m.k.dhawan

{PassionHR} Life lessons from a glass of water

2012-01-24T10:50:00.002+05:30

Prakash Iyer: Life lessons from a glass of water!

Not worrying too much about the problem is the first step to solve it.

A chemistry professor decided to teach his students a different lesson one day. Holding a glass of water in his hand, he asked the students, "How much do you think this glass of water weighs?" "500 grams!" came a voice from the back. "600," said another student. "I don't really know!" said the professor, holding the glass up to make sure everyone could see it. "And unless we weigh it, we won't know." With the glass still in his outstretched hand, the professor continued, "What will happen if I hold it like this for a few minutes?"
"Nothing!" came the reply. "Right, and if I hold it for an hour like this, what might happen?" "Your hand will begin to hurt," said a student. "Indeed. And what would happen if I held the glass in my hand like this for 24 hours?"
"You would be in tremendous pain," said one student. "Your hand will probably go numb," said another. "Your arm will be paralysed and we'll need to rush you to the hospital!" said a student on the last bench.
"True," said the professor. "But notice that through all this, the weight of the glass did not change. What then causes the pain?"
The class went quiet. The students seemed puzzled."What should I do to avoid the pain?" asked the professor. "Put the glass down!" said a student.
"Well said!" exclaimed the professor. "And that's a lesson I want you to remember. The problems and worries in life are like that glass of water. Think about them for a while and nothing happens. But think about it a bit longer and they begin to hurt. And if you think about them all day long, you will feel paralysed – incapable of doing anything. It's important to remember to let go of your problems. Remember to put the glass down!"
We may not have been in that classroom that day, but it's a lesson we would all do well to remember. Put the glass down! Always. It's not just problems and worries. Sometimes, we feel hurt and betrayed by a friend. And we carry that grudge through our lives. It grows and causes us anguish and pain. Learning to forgive – and forget – is not just good for the other people, it's great for you. Nelson Mandela spent 27 years in jail and when he was finally freed, you can understand how angry and vengeful he must have felt. But guess what? When he became President, he invited his jailers to be present at the inauguration – in the VIP seats! If he could forgive after 27 years of suffering, surely we can too.It is the same with our fears too. A failure or an incident in early childhood becomes a deeply entrenched fear over time. Fear of public speaking, fear of Maths, fear of rejection. You name it, and chances are, we have it. Someone gave us that glass to hold when we were little kids – 'you are clumsy, you are no good, you can't do it' - and we have faithfully held on to it all our lives. 'I can't' - becomes a thought that stays in our mind and grows – leading us to complete paralysis. Time to put the glass down!
The story goes that there was a hardworking man who lived a contented life with his wife and children. Every evening when he returned from work, he'd follow a ritual. Outside the door to his house were three nails. On the first one, he'd put his hat. On the second he'd hang his coat. And on the third nail, he'd unwrap an imaginary turban from his head and 'put' it there. A friend happened to see this and enquired what he was putting on the third nail every day.
"Those are my problems, my worries and my anger," said the man. "I have lots of that at work, but when I come home, I remember to take it off – and leave them outside. I don't take them home with me." Maybe you should learn to do that too. Starting today. Put the glass down. And see the difference!
Prakash Iyer is MD, Kimberly-Clark Lever and Executive Coach. For more inspiring life lessons, read Mr Iyer's new book The Habit of Winning.

--
Hari Nair
People Passionate Person &
A HR Professional
Reach him at:
+91-98-102-89047

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[LeadersWorkshop] The role of learning-by-doing and organizational forgetting

2012-01-24T10:48:00.000+05:30

Remaining the Market Leader

The role of learning-by-doing and organizational forgetting

Based on the Research of David A. Besanko, Ulrich Doraszelski, Yaroslav Kryukov And Mark Satterthwaite from Kellogg School of Mgmt.

Sometimes, one company dominates an industry for an extended period of time, in spite of the best efforts of its competitors to catch up. For example, Intel has dominated the microchip market for decades despite the earnest efforts of Advanced Micro Devices. This may seem surprising since both common sense and empirical evidence suggest that, eventually, the follower should be able to catch up. In a variety of industrial settings, the cost of production decreases with cumulative experience, or "learning-by-doing," but as experience accumulates, cost reductions from learning tend to diminish. If learning curves eventually flatten out, what would explain a market leader's continuing dominance?

To explore this puzzle, David Besanko and Mark Satterthwaite, both professors of management and strategy at the Kellogg School of Management, teamed with Ulrich Doraszelski, an associate professor at the Wharton School, and Yaroslav Kryukov, an assistant professor at Carnegie Mellon University, to create an economic model that studies the dynamics of a market in which firms can benefit from learning-by-doing. A novel feature of the model is that it also accounts for companies' loss of learning, or "organizational forgetting." Just like people, companies can forget the know-how they gained, due to labor turnover, periods of inactivity, or failure to institutionalize knowledge that is being taken for granted.

"An analogy is tennis," Satterthwaite says. "I used to play it very well, I practiced a lot, I developed muscle memory. But if I didn't play for a few weeks, I'd start forgetting, and over the winter, I'd certainly forget. California kids would come and cream us kids from Massachusetts, because they didn't have the chance to forget. They could play all year round."

The interaction between learning and forgetting is like "racing down an upward-moving escalator."

Moving Along the Learning Curve
The interaction between learning and forgetting is like "racing down an upward-moving escalator," the researchers write in a recent paper in Econometrica. They explain that when a firm makes a large enough volume of sales to drive gains in know-how from learning faster than loss in know-how from forgetting, it moves down its learning curve and its marginal cost decreases. On the other hand, if sales slow down or stop, then the firm slides back up its learning curve and its marginal cost increases.

As a company sells more units of a product, it gains in know-how, and, conversely, the fewer units it sells, the more it is subject to forgetting. The researchers speculated that organizational forgetting might negate learning-by-doing, acting as a force that would undermine sustained market dominance by a single firm. Surprisingly, their results showed just the opposite: organizational forgetting leads to an even greater degree of market dominance by a firm that gains an edge in moving down its learning curve, and in some cases may lead to virtual monopolization of the market. Specifically, the researchers found, organizational forgetting can make companies price more aggressively, which creates an equilibrium in which one company sustains a long-term market share advantage.

Aggressive pricing by the leader is one factor that could cause a slowdown or stop the follower's production, causing it to move back up its learning curve. "The leader's interest is to be very aggressive in pricing," Satterthwaite explains. "If the follower catches up, that firm is basically asking for a price war." This is because the leader will cut its price in order to continue to produce more and keep its learning advantage. "The follower would have to work very hard to catch up; in fact, it would have to be lucky," Satterthwaite says. "The leader would have to mess up in some way, for example, forgetting or badly managing. Then the follower could make a run and try to catch up, but that will more than likely be both very expensive and ultimately unsuccessful. If the follower is just careful and accepts its position, then the leader will not have to be very aggressive and the two firms can both make a very good living."

The Leader's Options
Besanko says the leader does not necessarily have to have lower costs. "We have examples of cases in which the competitors have equal costs, but the leader still has an advantage because the follower is reluctant to challenge the leader." The willingness of a follower to accept its position in the industry is a source of market dominance that has been mentioned in academic papers but has not been shown in simple models, he says. "More complicated models, a computational model like the one we have, can show that theoretically, it's a possibility. We see that as a core contribution of the paper."

Summed up another way, "Bigness itself can be a source of sustainable advantage," Satterthwaite says. "As opposed to 'We've got better people' or something like that. It's more like, 'We're big and you know it, and you have to react.'"

Besanko notes that the team's research raises questions about what kind of pricing strategies are appropriate. Under certain equilibrium conditions, he explains, firms may engage in predatory pricing, setting prices well below what they would have set if they were simply a monopoly in the market. He says that in this situation, companies may even set a price for their product that is lower than what it costs them to produce it. When that happens, in a practical sense, the company is paying people to take their products so that they can gain experience in producing them, he explains. "In fact, that's what is happening to Intel in Europe—basically Intel arranged that if a buyer took certain minimum amounts, the buyer would get rebates," Besanko remarks. "The EU antitrust authorities found Intel in violation; they considered that to be exclusionary behavior."

"In our model, it is true that the pricing behavior is part of what enforces market dominance," Besanko concludes. "Is that bad? That's a question this paper doesn't answer, but it does raise it as a public policy question."

Cheers.. !!!
"Develop a passion for learning. If you do, you will never cease to grow..."
Bik@sh...

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Goals

2011-06-08T19:21:00.000+05:30

Some years ago a headline told of hundred whales that suddenly died. The whales were pursuing sardines and found themselves marooned in a bay. Someone commented, "The small fish lured the sea giants to their death. They came to their violent demise by chasing small ends, by prostituting vast powers for insignificant goals." The sardines eluded whales to die for a bigger goal.

How often in life "little things" can seem so insignificant, they are powerful seemingly significant goals. No matter what your goals are, they are yours. The seemingly significant sharks and whales, will try to dissuade you from your goals. It is upto you to decide to stay on the course or stray out of course and beat them in their game, with your strategy.

Some one said "How we live and plan today will determine what that outcome will be tomorrow".
So stay on course with your goals, people, process, strategy, planning and execution, and you will beat the whales and sharks of today.

--
Rajesh Diwan

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noida heart beat city and our address

2011-02-16T13:13:00.000+05:30

Dear all
The detail of heart Beat city is now updated on site www.noidaheartbeatcity.com
and the site uploaded well.for any query and consortium venture for
the aforesaid project subject to our previous mails, kindly call or
meet us at our Ghaziabad office
Gaurav Dhawan
Dhawan Associates
11/155 Sector 3,Rajendra Nager
Sahibabad
Ghaziabad 201005
U.P
www.dhawanassociates.blogspot.com

Fw: Ready to move in properties in vasundhara

2011-02-15T17:05:00.000+05:30

--- On Tue, 15/2/11, M.K.Dhawan <dhawanmk@gmail.com> wrote:

From: M.K.Dhawan <dhawanmk@gmail.com>
Subject: Ready to move in properties in vasundhara
To: "m k dhawan" <mkdhawan@googlegroups.com>
Cc: mkdhawan@yahoo.com
Date: Tuesday, 15 February, 2011, 4:52 PM

Dear all
The detail of ready to move properties of vasundhara,Ghaziabad UP , is
now updated on http://www.vasundharaproperties.com with photo,these
are builders flats ,ground plus two and semi furnished.
kindly visit the site and may call us for more details

m.k.dhawan
09310997953
09810997953

[m k dhawan '88'] Business opportunity

2011-02-14T12:05:00.000+05:30

We are in special arrangement with Amrapali Group noida UP (India)
for there project" Heart Beat City" sec 107 noida,Ghaziabad UP .
Come and join hands to work with us and built your carrier in real
estate industry as a real estate consultant/associate and can join us
as partner, employee , or spl arrangements,we will provide you all
necessary tools and training
http://www.noidaheartbeatcity.com/
www.noidaheartbeatcity.com
come and meet us personally
M.K.Dhawan
9310997953,9810997953
--
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[m k dhawan '82'] Cutomer Service

2011-01-24T17:22:00.000+05:30

If you are in the service industry and want your customers to keep
coming back to you, follow these guidelines:-
• Always keep your promises: Be on time for each meeting with your
customers. Stay ready and prepared to work. Deliver exactly what you
promise. Charge exactly what you publish. Stand behind your work by
offering a satisfaction guarantee.
• Be willing to help: Show that your desire to help your customers is
not just motivated by money. Help your customers move forward in life.
Let your customers leave you feeling better than when they came to
you.
• Inspire confidence: Make your customers feel confident in your
ability to help them. Make them view you as an expert in your field.
Demonstrate your expertise as you work.
• Treat customers with respect: Treat customers as individuals by
customizing your work to meet their needs. Treat them with kindness,
politeness and courtesy.
• Make it easy to do business with you: Keep good records of all your
customer information. Let customers feel confident that you will
respond to their concerns quickly and professionally. Keep all
customer information confidential.
• Do an excellent job: Let all aspects of your products or services
communicate high quality and consummate professionalism. Let your
customers expect high standard from you and get it. Whatever you do
always do an excellent job
--
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50 Keywords That Can Ruin Your Resume

2010-11-25T17:40:00.001+05:30

50 Keywords That Can Ruin Your Resume

If you are looking for a job change and are aiming to write an eye-catching resume, this may surprise you. Some keywords or buzzwords you use in your CV could actually ruin your chances of getting that dream job.
Why?
According to Karen Burns, the author of the illustrated career advice book The Amazing Adventures of Working Girl: Real-Life Career Advice You Can Actually Use, these words are simply "vague". It makes your resume look like everyone elses.
She advises:
You want your resume to stand out. The best way to sell yourself is to show, don't tell. Explain your accomplishments rather than spouting them off in trite ways. So check your resume for these boilerplate words and phrases. If you find them, replace them–or at the very least, elaborate upon them — with real-life, specific examples.
So when making your resume, keep the following words out of the scene.
1. Team player
2. Detailed-oriented
3. Proven track record of success
4. Experienced
5. Excellent communication skills
6. Leadership skills
7. Go-to person
8. Managed cross-functional teams
9. Exceptional organizational skills
10. Self-starter
11. Results-oriented professional
12. Bottom-line orientated
13. Works well with customers
14. Strong negotiation skills
15. Goal-oriented
16. People-person
17. Dynamic
18. Innovative
19. Proven ability
20. Top-flight
21. Motivated
22. Bottom-line focused
23. Responsible for
24. Assisted with
25. Skilled problem solver
26. Accustomed to fast-paced environments
27. Strong work ethic
28. Works well with all levels of staff
29. Met (or exceeded) expectations
30. Savvy business professional
31. Strong presentation skills
32. Looking for a challenging opportunity
33. Cutting-edge
34. Multi-tasker
35. Proactive
36. Seasoned professional
37. Perfectionist
38. Highly skilled
39. Functioned as
40. Duties included
41. Actions encompassed
42. Best-in-class
43. Strategic thinker
44. Trustworthy
45. Flexible
46. Works well under pressure
47. Quick learner
48. Partnered with others
49. Results-focused
50. Out-of-the-box thinker
Follow me @KhrisBlogs for the latest in careers and lifestyle.
.

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[M.K.Dhawan '66'] The Interactive Marketing eBook

2010-11-25T17:31:00.000+05:30

E-book_US.pdf - https://docs.google.com/fileview?id=0B6u587srxObmZTQ2OGUwNDAtYzc2OC00OTYzLWExNWUtY2QxZmI2MmEzNTIz&hl=en

http://dreamvalley.in

2010-11-08T11:05:00.000+05:30

Amrapali Dream Valley

Amrapali Dream Valley offers luxirious villas (Independent house) spread over 50 Acres (approx) of prime land alloted by GNIDA, the premium residential project is a unique

combination of luxury, comfort and lifestyle. Built of green building concept, the Vaastu compliant apartments are spacious and richly build. A paradigm of architectural excellence, the

project has over 60% open space developed as world-class landscape http

Tags: Amrapali Dream Valley Villas Noida

Gaurav Dhawan

9999155255

Drop Box

2010-11-04T11:39:00.000+05:30

Project Launching by M.K.Dhawan

2010-10-18T19:19:00.000+05:30

perso-and garhganga

2010-10-02T18:06:00.000+05:30

Amazing Facts about Earth

2010-09-12T11:38:00.000+05:30

Hi,

We live on a sphere of extremes and oddities. In fact it's not really a sphere, but it is a wild planet, mottled with deadly volcanoes, rattled by killer earthquakes, drenched in disastrous deluges. But do you know which were the worst?

Some of Earth's valleys dip below sea level. Mountains soar into thin air. Can you name the lowest spot? The tallest peak? Do you know how far it is to the center of the planet or what's there?

Where are the planet's hottest, coldest, driest and windiest places?

The following list of Earth's extremes and other amazing facts is presented in Q&A format

1. What is the hottest place on Earth?

Count one wrong if you guessed Death Valley in California. True enough on many days. But El Azizia in Libya recorded a temperature of 136 degrees Fahrenheit (57.8 Celsius) on Sept. 13, 1922 -- the hottest ever measured. In Death Valley, it got up to 134 Fahrenheit on July 10, 1913.

2. And the coldest place around here?

Far and away, the coldest temperature ever measured on Earth was -129 Fahrenheit (-89 Celsius) at Vostok, Antarctica, on July 21, 1983.

3. What makes thunder?

If you thought, "Lightning!" then hats off to you. But I had a more illuminating answer in mind. The air around a lightning bolt is superheated to about five times the temperature of theSun. This sudden heating causes the air to expand faster than the speed of sound, which compresses the air and forms a shock wave; we hear it as thunder.

4. Can rocks float?

In a volcanic eruption, the violent separation of gas from lava produces a "frothy" rock called pumice, loaded with gas bubbles. Some of it can float, geologists say. I've never seen this happen, and I'm thankful for that.

5. Can rocks grow?

Yes, but observing the process is less interesting than watching paint dry. Rocks called iron-manganese crusts grow on mountains under the sea. The crusts precipitate material slowly from seawater, growing about 1 millimeter every million years. Your fingernails grow about the same amount every two weeks.

6. Where are the oldest rocks on Earth found?

Since the ocean floor is being continually regenerated as the continental plates move across the Earth's surface, the oldest rocks on the ocean floor are less than 300 million years. In contrast, the oldest continental rocks are 4.5 billion years old.

7. Will Earth always be here?

Astronomers know that over the next few billion years, the Sun will swell so large as to envelop Earth. If we're still here, we'll probably fry and the planet will be vaporized. There's a chance, however, that the changing mass of the Sun will cause Earth to move into a more distant and pleasant orbit. One mathematical calculation shows it would be theoretically possible for humans to engineer such a move before it's too late.

There are lot more interesting facts...!!!

Sources include the U.S. Geological Survey and the National Oceanic and Atmospheric Administration, with other SPACE.com reporting

Thanks

Preeti

{PassionHR} TIME MANAGEMENT

2010-09-12T11:29:00.001+05:30

A brief history of time management

By working smarter you can increase your firm's profits significantly

by Mac Mackay

What? You don't have enough time? A common enough plea from lawyers across the country but, sad to say, everyone has all the time there is. While we all have the same amount some people seem to have so much more than others. Why is this? This article aims to shift your thinking about time, help you achieve more and give you more of that precious commodity – time – to do what you want with it.

So, you want to know about time management. Unfortunately, there is no such thing.

Think about time… time passes at a set rhythm you can't store time or use time faster, and you can't change it; so, how can you manage it? You can't. You can only change you.

Before going any further, look back and think about what you were doing five years ago – in the spring of 1997. Were you at college, in a training contract, an assistant or a senior partner? What have you achieved since then? Think about what has changed for the better for you. What is it that makes you feel more contented: earning more, driving a better car, living in a better house, improved relationships, family, friends, or having more time to do the things you want to do? A sobering thought, perhaps.

Very few people on their deathbed wish they had spent more time in the office.

Now turn round and look forward. Think about the future, say, ten years hence. What would you like to achieve by spring 2013? Retired, a second home in Provence, Partnership, or set up your own firm? What about life outside of work? OK, now think where are you going to be one year from now; what would you like to have achieved by then?

Having done that, how are you getting there? Any journey starts with that first step. And as George Harrison sang, "If you don't know where you are going, any road will get you there." Have you planned your personal road forward? Are you on your way? It is important to think about this issue from time to time – after all, life is not a dress rehearsal.

Accept that there is only one chance to achieve what you want in life – so you'd better start now.

Time is lost in minutes. Like sand spread through a carpet, you won't see it, and you can't hope to make anything out of it unless you can pick it up, one grain at a time – minute by minute. Then you can do something with it.

If you are an assistant solicitor with a high billing target of chargeable time to meet then billable hours made up of six-minute units may be something that you think about while practice managers may focus on this month's turnover target, a quarterly or annual figure. Even if you are handling a high caseload of fixed fee work, then perhaps a daily or weekly target is your benchmark. Whatever your position in the firm, how you manage your workload is crucial.

Black hole time

Lets us see what happens to a year of your life at work. Take 52 weeks; assume a five-day week and an eight-hour day and you would work 2080 hours a year. Like many, you probably work longer than 40 hours week. Take off five weeks holiday (5x 40 = 200 hrs) and two weeks sick or time spent training (2 x 40 = 80 hrs) and you are left with total time at work of 1800 hours. Now the average assistant solicitor charges 1245 billable hours a year (about 100 hours a month, 25 a week). For each working day let us assume this person does two hours a working day on marketing or administration accounting for a further 450 hours a year. What's left is black hole time or a staggering 105 hours unaccounted for. That is two weeks, three days and one hour paid for by the firm – quite a time spent in the loo, having a smoke, or chatting about last night's telly or footy. And that is not accounting for time getting in early, working late, or at weekends.

Hands up all those who might like to be doing something they enjoy for two extra weeks a year.

Increasing chargeable time

Have you ever calculated the effect on the firm's profit if you increase the chargeable time achieved by your fee earners? Suppose for simplicity that there are ten fee-earners in your firm where each works 45 weeks a year and their charge-out rate is £100 per hour. Let's suppose they charge just one hour extra a week. What is their collective extra profit, assuming that there is no increase in their overheads by charging that extra hour a week?

Now, what does an hour of chargeable time a week look like? Only six minutes before lunch and another six minutes before going home every day.

Here's our first checklist of things to do:

Analyse your day to see where the time goes. Look for "slack" that could be snatched back for you.
Identify ways in which you would rather use your time.
Make achievable resolutions to change the way you are going to spend your time.
Every time you stop one task and start another (i.e. take a call, allow your self to be interrupted by the boss / a colleague / another client / your staff) you'll "lose" a moment or two either side of that interruption as you finish one job and start another. If that happens every few minutes our studies show that you could lose a third of your total work time in small 20 or 30 second intervals.
Just as you won't be interrupted while you are face-to-face with a client or away from the office (mobile phones apart), especially if you are in court, don't allow others to interrupt you so much.

Specific time bandits

There are many things that will steal time from you. While we have many ideas on how to deal with them, let us look at a few:

E-mail: We all get too many but what can we do about them?

Why not apply 'rules' from your Tools menu to auto-control. For example, e-mails to you and you alone probably need your direct and urgent attention. Those where you are one of several recipients need less urgent attention, while those where you are just copied to probably only need you to read them. Ask your IT people to show you how to apply 'rules'.
Consider your e-mails from the point of view of addressing those that make most money first. Think about what are you trying to produce?
Come off-line when you are working. You don't need the distraction of a 'ping' or flashing envelope icon as you are concentrating on another matter.
Finally, if you are going to send jokes on to your mates, put them in a separate inbox as you see them, then schedule to send them on once a week – perhaps on a Friday at 4 pm. to set you up for the weekend. You could find yourself spending too much time at work doing what you really shouldn't.

Telephone: An essential tool yet it is really invasive.

Use an answer-phone or voicemail when you do not want to be interrupted. If possible, delegate the job of answering to someone else.
If you regularly find yourself taking messages for someone else, explain politely the costs in time this involves for you. Suggest they use an answer-phone or voicemail.
Before making a call, set your own agenda and stick to it!
Identify time periods through the day when you will make calls and when you will receive them – if you have a secretary make sure he or she manages the interface with others for you.
Remember to block off your time in bite-sized chunks when you will not be available to deal with calls: just like the time when you are face-to-face with clients. Define when you will next be available. Use your answer machine effectively. Then, in this blocked off time you'll be able to get on and focus on particular case matter and billable time much more efficiently.

Meetings:

One of the more effective communication tools yet so badly used most of the time. Tactics for downsizing meetings and the time you waste in them include:

Make everyone aware of the cost of meetings. Take the hourly average total employment cost of those attending, multiply it by the time spent annually at such events and circulate the total cost.
Alternatively, take the opportunity cost (attendee's charge-out rate multiplied by the duration of the meeting) and add that to the agenda.
Chase the agenda to ensure it is set well beforehand (with clear outputs or objectives of each item) and circulated.
It is what happens before a meeting and after that counts – make sure everyone comes prepared and then does what they are supposed to afterwards.
Ensure that the meeting is properly chaired. If necessary, chair it yourself.
Use new technology to avoid face-to-face meetings wherever possible. Can the same results be gained by teleconferencing?

Can e-mail help to disseminate information?

Wherever possible, send a deputy to the slaughter.

Paper soaks up time:

If you spend 30 seconds every five minutes trying to find something in your cluttered office or on a cluttered desk, you'll waste four hours a week. Get your paper organised and you could go home Friday lunchtime and still achieve just as much each week. There are, after all, only four types of paper on your desk. Things you have to read. Having read it you either action it, or file it. Anything else is rubbish. A bin-liner might be your best organisational tool your firm ever invested in!

Today's fee earning time… pays for today

Today's non-fee earning time… pays for tomorrow

Having read this article, when are you going to schedule some time to address some of the points raised? When are you going to speak to your IT people about e-mails or get a bin-liner to throw away all that rubbish in your office and send those completed cases to the archives where they belong? If you don't schedule when you are going to do this to change the way you work, you have largely wasted the last twenty minutes reading this article as little will change to improve things for you. The choice is yours… good luck!

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http://www.haripassionhr.com

Mobile : +91-98-102-89047 {Hari Nair}

{PassionHR} Stress & Happiness

2010-09-12T11:25:00.000+05:30

There are times when we come under immense pressure, and as a result there is a high build up of stress. And then we come under the influence of negative factors like -hopelessness, despair, frustration, anger, anguish etc. Let's look at some of the reasons for this:

Repeated failures
Exhaustion by putting in efforts without a ray of hope
Unending delay in getting results/ desired outcome
Too much work with impractical deadlines
Too little work, all the time to brood
Lot of multitasking
Health issues
Strain in relationships
Unexpected and contrary outcome

How to handle such a situation?

[I] Short term remedies-Take measures to come out of the negative influence immediately so that you don't go into clutches of negativity-

a) Remember that this will also pass

b) Talk to a true friend/ confidante

c) Take an immediate break if possible – watch a comic movie, programme

d) Spend time close to nature

e) Cleanse your eyes and pent up emotions if that works well for you:)

f) Go for a walk, game

[II] Permanent cure

An example that I remember here is- if you are sitting on a chair and there's a pin in the chair hurting you, what will you do? Remove the pin? If you are not able to remove it, then? Then you'll get up and sit on another chair. How do we relate this with stress?

If you can control the cause of stress, do it. But, if you cannot control the cause of stress, learn to control your response to it, this will always be in your control. How? Read on.

1. Identify the cause of stress—true cause is not the unexpected outcome or outrageous behaviour of some person; the true cause is our expectation from and deep attachment with the result or the person.

2. Look within- Once you've established that it was your own deep desire which led to disappointment, you'll realise that the solution is with your own self. No extrinsic factor can control you unless you lose control.

3. Strengthen yourself-

a. Be determined not to give in to negative influences

b. Have a regular physical activity-game, walk, yoga, gym

c. Meditation- it charges up every cell of the body and helps a lot in mind control

d. Pursue a hobby, something you always wanted to do but could not find time for

e. Read something positive, motivating and energising

f. Remember that there is a divine planning behind everything, HE has HIS own plans for you

g. Help someone in need, it'll boost your spirits amazingly and the positive charges between that person and you shall do a lot of good

h. Pray-it works like nothing else

i. Remember that we exist for a larger picture

j. Promise yourself to be happy in all situations. Read my earlier post on happiness & hurdles

Remember to leave your comments on http://deepali-enlightenment.blogspot.com/ and send your suggestions.

Have a nice weekend!

Best regards,
Deepali Khanna
Promoter
Enlightenment
9425065767

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Fulfilling Relationships

2010-09-08T14:01:00.000+05:30

Fulfilling Relationships

· The first secret? the power of THOUGHT.
Love begins with our thoughts. We become what we think about. Loving thoughts create loving experiences and loving relationships. Affirmations can change our beliefs and thoughts about ourselves and others. If we want to love someone, we need to consider their needs and desires.

· The second secret? the power of GIVING.
If you want to receive love, all you have to do is give it! The more love you give, the more you will receive. To love is to give of yourself, freely and unconditionally. Practice random acts of kindness. Before committing to a relationship, ask not what the other person will be able to give to you, but rather what will you be able to give them. The secret formula of a happy, lifelong, loving relationship is to always focus on what you can give instead of what you can take.

· The third secret? the power of RESPECT.
You cannot love anyone or anything unless you first respect them. The first person you need to respect is yourself. To begin to gain self-respect ask yourself, "What do I respect about myself?" To gain respect for others, even those you may dislike, ask yourself "What do I respect about them?"

· The fourth secret? the power of FRIENDSHIP.
To find a true love, you must first find a true friend. Love does not consist of gazing into each other's eyes, but rather looking outward together in the same direction. To love someone completely you must love them for who they are, not what they look like. Friendship is the soil through which love's seeds grow. If you want to bring love into a relationship, you must first bring friendship.

· The fifth secret? the power of LETTING GO.
If you love something, let it free. If it comes back to you, it's yours; if it doesn't, it never was. Even in a loving relationship, people need their own space. If we want to learn to love, we must first learn to forgive and let go of past hurts and grievances. Love means letting go of our fears, prejudices, egos and conditions. "Today I let go of all my fears, the past has no power over me - today is the beginning of a new life."

· The sixth secret? the power of COMMUNICATION.
When we learn to communicate openly and honestly, life changes. To love someone is to communicate with them. Let the people you love know that you love them and appreciate them. Never be afraid to say those three magic words: "I Love You." Never let an opportunity pass to praise someone. Always leave someone you love with a loving word - it could be the last time you see them! If you were about to die but could make telephone calls to the people you loved, who would you call, what would you say and ... why are you waiting?

· The seventh secret? the power of COMMITMENT.
If you want to have love in abundance, you must be committed to it, and that commitment will be reflected in your thoughts and actions. Commitment is the true test of love. If you want to have loving relationships, you must be committed to loving relationships. When you are committed to someone or something, quitting is never an option. Commitment distinguishes a fragile relationship from a strong one.

· The eighth secret? the power of PASSION.
Passion ignites love and keeps it alive. Lasting passion does not come through physical attraction alone, it comes from deep commitment, enthusiasm, interest and excitement. Passion can be recreated by recreating past experiences when you felt passionate. Spontaneity and surprises produce passion. The essence of love and happiness are the same; all we need to do is to live each day with passion.

· The ninth secret? the power of TOUCH.
Touch is one of the most powerful expressions of love, breaking down barriers and bonding relationships. Touch changes our physical and emotional states and makes us more receptive to love.

· The tenth secret? the power of TRUST.
Trust is essential in all loving relationships. Without it, one person becomes suspicious, anxious and fearful and the other person feels trapped and emotionally suffocated. You cannot love someone completely unless you trust them completely. Act as if your relationship with the person you love will never end. One of the ways you can tell whether a person is right for you is to ask yourself, "Do I trust them completely and unreservedly?" If the answer is "no", think carefully before making a commitment.

CHECK LIST UNDER CONTRACT LABOUR (REGULATION & ABOLITION) ACT, 1970

2010-09-08T13:59:00.000+05:30

CHECK LIST UNDER CONTRACT LABOUR (REGULATION & ABOLITION) ACT, 1970

In view of the judgment of Hon'ble Supreme Court in a case of Haryana State Electric Board, while engaging contract labour through contractor following suggestions are given:

· The establishment in the first instance, must ensure that they have got a registration certificate from the competent authority as provided under Section 7 of the Contract Labour (Regulation & Abolition) Act, 1970 before proceedings to engage the contract labour;

· The establishment must ensure that they issue certificate in Form-V to the contractor for obtaining license as provided must Section 12 of the Act ibid:

· It must be ensured that the contractor who is employing more than 20 persons has a valid license issued in his name by the competent authority as provided under the Act;

· The payment of wages to the employees employed by the contractor is disbursed to his employees by the contractor himself or his nominee and principal employer has to depute his representative to be resent and sign the payment register in token of having disbursed the salary in his presence by the contractor;

· There should not be any supervision and control by the principal employer in respect of employees employed by the contractor to fulfill the obligation of the contract;

· The work for which contract labour is engaged is not of perennial nature;

· Discipline of the employees of the contractor in the discharge of duties must be regulated by the contractor and not by the principal employer;

· Contract should not specify the number of persons required but must quantify the work itself;

· Leave to the employees of contractor must be sanctioned by the contractor and not by the principal employer;

· No advance should be paid by the principal employer to the contractor's employees directly. Only contractor must regulate the same;

· Maintenance of all type of record in respect of the employees employed by the contractor should be his own responsibility and principal employer should not intervene in such matter;

· Dictum of Supreme Court judgment in Hussainbhai's case (supra) must be adhered to in drafting the agreement for the contract.

· If the establishment is covered by the employees' Provident Funds & Miscellaneous Provisions Act and the Employees' State Insurance Act, 1948 then the reference should be given to those contractors who have their own code numbers under these Acts.

· To ensure compliance of the obligation pertaining to the various provisions regarding, amenities and benefits as prescribed under the Act.

· To ensure to submit annual return to the prescribed authority the prescribed from under the Act.

AN AGREEMENT BETWEEN THE CONTRACTOR AND THE PRINCIPAL EMPLOYER IS SAID TO BE A SHAM CONTRACT UNDER THE FOLLOWING CIRCUMSTANCES.

· When the agreement does not disclosed the name and address of the contractor.

· When the agreement does not disclosed the exact nature of job to be assigned.

· When the agreement narrates the nature of job other than actually to be performed.

· When the agreement is against he norms of judicial pronouncement/ statutory provisions.

· When the agreement is a tool or device to deprive the right of livelihood or as a tool for victimization or unfair labour practice.

· When the agreement does not ensure and disclose the obligations to pay the minimum wages or agreed wages.

THE PRINCIPAL EMPLOYER SHOULD ENSURE:-

· That the contractor should submit the printed bills and sign under the Rubber Stamp.

· That the contractor should maintain records through his staff and not by the staff of principal employer.

· That the contractor's labour should do only the specific work agreed by the contractor.

· That the contractor should issue the photo identity card to his workers under his name, trading style and signature.

· That the contract should not be a cloak for suppressing the facts and contractor should not be treated as commission agent.

ESSENTIAL INGREDIENTS OF AN AGREEMENT BETWEEN PRINCIPAL EMPLOYER AND THE CONTRACTOR.

· That the agreement should be drafted and executed on non-judicial stamp paper.

· That the agreement must disclose the names, addresses of the contractor and the principal employer.

· That the agreement should contain the rights and obligations of both the parties.

· That the agreement must disclose the place of work, time of working, rate of compensation (towards consideration) and consequences arising out of breach contract and procedure of termination by either of the parties to the agreement.

· That the agreement carry out the objectives of statutory provisions and judicial pronouncements.

· That the agreement must disclose the scope of work, deployment of manpower in number, period of validity, compensation, security deposit and terms of payment of bills.

· That the agreement should be between the contractor and the principal employer and should be witnesses by two witnesses.

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[M.K.Dhawan '55'] New Vedeo of mkdhawan

2010-09-08T13:56:00.000+05:30

kindly go through the link to see the new video uploaded by mkdhawan
on project announcement and project launching.
http://www.youtube.com/watch?v=looT-3bT9jI
mkdhawan

Amrapali Smartcity Noida

2010-05-03T16:46:00.001+05:30

Amrapali Group has acheived a recrod success in thre Amrapali smartcity Project situate at sector 4 greater noida extn.
The project sold out within a record time which shows how strong the companies goodwill and reputation is. Almost all the A grade brokers and consultant of Delhi and Ncr specily of noida are very much excited with success of the project. we wish all the best to the management and dealers network
mkdhawan

www.propertyhook.in

{PassionHR} Help on Motivational Theories.

2009-03-14T08:52:00.000+05:30

Dear Members,

Pl. help me by providing PPTs or PPFs on motivational theories i.e. Maslow, McGregor, Herzberg, Vroom, Ouchi, McClelland etc.and also PDF text on applicability of these theories in Indian context.

Thanking you in anticipation.

Sincerely yours,

Dr. Kapil Dev

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DISCLAIMER   : This e-mail and/or all e-mail (including its enclosures/(s) or attachment/(s), if any) contains knowledge sharing information from PassionHR Group, which is confidential, proprietary, and/or copyrighted. Unauthorized disclosure, copying, distribution, or taking any action in reliance on the contents of this information (either whole or partial) is strictly prohibited. This prohibition includes, but is not limited to, displaying this transmission, or any part thereof, on any public domain such as a bulletin board. E-mails are susceptible to alteration and their integrity can in no way/cannot be guaranteed. PassionHR Group will/shall not be liable of this e-mail if modified or falsified. If you are not the intended recipient of this e-mail or received any link or derogatory material or article then kindly delete it immediately from your system, and notify the sender of the wrong delivery with the confirmation that the mail (with its enclosures/(s) or attachment/(s), if any) has been deleted. Disputes if any are subject to Gurgaon (Haryana), India, Jurisdiction only.

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Re: {PassionHR} Material on Employee Engagement

2009-03-13T20:06:00.000+05:30

Dear Ratna

Please find attached one PDF as well as two PPT's with regard to implementing Employee Engagement Process

I hope this will work out as per your requirement

Regards

Arshad Ali

(Administration/HR)

IDEB Projects Pvt Ltd

Delhi Metro Rail Corporation

Mob: 9958657878

HAVE A NICE DAY

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{PassionHR} Fwd: Managing Talent Risks at Times of Economic Downturn: ISO 10015+ for Strategic Alignment of Training Investment

2009-03-13T17:46:00.000+05:30

---------- Forwarded message ----------
From: Sunil Upadhyay <sunil.upadhyay@cii.in>
Date: Fri, Mar 13, 2009 at 5:21 PM
Subject: Managing Talent Risks at Times of Economic Downturn: ISO 10015+ for Strategic Alignment of Training Investment
To: harinair64@gmail.com

Dear All,

Workshop on Managing Talent Risks at Times of Economic Downturn:
ISO 10015+ for Strategic Alignment of Training Investment

27 March 2009: CII Gurgaon

I am writing to advise that the CII National Committee on Skills, Human Resources & Industrial Relations in association with the Academy for Quality in Training and Education (AdeQuaTE^®), Geneva is organising a one day Workshop on Managing Talent Risks at Times of Economic Downturn: ISO 10015+ for Strategic Alignment of Training Investment on 27 March 2009 at CII Gurgaon office, 249-F, Sector-18, Udyog Vihar, Phase - IV, Gurgaon - 122 015, Haryana.

This Workshop intends to achieve the following:

To sharpen the awareness of senior executives regarding the human capital risks in an economic downturn;

To equip senior executives with basic understanding and knowledge of the next generation HRD and high impact training system management tool;

To provide senior executives with information of the basic tenants of ISO 10015 Quality Standard and its application to corporate environment;

To present information on ways and means to achieve a certified ISO 10015+ system, a label indicating verified excellence of quality standards of in-service training systems;

To share corporate experience in using ISO 10015+ system in the country.

Learning Outcome and Benefits:

    *   Participants will gain information on the next generation HRD and high impact training management system.
    *   Participants will become familiar with ISO 10015 standards and ISO10015+ certification requirements.
    *   Participants will obtain information on how to assess their own HRD and training system.
    *   Participants will hear about the case of a renown company in the country using an ISO 10015+ system to manage its training
        investment portfolio.
    *   Participants will understand the role requisites of a company's executive who is responsible for the strategic orientation of his
        company's training system.
    *   Participants will be informed of the steps in acquiring ISO 10015+ certification and the building blocks in achieving this distinction.

The Workshop would be useful for:

Vice Presidents, Directors and Managers of HR, Training, Quality Systems, Organisation Development, Knowledge and Performance Management and Finance

Organisation leaders in charge of talent management

Organisation development (OD) and Organisation Effectiveness (OE) practitioners

HR professionals and generalists looking to expand their knowledge of HRD and quality assurance

Programme Instructor / Facilitator:

Dr Lichia Yiu, Registered Lead Auditor for ISO 10015+ (since2003)
Visiting Professor, Organisational Diagnosis & Perforamnce Management, National Taiwan University of Science & Technology
Dr Raymond Saner, Registered Lead Auditor for ISO 10015+ (since2003)
Swiss delegate to the ISO TC176, WG4 for ISO 10015 Professor, Organisation & International Management, Basle University
Mr Hari Nair, Vice President - HR, Sona Koyo Steering Systems Limited

A copy of the brochure is attached for reference.

The CII National Committee on Skills, Human Resources & Industrial Relations in association with the Academy for Quality in Training and Education (AdeQuaTE^®), Geneva has organised the following workshops in India:

1) KPM & QUALITY MANAGEMENT SYSTEM (ISO 10015) held on 6-7 December 2007 at New Delhi

2) LEVERAGE HRD SYSTEM FOR TALENTS: ISO 10015+ as the next generation HRD Management held on 14 August 2008 at New Delhi

The Workshops were well attended and appreciated by the participants.

I am writing to cordially invite you, to attend the Workshop on Managing Talent Risks at Times of Economic Downturn as well as nominate concerned officials from your organisation. Please confirm your participation through the attached Reply Form.

We look forward to receiving your confirmation.

With kind regards,

I S Gahlaut
Director & Head - Skills Development, HR-IR, Education and Affirmative Action
Confederation of Indian Industry
249 – F, Udyog Vihar,
Phase IV, Sector 18,
Gurgaon – 122 015 (Haryana)
T.: 91-124 - 4014060 - 67
D: 91-124 - 4101045
F: 91-124 - 4014080
E: sunil.upadhyay@cii.in

The information contained in this electronic message and any attachments to this message are intended for the exclusive use of the addressee(s) and may contain proprietary, confidential or privileged information. If you are not the intended recipient, you should not disseminate, distribute or copy this e-mail. Please notify the sender immediately and destroy all copies of this message and any attachments contained in it.

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Re: {PassionHR} help rquired

2009-03-13T16:21:00.000+05:30

Hope this helps.

Regards,
Roohi D'mello

On 13/03/2009, v venugopalan <veeveegee@yahoo.com> wrote:

Dear All,

Can any one help me send one page format on reimbursement claims which includes Petrol Reimbursements, Medical Reimbursements, Driver Salary, etc. and below LTA claim.

Thanks in advance for your help.

Regards,
venu

--
Best regards,
Roohi
Mobile 9819010026

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Re: {PassionHR} How can you measure ROI on training and development actions?

2009-03-13T15:52:00.000+05:30

Yes, I think a concrete tool for measuring ROI is the need of the hour.

Pls do share whosoever has developed something on it.

Regards,

Nupur C Sharma
--- On Fri, 3/13/09, jaspreet ahluwalia <ahluwaliajaspreet@yahoo.co.in> wrote:

From: jaspreet ahluwalia <ahluwaliajaspreet@yahoo.co.in>
Subject: {PassionHR} How can you measure ROI on training and development actions?
To: passionhr@yahoogroups.com
Date: Friday, March 13, 2009, 12:27 PM

Dear all,

Kindly give your expert suggestions on ->

How can you measure ROI on training and development actions?

Regards,

Jaspreet Ahluwalia

Add more friends to your messenger and enjoy! Invite them now.

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