10 Tips for Self Discovery and Confidence
By Wayne Lee
1. Write down a list of your loves. Give yourself five minutes to write down all of your passions about all aspects of your life (i.e. leisure activities, work, family, finances spiritual). Once you have identified them, ask yourself how many you currently doing. If you are not following these passions, ask yourself why not?
2. Write down all of your dreams, goals and aspirations. Number them in order of importance from 1 to 5. If many are of equal importance, then give them the same number. These numbers indicate the most important things in your life.
3. Question yourself about what you want to be, do and have in life. If you have a clear vision of what you want to be, do and have, then you will gravitate towards them and attract these things in life. If you do not know where you are going in life, then how will you know when you get there?
4. Identify your fears and what scares you in life. Do one thing everyday to push through your fears. For example, if you have a fear of public speaking, make a point of talking to small or large groups weekly.
5. Practice using positive affirmations. First identify any self-limiting beliefs. For example, “I get nervous and I am self conscious when I speak in front of people.” Then reverse the negative belief into a positive affirmation. For example, “I get excited and I am confident when I speak in front of people.” Repeat these affirmations daily.
6. Identify 3 instances in your life when you have felt absolutely confident and motivated. Once you have imagined them, think of a word, symbol or color that you can associate with the experience. Repeat this process 5 times and engage all your sense memory to make it as real as possible. You will have a feeling of confidence and motivation anytime you think of that word, symbol or color.
7. Get involved in an exercise program as well as eating healthy foods. Both these practices contribute to you looking and feeling better.
8. Make a list of positive adjectives, such as Fantastic, Superb, Spectacular and Magical. Come up with as many as you can and pick a “word of the week.” Get in the habit of using that particular word as many times throughout the week as possible.
9. Take time to meditate or take personal time to relax. This aids you in clearing any fears, doubts and worries about your life.
10. Keep a daily journal and write down any events and experiences that are important to you. Also, write down any important ideas that you learn throughout the day. Reflecting upon this journal helps you create awareness of who you are and where you want to go.
7 Helpful Tips to Immediately Increase Your Confidence
by Kent Sayre
1.) Ask yourself, “What’s the worst that could happen?” Too often, we place excess importance on potential problems. We all have a certain amount of energy so let’s apply it to creating extraordinary relationships, advancing our careers and meeting our goals INSTEAD of wasting that energy worrying. Take action on what you have control over and minimize risks for what you don’t. Then invest your energy wisely.
2.) In doing something for the first time, imagine that you have already done it in the past. Close your eyes, then vividly imagine you succeeding wildly at what you are really going to do for the first time. The mind does NOT know the difference between something VIVIDLY imagined and something real. Make it vivid by involving all 5 senses.
3.) Find someone who is already confident in that area and copy them. Model as many of their behaviors, attitudes, values, and beliefs for the context you want to be confident in as you can. How can you do this? Talk with them if you have access to them. If you don’t have access to them, get as much exposure to them as you can. This could be talking to people who know the person and/or buying their products if they have some.
4.) Use the “as-if” frame. I literally love this frame of mind. If you were confident, how would you be acting? How would you be moving? How would you be speaking? What would you be thinking? What would you tell yourself inside? By asking yourself these questions, you are literally forced to answer them by going into a confident state. You will then be acting “as-if” you are confident. Now just forget you are acting long enough and pretty soon you’ll develop it into a habit.
5.) Go into the future and ask if what you’re faced with is such a big deal. This might be a bit morbid and yet this works tremendously well. Imagine yourself on your deathbed looking back over your life. You are surrounded by your friends and family. You’re reviewing your life. Is what you’re faced with now even going to pop up? That’s highly unlikely. Keeping things in proper perspective really diminishes fear.
6.) Remember that you lose out on 100% of the opportunities that you never go for. To get what you want, ask for it. I fully believe that if I ask enough people for whatever I want, I can get it. This is not necessarily true and yet it’s a useful belief. As you think about your goals and what you are striving for, how effective would it be for you to believe that all the people out there want to help you if you only ask? Whether that is true or not in the “real world” does not matter. If you find that belief empowering, I invite you to adopt it as your own.
7.) Disarm the nagging, negative internal voice. That negative internal voice can keep anyone stopped. To disarm the internal voice, imagine a volume control and lower the volume. Or how about changing the internal voice to Mickey Mouse? Do you think you could take Mickey Mouse seriously if he were criticizing you? Change the voice to a clown voice. The point is to disarm the voice by altering the way it nags at you. If I hear my own voice nagging me, it stops me. If I hear a clown voice, I laugh and continue onward.
Tuesday, December 1, 2009
Interesting Facts about India
Interesting Facts about India
• India never invaded any country in her last 100000 years of history.
• When many cultures were only nomadic forest dwellers over 5000 years ago, Indians established Harappan culture in Sindhu Valley (Indus Valley Civilization)
• The name 'India' is derived from the River Indus, the valleys around which were the home of the early settlers. The Aryan worshippers referred to the river Indus as the Sindhu.
• The Persian invaders converted it into Hindu. The name 'Hindustan' combines Sindhu and Hindu and thus refers to the land of the Hindus.
• Chess was invented in India.
• Algebra, Trigonometry and Calculus are studies, which originated in India.
• The 'Place Value System' and the 'Decimal System' were developed in India in 100 B.C.
• The World's First Granite Temple is the Brihadeswara Temple at Tanjavur, Tamil Nadu. The shikhara of the temple is made from a single 80-tonne piece of granite. This magnificent temple was built in just five years, (between 1004 AD and 1009 AD) during the reign of Rajaraja Chola.
• India is the largest democracy in the world, the 6th largest Country in the world, and one of the most ancient civilizations.
• The game of Snakes & Ladders was created by the 13th century poet saint Gyandev. It was originally called 'Mokshapat'. The ladders in the game represented virtues and the snakes indicated vices. The game was played with cowrie shells and dices. In time, the game underwent several modifications, but its meaning remained the same, i.e. good deeds take people to heaven and evil to a cycle of re-births.
• The world's highest cricket ground is in Chail, Himachal Pradesh. Built in 1893 after leveling a hilltop, this cricket pitch is 2444 meters above sea level.
• India has the largest number of Post Offices in the world.
• The largest employer in the world is the Indian Railways, employing over a million people.
• The world's first university was established in Takshila in 700 BC. More than 10,500 students from all over the world studied more than 60 subjects. The University of Nalanda built in the 4th century was one of the greatest achievements of ancient India in the field of education.
• Ayurveda is the earliest school of medicine known to mankind. The Father of Medicine, Charaka, consolidated Ayurveda 2500 years ago.
• India was one of the richest countries till the time of British rule in the early 17th Century. Christopher Columbus, attracted by India's wealth, had come looking for a sea route to India when he discovered America by mistake.
• The Art of Navigation & Navigating was born in the river Sindh over 6000 years ago. The very word Navigation is derived from the Sanskrit word 'NAVGATIH'. The word navy is also derived from the Sanskrit word 'Nou'.
• Bhaskaracharya rightly calculated the time taken by the earth to orbit the Sun hundreds of years before the astronomer Smart. According to his calculation, the time taken by the Earth to orbit the Sun was 365.258756484 days.
• The value of "pi" was first calculated by the Indian Mathematician Budhayana, and he explained the concept of what is known as the Pythagorean Theorem. He discovered this in the 6th century, long before the European mathematicians.
• Algebra, Trigonometry and Calculus also originated in India.Quadratic Equations were used by Sridharacharya in the 11th century. The largest numbers the Greeks and the Romans used were 106 whereas Hindus used numbers as big as 10*53 (i.e. 10 to the power of 53) with specific names as early as 5000 B.C.during the Vedic period.Even today, the largest used number is Terra: 10*12(10 to the power of 12).
• Until 1896, India was the only source of diamonds in the world
(Source: Gemological Institute of America).
• The Baily Bridge is the highest bridge in the world. It is located in the Ladakh valley between the Dras and Suru rivers in the Himalayan mountains. It was built by the Indian Army in August 1982.
• Sushruta is regarded as the Father of Surgery. Over2600 years ago Sushrata & his team conducted complicated surgeries like cataract, artificial limbs, cesareans, fractures, urinary stones, plastic surgery and brain surgeries.
• Usage of anaesthesia was well known in ancient Indian medicine. Detailed knowledge of anatomy, embryology, digestion, metabolism,physiology, etiology, genetics and immunity is also found in many ancient Indian texts.
• India exports software to 90 countries.
• The four religions born in India - Hinduism, Buddhism, Jainism, and Sikhism, are followed by 25% of the world's population.
• Jainism and Buddhism were founded in India in 600 B.C. and 500 B.C. respectively.
• Islam is India's and the world's second largest religion.
• There are 300,000 active mosques in India, more than in any other country, including the Muslim world.
• The oldest European church and synagogue in India are in the city of Cochin. They were built in 1503 and 1568 respectively.
• Jews and Christians have lived continuously in India since 200 B.C. and 52 A.D. respectively
• The largest religious building in the world is Angkor Wat, a Hindu Temple in Cambodia built at the end of the 11th century.
• The Vishnu Temple in the city of Tirupathi built in the 10th century, is the world's largest religious pilgrimage destination. Larger than either Rome or Mecca, an average of 30,000 visitors donate $6 million (US) to the temple everyday.
• Sikhism originated in the Holy city of Amritsar in Punjab. Famous for housing the Golden Temple, the city was founded in 1577.
• Varanasi, also known as Benaras, was called "the Ancient City" when Lord Buddha visited it in 500 B.C., and is the oldest, continuously inhabited city in the world today.
• India provides safety for more than 300,000 refugees originally from Sri Lanka, Tibet, Bhutan, Afghanistan and Bangladesh, who escaped to flee religious and political persecution.
• His Holiness, the Dalai Lama, the exiled spiritual leader of Tibetan Buddhists, runs his government in exile from Dharmashala in northern India.
• Martial Arts were first created in India, and later spread to Asia by Buddhist missionaries.
• Yoga has its origins in India and has existed for over 5,000 years.
• India never invaded any country in her last 100000 years of history.
• When many cultures were only nomadic forest dwellers over 5000 years ago, Indians established Harappan culture in Sindhu Valley (Indus Valley Civilization)
• The name 'India' is derived from the River Indus, the valleys around which were the home of the early settlers. The Aryan worshippers referred to the river Indus as the Sindhu.
• The Persian invaders converted it into Hindu. The name 'Hindustan' combines Sindhu and Hindu and thus refers to the land of the Hindus.
• Chess was invented in India.
• Algebra, Trigonometry and Calculus are studies, which originated in India.
• The 'Place Value System' and the 'Decimal System' were developed in India in 100 B.C.
• The World's First Granite Temple is the Brihadeswara Temple at Tanjavur, Tamil Nadu. The shikhara of the temple is made from a single 80-tonne piece of granite. This magnificent temple was built in just five years, (between 1004 AD and 1009 AD) during the reign of Rajaraja Chola.
• India is the largest democracy in the world, the 6th largest Country in the world, and one of the most ancient civilizations.
• The game of Snakes & Ladders was created by the 13th century poet saint Gyandev. It was originally called 'Mokshapat'. The ladders in the game represented virtues and the snakes indicated vices. The game was played with cowrie shells and dices. In time, the game underwent several modifications, but its meaning remained the same, i.e. good deeds take people to heaven and evil to a cycle of re-births.
• The world's highest cricket ground is in Chail, Himachal Pradesh. Built in 1893 after leveling a hilltop, this cricket pitch is 2444 meters above sea level.
• India has the largest number of Post Offices in the world.
• The largest employer in the world is the Indian Railways, employing over a million people.
• The world's first university was established in Takshila in 700 BC. More than 10,500 students from all over the world studied more than 60 subjects. The University of Nalanda built in the 4th century was one of the greatest achievements of ancient India in the field of education.
• Ayurveda is the earliest school of medicine known to mankind. The Father of Medicine, Charaka, consolidated Ayurveda 2500 years ago.
• India was one of the richest countries till the time of British rule in the early 17th Century. Christopher Columbus, attracted by India's wealth, had come looking for a sea route to India when he discovered America by mistake.
• The Art of Navigation & Navigating was born in the river Sindh over 6000 years ago. The very word Navigation is derived from the Sanskrit word 'NAVGATIH'. The word navy is also derived from the Sanskrit word 'Nou'.
• Bhaskaracharya rightly calculated the time taken by the earth to orbit the Sun hundreds of years before the astronomer Smart. According to his calculation, the time taken by the Earth to orbit the Sun was 365.258756484 days.
• The value of "pi" was first calculated by the Indian Mathematician Budhayana, and he explained the concept of what is known as the Pythagorean Theorem. He discovered this in the 6th century, long before the European mathematicians.
• Algebra, Trigonometry and Calculus also originated in India.Quadratic Equations were used by Sridharacharya in the 11th century. The largest numbers the Greeks and the Romans used were 106 whereas Hindus used numbers as big as 10*53 (i.e. 10 to the power of 53) with specific names as early as 5000 B.C.during the Vedic period.Even today, the largest used number is Terra: 10*12(10 to the power of 12).
• Until 1896, India was the only source of diamonds in the world
(Source: Gemological Institute of America).
• The Baily Bridge is the highest bridge in the world. It is located in the Ladakh valley between the Dras and Suru rivers in the Himalayan mountains. It was built by the Indian Army in August 1982.
• Sushruta is regarded as the Father of Surgery. Over2600 years ago Sushrata & his team conducted complicated surgeries like cataract, artificial limbs, cesareans, fractures, urinary stones, plastic surgery and brain surgeries.
• Usage of anaesthesia was well known in ancient Indian medicine. Detailed knowledge of anatomy, embryology, digestion, metabolism,physiology, etiology, genetics and immunity is also found in many ancient Indian texts.
• India exports software to 90 countries.
• The four religions born in India - Hinduism, Buddhism, Jainism, and Sikhism, are followed by 25% of the world's population.
• Jainism and Buddhism were founded in India in 600 B.C. and 500 B.C. respectively.
• Islam is India's and the world's second largest religion.
• There are 300,000 active mosques in India, more than in any other country, including the Muslim world.
• The oldest European church and synagogue in India are in the city of Cochin. They were built in 1503 and 1568 respectively.
• Jews and Christians have lived continuously in India since 200 B.C. and 52 A.D. respectively
• The largest religious building in the world is Angkor Wat, a Hindu Temple in Cambodia built at the end of the 11th century.
• The Vishnu Temple in the city of Tirupathi built in the 10th century, is the world's largest religious pilgrimage destination. Larger than either Rome or Mecca, an average of 30,000 visitors donate $6 million (US) to the temple everyday.
• Sikhism originated in the Holy city of Amritsar in Punjab. Famous for housing the Golden Temple, the city was founded in 1577.
• Varanasi, also known as Benaras, was called "the Ancient City" when Lord Buddha visited it in 500 B.C., and is the oldest, continuously inhabited city in the world today.
• India provides safety for more than 300,000 refugees originally from Sri Lanka, Tibet, Bhutan, Afghanistan and Bangladesh, who escaped to flee religious and political persecution.
• His Holiness, the Dalai Lama, the exiled spiritual leader of Tibetan Buddhists, runs his government in exile from Dharmashala in northern India.
• Martial Arts were first created in India, and later spread to Asia by Buddhist missionaries.
• Yoga has its origins in India and has existed for over 5,000 years.
INTERVIEW
INTERVIEW
An interview is a conversation between two or more people (the interviewer and the interviewee) where questions are asked by the interviewer to obtain information from the interviewee.
TYPES OF INTERVIEW
Job Interview: A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the job.
Case Interview: A case interview is a job interview in which the applicant is given a question/situation/problem/challenge and asked to resolve the situation. The case problem is often a business situation or a business case that the interviewer has worked on in real life.
Informational Interview: An Informational Interview is a meeting in which a job seeker asks for advice rather than employment. The job seeker uses the interview to gather information on the field, find employment leads and expand their professional network.
Exit Interview: An exit interview is an interview conducted by an employer of a departing employee. They are generally conducted by a relatively neutral party, such as a human resources staff member, so that the employee will be more inclined to be candid, as opposed to worrying about burning bridges.
Interview DO’s
Ask for clarification if you don't understand a question.
Dress appropriately for the industry; err on the side of being conservative to show you take the interview seriously. Your personal grooming and cleanliness should be impeccable.
Know the exact time and location of your interview; know how long it takes to get there, park, find a rest room to freshen up, etc.
Arrive early; 10 minutes prior to the interview start time.
Treat other people you encounter with courtesy and respect. Their opinions of you might be solicited during hiring decisions.
Offer a firm handshake, make eye contact, and have a friendly expression when you are greeted by your interviewer.
Listen to be sure you understand your interviewer's name and the correct pronunciation.
Even when your interviewer gives you a first and last name, address your interviewer by title (Ms., Mr., Dr.) and last name, until invited to do otherwise.
Maintain good eye contact during the interview.
Sit still in your seat; avoid fidgeting and slouching.
Respond to questions and back up your statements about yourself with specific examples whenever possible.
Be thorough in your responses, while being concise in your wording.
Be honest and be yourself. Dishonesty gets discovered and is grounds for withdrawing job offers and for firing. You want a good match between yourself and your employer. If you get hired by acting like someone other than yourself, you and your employer will both be unhappy.
Treat the interview seriously and as though you are truly interested in the employer and the opportunity presented.
Exhibit a positive attitude. The interviewer is evaluating you as a potential co-worker. Behave like someone you would want to work with.
Have intelligent questions prepared to ask the interviewer. Having done your research about the employer in advance, ask questions which you did not find answered in your research.
Evaluate the interviewer and the organization s/he represents. An interview is a two-way street. Conduct yourself cordially and respectfully, while thinking critically about the way you are treated and the values and priorities of the organization.
Do expect to be treated appropriately. If you believe you were treated inappropriately or asked questions that were inappropriate or made you uncomfortable, discuss this with a Career Services advisor or the director.
Make sure you understand the employer's next step in the hiring process; know when and from whom you should expect to hear next. Know what action you are expected to take next, if any.
When the interviewer concludes the interview, offer a firm handshake and make eye contact. Depart gracefully.
After the interview, make notes right away so you don't forget critical details.
Interview DON'Ts
Don't assume that a female interviewer is "Mrs." or "Miss." Address her as "Ms." unless told otherwise. Her marital status is irrelevant to the purpose of the interview.
Don't make excuses. Take responsibility for your decisions and your actions.
Don't make negative comments about previous employers or professors (or others).
Don't falsify application materials or answers to interview questions.
Don't treat the interview casually, as if you are just shopping around or doing the interview for practice. This is an insult to the interviewer and to the organization.
Don't give the impression that you are only interested in an organization because of its geographic location.
Don't give the impression you are only interested in salary; don't ask about salary and benefits issues until the subject is brought up by your interviewer.
Don't act as though you would take any job or are desperate for employment.
Don't make the interviewer guess what type of work you are interested in; it is not the interviewer's job to act as a career advisor to you.
Don't be unprepared for typical interview questions. You may not be asked all of them in every interview, but being unprepared looks foolish.
A job search can be hard work and involve frustrations; don't exhibit frustrations or a negative attitude in an interview.
Don't go to extremes with your posture; don't slouch, and don't sit rigidly on the edge of your chair.
Don't chew gum or smell like smoke.
Don't allow your cell phone to sound during the interview. (If it does, apologize quickly and ignore it.) Don't take a cell phone call.
Don't take your parents, your pet (an assistance animal is not a pet in this circumstance), spouse, fiancé, friends or enemies to an interview. If you are not grown up and independent enough to attend an interview alone, you're insufficiently grown up and independent for a job. (They can certainly visit your new city, at their own expense, but cannot attend your interview.)
An interview is a conversation between two or more people (the interviewer and the interviewee) where questions are asked by the interviewer to obtain information from the interviewee.
TYPES OF INTERVIEW
Job Interview: A job interview is a process in which a potential employee is evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the job.
Case Interview: A case interview is a job interview in which the applicant is given a question/situation/problem/challenge and asked to resolve the situation. The case problem is often a business situation or a business case that the interviewer has worked on in real life.
Informational Interview: An Informational Interview is a meeting in which a job seeker asks for advice rather than employment. The job seeker uses the interview to gather information on the field, find employment leads and expand their professional network.
Exit Interview: An exit interview is an interview conducted by an employer of a departing employee. They are generally conducted by a relatively neutral party, such as a human resources staff member, so that the employee will be more inclined to be candid, as opposed to worrying about burning bridges.
Interview DO’s
Ask for clarification if you don't understand a question.
Dress appropriately for the industry; err on the side of being conservative to show you take the interview seriously. Your personal grooming and cleanliness should be impeccable.
Know the exact time and location of your interview; know how long it takes to get there, park, find a rest room to freshen up, etc.
Arrive early; 10 minutes prior to the interview start time.
Treat other people you encounter with courtesy and respect. Their opinions of you might be solicited during hiring decisions.
Offer a firm handshake, make eye contact, and have a friendly expression when you are greeted by your interviewer.
Listen to be sure you understand your interviewer's name and the correct pronunciation.
Even when your interviewer gives you a first and last name, address your interviewer by title (Ms., Mr., Dr.) and last name, until invited to do otherwise.
Maintain good eye contact during the interview.
Sit still in your seat; avoid fidgeting and slouching.
Respond to questions and back up your statements about yourself with specific examples whenever possible.
Be thorough in your responses, while being concise in your wording.
Be honest and be yourself. Dishonesty gets discovered and is grounds for withdrawing job offers and for firing. You want a good match between yourself and your employer. If you get hired by acting like someone other than yourself, you and your employer will both be unhappy.
Treat the interview seriously and as though you are truly interested in the employer and the opportunity presented.
Exhibit a positive attitude. The interviewer is evaluating you as a potential co-worker. Behave like someone you would want to work with.
Have intelligent questions prepared to ask the interviewer. Having done your research about the employer in advance, ask questions which you did not find answered in your research.
Evaluate the interviewer and the organization s/he represents. An interview is a two-way street. Conduct yourself cordially and respectfully, while thinking critically about the way you are treated and the values and priorities of the organization.
Do expect to be treated appropriately. If you believe you were treated inappropriately or asked questions that were inappropriate or made you uncomfortable, discuss this with a Career Services advisor or the director.
Make sure you understand the employer's next step in the hiring process; know when and from whom you should expect to hear next. Know what action you are expected to take next, if any.
When the interviewer concludes the interview, offer a firm handshake and make eye contact. Depart gracefully.
After the interview, make notes right away so you don't forget critical details.
Interview DON'Ts
Don't assume that a female interviewer is "Mrs." or "Miss." Address her as "Ms." unless told otherwise. Her marital status is irrelevant to the purpose of the interview.
Don't make excuses. Take responsibility for your decisions and your actions.
Don't make negative comments about previous employers or professors (or others).
Don't falsify application materials or answers to interview questions.
Don't treat the interview casually, as if you are just shopping around or doing the interview for practice. This is an insult to the interviewer and to the organization.
Don't give the impression that you are only interested in an organization because of its geographic location.
Don't give the impression you are only interested in salary; don't ask about salary and benefits issues until the subject is brought up by your interviewer.
Don't act as though you would take any job or are desperate for employment.
Don't make the interviewer guess what type of work you are interested in; it is not the interviewer's job to act as a career advisor to you.
Don't be unprepared for typical interview questions. You may not be asked all of them in every interview, but being unprepared looks foolish.
A job search can be hard work and involve frustrations; don't exhibit frustrations or a negative attitude in an interview.
Don't go to extremes with your posture; don't slouch, and don't sit rigidly on the edge of your chair.
Don't chew gum or smell like smoke.
Don't allow your cell phone to sound during the interview. (If it does, apologize quickly and ignore it.) Don't take a cell phone call.
Don't take your parents, your pet (an assistance animal is not a pet in this circumstance), spouse, fiancé, friends or enemies to an interview. If you are not grown up and independent enough to attend an interview alone, you're insufficiently grown up and independent for a job. (They can certainly visit your new city, at their own expense, but cannot attend your interview.)
Monday, November 30, 2009
10 MANAGEMENT THINKERS
10 MANAGEMENT THINKERS
C. K. Prahalad
Born: 1941, in Coimbatore, Tamil Nadu, India
Profile: Krishnarao Prahalad is a management consultant, author, and the Paul and Ruth McCracken Distinguished University Professor of Corporate Strategy at the University of Michigan Ross School of Business.
Contribution: C.K Prahalad co-author of “Competing for the future breakdown strategies for seizing control of your industry and creating the markets of tomorrow.”
Achievement: He is one of the recipients of Pravasi Bharatiya Sammaan awards in 2009 and was conferred the Padma Bhushan the same year.
Bill Gates
Born: October 28, 1955.
Profile: He is an American business magnate, philanthropist, author, and chairman of Microsoft, the software company he founded with Paul Allen. He is ranked consistently one of the world's wealthiest people and the wealthiest overall as of 2009. During his career at Microsoft, Gates held the positions of CEO and chief software architect, and remains the largest individual shareholder with more than 8 percent of the common stock.
Writing: The Road Ahead,
Awards and honors: Time magazine named Gates one of the 100 people who most influenced the 20th century, as well as one of the 100 most influential people of 2004, 2005, and 2006 In 2006, he was voted eighth in the list of "Heroes of our time".Gates has received honorary doctorates from Nyenrode Business Universiteit, Breukelen, The Netherlands, in 2000; the Royal Institute of Technology, Stockholm, Sweden, in 2002; Waseda University, Tokyo, Japan, in 2005; Tsinghua University, Beijing, China, in April 2007;Harvard University in June 2007; the Karolinska Institutet, Stockholm, in January 2008, and Cambridge University in June 2009.
Philip Kotler
Born: 27 May 1931 in Chicago
Profile: Philip Kotler is the S.C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management at Northwestern University.
Contribution: Kotler has consulted many major U.S. and foreign companies, including IBM, Michelin, Bank of America, Merck, General Electric, Honeywell, and Motorola—in the areas of marketing strategy, planning and organization, and international marketing. He presents seminars in major international cities around the world on the latest marketing developments to companies and other organizations.
Achievement: Philip Kotler was selected in 2001 as the 4 major management guru by the Financial Times (behind Jack Welch, Bill Gates, and Peter Drucker,) and has been hailed by the Management Centre Europe as "the world's foremost expert on the strategic practice of marketing." In 2008, the Wall Street Journal listed him as the 6th most influential person on business thinking.
Dr. Gary P. Hamel
Born: Woodside, California
Profile: Hamel is an American management expert. He is a founder of Strategos, an international management consulting firm based in Chicago.
Contribution: Gary Hamel is the originator (with C. K. Prahalad) of the concept of core competencies. He is also the director of the Woodside Institute, a nonprofit research foundation based in Woodside, California.He is a visiting Professor of Strategic Management at London Business School. He was formerly a Visiting Professor of International Business at the University of Michigan (PhD 1990) and at Harvard Business School.
Awards and honors: Leading the Revolution, in which he had written a very positive profile of Enron.
Michael Porter
Born: In 1947
Profile: Michael Eugene Porter is a University Professor at Harvard Business School, with academic interests in management and economics
Contribution: Michael Porter is the founder of a nonprofit organization called the Initiative for a Competitive Inner City and one of the founders of The Monitor Group. His main academic objectives focus on how a firm or a region can build a competitive advantage and develop competitive strategy. One of his most significant contributions is the five forces.Porter's strategic system consists primarily of:
• Porter's Five Forces Analysis
• strategic groups (also called strategic sets)
• the value chain
• the generic strategies of cost leadership, product differentiation, and focus
• the market positioning strategies of variety based, needs based, and access based market positions
• global strategy
• Porter's clusters of competence for regional economic development
• Diamond model
Awards and honors: Michael E. Porter and Mark R. Kramer's latest article and winner of the 2006 McKinsey Award for the Best Harvard Business Review Article.
Peter Michael Senge
Born: 1947
Profile: He is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition of 2007). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute.
Contribution: An engineer by training, Peter was a protegé of John H. Hopkins and has followed closely the works of Michael Peters and Robert Fritz and based his books on pioneering works with the five disciplines in Ford, Chrysler, Shell, AT&T, Hannover Insurance, Harley-Davidson since the 70s and 80s through today.
Awards and honors: The Fifth Discipline is one of his most popular books with over one million copies sold. Peter Senge and the Learning Organization at the Infed Website
Alvin Toffler
Born: October 3, 1928
Profile: He is an American writer and futurist, known for his works discussing the digital revolution, communications revolution, corporate revolution and technological singularity. A former associate editor of Fortune magazine, his early work focused on technology and its impact (through effects like information overload). Then he moved to examining the reaction of and changes in society. His later focus has been on the increasing power of 21st century military hardware, weapons and technology proliferation, and capitalism
Contribution: In his book The Third Wave Toffler describes three types of societies, based on the concept of 'waves' - each wave pushes the older societies and cultures aside.
Awards and honors: He has been described in the Financial Times as the "world's most famous futurologist".
Richard Branson
Born: 18 July 1950
Profile: He is an English industrialist, best known for his Virgin brand of over 360 companies. Branson's first successful business venture was at age 16, when he published a magazine called Student.
Awards and honors: He was knighted in 1999 for his "services to entrepreneurship".[44][45] In 2000, Branson received the Tony Jannus Award for his accomplishments in commercial air transportation.
Ram Charan
Born: In 1939 in Uttar Pradesh, India
Profile: He is a business consultant, speaker, and writer.
Contribution: Charan has consulted for many well-known companies such as GE, KLM, and Bank of America. He is the author of various popular books on business, including Leadership in the Era of Economic Uncertainty: The New Rules for Getting the Right Things Done in Difficult Times, Boards That Deliver, What The CEO Wants You To Know, Boards At Work, Every Business Is A Growth Business (with Noel Tichy), Profitable Growth Is Everyone's Business, Confronting Reality,Know How and Execution (with Larry Bossidy and Charles Burck), which was a best-seller.
Awards and honors: Charan was elected a Fellow of the National Academy of Human Resources in 2000 and named a Distinguished Fellow in 2005. He is also a director of Austin Industries.
Paul Michael Romer
Born: 1955
Profile: He is an economist and Senior Fellow at Stanford University's Center for International Development and the Stanford Institute for Economic Policy Research. He is considered an expert on economic growth.
Contribution: Paul Romer's most important work is in the field of economic growth. Economists studied long-run growth extensively during the 1950s and 1960s. The work of Robert Solow, for example, established the primacy of technological progress in accounting for sustained increases in output per worker. Romer's work in the 1980s and 1990s amounted to constructing mathematical representations of economies in which technological change is the result of the intentional actions of people, such as research and development.
Awards and honors: Romer was named one of America's 25 most influential people by Time Magazine in 1997[1], and in 2000 started the online educational company Aplia. He has been awarded the Horst Claus Recktenwald Prize in Economics in Nuremberg, Germany. Romer is the son of former Colorado Governor Roy Romer.
Peter Drucker
Profile: He (November 19, 1909–November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society.
Contribution: His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
Awards and honors: Drucker was awarded the Presidential Medal of Freedom by U.S. President George W. Bush on July 9, 2002[1]. He also received honors from the governments of Japan and Austria. He was the Honorary Chairman of the Peter F. Drucker Foundation for Nonprofit Management, now the Leader to Leader Institute, from 1990 through 2002. In 1969 he was awarded New York University’s highest honor, the NYU Presidential Citation.
James G. March
Born: 1928 in Cleveland, Ohio
Profile: He is Professor Emeritus at Stanford University, best known for his research on organizations and organizational decision making.
Contribution: The scope of his academic work is broad, but focused on understanding how decisions happen in individuals, groups, organizations, companies and society. He explores factors that influences decision making, such as risk orientation, leadership and the ambiguity of the present and the past; politics and vested interests by stakeholders; the challenges of giving and receiving advice; the challenges of organizational and individual learning and the challenges of balancing exploration and exploitation in organizations.
Awards and honors: He has received numerous teaching awards. He interacts and communicates in many different forms as books, articles, interactive seminars, films and poetry.
Vijay Govindarajan
Probile: Vijay Govindarajan, known as VG, is the Earl C. Daum 1924 Professor of International Business at the Tuck School of Business and founding director of Tuck's Center for Global Leadership. He is also the faculty co-director for Global Leadership 2020, Tuck's executive education program that focuses on global management and is taught on three continents.
Contribution: Govindarajan currently writes a column for FastCompany.com. His articles have also appeared in journals such as Harvard Business Review, strategy+business, California Management Review, MIT Sloan Management Review, Accounting, Organizations and Society, Decision Sciences, and Journal of Business Strategy. One of his papers, co-authored with Professor Anil K. Gupta, was recognized as one of the ten most-often cited articles in the entire 40-year history of Academy of Management Journal. Govindarajan has published six books, including The Quest for Global Dominance (co-authored with Anil K. Gupta,Jossey-Bass, 2001). He is a popular keynote speaker and has been featured at such conferences as the Business Week CEO Forum and The Economist Conference.
Achievement: He was awarded the President's Gold Medal for his outstanding performance in obtaining the first rank.
Shiv Khera
Profile: He is an Indian motivational speaker, author of self-help books, business consultant, activist and politician.
Contribution: Khera has been delivering motivational lectures for more than ten years, primarily in India, US and Singapore. He has spoken in seminars, workshops and as keynote speaker in conferences. He has developed a three-day workshop called Blueprint for Success, which focuses on "the key areas of MAALTS (motivation, attitude, ambition, leadership, teamwork and self-esteem)". In addition, Khera also conducts in-house workshops on time and stress management, customer service, platform skills and improving sales.
Awards and honors: He has been recognized as a "Louis Marchesi Fellow" by the Round Table Foundation. Lions Club International gave him a "Lifetime Achievement Award" for the cause of 'Humanitarian Service to the Society'. He has also received the Rotary Club's "Centennial Vocational Award for Excellence."
Gita Piramal
Born: around 1954
Profile: He is a renowned media personality, freelance writer, business historian, managing editor of The Smart Manager magazine, Director of BP Ergo and former director of VIP Industries Limited.
Contribution: Gita worked as a Bombay correspondent for Financial Times from 1988 to 1992. Gita Piramal had worked as the Associate Dean for Indian School of Business's publishing arm She has also worked as Member LBS Regional Advisory Board. She has been working as managing editor of The Smart Manager, a management magazine, based at Mumbai, since 2002. She has written for many years on the corporate sector for leading Indian and international publications such as the Financial Times and the Economic Times and is a consulting editor of the World Executive’s Digest. She also has been involved in the making of television programmes on Indian business for the BBC and Plus Channel.
Awards and honors: Gita had received 'Business Today Award' for being one of India's 25 most powerful women in 2004. She also received the Scholar of the Year 2004 award from Ness Wadia College, Pune, India. Her two books have been adjudged as best management book by Delhi Management Association.
C. K. Prahalad
Born: 1941, in Coimbatore, Tamil Nadu, India
Profile: Krishnarao Prahalad is a management consultant, author, and the Paul and Ruth McCracken Distinguished University Professor of Corporate Strategy at the University of Michigan Ross School of Business.
Contribution: C.K Prahalad co-author of “Competing for the future breakdown strategies for seizing control of your industry and creating the markets of tomorrow.”
Achievement: He is one of the recipients of Pravasi Bharatiya Sammaan awards in 2009 and was conferred the Padma Bhushan the same year.
Bill Gates
Born: October 28, 1955.
Profile: He is an American business magnate, philanthropist, author, and chairman of Microsoft, the software company he founded with Paul Allen. He is ranked consistently one of the world's wealthiest people and the wealthiest overall as of 2009. During his career at Microsoft, Gates held the positions of CEO and chief software architect, and remains the largest individual shareholder with more than 8 percent of the common stock.
Writing: The Road Ahead,
Awards and honors: Time magazine named Gates one of the 100 people who most influenced the 20th century, as well as one of the 100 most influential people of 2004, 2005, and 2006 In 2006, he was voted eighth in the list of "Heroes of our time".Gates has received honorary doctorates from Nyenrode Business Universiteit, Breukelen, The Netherlands, in 2000; the Royal Institute of Technology, Stockholm, Sweden, in 2002; Waseda University, Tokyo, Japan, in 2005; Tsinghua University, Beijing, China, in April 2007;Harvard University in June 2007; the Karolinska Institutet, Stockholm, in January 2008, and Cambridge University in June 2009.
Philip Kotler
Born: 27 May 1931 in Chicago
Profile: Philip Kotler is the S.C. Johnson & Son Distinguished Professor of International Marketing at the Kellogg School of Management at Northwestern University.
Contribution: Kotler has consulted many major U.S. and foreign companies, including IBM, Michelin, Bank of America, Merck, General Electric, Honeywell, and Motorola—in the areas of marketing strategy, planning and organization, and international marketing. He presents seminars in major international cities around the world on the latest marketing developments to companies and other organizations.
Achievement: Philip Kotler was selected in 2001 as the 4 major management guru by the Financial Times (behind Jack Welch, Bill Gates, and Peter Drucker,) and has been hailed by the Management Centre Europe as "the world's foremost expert on the strategic practice of marketing." In 2008, the Wall Street Journal listed him as the 6th most influential person on business thinking.
Dr. Gary P. Hamel
Born: Woodside, California
Profile: Hamel is an American management expert. He is a founder of Strategos, an international management consulting firm based in Chicago.
Contribution: Gary Hamel is the originator (with C. K. Prahalad) of the concept of core competencies. He is also the director of the Woodside Institute, a nonprofit research foundation based in Woodside, California.He is a visiting Professor of Strategic Management at London Business School. He was formerly a Visiting Professor of International Business at the University of Michigan (PhD 1990) and at Harvard Business School.
Awards and honors: Leading the Revolution, in which he had written a very positive profile of Enron.
Michael Porter
Born: In 1947
Profile: Michael Eugene Porter is a University Professor at Harvard Business School, with academic interests in management and economics
Contribution: Michael Porter is the founder of a nonprofit organization called the Initiative for a Competitive Inner City and one of the founders of The Monitor Group. His main academic objectives focus on how a firm or a region can build a competitive advantage and develop competitive strategy. One of his most significant contributions is the five forces.Porter's strategic system consists primarily of:
• Porter's Five Forces Analysis
• strategic groups (also called strategic sets)
• the value chain
• the generic strategies of cost leadership, product differentiation, and focus
• the market positioning strategies of variety based, needs based, and access based market positions
• global strategy
• Porter's clusters of competence for regional economic development
• Diamond model
Awards and honors: Michael E. Porter and Mark R. Kramer's latest article and winner of the 2006 McKinsey Award for the Best Harvard Business Review Article.
Peter Michael Senge
Born: 1947
Profile: He is an American scientist and director of the Center for Organizational Learning at the MIT Sloan School of Management. He is known as author of the book The Fifth Discipline: The art and practice of the learning organization from 1990 (new edition of 2007). He is a senior lecturer at the System Dynamics Group at MIT Sloan School of Management, and co-faculty at the New England Complex Systems Institute.
Contribution: An engineer by training, Peter was a protegé of John H. Hopkins and has followed closely the works of Michael Peters and Robert Fritz and based his books on pioneering works with the five disciplines in Ford, Chrysler, Shell, AT&T, Hannover Insurance, Harley-Davidson since the 70s and 80s through today.
Awards and honors: The Fifth Discipline is one of his most popular books with over one million copies sold. Peter Senge and the Learning Organization at the Infed Website
Alvin Toffler
Born: October 3, 1928
Profile: He is an American writer and futurist, known for his works discussing the digital revolution, communications revolution, corporate revolution and technological singularity. A former associate editor of Fortune magazine, his early work focused on technology and its impact (through effects like information overload). Then he moved to examining the reaction of and changes in society. His later focus has been on the increasing power of 21st century military hardware, weapons and technology proliferation, and capitalism
Contribution: In his book The Third Wave Toffler describes three types of societies, based on the concept of 'waves' - each wave pushes the older societies and cultures aside.
Awards and honors: He has been described in the Financial Times as the "world's most famous futurologist".
Richard Branson
Born: 18 July 1950
Profile: He is an English industrialist, best known for his Virgin brand of over 360 companies. Branson's first successful business venture was at age 16, when he published a magazine called Student.
Awards and honors: He was knighted in 1999 for his "services to entrepreneurship".[44][45] In 2000, Branson received the Tony Jannus Award for his accomplishments in commercial air transportation.
Ram Charan
Born: In 1939 in Uttar Pradesh, India
Profile: He is a business consultant, speaker, and writer.
Contribution: Charan has consulted for many well-known companies such as GE, KLM, and Bank of America. He is the author of various popular books on business, including Leadership in the Era of Economic Uncertainty: The New Rules for Getting the Right Things Done in Difficult Times, Boards That Deliver, What The CEO Wants You To Know, Boards At Work, Every Business Is A Growth Business (with Noel Tichy), Profitable Growth Is Everyone's Business, Confronting Reality,Know How and Execution (with Larry Bossidy and Charles Burck), which was a best-seller.
Awards and honors: Charan was elected a Fellow of the National Academy of Human Resources in 2000 and named a Distinguished Fellow in 2005. He is also a director of Austin Industries.
Paul Michael Romer
Born: 1955
Profile: He is an economist and Senior Fellow at Stanford University's Center for International Development and the Stanford Institute for Economic Policy Research. He is considered an expert on economic growth.
Contribution: Paul Romer's most important work is in the field of economic growth. Economists studied long-run growth extensively during the 1950s and 1960s. The work of Robert Solow, for example, established the primacy of technological progress in accounting for sustained increases in output per worker. Romer's work in the 1980s and 1990s amounted to constructing mathematical representations of economies in which technological change is the result of the intentional actions of people, such as research and development.
Awards and honors: Romer was named one of America's 25 most influential people by Time Magazine in 1997[1], and in 2000 started the online educational company Aplia. He has been awarded the Horst Claus Recktenwald Prize in Economics in Nuremberg, Germany. Romer is the son of former Colorado Governor Roy Romer.
Peter Drucker
Profile: He (November 19, 1909–November 11, 2005) was a writer, management consultant, and self-described “social ecologist.” His books and scholarly and popular articles explored how humans are organized across the business, government and the nonprofit sectors of society.
Contribution: His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning. In 1959, Drucker coined the term “knowledge worker" and later in his life considered knowledge work productivity to be the next frontier of management.
Awards and honors: Drucker was awarded the Presidential Medal of Freedom by U.S. President George W. Bush on July 9, 2002[1]. He also received honors from the governments of Japan and Austria. He was the Honorary Chairman of the Peter F. Drucker Foundation for Nonprofit Management, now the Leader to Leader Institute, from 1990 through 2002. In 1969 he was awarded New York University’s highest honor, the NYU Presidential Citation.
James G. March
Born: 1928 in Cleveland, Ohio
Profile: He is Professor Emeritus at Stanford University, best known for his research on organizations and organizational decision making.
Contribution: The scope of his academic work is broad, but focused on understanding how decisions happen in individuals, groups, organizations, companies and society. He explores factors that influences decision making, such as risk orientation, leadership and the ambiguity of the present and the past; politics and vested interests by stakeholders; the challenges of giving and receiving advice; the challenges of organizational and individual learning and the challenges of balancing exploration and exploitation in organizations.
Awards and honors: He has received numerous teaching awards. He interacts and communicates in many different forms as books, articles, interactive seminars, films and poetry.
Vijay Govindarajan
Probile: Vijay Govindarajan, known as VG, is the Earl C. Daum 1924 Professor of International Business at the Tuck School of Business and founding director of Tuck's Center for Global Leadership. He is also the faculty co-director for Global Leadership 2020, Tuck's executive education program that focuses on global management and is taught on three continents.
Contribution: Govindarajan currently writes a column for FastCompany.com. His articles have also appeared in journals such as Harvard Business Review, strategy+business, California Management Review, MIT Sloan Management Review, Accounting, Organizations and Society, Decision Sciences, and Journal of Business Strategy. One of his papers, co-authored with Professor Anil K. Gupta, was recognized as one of the ten most-often cited articles in the entire 40-year history of Academy of Management Journal. Govindarajan has published six books, including The Quest for Global Dominance (co-authored with Anil K. Gupta,Jossey-Bass, 2001). He is a popular keynote speaker and has been featured at such conferences as the Business Week CEO Forum and The Economist Conference.
Achievement: He was awarded the President's Gold Medal for his outstanding performance in obtaining the first rank.
Shiv Khera
Profile: He is an Indian motivational speaker, author of self-help books, business consultant, activist and politician.
Contribution: Khera has been delivering motivational lectures for more than ten years, primarily in India, US and Singapore. He has spoken in seminars, workshops and as keynote speaker in conferences. He has developed a three-day workshop called Blueprint for Success, which focuses on "the key areas of MAALTS (motivation, attitude, ambition, leadership, teamwork and self-esteem)". In addition, Khera also conducts in-house workshops on time and stress management, customer service, platform skills and improving sales.
Awards and honors: He has been recognized as a "Louis Marchesi Fellow" by the Round Table Foundation. Lions Club International gave him a "Lifetime Achievement Award" for the cause of 'Humanitarian Service to the Society'. He has also received the Rotary Club's "Centennial Vocational Award for Excellence."
Gita Piramal
Born: around 1954
Profile: He is a renowned media personality, freelance writer, business historian, managing editor of The Smart Manager magazine, Director of BP Ergo and former director of VIP Industries Limited.
Contribution: Gita worked as a Bombay correspondent for Financial Times from 1988 to 1992. Gita Piramal had worked as the Associate Dean for Indian School of Business's publishing arm She has also worked as Member LBS Regional Advisory Board. She has been working as managing editor of The Smart Manager, a management magazine, based at Mumbai, since 2002. She has written for many years on the corporate sector for leading Indian and international publications such as the Financial Times and the Economic Times and is a consulting editor of the World Executive’s Digest. She also has been involved in the making of television programmes on Indian business for the BBC and Plus Channel.
Awards and honors: Gita had received 'Business Today Award' for being one of India's 25 most powerful women in 2004. She also received the Scholar of the Year 2004 award from Ness Wadia College, Pune, India. Her two books have been adjudged as best management book by Delhi Management Association.
Canara bank
Canara bank
Mission:
To provide quality banking services with enhanced customer orientation, higher value creation for stakeholders and to continue as a responsive corporate social citizen by effectively blending commercial pursuits with social banking.
Objective:
1. To promote and develop in India, sound and progressive banking principles, practices and convention and to contribute to the developments of creative banking.
2. To initiate advance planning for introduction of new systems or services in the banking.
3. To project a good public image of banking as a service industry and develop good public relations.
Strategies:
1. Customer comes first.
Banking has become the commodity business. By getting to know customers, commodity bankers hope to build long term relationships and attract new customers.
2. Broadening customer base.
They are trying to gain customer by adding new location.
3. Core banking.
Its helps the customer save time, reduce costs and improve operation.
Policies
1. Customer would be contacted ordinarily at the place of his choice and in the absence of any specified place at the place of his residence in the case of retail customers and in the place of business or residence as the case may be in the case of other customers.
2. Identity and authority to represent will be made known to the customer at the first instance.
3. Customers’ privacy would be respected.
4. The bank is committed to ensure that all written and verbal communication with its customers will be in simple business language and bank will adopt civil manners for interaction with customers.
5. Customer calling time will be between 0700 hrs and 1900 hrs, unless the special circumstances of the customer's business or occupation demands otherwise.
Rules and procedure:
1. Fair practices especially with regard to collection of dues and repossession of security
2. Fostering customer confidence and long-term relationship.
3. Do not follow any rules that are unduly coercive in collection of dues.
4. Bank's dues-collection policy is built on courtesy, fair treatment and persuasion.
Programme/project:
Canara Bank holds career guidance programme
Centre for entrepreneurship development for women of Canara Bank, Circle office, Hubli, conducted a career guidance programme for the final year students of SJMVS Arts and Commerce College for Women here recently. Bank's deputy general manager Jaiprakash inaugurated the programme. He said the bank motivates, trains and assists aspiring women entrepreneurs so that they become assets of the country.
Noting that the bank gives 1% and 0.50% concessions for women on education loan and for taking up entrepreneurship, he asked the students to derive maximum benefit of the facilities for a better future.
Canara Bank Relief and Welfare Society for Aged, Child welfare, Disability.
This organization has been working since 1961 in the above areas. It is recognized charitable organizations. It runs a 100-bed hospital, a foundling home for children (which is a licensed adoption centre for both in-country and inter-country adoptions); home for elders, a geriatric care centre, a Braille transcription centre and a counseling centre. It depends on financial assistance by individuals and institutions apart from the hospitals own generation of income.
Budget:
In the budget of Canara Bank they first lay down the fundamental targets necessary for continuous progress of the business. These target may be in rupee figures, market share, expansion and diversification etc.
Canara Bank (CNBK) reported a net profit of Rs7.2bn for Q4FY09 ahead of expectations. The robust performance was driven by better than expected NII and higher treasury income.
Mission:
To provide quality banking services with enhanced customer orientation, higher value creation for stakeholders and to continue as a responsive corporate social citizen by effectively blending commercial pursuits with social banking.
Objective:
1. To promote and develop in India, sound and progressive banking principles, practices and convention and to contribute to the developments of creative banking.
2. To initiate advance planning for introduction of new systems or services in the banking.
3. To project a good public image of banking as a service industry and develop good public relations.
Strategies:
1. Customer comes first.
Banking has become the commodity business. By getting to know customers, commodity bankers hope to build long term relationships and attract new customers.
2. Broadening customer base.
They are trying to gain customer by adding new location.
3. Core banking.
Its helps the customer save time, reduce costs and improve operation.
Policies
1. Customer would be contacted ordinarily at the place of his choice and in the absence of any specified place at the place of his residence in the case of retail customers and in the place of business or residence as the case may be in the case of other customers.
2. Identity and authority to represent will be made known to the customer at the first instance.
3. Customers’ privacy would be respected.
4. The bank is committed to ensure that all written and verbal communication with its customers will be in simple business language and bank will adopt civil manners for interaction with customers.
5. Customer calling time will be between 0700 hrs and 1900 hrs, unless the special circumstances of the customer's business or occupation demands otherwise.
Rules and procedure:
1. Fair practices especially with regard to collection of dues and repossession of security
2. Fostering customer confidence and long-term relationship.
3. Do not follow any rules that are unduly coercive in collection of dues.
4. Bank's dues-collection policy is built on courtesy, fair treatment and persuasion.
Programme/project:
Canara Bank holds career guidance programme
Centre for entrepreneurship development for women of Canara Bank, Circle office, Hubli, conducted a career guidance programme for the final year students of SJMVS Arts and Commerce College for Women here recently. Bank's deputy general manager Jaiprakash inaugurated the programme. He said the bank motivates, trains and assists aspiring women entrepreneurs so that they become assets of the country.
Noting that the bank gives 1% and 0.50% concessions for women on education loan and for taking up entrepreneurship, he asked the students to derive maximum benefit of the facilities for a better future.
Canara Bank Relief and Welfare Society for Aged, Child welfare, Disability.
This organization has been working since 1961 in the above areas. It is recognized charitable organizations. It runs a 100-bed hospital, a foundling home for children (which is a licensed adoption centre for both in-country and inter-country adoptions); home for elders, a geriatric care centre, a Braille transcription centre and a counseling centre. It depends on financial assistance by individuals and institutions apart from the hospitals own generation of income.
Budget:
In the budget of Canara Bank they first lay down the fundamental targets necessary for continuous progress of the business. These target may be in rupee figures, market share, expansion and diversification etc.
Canara Bank (CNBK) reported a net profit of Rs7.2bn for Q4FY09 ahead of expectations. The robust performance was driven by better than expected NII and higher treasury income.
Renesis Likert:
Renesis Likert:
Dr Renesis Likert has studied human behavior within many organizations. After extensive research, Dr. Rensis Likert concluded that there are four systems of management. According to Likert, the efficiency of an organization or its departments is influenced by their system of management. Likert categorized his four management systems as follows;
Exploitive authoritative system (1)
In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organisation. The subordinates do not participate in the decision making. The organisation is concerned simply about completing the work. The organisation will use fear and threats to make sure employees complete the work set. There is no teamwork involved.
Benevolent authoritative system (2)
Just as in an exploitive authoritative system, decisions are made by those at the top of the organisation and management. However employees are motivated through rewards (for their contribution) rather than fear and threats. Information may flow from subordinates to managers but it is restricted to “what management want to hear”.
Consultative system (3)
In this type of management system, subordinates are motivated by rewards and a degree of involvement in the decision making process. Management will constructively use their subordinates ideas and opinions. However involvement is incomplete and major decisions are still made by senior management. There is a greater flow of information (than in a benevolent authoritative system) from subordinates to management. Although the information from subordinate to manager is incomplete and euphemistic.
Participative (group) system (4)
Management have complete confidence in their subordinates/employees. There is lots of communication and subordinates are fully involved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork. Teams are linked together by people, who are members of more than one team. Likert calls people in more than one group “linking pins”. Employees throughout the organisation feel responsible for achieving the organisation’s objectives. This responsibility is motivational especially as subordinates are offered economic rewards for achieving organisational goals which they have participated in setting.
Likerts Ideal System
Likert believes that if an organisation is to achieve optimum effectiveness then the “ideal” system to adopt is Participative (system 4).
Dr Renesis Likert has studied human behavior within many organizations. After extensive research, Dr. Rensis Likert concluded that there are four systems of management. According to Likert, the efficiency of an organization or its departments is influenced by their system of management. Likert categorized his four management systems as follows;
Exploitive authoritative system (1)
In this type of management system the job of employees/subordinates is to abide by the decisions made by managers and those with a higher status than them in the organisation. The subordinates do not participate in the decision making. The organisation is concerned simply about completing the work. The organisation will use fear and threats to make sure employees complete the work set. There is no teamwork involved.
Benevolent authoritative system (2)
Just as in an exploitive authoritative system, decisions are made by those at the top of the organisation and management. However employees are motivated through rewards (for their contribution) rather than fear and threats. Information may flow from subordinates to managers but it is restricted to “what management want to hear”.
Consultative system (3)
In this type of management system, subordinates are motivated by rewards and a degree of involvement in the decision making process. Management will constructively use their subordinates ideas and opinions. However involvement is incomplete and major decisions are still made by senior management. There is a greater flow of information (than in a benevolent authoritative system) from subordinates to management. Although the information from subordinate to manager is incomplete and euphemistic.
Participative (group) system (4)
Management have complete confidence in their subordinates/employees. There is lots of communication and subordinates are fully involved in the decision making process. Subordinates comfortably express opinions and there is lots of teamwork. Teams are linked together by people, who are members of more than one team. Likert calls people in more than one group “linking pins”. Employees throughout the organisation feel responsible for achieving the organisation’s objectives. This responsibility is motivational especially as subordinates are offered economic rewards for achieving organisational goals which they have participated in setting.
Likerts Ideal System
Likert believes that if an organisation is to achieve optimum effectiveness then the “ideal” system to adopt is Participative (system 4).
Types of Departmentation
Types of Departmentation
(a) Functions, e.g., sales, production, personnel, planning, transport, etc.
(b) Products, e.g., air-conditioners, accounting machines, electronic calculators, etc.
(c) Territory, region, or geographical area, e.g., Northern Railway, Western Railway, N.E. Railway, etc.
(d) Customer, e.g., wholesaler, retailer, government.
(e) Process.
(f) Appropriate combination of any of these types.
Function wise Departmentation
Under each of these five managers, there will be subordinate managers and under them, the subordinate staff.
The advantages of this type of structure are as follows:
(i) It is a logical reflection of functions.
(ii) It follows the principle of specialisation.
(iii) Maintains power and prestige of major functions.
(iv) Inter-departmental co-ordination is facilitated.
(v) The structure is simple, logical and easy to understand.
(vi) Provides a good means of control at the top.
There are also some disadvantages:
(i) Responsibility for profits tends to be at the top.
(ii) There may be chances of heavy centralisation in decision-making.
(iii) Where geographical centralisation is desirable or required, this form becomes unsuitable.
(iv) This is not very suitable where product lines have to be emphasized.
(v) There is a lower potential for manager development.
Product wise Departmentation
The advantages of this type of structure are:
(i) Places greater effort on individual product line.
(ii) Better customer service arising from greater product knowledge.
(iii) Simplifies departmentation of profitability of each product line. Responsibility for profits is at the Division level.
(iv) Improves co-ordination of functional activities.
(v) New department may be added without difficulty. Permits growth and diversity of products and services.
(vi) Detailed information on markets for specific products will be generated.
(vii) Extremely suitable where product lines are complex or vary greatly.
(viii) Furnishes measurable training ground for Managers.
Some of the disadvantages inherent in such departmentation are:
(i) A customer has to deal with different salesmen or managers for different products of the same company.
(ii) Extra costs of maintaining separate sales force for each product.
(iii) Duplication of costs on travel, etc.
(iv) Tends to make maintenance of economical central services difficult.
(v) Results in increased problems of the top management control.
Territorial or Geographical Departmentation
The advantages of such departmentation are:
(i) Regional expertise is generated and managers can tackle customers or competition better. Places responsibility at lower levels.
(ii) Proximity will reduce costs of operation and administration.
(iii) Places emphasis on local markets and problems. Local conditions might warrant different types of selling. This is possible only in territorial departmentation.
(iv) Improves co-ordination at the regional level.
(v) Better face-to-face communication with local interests in mind.
(vi) Better manager development.
Some disadvantages are listed as follows:
(i) Involves higher costs of co-ordination and control from headquarters.
(ii) Results in more managerial levels which increases overhead costs.
(iii) Unsuitable for departments like Finance, where no gains are possible by specialisation on local factors.
(iv) Increases problems of the top management control.
Departmentation by Customers
Some advantages of this type of structure are:
(i) Greater specialized customer service.
(ii) Where marketing channels are considerably different for various types of customers, this type of structure is very useful.
Some disadvantages of this type are:
(i) May not be enough work for certain types of customers. Hence, under employment of facilities and manpower specialized in terms of customer groups.
(ii) Problems of co-ordination might pose difficulties.
(iii) Unequal development of customer groups.
(a) Functions, e.g., sales, production, personnel, planning, transport, etc.
(b) Products, e.g., air-conditioners, accounting machines, electronic calculators, etc.
(c) Territory, region, or geographical area, e.g., Northern Railway, Western Railway, N.E. Railway, etc.
(d) Customer, e.g., wholesaler, retailer, government.
(e) Process.
(f) Appropriate combination of any of these types.
Function wise Departmentation
Under each of these five managers, there will be subordinate managers and under them, the subordinate staff.
The advantages of this type of structure are as follows:
(i) It is a logical reflection of functions.
(ii) It follows the principle of specialisation.
(iii) Maintains power and prestige of major functions.
(iv) Inter-departmental co-ordination is facilitated.
(v) The structure is simple, logical and easy to understand.
(vi) Provides a good means of control at the top.
There are also some disadvantages:
(i) Responsibility for profits tends to be at the top.
(ii) There may be chances of heavy centralisation in decision-making.
(iii) Where geographical centralisation is desirable or required, this form becomes unsuitable.
(iv) This is not very suitable where product lines have to be emphasized.
(v) There is a lower potential for manager development.
Product wise Departmentation
The advantages of this type of structure are:
(i) Places greater effort on individual product line.
(ii) Better customer service arising from greater product knowledge.
(iii) Simplifies departmentation of profitability of each product line. Responsibility for profits is at the Division level.
(iv) Improves co-ordination of functional activities.
(v) New department may be added without difficulty. Permits growth and diversity of products and services.
(vi) Detailed information on markets for specific products will be generated.
(vii) Extremely suitable where product lines are complex or vary greatly.
(viii) Furnishes measurable training ground for Managers.
Some of the disadvantages inherent in such departmentation are:
(i) A customer has to deal with different salesmen or managers for different products of the same company.
(ii) Extra costs of maintaining separate sales force for each product.
(iii) Duplication of costs on travel, etc.
(iv) Tends to make maintenance of economical central services difficult.
(v) Results in increased problems of the top management control.
Territorial or Geographical Departmentation
The advantages of such departmentation are:
(i) Regional expertise is generated and managers can tackle customers or competition better. Places responsibility at lower levels.
(ii) Proximity will reduce costs of operation and administration.
(iii) Places emphasis on local markets and problems. Local conditions might warrant different types of selling. This is possible only in territorial departmentation.
(iv) Improves co-ordination at the regional level.
(v) Better face-to-face communication with local interests in mind.
(vi) Better manager development.
Some disadvantages are listed as follows:
(i) Involves higher costs of co-ordination and control from headquarters.
(ii) Results in more managerial levels which increases overhead costs.
(iii) Unsuitable for departments like Finance, where no gains are possible by specialisation on local factors.
(iv) Increases problems of the top management control.
Departmentation by Customers
Some advantages of this type of structure are:
(i) Greater specialized customer service.
(ii) Where marketing channels are considerably different for various types of customers, this type of structure is very useful.
Some disadvantages of this type are:
(i) May not be enough work for certain types of customers. Hence, under employment of facilities and manpower specialized in terms of customer groups.
(ii) Problems of co-ordination might pose difficulties.
(iii) Unequal development of customer groups.
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