Archive for Philosophy of Management
Caviet Shareholders
Isn’t is surprising to note that many a sales persons has not earned incentives for failing to meet targets but still the top management has met its targets…………….Is it the case of too high a targets for the “lowly” sales person and too low a target for the “exalted” top management………Also ironically the managing director PAYS HIMSELF SALES COMMISSION……despite the fact that his job is to increase shareholder value and hence should claim compensation based on it…………..
Words and Managing
More often than not, people who do not respect their own words have to manage using the low quality positional power
Institutes have culture, students have competencies
Institutes inculcate culture (work culture); competencies are developed by students themselves
Caveat Shareholder
Is it in the interest of the shareholders that the “the top” remains an “entitlement” and not “a responsibility”? The “talent” at the top (and the best talent is supposed to be at the top) more often than not “dispenses” the task of objective setting and monitoring; implementation is largely the forte of those not at the top. Caveat shareholder!
Essence of managing
What is the essence of managing? Making a decision or implementing one? If both are equally important then does the current curriculum in management education have depth in intricacies of implementation particularly wrt human angle? Though any scientifically taken decision can be implemented through use of positional power perhaps resonance would be missed as the talent involved could be dispirited.
Management & Quality
What is quality in managing……..particularly when decision making can happen because of coercive power????
Raashid Saiyed
