed of their team members. Chapter ‘How to motivate’ talks about the points that accelerate and chapter ‘How not to demotivate’ explains the factors that may work as brakes to performance. Thereby readers will be able to make best use of their vehicle (Team Members).
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The Race
The French rowing team lost to the Japanese team by 1 mile. An analysis found the French team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Consultants were hired and recommended restructuring the French team to have fewer captains and more rowers. The next year, the Japanese won by 2 miles and the French rower was replaced, while management received bonuses for their motivation.
Race
The Indian and Japanese rowing teams held an annual race with 8 men per team. While the Japanese won the first race by 1 mile, the Indian team was determined to win the next year. An analysis team was formed to observe and recommend solutions. They found the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. A consulting company was hired to restructure the Indian team. They concluded there were too many captains and too few rowers for India. It was proposed to change the structure to have 4 captains led by 2 managers and 1 top manager, improving the rower's environment and competencies. The next year, Japan won by 2 more miles and
03 arabian management
The Arabian rowing team lost to Japan by 1 mile in their annual race. To improve for the next year, the Arabian team analyzed Japan's team structure and found they had 7 rowers and 1 captain, while the Arabian team had 7 captains and 1 rower. After hiring consultants, the Arabian team restructured to have 4 captains, 2 managers, and 1 top manager leading 1 rower. However, the next year they lost to Japan by 2 miles and the rower was replaced, while management was awarded bonuses for their motivation efforts despite the loss.
Race
The Indian and Japanese rowing teams hold an annual race. After losing by one mile, the Indian team hired consultants to analyze their performance. The consultants found that the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Based on this, the consultants recommended restructuring the Indian team to have fewer captains and more rowers. The next year, India lost by 2 miles and blamed the single rower, but the management was still paid a bonus for their efforts in preparing the team. A new analysis showed the strategy was good but the tool (boat) needed improvement, so the Indian team is now designing a new boat.
The race
The Arabian rowing team hired consultants to analyze why they lost the annual rowing race against Japan. The consultants found that the Arabian team had too many captains and not enough rowers. They recommended restructuring the team to have fewer captains and improve conditions for the rower. The next year, Japan still won but by a smaller margin. The Arabian team then fired the rower but gave bonuses to management for their efforts, while the consultants said the strategy was good but the tool (boat) needed improving, so a new boat is now being designed.
Race.ppt
The Indian and Japanese rowing teams held an annual race. After losing by one mile the first year, the Indian team hired consultants to analyze their performance. The consultants found that the Indian team had 7 captains but only 1 rower, while the Japanese had 7 rowers and 1 captain. Based on this, the consultants recommended restructuring the Indian team to have fewer captains and more rowers. The next year the Indian team lost by 2 miles and replaced their single rower, but the management was awarded a bonus for their efforts in preparing the team.
Arabian Raw Team
The Arabian rowing team lost to Japan by 1 mile in their annual race. To improve, they analyzed the Japanese team and found they had 7 rowers and 1 captain, while the Arabian team had 7 captains and 1 rower. The Arabian team then hired consultants who recommended restructuring to have 4 captains, 2 managers, and 1 rower, as well as improving the rower's environment. However, after losing by 2 miles the next year, they fired the rower but paid bonuses to management for their motivation, while the consultants found the strategy was good but the tool (the rower) needed improvement.
THE RACE
The Indian and Japanese rowing teams hold an annual race. After losing by one mile, the Indian team hired consultants to analyze their performance. The consultants determined the Indian team had too many captains and not enough rowers, unlike the Japanese team. They recommended restructuring the Indian team to have fewer captains and more focus on the rower. The next year, India lost by two miles and replaced the rower, but the management received bonuses for their motivation efforts.
Pakistan management
The Pakistani rowing team hired consultants to analyze why they lost the annual race against the Japanese team. The consultants found that the Pakistani team had too many captains and not enough rowers, while the Japanese team had more rowers. The Pakistani team restructured to have fewer captains and improved conditions for the rower. However, after losing again the next year, they replaced the rower but gave bonuses to the managers for their efforts in preparing the team. The consultants determined the strategy and motivation were adequate but the equipment needed improvement.
The race
The Pakistani rowing team hired consultants to analyze why they lost the annual race against the Japanese team. The consultants found that the Pakistani team had too many captains and not enough rowers, while the Japanese team had more rowers. The consultants recommended restructuring the Pakistani team to have fewer captains and improve the conditions for the single rower. However, after restructuring, the Pakistani team still lost the next year's race by more miles.
Race Show
The Indian and Japanese rowing teams held an annual race, which Japan won by 1 mile. In response, India hired consultants to analyze their team structure. The consultants determined India had too many captains and too few rowers compared to Japan's structure of 7 rowers and 1 captain. The consultants recommended restructuring India's team to have fewer captains, more rowers, and improved working conditions for the rower. However, the next year Japan still won by 2 miles, so India replaced their rower while rewarding management for their efforts in preparing the team.
race
The Iranian and Japanese rowing teams agreed to an annual race. In the first race, Japan won by 1 mile. After a detailed analysis, the Iranian team found that Japan had 7 rowers and 1 captain, while Iran had 7 captains but only 1 rower. Consultants were hired to restructure the Iranian team. They recommended reducing the number of captains and increasing the number of rowers. The next year, Japan won by 2 miles. The Iranian rower was replaced, but the management received bonuses for their efforts in preparing the team. A new analysis found the strategy was good but the tools needed improving. Now, Iran is designing a new boat.
Team race
The Timbuktu rowing team lost to the Japanese team by 1 mile in their first annual race. In response, the Timbuktu team hired a consulting company to analyze their structure. The consultants found that the Timbuktu team had 7 captains and only 1 rower, while the Japanese team had 7 rowers and 1 captain. Based on this analysis, the consultants recommended restructuring the Timbuktu team to have fewer captains and more rowers. The next year, the Timbuktu team lost again, this time by 2 miles, and the single rower was fired while bonuses were paid to the captains. A new analysis showed the strategy was sound but the equipment needed improving
The race
The Indian and Japanese rowing teams agreed to an annual rowing race. After losing the first year by one mile, the Indian team established an analyst team to determine why. They found the Japanese team had 7 rowers and 1 captain, while the Indian team had 7 captains and 1 rower. In response, the Indian team hired consultants who concluded there were too many captains and too few rowers. They restructured the team to have 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles, so the Indian team replaced the rower. However, management was still awarded bonuses for their efforts in preparing the team.
The N H S Race
The document summarizes the story of an NHS rowing team that competes against a Japanese team in an annual race. After losing the first race by one mile, the NHS team forms a committee to analyze what went wrong. The committee discovers that the Japanese team had 7 rowers and 1 captain, while the NHS team had 7 captains and 1 rower. A consultancy is then hired to restructure the NHS team, concluding that there are too many captains and not enough rowers. The next year the restructured NHS team loses again, this time by two miles, and the single rower is dismissed while bonuses are paid to the management team. A new analysis then finds the strategy was sound but the equipment needed
Indian management
India and Japan agreed to an annual rowing race between 8-person teams. The first year, Japan won by 1 mile. In response, India established an analyst team to review and recommend solutions. It was found that the Japanese team had 7 rowers and 1 captain, while the Indian team had 7 captains and 1 rower. India hired consultants who concluded too many captains and too few rowers was the issue. They restructured to have 4 captains, 2 managers, 1 top manager, and 1 rower. The next year, Japan won by 2 miles, so India fired the rower but paid bonuses to management for their preparation efforts. The consultants determined the strategy was sound but the tool used needed improving
the theory of canoe management
Company X and a Japanese firm held an annual canoe competition. The Japanese team won the first year. Company X investigated and found the Japanese team had 7 rowers and 1 captain, while Company X had 1 rower and 7 captains. Company X hired consultants who concluded they needed more rowers and fewer captains. The restructured team with 4 captains, 2 supervisors, 1 leader and 1 rower lost again. The lone rower was fired and the leaders received bonuses.
The Timorese Team
Japanese team vs East Timorese team competition to show how East Timorese work as country.
The East Timorese love Indonesia, even this country has poor standards. Everything that East Timor buys to Indonesia is ruined or overpriced because of the corrupt system between this two countries.
The Timorese Team
Japanese team vs East Timorese team competition to show how East Timorese work as country.
The East Timorese love Indonesia, even this country has poor standards. Everything that East Timor buys to Indonesia is ruined or overpriced because of the corrupt system between this two countries.
Malaysia boleh 2
The Malaysian rowing team lost to Japan by 1 km in their annual competition. This prompted management to analyze why and find solutions. It was discovered that the Malaysian team had 7 captains and only 1 rower, while Japan had 7 rowers and 1 captain. Consultants were hired and concluded the team structure needed to change, recommending 4 captains, 2 supervisors, 1 manager, and 1 rower. The next year, Malaysia lost by 2 km and the sole rower was removed, while management received a bonus. Consultants then analyzed that the strategy and motivation were good but tools needed improving, and the team is now designing a new boat.
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Rowers 1 .Pps
- 1. Once upon a time there was a French rowing team
- 2. France and Japan aggreed to do an annual rowing race. Each team should contain 8 men. Both teams worked really hard to get in a best shape. The day the race started were both teams in similar condition. Although the Japanese won by 1 mile.
- 3. The mood in the French team was really close to the freeze point. The top management decided to win the race next year. So they established a team of analysts to observe the situation and recommend an appropriate solution.
- 4. Although the Japanese FINISH won by 1 mile.
- 5. After several detailed analysis the team found out that Japanese had 7 rowers and only one captain.
- 6. Of course the French team had 7 captains but only one rower.
- 7. Facing such critical scenario the management showed an unexpected wisdom: they hired the consulting company to restructure the French team.
- 8. After several months the consultants came up with the conclusion that there were too many captains and too few rowers in the French team. A solution was proposed based on this analysis: the structure of the French team has to be changed! As of today there will be only 4 captains in the team led by 2 managers, one top-manager and one rower. Besides that, they suggested to improve the rower’s working environment and to give him higher competencies.
- 9. FINISH Next year the Japanese won by 2 miles.
- 10. a top-manager 2 managers 4 captains 1 poor rower
- 11. The French team immediatelly displaced the rower from the team based on his unsatisfactory performance.
- 12. But the bonus award was paid to the management for the strong motivation the theam showed during the preparation phase. The consulting company parepared a new analysis, which showed that the strategy was good, the motivation was O.K. but the used tool has to be improved. Currently te French team is designing a new boat.