Wednesday, August 28, 2013
Sunday, August 18, 2013
Muhammad Yunus- A Social Entrepreneur
A combination of a desire to help, an organized system, and a growing technology made Muhammad Yunusknown and appraised throughout the century due to his success in business industry. He is the father of microfinance in Bangladesh that brought much prosperity not only to the poorest class of the people but to the nation itself as well.
Turning Grameen into an arm of the state would jeopardize the bank's core mission by subjecting it to destabilizing political interference. And breaking it up would make its operations less efficient while eliminating it as an influential national organization that might challenge government policies.
His desire to help his poor people started when he observed the devastating effect of the famine and flood to some parts of the Bangladesh in 1974. That happened just three years after the Bangladesh Liberation War, which also resulted to the unstable government and nation. During this time, he observed that the poor, the laborers, and the non-landowners were the ones who were greatly affected. Even though there were many among them who had work, much of them were still had to take usurious loans to finance their small businesses. The traditional banks were also unwilling to lend these poor Bangladeshis due to fear of default.
These concerns led Muhammad Yunus to create the microfinance in Bangladesh. At first, he lent US $27 of his money to 42 women in the village, who in return made a profit of US $ 0.02 each on the loan. From that single beginning in 1976, microfinance grew into having 28,000 members in 1982. A full-fledged bank for the poor Bangladeshis, the Grameen Bank, was created. By July 2007, it supplied US $6.38 billion to 7.4 million borrowers.
Handling a growing company was not easy, especially for Muhammad Yunus. As what was really in demand at that time, he also used the technology to address the needs of his members in the microfinance and to reach out to those who are living farther.
In the last two years, the government of Prime Minister Sheikh Hasina has waged a destructive campaign against Grameen and its founder, Muhammad Yunus, who won the Nobel Peace Prize in 2006. Her actions appear to be retaliation for Yunus' announcement in 2007 that he would seek public office, even though he never went through with his plans.
In 2011, her aides forced Yunus out of his job as managing director of the bank by arguing that he was older than a mandatory retirement age of 60, even though bank regulators had previously allowed him to stay in the job after he crossed that threshold. Since then, the government has started an investigation into the bank and is now planning to take over Grameen - a majority of whose shares are owned by its borrowers - and break it up into 19 regional lenders.
Although the microcredit model created by Yunus in the 1970s has lost some of its luster in recent years because of controversial practices by some lenders other than Grameen, the approach remains a vital tool for reducing poverty. It has helped millions of poor women start and sustain small businesses around the world and especially in Bangladesh, according to the World Bank.
A government-appointed commission studying Grameen Bank is expected to produce a report next week that recommends three different proposals, one of which would nationalize and break up the bank, according to local news reports. Some political analysts say that Hasina might not act on those recommendations until after the country votes for a new government at the end of the year to avoid giving the bank's many borrowers and employees a reason to campaign and vote against her.
Regardless of when the prime minister makes her decision, she has provided no compelling reason to dismantle one of the most promising credit movements to have benefited millions of women in her country.
Saturday, August 17, 2013
Creative people solving Problems.......
Creative Problem Solving....
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Have you ever been creative? Thought of a solution that is different.? If the Answer is yes, you have already been part of the Process called ‘Creative Problem Solving’. If the Answer is no….No issues, this write up will guide you to be a Creative Problem Solver...
“Creative problem solving is - looking at the same thing as everyone else and thinking something different.” - Albert Szent- Gyorgi, former Nobel prize winner
Let us get into what constitutes Creative Problem Solving……
There might be a need to assign priorities to critical elements..jpg)
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Just arriving at the solution, does not solve the problem! The Solution needs to be implemented…
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Have you ever been creative? Thought of a solution that is different.? If the Answer is yes, you have already been part of the Process called ‘Creative Problem Solving’. If the Answer is no….No issues, this write up will guide you to be a Creative Problem Solver...“Creative problem solving is - looking at the same thing as everyone else and thinking something different.” - Albert Szent- Gyorgi, former Nobel prize winner
Creative Problem Solving is a proven method for approaching a problem or a challenge in an imaginative and innovative way. It’s a tool that helps people re-define the problems they face, come up with breakthrough ideas and then take action on these new ideas.
Sounds Exciting!
Let us get into what constitutes Creative Problem Solving……
Step 1:State what appears to be the problem.
The real problem may not surface until facts have been gathered and analyzed. Therefore, start with what you assume to be the problem, that can later be confirmed or corrected.
STEP 2. Gather facts, feelings and opinions
Answer the 5 W (when, where, why, what, who) and the How questions..
z What happened?
z Where, when and how did it occur?
z What is it’s size, scope, and severity?
z Who and what is affected?
z Likely to happen again?
There might be a need to assign priorities to critical elements.
STEP 3: Restate the problem
Restating the problem helps in reassessing the problem.
Actual Problem , might not be what was stated before.
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STEP 4 Identify alternative solutions
Think of the alternative solutions. At this step the ideas are generated, no idea should be ruled out until several have been discussed. There should not be a hesitancy to discuss an idea, as it may seem unfeasible, many times such unfeasible ideas become what we call as creative solutions.
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STEP 5: Evaluate alternatives
Ask these 4 questions:
z Which will provide the optimum solution?
z What are the risks?
z Are costs in keeping with the benefits?
z Will the solution create new problems?
At this step you are moving very closer to your final solution.
Discuss all the alternatives, keeping in mind the different parameters. By the end of this step you would have arrived at your Optimum solution.
STEP 6. Implement the decision!
Just arriving at the solution, does not solve the problem! The Solution needs to be implemented…
Time for asking some more questions…
z Who must be involved?
z To what extent?
z How, when and where?
z Who will the decision impact?
z What might go wrong?
z How will the results be reported and verified?
After finding answers to these questions, you are ready to implement your ‘Creative Solution’.
STEP 7. Evaluate the results.
z Test the solution against the desired results.
z Make revisions if necessary.
After the solution has been implemented, it needs to be verified if it serves its need.
If it needs any modifications, the same are to be re implemented.
TOOLS & TECHNIQUES
BRAINSTORMING
To generate a large number of ideas in a short period of time.
- The more ideas the better!
- No discussion
- No idea is a bad idea
- Display all ideas
- Build on one another’s ideas
A way to vote to select the most important or popular items (alternatives) from a list.
MIND MAPPING
: A visual picture of a group of ideas, concepts or issues.
Purpose:
Unblock our thinking.
See an entire idea or several ideas on one sheet of paper.
See how ideas relate to one another.
Look at things in a new and different way.
Look at an idea in depth.
Now, you are on your way to be a ‘Creative Problem Solver’….Enjoy the journey….
Wednesday, August 7, 2013
Is organization is an effective organization ?
Basic principles of effective organizations
The most effective organization:
1. Maintains the 4 key relationships
2. Clearly articulates its mission and values and regularly monitors adherence.
3. Understands that nonprofit organizations must hold two missions dear: the programmatic mission
(e.g., improving public education or saving the rainforest) and the mission of philanthropy
(voluntary action for the common good).
4. Adheres to the highest ethical standards.
5. Understands its community and focuses on community needs.
6. Works hard to develop its constituencies, understanding their interests and motivations, and
fosters two-way communications with its constituencies.
7. Works well with other organizations.
8. Designs and carries out high quality programs and activities.
9. Develops the necessary infrastructure (e.g., systems, policies, plans, marketing, fund
development, etc.) to support the mission.
10. Understands differences and similarities between governance and management and develops
them both.
11. Focuses on results as well as process – why we do what we do and what the results are rather than what we do and how we do it. Regularly sets goals, monitors performance and intervenes as
necessary.
12. Maintains diversified revenue streams from various sources, including a comprehensive
integrated philanthropic fund development program that reflects best practice and the body of
knowledge.
13. Continually assesses and enhances its own capacity to do the work, improves current
competencies and develops new ones, and holds itself accountable for optimum performance.
14. Continually acquires knowledge, learns and changes in a timely and well-managed manner.
15. Offers challenging and rewarding opportunities for staff and volunteers, encourages teamwork
and supports learning.
16. Balances continuity and tradition with new ideas and innovation.
It’s a slow process of building and nurturing. Building an effective organization isn’t a linear
process either. You bounce around, addressing different areas of capacity at different times
The most effective organization:
1. Maintains the 4 key relationships
- Internal relationship: holistic infrastructure that produces health organization
- Relationship with community: process of strategic planning to ensure relevance to the community
- Relationship with constituents: process of developing and strengthening connections with individuals and groups so that when you ask, they are ready to respond.
- Relationship with volunteers: capacity to enable volunteers to take meaningful action on your behalf.
2. Clearly articulates its mission and values and regularly monitors adherence.
3. Understands that nonprofit organizations must hold two missions dear: the programmatic mission
(e.g., improving public education or saving the rainforest) and the mission of philanthropy
(voluntary action for the common good).
4. Adheres to the highest ethical standards.
5. Understands its community and focuses on community needs.
6. Works hard to develop its constituencies, understanding their interests and motivations, and
fosters two-way communications with its constituencies.
7. Works well with other organizations.
8. Designs and carries out high quality programs and activities.
9. Develops the necessary infrastructure (e.g., systems, policies, plans, marketing, fund
development, etc.) to support the mission.
10. Understands differences and similarities between governance and management and develops
them both.
11. Focuses on results as well as process – why we do what we do and what the results are rather than what we do and how we do it. Regularly sets goals, monitors performance and intervenes as
necessary.
12. Maintains diversified revenue streams from various sources, including a comprehensive
integrated philanthropic fund development program that reflects best practice and the body of
knowledge.
13. Continually assesses and enhances its own capacity to do the work, improves current
competencies and develops new ones, and holds itself accountable for optimum performance.
14. Continually acquires knowledge, learns and changes in a timely and well-managed manner.
15. Offers challenging and rewarding opportunities for staff and volunteers, encourages teamwork
and supports learning.
16. Balances continuity and tradition with new ideas and innovation.
It’s a slow process of building and nurturing. Building an effective organization isn’t a linear
process either. You bounce around, addressing different areas of capacity at different times
Friday, August 2, 2013
Theory X vs Theory Y
MOTIVATION THEORIES:
Motivation, as defined by Pritchard and Ashwood, is the process used to allocate energy to maximize the satisfaction of needs.It is the psychological feature that drives a person towards his or her goals and also keeps him or her directed towards that goal.
Douglas Mcgregor published a book "The Human Side of Enterprise" at MIT Sloan school of Management in 1960s. which stated two theories of motivation.From then directors,managers and CEOs have been using these theories to have a better understanding about organizational behavior ,human resource development,organizational communication,organizational development,etc.
These two theories were Theory X and Theory Y.There are basic differences between the two styles of management thought
Theory X:
In theory X, the management assumes employees are inherently lazy and will avoid work if they can and that they dislike work normally. Due to this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. The management needs to extract work by incentivising ,forcing,threatening the employees of being penalised if they dont work.A hierarchical structure is needed with narrow span of control at each and every level.
Theory X Managers:
Michael J. Papa told that if the organizational goals are to be met, theory X managers rely heavily on threat and coercion to gain their employees' compliance.
The managers think that the employees are totally for money in the organization and not for anything else.They tend to blame the workers always.The reason of their failures may be something other which they do not want to see.
The major flaw of this management style is that it may cause diseconomies of scale in large businesses.
Theory Y:
In this theory,management assumes employees may be ambitious and self-motivated and exercise self-control.They believe that employees enjoy their mental and physical work duties.They also believe that if they are given a chance,they will try to showcase their creative abilities and innovate something new to improve their productivity.
Theory Y Managers:
The manager's role with the workers of Theory Y type is to help them achieve their potential.This is the case in which the employees are emotionally mature and think positively of their work.Thus, they can be positively appoached by the managers for problem solving leading to improved results compared to alternative approach of authoritarian measures.
Theory X vs Theory Y:
Conclusion:
Theory X and Theory Y relates to Maslow's hierarchy of needs in how human behavior and motivation is the main priority in the workplace in order to maximize output. In relations to Theory Y the organization is trying to create the most symbiotic relationship between the managers and workers which relates to Self Actualization and Esteem. For Self Actualization the manager needs to promote the optimum workplace through morality, creativity, spontaneity, problem solving, lack of prejudice, and acceptance of facts. It can relate to Esteem when the manager is trying to promote self esteem, confidence, achievement, respect of others, and respect by others.
Motivation, as defined by Pritchard and Ashwood, is the process used to allocate energy to maximize the satisfaction of needs.It is the psychological feature that drives a person towards his or her goals and also keeps him or her directed towards that goal.
Douglas Mcgregor published a book "The Human Side of Enterprise" at MIT Sloan school of Management in 1960s. which stated two theories of motivation.From then directors,managers and CEOs have been using these theories to have a better understanding about organizational behavior ,human resource development,organizational communication,organizational development,etc.
These two theories were Theory X and Theory Y.There are basic differences between the two styles of management thought
Theory X:
In theory X, the management assumes employees are inherently lazy and will avoid work if they can and that they dislike work normally. Due to this, management believes that workers need to be closely supervised and comprehensive systems of controls developed. The management needs to extract work by incentivising ,forcing,threatening the employees of being penalised if they dont work.A hierarchical structure is needed with narrow span of control at each and every level.
Theory X Managers:
Michael J. Papa told that if the organizational goals are to be met, theory X managers rely heavily on threat and coercion to gain their employees' compliance.
The managers think that the employees are totally for money in the organization and not for anything else.They tend to blame the workers always.The reason of their failures may be something other which they do not want to see.
The major flaw of this management style is that it may cause diseconomies of scale in large businesses.
Theory Y:
In this theory,management assumes employees may be ambitious and self-motivated and exercise self-control.They believe that employees enjoy their mental and physical work duties.They also believe that if they are given a chance,they will try to showcase their creative abilities and innovate something new to improve their productivity.
Theory Y Managers:
The manager's role with the workers of Theory Y type is to help them achieve their potential.This is the case in which the employees are emotionally mature and think positively of their work.Thus, they can be positively appoached by the managers for problem solving leading to improved results compared to alternative approach of authoritarian measures.
Theory X vs Theory Y:
Conclusion:
Theory X and Theory Y relates to Maslow's hierarchy of needs in how human behavior and motivation is the main priority in the workplace in order to maximize output. In relations to Theory Y the organization is trying to create the most symbiotic relationship between the managers and workers which relates to Self Actualization and Esteem. For Self Actualization the manager needs to promote the optimum workplace through morality, creativity, spontaneity, problem solving, lack of prejudice, and acceptance of facts. It can relate to Esteem when the manager is trying to promote self esteem, confidence, achievement, respect of others, and respect by others.
Wednesday, July 24, 2013
MBA Gyan in the Valley......
Valley Crossing Exercise
Sorry all my fans that I make you wait for so many days.
So here is another management lesson which I earned under guidance of Prof. Mandi. In this exercise there is an important organizational lesson to be learnt. Organizations are meant to facilitate the impossible, unachievable.
The Problem ?
The problem is all about 3 people who want to cross a valley with the help of the pole. They have to put the pole on their respective shoulders then cross valley. you can take look by the picture below.
 |
| Three idiots crossing value |
The simple it looks the difficult it is perform.
This activity can't be realized until you realize the value of " UNITED WE STAND , DIVIDED WE FALL"
So the key factor to perform this is of course The Team work and besides that the innovative thinking we should apply to get the work done as easily as possible and that is how the excellent management is possible.
I always focus on the term Excellence in every blog because this what that defines you and put you in a league which is different from the others. Its solely depend upon how you do your task and what efforts you put in to get it done .
Three wise men Crossing the valley - Detailed task process
Persons
|
First person
|
Second Person
|
Third person
|
Steps
| |||
1
|
S
|
S
|
S
|
2
|
HR
| S | S |
3
|
FR
| S | S |
4
|
HR
|
HR
| S |
5
| S |
FR
| S |
6
| S |
HR
|
HR
|
7
| S | S |
FR
|
8
| S | S |
HR
|
9
|
S
|
S
|
S
|
S- Safe HR- Half Risky FR-Full Risky
What made this task so easy ?
i) Proper Communication
There should be proper communication among the team members say Real time communication,
Every step should be synchronized so they can can easily communicate to each other when , how and what steps should be taken while crossing the valley. Also this would help them to be on the same platform of thoughts which is of great importance in the task.
ii) Trust
A team should trust on every individual of the team. No one is strong or weak , they all are equal.
If there is no trust among the team members then end of the team is not far.
iii) Team Work
"Teamwork is the ability to work as a group toward a common vision, even if that vision becomes extremely blurry."
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