|carnatic.com > World Wide Wisdom||< Namaste Netizen. Login | Sign-up | About | Donate >||Search|
|Prefs: Display: title/+ content/+ tags | Sort: Changed/Added/Prio | Tags: All/Strict/Directory/4/5 | Tag sort: Count/Alpha | Hit/pg: 50/100|
No of displayed entries: 29 / 29
2) Tech-visa workers feel heat: "The mood at work turned from cordial to antagonistic," Prasad says.
Because of Sept. 11 and the ensuing assaults on Indians, his mother,
who still lives in India, has urged him to move to India because she
fears for his safety.
4) Knowledge@Wharton - Confessions of a Recovering Workaholic: For many years Jonathan Lazear spent long hours building a literary
agency whose success brought him the usual trappings - large house,
new cars, expensive vacations. It wasn't until he realized that his
work habits had led him to ignore virtually every other part of his
life that he stepped back - and wrote a book. In The Man Who Mistook
His Job for a Life, Lazear talks about being addicted to work and
offers advice to help readers avoid the same fate.
6) Managing the Digital Enterprise | Business Models: Business models are perhaps the most discussed and least understood aspect of the web. There is so much talk about how the web changes traditional business models. But there is little clear-cut evidence of exactly what this means.
In the most basic sense, a business model is the method of doing
business by which a company can sustain itself -- that is, generate
revenue. The business model spells-out how a company makes money by
specifying where it is positioned in the value chain.
7) How to Stress Less -- And Smarter: "So many people have been living stressful lives for so long that they've become desensitized. It's kind of like living in the flight path of O'Hare airport. After a while, you stop hearing the big jets overhead."
-- Dan Baker, director of Canyon Ranch family business group
8) Wired 8.04: Why the future doesn\'t need us.: Our most powerful 21st-century technologies - robotics, genetic
engineering, and nanotech - are threatening to make humans an
Finally, a study to back up what I always told my managers at CEISS --
I work best when I'm working on 1 or 2 tasks/projects.
Actually, Hal Jorch (http://www.google.com/search? hl=en&safe=off&q=hal+), the first manager I had at CEISS, really understood this. (He didn't stay at CEISS very long -- hint hint).
When I told him I was being asked to do too many things at once he
taught me about thrashing (http://www.google.com/search?
00.html+), which is what happens when a multitasking operating system
starts spending more time switching between tasks than performing the
tasks themselves. He said it applied to people every bit as much as
11) Culture Shock: Traditional Cultural Patterns Surprise Product Developers : In yesterday’s one-size-fits-all world, a company could often migrate
something that was a hit in the U.S. or Europe by tweaking its
language and advertising and funneling a lot of money into local
marketing efforts. Germany’s Mercedes-Benz, for example, traded on
its reputation for building highly engineered automobiles to drive
into markets the world over. Japan’s Sony Corp. found that its knack
for building compact, economical, and reliable electronics, such as
the Walkman, struck a chord around the globe. Coca-Cola Co. and
Philip Morris’s Marlboro cigarettes traded on their "American-ness"
to create large foreign followings.
12) At Big Tech Firms, Elite Cadre Drives Innovation - BizReport.com: ...Many are bestowed with titles such as "fellow" or "distinguished
engineer." They tend to parachute in on a project, make suggestions
and criticisms, then move on to the next project. Even high-level
managers are said to shudder at their arrival at meetings. Not
uncommonly, a single look, a single word from any one of them can
mean a doubling of funding — or the death of the project. ...
13) Talking Moose : Sugar Boogers , how to tell management has lost it !: ...Refusal of employees and management to consider that good ideas
can come from "lowly" workers. Some of these lowly workers +do+ know
better than management...
14) The 5 Keys to Supply Chain Success - In this section.... - CIO Magazine Jul 15,2001: Automating your supply chain is the most difficult software project you'll ever do.
1. Make the Sale to Suppliers 2. Wean Your Employees off the Phone and Fax 3. Prepare for Bad Information—At First 4. Fix the Supply Chain Connection to ERP 5. Defuse Functional Warfare
15) ArsDigita Systems Journal: Managing Software Engineers: ...Insane hours by themselvs don't guarantee success of course. You
need to be
solving a problem that someone cares about. You need to have
evaluate themselves by how well their work fits customer needs (the
your engineers pat themselves on the back for how good their code
internally is the day that your company dies; you need engineers who
themselves on the back when a customer is happy with the product and
16) Lean Aerospace Initiative : Right Thing, Right Place, Right Time: The Lean Aerospace Initiative (LAI) was born out of practicality and
necessity as declining defense procurement budgets collided with
military industrial overcapacity prompting a demand for "cheaper,
faster, and better" products.
17) Joel on Software - Good Software Takes Ten Years. Get Used To It.: "Now the trouble comes when you can't think of any new features, so you put in the paperclip, and then you take out the paperclip, and you try to charge people both times, and they aren't falling for it."
I have to read it carefully before I agree or partially agree or ...
18) HBS Publishing: Ideas At Work: Lead for Loyalty: The greater the loyalty a company engenders among its customers,
employees, suppliers, and shareholders, the greater the profits it
reaps. Frederick Reichheld, a director emeritus of Bain & Company,
offers advice on improving loyalty that is based on more than a
decade of research. Primarily, he says, outstanding loyalty is the
direct result of the decisions and practices of committed top
executives with personal integrity.
19) On Trial : Are Tech Companies Destroying Morale? : On "trial": Adobe, Cisco Systems, Hewlett-Packard, Intel, Lucent
Technologies, and Sun Microsystems. The charges: Ruining internal
morale with pay cuts, early retirement schemes, forced vacations and
corporate doublespeak; reducing strategic flexibility by hanging on
to too many workers or firing the best. The prosecution: Ladies and
gentlemen of the jury, this is a case about pain. Scared of the
financial, emotional, and legal pain of firing workers now and having
to hire and train more of them when the economy picks up again,
technology firms are doing whatever it takes to keep people on the
payroll. For more on this case, check out the article...
20) Is the Internet Second Nature?: Business leaders everywhere are asking, What is the future of the Internet economy? Good question. But here's a better one: Are you tapping the real power of the Net to transform your company here and now? For leaders at Cisco, Intel, and Microsoft, the answer is a resounding "yes."
"The long haul is going to be about the complete
reinvention of companies. It's not a matter of throwing
technology at a problem. It's a matter of changing
every aspect of how the company works internally."
-- Peter Solvik, CIO of Cisco Systems
21) In essence, I got my MBA from the university of life during a social uprising.: "In essence, I got my MBA from the university of life during a social uprising." -- Chris Doyle, former VP of public relations for Altrec.com
Read this article:
22) You really can do good and do well at the same time.: "You really can do good and do well at the same time." -- Jonathan M. Tisch, president and CEO of Loews Hotels
Read this article:
24) People don't leave companies -- they leave leaders.: "People don't leave companies -- they leave leaders."
-- Richard Leider, founding partner, the Inventure Group
25) 25 Fast Ideas for Slower Times: Fast Company's RealTime Philadelphia generated a remarkable
collection of ideas, tools, and inspirational advice. Here are 25 of
the smartest insights that we took away from the event. Feel free to
put them to use and share them with your colleagues.
26) Intermittent Aberrations: Can Mature Companies Innovate?: A whole literature has grown up around the apparently
intractable hostility between innovation and bureaucracy,
between those who create and those who control. Smart and
speedy start-ups blindside mature companies with their
inventiveness then grow up into mature companies and are
outsmarted in their turn. The only way for innovation to
survive in mature companies is to isolate the creators from
the managers in protected enclaves. If this is true, it
means that it is virtually impossible for sustained
innovation to be built into the everyday operation of
mature companies; it can only ever be an intermittent
28) India Today Magazine - Job Crunch - What It It Happens To You: Around the world, job loss is a reality. Indians are waking
up to this global truth now. Restructuring and mergers and
acquisitions are a part of business today and have an
impact on employees, and often without warning.
29) HBS Working Knowledge: Welcome to HBS Working Knowledge, a collection of cutting-
edge management information that helps you stay at the
forefront of today’s fast-changing business environment.
Here you will find a wealth of resources and data that
reflects the intellectual capital of the Harvard Business
School as well as the insights of industry leaders
worldwide. We invite you to make it an integral part of
your continuing education and career development process.