Don't create ppt like this. Develop positive attitude always and create new ideas. Each Indian should feel proud and cultivate habits like " Let us Do" "Let us Contribute something to the growth of the Country". If everyone think like this and act , this India will be top always and win all the Race. So Instead creating such negative attitude let us build Team India and Win
From India, Madras
From India, Madras
Dear Sriman
The poster has not created this ppt.
She has taken it from the Net and posted it here.
And although the poster has changed the name of the original country to "INDIA", it is not about Indian companies, so do not feel hurt.
Here is the link from the Net :
Inspirational Business Stories - Management Rowing Race
Dear Pragya
I welcome you to this site and I appreciate your enthusiasm in posting this ppt.
Your posting was late; as Mammu007 has already posted this under the title, "Middle East Management Strategy!" and the ppt is named as "Arabian Row Team" .
Here is the CiteHR link for the ppt:
https://www.citehr.com/196708-middle...-strategy.html
He has done it on our request in an earlier thread. Here is the link :
https://www.citehr.com/195560-funny-tale-ant-3.html
When I saw the ppt posted by him, i was disappointed to find that it it has been posted many times earlier in CiteHR, under different heading and titles and seems to be a very popular PPT.
Next time when you post a PPT; kindly check this site to ensure that it has not been posted earlier.
Moreover, you seem to be young and enthusiastic; so why not create good ppt of your own and post the original material here; as Sriman has suggested in his post.
Please do not alter PPT's created by others, and post it, thereby creating an impression that the work is yours. Please give credit to the source.
Regards.
From India, Delhi
1426The poster has not created this ppt.
She has taken it from the Net and posted it here.
And although the poster has changed the name of the original country to "INDIA", it is not about Indian companies, so do not feel hurt.
Here is the link from the Net :
Inspirational Business Stories - Management Rowing Race
Dear Pragya
I welcome you to this site and I appreciate your enthusiasm in posting this ppt.
Your posting was late; as Mammu007 has already posted this under the title, "Middle East Management Strategy!" and the ppt is named as "Arabian Row Team" .
Here is the CiteHR link for the ppt:
https://www.citehr.com/196708-middle...-strategy.html
He has done it on our request in an earlier thread. Here is the link :
https://www.citehr.com/195560-funny-tale-ant-3.html
When I saw the ppt posted by him, i was disappointed to find that it it has been posted many times earlier in CiteHR, under different heading and titles and seems to be a very popular PPT.
Next time when you post a PPT; kindly check this site to ensure that it has not been posted earlier.
Moreover, you seem to be young and enthusiastic; so why not create good ppt of your own and post the original material here; as Sriman has suggested in his post.
Please do not alter PPT's created by others, and post it, thereby creating an impression that the work is yours. Please give credit to the source.
Regards.
From India, Delhi
Dear Pragya,
I must congratulate you for bringing in such a nice presentation.
Don't mind about some opposition by shortsighted critics, who are unable to anticipate the dangers of such happenings in India, which in turn is not only enlarging the class of sycophants but also ruining the work culture. These things are a must to educate the masses and particularly the HR personnel a few of whom with closed eyes are just endorse the foolish plans of the bosses to unnecessarily burden the budget of the organization with overstaffing it with creation of unnecessary cadres.
Irrespective of whether it is reposted or adapted from some other presentation, it really is applicable in the Indian scenario. It does not apply only on companies/ corporations, but also applies in Government organizations. The top bosses in the Government when unable to handle the work of their department get their departments converted in to corporations without disbanding the department or reducing their staff. Example of Delhi Vidyut Board (DVB) earlier named as, Delhi Electric Supply Undertaking (DESU), of Delhi is not an example of the past. Very recently (1999-2001), when the Top bosses of the DESU found themselves unable to face the wrath of the common public of Delhi due to their inefficient handling of the electric supply they were able to transfer the DESU operations and assets virtually free of cost to three private companies. In order to private the affairs of the Six ‘shell’ companies were registered, viz. a Holding Company, a Generating Company, a Transmission Company and three distribution companies. These would become successor entities of DVB on operationalisation of the Transfer Scheme. But since the bosses decided to remain still in controlling position they kept the Transmission company under their control. Not only that another top boss was also created in the name and style of “Delhi Electric Regulatory Commission.” But the result, this summer the havoc was created by these distributing companies by power cut of almost 10 to 12 hours a day.
The Public sectors go on adding with the existence of the original departments leading to waste of public money collected through taxes. Another example is of the erstwhile very efficiently running P&T Department under the Ministry of Communications. The department was at first bifurcated in to two departments, Postal and Telecom Departments. The idea was mooted by the Telecom Engineers, as they felt that the Telecom Wing of the Department was earning the money while the Postal Wing was spending that. After bifurcation (1974), the services of postal department, being a poor department, started deteriorating from next day delivery of articles basis, (three deliveries a day) to 7 to 10 days in reaching destination with a casually organized one delivery a day today. This resulted in to flourishing of the private courier services. Now the position is that the Postal department is running in to loss every year in spite of a well established huge infrastructure throughout India, while all the courier services are making huge profits without any proper infrastructure of theirs extending beyond even a few major cities. Public service of the public service department is now a dream for the public of India. Who is at fault?
The story of Telecom Department (DOT) is much more interesting. After separating from the Postal Department, although the revenue and profits of the Department of Telecom also belonged to the Government of India, but to show more revenue of the Finance Ministry and lessen the budget deficits before the eyes of the innocent public, revenue starved Government tried to convert profits of the DOT in to the shape of Corporate Tax. So, as a trial basis Government proposed to convert two major revenue garnering Telecom Districts of Bombay and Delhi in to a corporation named as the Mahanagar Telephone Nigam Limited (MTNL), a PSU under the Telecom Department. The aim was that nobody would raise an eyebrow on the act of corporatization, as it will show a huge revenue jump of the Ministry of Finance in the shape of corporate Tax from the existing huge profit earning Telephone Districts of the DOT. The stated corporation started functioning from 01.04.1986. The result, a new Corporate office with total new recruitment right from the CEO level to down below; hire of new building for corporate office, purchase of total furniture, fixtures and equipments for corporate office, Purchase of a huge block of vehicles, purchase of abandoned Flats of the Asiad Games Village of the Asiad Games of 1972 with huge amount ore than the market value and conversion of the same in to a guest house spending a lot of money; Spending of audit fees by engagement of two more audit companies for audit of accounts and the Tax audit purposes other than the existing audit of the Comptroller and Auditor General of India (CAG); bla, bla, bla.
With effect from the same date from which the MTNL was carved out of DOT, Overseas Communications Wing, another organization of the DOT which was handling the functions of the overseas communications, was also converted in to a PU named as “Videsh Sanchar Nigam Ltd” and later on sold to TATA communications.
After that, although the DOT already had its huge research wing in the name of the Telecom Research Centre (TRC), a few of the bosses got the idea of creating another autonomous research centre in the name of Telecom Research Centre Society by declaring t existing TRC as the technical organization, even when the existing TRC was mockingly nicknamed by several Telecom Officers, as Telecom Recreation Centre. The proposed TRC Society was created in 1989.
Not only that the rest of the communications operations of the DOT were also converted I 2000 in to another corporation, which everybody knows it in the name of “Bharat Sanchar Nigam Ltd. (BSNL)” repeating all those things with huge expenses of the new corporate office that happened on creation of MTNL. Needless to mention that the said Units of the BSNL could well be merged with the existing PSU of MTNL without incurring any extra expenditure of setting up a separate corporate office of BSNL. The public will see that a time will come when for grabbing higher posts the existing bosses will propose separate corporations at all the state levels, which they now call Telecom Circles.
But, in spite of shedding all its functions by creation of two separate corporate bodies, what happened to the Directorate of Department of Telecom (DOT) the controlling body of the Telecom? NOTHING! The same still exists, as a super boss with its huge paraphernalia and a big army of big bosses, including the Telecom Board. Strangely enough, another top boss was created in the name and big structure of “Telecom Regulatory Authority of India.”
Since, in a PSU there is no stake of any of the Board members in its equity and they are frequently replaced on retirement after a very short service that being at the fag end of their service, nobody cares for the sustenance of the PSUs with the result the PSUs start becoming sick and ultimately the Government after wasting huge Taxpayers money either close of sell in pennies.
So, rather than criticizing the presentation the management should take lesson from the concept of the “RACE” and be alert to restrain the top echelon taking undue advantage of the situations. Mind it Taxpayers hard earned money is not meant to waste on the leisure and comforts of the inefficient bosses.
P S Dhingra
Vigilance & Change Management Consultant
From India, Delhi
I must congratulate you for bringing in such a nice presentation.
Don't mind about some opposition by shortsighted critics, who are unable to anticipate the dangers of such happenings in India, which in turn is not only enlarging the class of sycophants but also ruining the work culture. These things are a must to educate the masses and particularly the HR personnel a few of whom with closed eyes are just endorse the foolish plans of the bosses to unnecessarily burden the budget of the organization with overstaffing it with creation of unnecessary cadres.
Irrespective of whether it is reposted or adapted from some other presentation, it really is applicable in the Indian scenario. It does not apply only on companies/ corporations, but also applies in Government organizations. The top bosses in the Government when unable to handle the work of their department get their departments converted in to corporations without disbanding the department or reducing their staff. Example of Delhi Vidyut Board (DVB) earlier named as, Delhi Electric Supply Undertaking (DESU), of Delhi is not an example of the past. Very recently (1999-2001), when the Top bosses of the DESU found themselves unable to face the wrath of the common public of Delhi due to their inefficient handling of the electric supply they were able to transfer the DESU operations and assets virtually free of cost to three private companies. In order to private the affairs of the Six ‘shell’ companies were registered, viz. a Holding Company, a Generating Company, a Transmission Company and three distribution companies. These would become successor entities of DVB on operationalisation of the Transfer Scheme. But since the bosses decided to remain still in controlling position they kept the Transmission company under their control. Not only that another top boss was also created in the name and style of “Delhi Electric Regulatory Commission.” But the result, this summer the havoc was created by these distributing companies by power cut of almost 10 to 12 hours a day.
The Public sectors go on adding with the existence of the original departments leading to waste of public money collected through taxes. Another example is of the erstwhile very efficiently running P&T Department under the Ministry of Communications. The department was at first bifurcated in to two departments, Postal and Telecom Departments. The idea was mooted by the Telecom Engineers, as they felt that the Telecom Wing of the Department was earning the money while the Postal Wing was spending that. After bifurcation (1974), the services of postal department, being a poor department, started deteriorating from next day delivery of articles basis, (three deliveries a day) to 7 to 10 days in reaching destination with a casually organized one delivery a day today. This resulted in to flourishing of the private courier services. Now the position is that the Postal department is running in to loss every year in spite of a well established huge infrastructure throughout India, while all the courier services are making huge profits without any proper infrastructure of theirs extending beyond even a few major cities. Public service of the public service department is now a dream for the public of India. Who is at fault?
The story of Telecom Department (DOT) is much more interesting. After separating from the Postal Department, although the revenue and profits of the Department of Telecom also belonged to the Government of India, but to show more revenue of the Finance Ministry and lessen the budget deficits before the eyes of the innocent public, revenue starved Government tried to convert profits of the DOT in to the shape of Corporate Tax. So, as a trial basis Government proposed to convert two major revenue garnering Telecom Districts of Bombay and Delhi in to a corporation named as the Mahanagar Telephone Nigam Limited (MTNL), a PSU under the Telecom Department. The aim was that nobody would raise an eyebrow on the act of corporatization, as it will show a huge revenue jump of the Ministry of Finance in the shape of corporate Tax from the existing huge profit earning Telephone Districts of the DOT. The stated corporation started functioning from 01.04.1986. The result, a new Corporate office with total new recruitment right from the CEO level to down below; hire of new building for corporate office, purchase of total furniture, fixtures and equipments for corporate office, Purchase of a huge block of vehicles, purchase of abandoned Flats of the Asiad Games Village of the Asiad Games of 1972 with huge amount ore than the market value and conversion of the same in to a guest house spending a lot of money; Spending of audit fees by engagement of two more audit companies for audit of accounts and the Tax audit purposes other than the existing audit of the Comptroller and Auditor General of India (CAG); bla, bla, bla.
With effect from the same date from which the MTNL was carved out of DOT, Overseas Communications Wing, another organization of the DOT which was handling the functions of the overseas communications, was also converted in to a PU named as “Videsh Sanchar Nigam Ltd” and later on sold to TATA communications.
After that, although the DOT already had its huge research wing in the name of the Telecom Research Centre (TRC), a few of the bosses got the idea of creating another autonomous research centre in the name of Telecom Research Centre Society by declaring t existing TRC as the technical organization, even when the existing TRC was mockingly nicknamed by several Telecom Officers, as Telecom Recreation Centre. The proposed TRC Society was created in 1989.
Not only that the rest of the communications operations of the DOT were also converted I 2000 in to another corporation, which everybody knows it in the name of “Bharat Sanchar Nigam Ltd. (BSNL)” repeating all those things with huge expenses of the new corporate office that happened on creation of MTNL. Needless to mention that the said Units of the BSNL could well be merged with the existing PSU of MTNL without incurring any extra expenditure of setting up a separate corporate office of BSNL. The public will see that a time will come when for grabbing higher posts the existing bosses will propose separate corporations at all the state levels, which they now call Telecom Circles.
But, in spite of shedding all its functions by creation of two separate corporate bodies, what happened to the Directorate of Department of Telecom (DOT) the controlling body of the Telecom? NOTHING! The same still exists, as a super boss with its huge paraphernalia and a big army of big bosses, including the Telecom Board. Strangely enough, another top boss was created in the name and big structure of “Telecom Regulatory Authority of India.”
Since, in a PSU there is no stake of any of the Board members in its equity and they are frequently replaced on retirement after a very short service that being at the fag end of their service, nobody cares for the sustenance of the PSUs with the result the PSUs start becoming sick and ultimately the Government after wasting huge Taxpayers money either close of sell in pennies.
So, rather than criticizing the presentation the management should take lesson from the concept of the “RACE” and be alert to restrain the top echelon taking undue advantage of the situations. Mind it Taxpayers hard earned money is not meant to waste on the leisure and comforts of the inefficient bosses.
P S Dhingra
Vigilance & Change Management Consultant
From India, Delhi
Dear Mr.P.S. Dhingra,
First of all Congratulations for expressing your views. I am also Person of your nature. I am working as GM in Private IT Company. I am also having many view like what you have said. If the intention of the poster of the PPT is similar to what you explained, it should have posted with a small note( may be like brief view of your reply) but in the ppt it is charcterised differently. As it was a modified version of original ppt, the poster could have made it as Team A and Team B instead of India. If it was designed this way this could be a lesson for Planning strategy.
From India, Madras
First of all Congratulations for expressing your views. I am also Person of your nature. I am working as GM in Private IT Company. I am also having many view like what you have said. If the intention of the poster of the PPT is similar to what you explained, it should have posted with a small note( may be like brief view of your reply) but in the ppt it is charcterised differently. As it was a modified version of original ppt, the poster could have made it as Team A and Team B instead of India. If it was designed this way this could be a lesson for Planning strategy.
From India, Madras
Dear Sriman,
Thanks for your response. By omitting the name of India and refering the names A or B, it is definite that the scenario will not change. The fact needs to be taken as fact and not as a fun or distorted fact if some one brings it to light through any source, mode or shape, we must take notice of the underlying central idea of that to help rectifying the basic defect, so noticed. Rather I appreciate Pragya for aiming the presentation directly to Indian scenario. Unless there is any personal attack on any person or organization, you would like to agree, there is no reason for any of us to become sentimental. Moreover, a management profesional should not be a sentimental person, rather a dedicated person. Further dedication does not mean he should feel attached or devoted to a particular person, body or organization for irrational, illegal or unethical purposes, rather he should be devoted to the good cause and fulfillment of the mission of the oganization in wider interests of the masses keeping his/her eyes wide open.
Hope I am not wrong in expressing my opinion, as I strogly feel inefficiency brews on account of excessiveness of bosses/supervising staff and insufficiency of real operational staff. This opinion is not based merely on my hypothesis, but as a matter of practical experience gained also as a trained work-study man (fixing time factors/norms) since the year 1973. Just a few HR related questions raised by me (1987) in a management meeting led to throwing in dustbin of the expert body report on the staffing pattern of a big PUC, as prepared by a premier staff training institute (considered to be an expert body).
You may like to discuss with me [psd1941@yahoo.co.uk] any time you feel I can be of any service to you.
With warm regards
P S Dhingra
Vigilance & Change Management Consultant
From India, Delhi
Thanks for your response. By omitting the name of India and refering the names A or B, it is definite that the scenario will not change. The fact needs to be taken as fact and not as a fun or distorted fact if some one brings it to light through any source, mode or shape, we must take notice of the underlying central idea of that to help rectifying the basic defect, so noticed. Rather I appreciate Pragya for aiming the presentation directly to Indian scenario. Unless there is any personal attack on any person or organization, you would like to agree, there is no reason for any of us to become sentimental. Moreover, a management profesional should not be a sentimental person, rather a dedicated person. Further dedication does not mean he should feel attached or devoted to a particular person, body or organization for irrational, illegal or unethical purposes, rather he should be devoted to the good cause and fulfillment of the mission of the oganization in wider interests of the masses keeping his/her eyes wide open.
Hope I am not wrong in expressing my opinion, as I strogly feel inefficiency brews on account of excessiveness of bosses/supervising staff and insufficiency of real operational staff. This opinion is not based merely on my hypothesis, but as a matter of practical experience gained also as a trained work-study man (fixing time factors/norms) since the year 1973. Just a few HR related questions raised by me (1987) in a management meeting led to throwing in dustbin of the expert body report on the staffing pattern of a big PUC, as prepared by a premier staff training institute (considered to be an expert body).
You may like to discuss with me [psd1941@yahoo.co.uk] any time you feel I can be of any service to you.
With warm regards
P S Dhingra
Vigilance & Change Management Consultant
From India, Delhi
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Layoffs at Indian IT Companies.pdf
Why do female Indian motorcyclits not wear helmets.zip