Archive for the ‘Collaborative Design’ Category
Posted on July 4, 2009 - by Vic Desotelle
Discovering our collective global mythology
It is essential that the world collaboratively discover our collective global mythology. Only through this act can sustainable forms of innovation be created that can build a planet of whole, diverse communities that are united in the dance of an emerging conscious global culture.
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Posted on June 28, 2009 - by Vic Desotelle
Interactive Learning For Businesses
fishface50 asked:
We are often told that learning should in no way be confined within the four walls of the classroom. This is very evident in the world of business. By its very nature, the world of business is all about cutthroat competition. Oftentimes, success means being able to come up with new business ideas and ventures that will appeal to the public. As the marketplace becomes increasingly global, finding a way to stay ahead of the game becomes even more paramount.
To keep paced with the rapidly changing business environment, managers and entrepreneurs need to equip themselves with the knowledge and skills that will allow them to steer their ventures in the right direction. With the hectic schedules and the unwavering demand to manage their respective business, managers and entrepreneurs find it difficult to find a convenient way of continuing their education. That is, until interactive learning came along.
With the advent of technology and growing dependence on the Internet as an infinite source of information, interactive learning has become a buzz word for entrepreneurs and middle management. According to experts, the growing sophistication of technology generates connectivity in learning, and isolates stagnant forms of education.
There are now a growing number of online schools who offer certain curriculum for managers — both upper and mid-levels — and entrepreneurs that aims to help fuel new business ideas and strategies. These interactive modules also aim to help entrepreneurs and managers broaden their knowledge and performance in order to keep pace with intensifying global competition.
The best part about interactive learning is it allows students navigate their busy schedules without compromising the quality of education. In other words, interactive learning enables students to learn at their own pace — and a time that is convenient to them.
Among the leading providers of interactive learning is WealthBridge Connect. They provide a perpetual, interactive learning environment that seeks to equip members/students with the most up-to-date business ideas and strategies by utilizing several supportive methods. These methods include rapid eLearning video content produced by today’s top business leaders, internationally-known for business success. These videos are quick and to the point, typically providing relevant content in five to eight minutes.
WealthBridge Connect uniquely supports each video segment with an outline for sustained visual learning comprehension, MP3 files for portable learning, PowerPoint files, action items, and application tools that allow members to create their customized Human Performance System plan. This particular action plan creates a definitive roadmap, like a business plan, that motivates members to capture new knowledge and put it into action.
Moreover, WealthBridge Connect provides administrative oversight by highly-competent learning coordinators that partner with you and your teams for increased accountability of assigned eLearning content in any discipline. Doing so creates accountability for performance management, and provides additional incentives that help management recognize individual knowledge and skill achievement.
With the business environment continually evolving, managers and entrepreneurs alike must learn to invest in improving their skills to meet the demands of the changing environment. They need to leverage the power of technology to their advantage to improve the skills required. As Lester Thurow, former dean of MIT Sloan School of Management and author of numerous bestsellers on economics, once said, “In the 21st century, the education and skills of the workforce will be the dominant competitive weapon.”
Website content
We are often told that learning should in no way be confined within the four walls of the classroom. This is very evident in the world of business. By its very nature, the world of business is all about cutthroat competition. Oftentimes, success means being able to come up with new business ideas and ventures that will appeal to the public. As the marketplace becomes increasingly global, finding a way to stay ahead of the game becomes even more paramount.
To keep paced with the rapidly changing business environment, managers and entrepreneurs need to equip themselves with the knowledge and skills that will allow them to steer their ventures in the right direction. With the hectic schedules and the unwavering demand to manage their respective business, managers and entrepreneurs find it difficult to find a convenient way of continuing their education. That is, until interactive learning came along.
With the advent of technology and growing dependence on the Internet as an infinite source of information, interactive learning has become a buzz word for entrepreneurs and middle management. According to experts, the growing sophistication of technology generates connectivity in learning, and isolates stagnant forms of education.
There are now a growing number of online schools who offer certain curriculum for managers — both upper and mid-levels — and entrepreneurs that aims to help fuel new business ideas and strategies. These interactive modules also aim to help entrepreneurs and managers broaden their knowledge and performance in order to keep pace with intensifying global competition.
The best part about interactive learning is it allows students navigate their busy schedules without compromising the quality of education. In other words, interactive learning enables students to learn at their own pace — and a time that is convenient to them.
Among the leading providers of interactive learning is WealthBridge Connect. They provide a perpetual, interactive learning environment that seeks to equip members/students with the most up-to-date business ideas and strategies by utilizing several supportive methods. These methods include rapid eLearning video content produced by today’s top business leaders, internationally-known for business success. These videos are quick and to the point, typically providing relevant content in five to eight minutes.
WealthBridge Connect uniquely supports each video segment with an outline for sustained visual learning comprehension, MP3 files for portable learning, PowerPoint files, action items, and application tools that allow members to create their customized Human Performance System plan. This particular action plan creates a definitive roadmap, like a business plan, that motivates members to capture new knowledge and put it into action.
Moreover, WealthBridge Connect provides administrative oversight by highly-competent learning coordinators that partner with you and your teams for increased accountability of assigned eLearning content in any discipline. Doing so creates accountability for performance management, and provides additional incentives that help management recognize individual knowledge and skill achievement.
With the business environment continually evolving, managers and entrepreneurs alike must learn to invest in improving their skills to meet the demands of the changing environment. They need to leverage the power of technology to their advantage to improve the skills required. As Lester Thurow, former dean of MIT Sloan School of Management and author of numerous bestsellers on economics, once said, “In the 21st century, the education and skills of the workforce will be the dominant competitive weapon.”
Website content
Posted on June 24, 2009 - by Vic Desotelle
Myth and Metaphor as a Way for Creating Intelligent Businesses
In a time when we feel more chaos than order, and more wrong than right, we must consider deeper aspects of our psyche as human beings and reassess our assumptions about everything. To create more intelligent companies we business leaders must do the same. Finding more meaning and purpose in our businesses is critical to this assessment. And using ‘myth’ can help us go deeper into ourselves to reveal how we want to relate to each other, our business solutions, and the planet.
Today, much of our impact on the world as individuals is done through business. Yet, when considering the overall ecology of our societies and the environment, humanity’s impact is proving to be more harmful than helpful. Thus, we must reconsider how we are with each other as human beings and define new purpose, meaning, and relationship as men and women. I propose that bringing in myth as a means for going deeper into what we really want can create more meaning in our lives so that our businesses become leaders in the making of a world that works.
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One thing I ask as you read this brief article: How can myth and metaphor help us to create new forms of business and culture?
In my below introductory article, I will use Yung’s metaphor of [ King (Queen), Warrior, Magician, Lover ] to address the changing of our world’s mythological paradigm. I find this model effective for describing a fuller, more (w)holistic expression of humanity at this stage of our evolution.
World expression is shifting physically, emotionally, mentally, spiritually. From the perspective of ourselves, which is often expressed through our male and female natures, some kind of greater awareness is emerging within our human(e) race.
First let’s consider the women:
The world is filling with women awakening to their own power - which is wonderful, isn’t it? They are very present with today’s situation, meaning that their WARRIOR is rising. And they are learning to stand up for themselves. Their MAGICIAN is weak but also rising because they now have their warrior protecting the entrance to their Tent so they can gather and remember their sacred ability to Create. Their LOVER is still (and rightfully so) very angry, as they have much pain in the process of forgiving men for what they have done to women (and still are) over the centuries. Finally, women intuitively sense their QUEEN energy of purpose. However, they have no idea how to ‘rule’ with it. Thus, they look to other authoritative individuals to hold that seat. Queen energy is misunderstood to be like King energy, which is dangerously incorrect. There is much work to do here so that transferring the mantle of women’s Queen energy is done well. It is a sensitive issue and will continue to be one of the world’s greatest challenges for some time. But without women becoming empowered to their own queen energy (and done so for each women at their individual right time), the kingdom will be lost.
Second, let’s look at the men:
Of course there is a whole new man arising in the ranks of men, (but not near as many as woman) who are awakening to their compassion. They are LOVER men - men who are learning to feel deeply. This male lover energy is so important to global transformation, that change can not be done without it. It is these men who hold a very important role in the coming integration of the Masculine and Feminine, which is how myth will transform, and thereby our world culture. (I’ll say more about this later.) However, most of us men are very lost, and in many ways, much more so than the women. Most of us don’t know which way to turn, and it’s been our nature to hole-up. This used to be done to come to terms with our state of being. However, too often the cave is now used to escape without conscious awareness of why. Our WARRIOR has dropped both his sword and shield in the name of stopping the bloodshed. But it has left us vulnerable to physical and psychic attack, especially from women’s unstable warrior energy. It means that we can no longer protect our villages because we are (in most cases) unconsciously choosing not to bepresent with the reality of our world’s critical situation. Because the warrior is needed to manifest, the lover group of men have lost the ability to manifest as well. Our MAGICIAN has lost all power and have excommunicated themselves from the kingdom. Many of us have gone running in shame to the hills knowing that our way of life of the Empire is no more. Additionally, there is no KING to serve because he is dead. In my minds eye, I see men standing limply, high on a mountain top, alone and awaiting for an answer from someone or somewhere else. We lie at night saturated in the dream of a funeral march, unable to awaken from what is quickly becoming collective nightmare for each man. We too are still looking for our King purpose energy from other authorities and saviors. We men need masculine king energy to perform in the world, and it is challenging because the meaning we once knew and lived by is gone. ther may not even be a king to replace what we have created psychic space for, as he is a part of a dying mythology. So, just as the women gather in their Tents, so we too must gather in the woods and collectively learn to create a sense of meaning and purpose that can only emerge from contained within the safety of each other, and draw from the insights that only a man can give a man.
And now, let’s consider myth itself; the old and the new:
With this all said, it is important to note that we are in a time when past ways of living, and the metaphors we use to pull their etheric energies into the present, is also near an end. New metaphors must now be “consciously” created that can hold a place in the human(e) psyche for new visions to be formed. These visions will need to over-stand an old reality that no longer serves us. By gathering as we are now, all over the planet, we are creating the vessel from which new stories, metaphors, and myth will emerge that can establish a collective ‘will’ for building an awakened planetary society that is made of a diverse-yet-unified, globally-conscious, world of communities.
Finally, let’s consider the elements of an alchemical wedding:
So, holding a conscious awareness of our present state of being (and the myths that define it) is crucial for humanity to generate a collective sight - a vision of where we ‘choose’ to go. To do this, we must learn to stand on a bridge that is not yet completed. A dual bridge which crosses two chasms; one between an ‘old age’ and ‘new age’, and another which is separating men from women in an unhealthy way. It is on this bridge where we will evolve human-kind’s DNA Signature from a static emblem of who we once were, to a dynamic, interactive, more playful way of being. The bridge will join an allow for the synthesis to occur: an ecology of design that is right now form-ulating the greatest most romantic Dance we have ever known. A Dance that culminates in the Sacred Intercourse of the Masculine and Feminine. Even now, we are anticipating this Dance as we long for the signs of a new Birth into a new ‘age’. One that places a missing Rhythm into our days, revitalizing and fulfilling our desire for something more, welling up from a Drive deep Divine place within ourselves – It is our gGod-Nature’s desire and acknowledged ability to Create that will bring forth an incredible world in which to live.
Now am I speaking of more sex in the workplace? Of course not! These are metaphors. That said, how can myth and metaphor help us to create new forms of business and culture? Let me know your ideas and insights.
Posted on June 18, 2009 - by Vic Desotelle
Learning About Friendship
Flor Ayag asked:
WHY BE FRIENDLY, AND WITH WHOM? HOW CAN YOU AVOID DANGEROUS FRIENDSHIPS?
DESPITE the scientific changes that have come over the world in recent years, people still need people. For most persons this need is not satisfied by mere acquaintances, but goes much deeper than that. It reaches out for a friend who can be trusted with one’s most precious thoughts. Its want is for a confidant who is responsible, trustworthy and who will respond when one is in need.
The ideal situation is when most of one’s emotional needs are satisfied within a Christian family relationship. Children who have devoted parents and loving brothers and sisters have good reason to be quite content. Sustained by this warmth and association, a child can grow up happy and well balanced without always having to look elsewhere to satisfy his emotional needs.
However, even when friendship in the home is not lacking, children may feel the urge to embark on new friendships. The stimulation provided by other children near their age can be beneficial. On the other hand, lack of friendship inside and outside the family relationship causes many youngsters to become lonely. This is a common problem among teen-agers.
Parents who are aware of this try to satisfy their children’s growing need for friendship. One way they can do this is by developing a closer and more confidential relationship with them. Teen-agers especially find that life takes on a happier tone when parents give them a chance to express their views, and help them to work out their doubts and uncertainties. In frank discussions the children can be fortified with encouragement and counsel.
There are also times when the friendship of another youth can provide the needed encouragement. Wrote a middle-aged man of his more youthful days: “As a teen-ager I was often moody, for reasons I no longer recall. During one particularly bad week when I was at my lowest ebb, thinking myself ugly, misunderstood and unlikable, the phone rang. A high-school lad . . . was on the line. ‘What’s wrong?’ he asked gently when he heard my voice. ‘You sound as if you didn’t have a friend in the world—I’m not dead yet!’ A glib, graceful phrase, perhaps—but in twenty-five years I have not forgotten it, how I sat up straighter, smiled and felt alive again that night.”
How to Become a Friend
Some people seem to have a talent for making friends. Others need to learn the art of friendship, and they do. Still others are neither gifted in friendship nor quick to learn its ways. They need help. Whatever the case may be, to be a friend one has to care about people, what they think, how they feel and why they suffer. One must be sympathetically interested in things people do. One must accept their faults as well as their virtues. One must be willing to make sacrifices and help others to achieve their goals.
The American poet and essayist Ralph W. Emerson once said: “The only way to have a friend is to be one.” Help someone, if you want a friend. That should be easy, because there are so many people today who need help. Where there is work to be done, volunteer to do it. Working brings people together.
Invite people to your home for a meal or simply to share conversation with you over a cup of tea or coffee. Simply say, “How about coming to our place Saturday night?” Even if it is not convenient for them to come this time, at least they will know that you would like to know them better.
Perhaps the very beginning of a friendship is the willingness to say “hello” first. You must show that you like people. If you greet them with a smile and with a cheerful salutation, it may surprise you what response you will get.
What Is Needed to Keep Up Friendship
Friendship can be likened to a plant that has to be cultivated. It must be watered and tended if it is to produce sweet and wholesome fruit.
Maintaining a friendship is not automatic. It takes planning. On our weekly list of things to be done, we might well assign deeds of friendship. We could write down the names of those we would like to visit or telephone or drop a note to, or send a gift. How easy it is to neglect friends just because they are friends. Many who know the art of friendship plan to have dinner once a week or once a month with certain friends.
An aid to preserving friendships is doing things together. One friend taught another how to cook. After that, the delights of cooking enriched their conversations and their lives. Others have encouraged their friends to go places with them and to do things together, such as visiting museums, taking walks through parks or having picnics together.
Distance may prevent friends from getting together, but a warm letter can bridge the gap. A telephone call will remind them that you care. It may be possible to spend a vacation with an old friend and renew the friendship. Often reunions are most heartwarming.
Create a video blog…instantly.
WHY BE FRIENDLY, AND WITH WHOM? HOW CAN YOU AVOID DANGEROUS FRIENDSHIPS?
DESPITE the scientific changes that have come over the world in recent years, people still need people. For most persons this need is not satisfied by mere acquaintances, but goes much deeper than that. It reaches out for a friend who can be trusted with one’s most precious thoughts. Its want is for a confidant who is responsible, trustworthy and who will respond when one is in need.
The ideal situation is when most of one’s emotional needs are satisfied within a Christian family relationship. Children who have devoted parents and loving brothers and sisters have good reason to be quite content. Sustained by this warmth and association, a child can grow up happy and well balanced without always having to look elsewhere to satisfy his emotional needs.
However, even when friendship in the home is not lacking, children may feel the urge to embark on new friendships. The stimulation provided by other children near their age can be beneficial. On the other hand, lack of friendship inside and outside the family relationship causes many youngsters to become lonely. This is a common problem among teen-agers.
Parents who are aware of this try to satisfy their children’s growing need for friendship. One way they can do this is by developing a closer and more confidential relationship with them. Teen-agers especially find that life takes on a happier tone when parents give them a chance to express their views, and help them to work out their doubts and uncertainties. In frank discussions the children can be fortified with encouragement and counsel.
There are also times when the friendship of another youth can provide the needed encouragement. Wrote a middle-aged man of his more youthful days: “As a teen-ager I was often moody, for reasons I no longer recall. During one particularly bad week when I was at my lowest ebb, thinking myself ugly, misunderstood and unlikable, the phone rang. A high-school lad . . . was on the line. ‘What’s wrong?’ he asked gently when he heard my voice. ‘You sound as if you didn’t have a friend in the world—I’m not dead yet!’ A glib, graceful phrase, perhaps—but in twenty-five years I have not forgotten it, how I sat up straighter, smiled and felt alive again that night.”
How to Become a Friend
Some people seem to have a talent for making friends. Others need to learn the art of friendship, and they do. Still others are neither gifted in friendship nor quick to learn its ways. They need help. Whatever the case may be, to be a friend one has to care about people, what they think, how they feel and why they suffer. One must be sympathetically interested in things people do. One must accept their faults as well as their virtues. One must be willing to make sacrifices and help others to achieve their goals.
The American poet and essayist Ralph W. Emerson once said: “The only way to have a friend is to be one.” Help someone, if you want a friend. That should be easy, because there are so many people today who need help. Where there is work to be done, volunteer to do it. Working brings people together.
Invite people to your home for a meal or simply to share conversation with you over a cup of tea or coffee. Simply say, “How about coming to our place Saturday night?” Even if it is not convenient for them to come this time, at least they will know that you would like to know them better.
Perhaps the very beginning of a friendship is the willingness to say “hello” first. You must show that you like people. If you greet them with a smile and with a cheerful salutation, it may surprise you what response you will get.
What Is Needed to Keep Up Friendship
Friendship can be likened to a plant that has to be cultivated. It must be watered and tended if it is to produce sweet and wholesome fruit.
Maintaining a friendship is not automatic. It takes planning. On our weekly list of things to be done, we might well assign deeds of friendship. We could write down the names of those we would like to visit or telephone or drop a note to, or send a gift. How easy it is to neglect friends just because they are friends. Many who know the art of friendship plan to have dinner once a week or once a month with certain friends.
An aid to preserving friendships is doing things together. One friend taught another how to cook. After that, the delights of cooking enriched their conversations and their lives. Others have encouraged their friends to go places with them and to do things together, such as visiting museums, taking walks through parks or having picnics together.
Distance may prevent friends from getting together, but a warm letter can bridge the gap. A telephone call will remind them that you care. It may be possible to spend a vacation with an old friend and renew the friendship. Often reunions are most heartwarming.
Create a video blog…instantly.
Posted on June 13, 2009 - by Vic Desotelle
The Perfect Organizing Solution – A Modern Myth
Sandy Huntress asked:
You really wanted it to work this time, you spent your hard-earned money and time in the hopes that THIS would be the one, THE solution to all your organizing problems.
The real problem is, they don’t understand the problem. It hasn’t been defined properly. Organizing is not about having the right organizers, nifty baskets, multi-compartment drawers, expandable trays or any of the like. Organizing is really a way of thinking. People who think a certain way and have a certain set of habits are naturally organized. It doesn’t make them better than anyone else, just different. Some of us are athletic, others good with numbers, and some, well, we’re organized.
The wonderful news is that anyone can learn these new habits and become organized. It is a skill, and like any other skill, it can be learned. I just spoke with a woman who not very long ago told me she was hopelessly disorganized. She told me that not having a home for things, just putting stuff where ever and never being able to find anything was a way of life for her. Then she bought my book, 16 Secrets of Naturally Organized People and started by putting into practice secret #1: labeling. She told me she has now become a “labeling fanatic” and is so very excited about the changes already happening (so is her husband, lol.) I can’t wait to see how she progresses!
There are a few things you should keep in mind when trying to choose an organizing system:
· First of all, remember that that are hundreds of ways of sorting & organizing available. Not all of them will suit you; some may be more suitable than others. It really is more important that you put into practice good principles of organization and let the system follow.
· When considering which system to try, choose one that sounds appealing to you. Don’t worry if it’s “perfect,” most won’t be. The important thing here is to make a decision and start with something.
· The absolutely most important thing with any organizing system is that you have to stick with it and use it. Now if you find that that is difficult, then perhaps you need to change your system a bit to suit you better.
· If the thing is utterly frustrating and you hate it, then please don’t feel like a failure, get rid of it and try something else.
Remember that the most important component of any organizing system isn’t anything made of wood, paper, metal or plastic, but YOU. You must consider how you think, how your mind works, how you prefer to manage things, your priorities and your general way of life. Only then will you be able to develop the perfect organizing system for you. Even then, you can be constantly working it, making it fit better and better. It’s a lifelong skill and one definitely worth the care & attention it takes to learn.
Caffeinated Content for WordPress
You really wanted it to work this time, you spent your hard-earned money and time in the hopes that THIS would be the one, THE solution to all your organizing problems.
The real problem is, they don’t understand the problem. It hasn’t been defined properly. Organizing is not about having the right organizers, nifty baskets, multi-compartment drawers, expandable trays or any of the like. Organizing is really a way of thinking. People who think a certain way and have a certain set of habits are naturally organized. It doesn’t make them better than anyone else, just different. Some of us are athletic, others good with numbers, and some, well, we’re organized.
The wonderful news is that anyone can learn these new habits and become organized. It is a skill, and like any other skill, it can be learned. I just spoke with a woman who not very long ago told me she was hopelessly disorganized. She told me that not having a home for things, just putting stuff where ever and never being able to find anything was a way of life for her. Then she bought my book, 16 Secrets of Naturally Organized People and started by putting into practice secret #1: labeling. She told me she has now become a “labeling fanatic” and is so very excited about the changes already happening (so is her husband, lol.) I can’t wait to see how she progresses!
There are a few things you should keep in mind when trying to choose an organizing system:
· First of all, remember that that are hundreds of ways of sorting & organizing available. Not all of them will suit you; some may be more suitable than others. It really is more important that you put into practice good principles of organization and let the system follow.
· When considering which system to try, choose one that sounds appealing to you. Don’t worry if it’s “perfect,” most won’t be. The important thing here is to make a decision and start with something.
· The absolutely most important thing with any organizing system is that you have to stick with it and use it. Now if you find that that is difficult, then perhaps you need to change your system a bit to suit you better.
· If the thing is utterly frustrating and you hate it, then please don’t feel like a failure, get rid of it and try something else.
Remember that the most important component of any organizing system isn’t anything made of wood, paper, metal or plastic, but YOU. You must consider how you think, how your mind works, how you prefer to manage things, your priorities and your general way of life. Only then will you be able to develop the perfect organizing system for you. Even then, you can be constantly working it, making it fit better and better. It’s a lifelong skill and one definitely worth the care & attention it takes to learn.
Caffeinated Content for WordPress
Posted on June 12, 2009 - by Vic Desotelle
Discover How You Can Learn to Manage and Control Your Anger
Rauf Yusope asked:
Most of the time, anger is beyond ones’ control. It is one of the feelings that we, humans, experience in our life. When we are angry, there were times when we were advice to cool and calm. But most of the time we realize that it can be a challenging task to handle the anger especially in a challenging situation. There are steps that one can learn to manage anger.
For example, Pete kept getting angry and frustrated with himself for being disorganized and kept misplacing his items. What are the ways Pete can use to handle such situation? Firstly, every time when he encounters such problems, he should reaffirm himself. Instead of saying I am terrible at organizing, he can reaffirm himself by saying that I am so glad that I am able to have another wonderful learning opportunity to learn and improve my organizational skills.
Secondly, when he is angry, he can learn to find to a ‘relax’ spot. The spot must be away from incident area. Here, he can control his breathing to relax and release the tension and anger in him. Thirdly, another option in controlling and managing his anger, Pete can use is to find avenues to release his anger positively. For example, he can use sports such as swimming for individuals’ sports and soccer for team sports. Enjoying and exercising well can be one great method to be more relax and reduce anger in tense situation.
Fourthly, he can learn to be accountable for his actions. Being accountable for his actions, he will enable to handle his anger better with his sense of responsibilities. A person who takes charge of his mistakes tends to take charge of tense situation better. Fifthly, anger is built and controlled by the mind. Train the mind to view things as a learning process. As part of the learning process about anger management, learn to speak the words wisely and consistently. For example, when Pete makes a mistake, instead of getting angry instantly, he can tell himself what he can learn from the experience. Through such consistency acts given above in handling such situations, he can develop to control his feelings and anger better.
Similar to Pete, we encounter anger which is part of our feelings and life. With preventive measures taken, anger can be reduced and controlled greatly. Such anger management can result is a better, happier and positive lifestyle.
Create a video blog…instantly.
Most of the time, anger is beyond ones’ control. It is one of the feelings that we, humans, experience in our life. When we are angry, there were times when we were advice to cool and calm. But most of the time we realize that it can be a challenging task to handle the anger especially in a challenging situation. There are steps that one can learn to manage anger.
For example, Pete kept getting angry and frustrated with himself for being disorganized and kept misplacing his items. What are the ways Pete can use to handle such situation? Firstly, every time when he encounters such problems, he should reaffirm himself. Instead of saying I am terrible at organizing, he can reaffirm himself by saying that I am so glad that I am able to have another wonderful learning opportunity to learn and improve my organizational skills.
Secondly, when he is angry, he can learn to find to a ‘relax’ spot. The spot must be away from incident area. Here, he can control his breathing to relax and release the tension and anger in him. Thirdly, another option in controlling and managing his anger, Pete can use is to find avenues to release his anger positively. For example, he can use sports such as swimming for individuals’ sports and soccer for team sports. Enjoying and exercising well can be one great method to be more relax and reduce anger in tense situation.
Fourthly, he can learn to be accountable for his actions. Being accountable for his actions, he will enable to handle his anger better with his sense of responsibilities. A person who takes charge of his mistakes tends to take charge of tense situation better. Fifthly, anger is built and controlled by the mind. Train the mind to view things as a learning process. As part of the learning process about anger management, learn to speak the words wisely and consistently. For example, when Pete makes a mistake, instead of getting angry instantly, he can tell himself what he can learn from the experience. Through such consistency acts given above in handling such situations, he can develop to control his feelings and anger better.
Similar to Pete, we encounter anger which is part of our feelings and life. With preventive measures taken, anger can be reduced and controlled greatly. Such anger management can result is a better, happier and positive lifestyle.
Create a video blog…instantly.
Posted on June 4, 2009 - by Vic Desotelle
Organizational Culture and Its Importance
Linda Devis asked:
The contemporary definition of Organizational Culture includes what is valued; the leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. It is a specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.
Here, organizational values are beliefs and ideas, about, what kinds of goals members of an organization should pursue and the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develops organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another.
In the past 25 years, the concept of organizational culture has gained wide acceptance as a way to understand human systems. From an open system perspective, each aspect of organizational culture can be seen as an important environmental condition affecting the system and its subsystem. Increased competition, globalization, mergers, acquisitions, alliances, and various workforce departments have created a greater need for organizational culture. Thus, it has become an important pattern for the organization’s development.
Below are important key ingredients of Organizational Culture:
It focuses attention on the human side of organizational life, and finds significance and learning in even its most ordinary aspects.
It clarifies the importance of creating appropriate systems of shared meaning to help people work together toward desired outcomes.
It requires members especially leaders, to acknowledge the impact of their behavior on the organization’s culture.
It encourages the view that the perceived relationship between an organization and its environment is also affected by the organization’s basic assumptions.
Organizational culture is possibly the most critical factor determining an organization’s capacity, effectiveness, and longevity. It also contributes significantly to the organization’s brand image and brand promise.
Organizational Culture creates energy and momentum. The energy will permeate the organization and create a new momentum for success.
The above-mentioned relevance of organizational culture supports the proposition that, in this competitive and globalized corporate scenario, there is huge need of organizational development strategy at various workforce departments, as this can improve the company’s culture. Thus, to fulfill organizations development needs, Organizational Culture Center is the better option! With its outstanding services, OCC provides meaningful responses to the company’s wants, needs and values. Its services range from Workshop, Speaking to Consulting and Coaching.
OCC, Workshop and Speaking service teach cultural enhancement programs to the attendees to improve their cultural effectiveness. It educates current and emerging leaders on issues related to organizational culture. Besides, its associates work parallel with leaders at every level of the organization by engaging and training them to understand workplace culture and to assume their responsibilities as the cultural leaders of their own individual subcultures.
Organizational Culture Center’s thirty years of experience of building culture, combined with VisionLink process, provides a complete guideline of six critical elements of workplace cultural effectiveness with the power of strategic mapping and the balanced scorecard. This proven and highly effective leadership concept brings about a direct linkage between the activities and measurements of every associate at every level of the organization with the vision and strategy of the enterprise as a whole.
Thus, the Organizational Culture Center with all its services has improved the culture of many organizations and has also proved to be the first choice of many of the organizations. It has brought wisdom and passion to the consulting arena and has been an extremely effective process for many of the corporate company’s of America. By availing the services of OCC you, too, can improve your company’s culture. http://www.organizationalculturecenter.com/
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The contemporary definition of Organizational Culture includes what is valued; the leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. It is a specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.
Here, organizational values are beliefs and ideas, about, what kinds of goals members of an organization should pursue and the appropriate kinds or standards of behavior organizational members should use to achieve these goals. From organizational values develops organizational norms, guidelines or expectations that prescribe appropriate kinds of behavior by employees in particular situations and control the behavior of organizational members towards one another.
In the past 25 years, the concept of organizational culture has gained wide acceptance as a way to understand human systems. From an open system perspective, each aspect of organizational culture can be seen as an important environmental condition affecting the system and its subsystem. Increased competition, globalization, mergers, acquisitions, alliances, and various workforce departments have created a greater need for organizational culture. Thus, it has become an important pattern for the organization’s development.
Below are important key ingredients of Organizational Culture:
It focuses attention on the human side of organizational life, and finds significance and learning in even its most ordinary aspects.
It clarifies the importance of creating appropriate systems of shared meaning to help people work together toward desired outcomes.
It requires members especially leaders, to acknowledge the impact of their behavior on the organization’s culture.
It encourages the view that the perceived relationship between an organization and its environment is also affected by the organization’s basic assumptions.
Organizational culture is possibly the most critical factor determining an organization’s capacity, effectiveness, and longevity. It also contributes significantly to the organization’s brand image and brand promise.
Organizational Culture creates energy and momentum. The energy will permeate the organization and create a new momentum for success.
The above-mentioned relevance of organizational culture supports the proposition that, in this competitive and globalized corporate scenario, there is huge need of organizational development strategy at various workforce departments, as this can improve the company’s culture. Thus, to fulfill organizations development needs, Organizational Culture Center is the better option! With its outstanding services, OCC provides meaningful responses to the company’s wants, needs and values. Its services range from Workshop, Speaking to Consulting and Coaching.
OCC, Workshop and Speaking service teach cultural enhancement programs to the attendees to improve their cultural effectiveness. It educates current and emerging leaders on issues related to organizational culture. Besides, its associates work parallel with leaders at every level of the organization by engaging and training them to understand workplace culture and to assume their responsibilities as the cultural leaders of their own individual subcultures.
Organizational Culture Center’s thirty years of experience of building culture, combined with VisionLink process, provides a complete guideline of six critical elements of workplace cultural effectiveness with the power of strategic mapping and the balanced scorecard. This proven and highly effective leadership concept brings about a direct linkage between the activities and measurements of every associate at every level of the organization with the vision and strategy of the enterprise as a whole.
Thus, the Organizational Culture Center with all its services has improved the culture of many organizations and has also proved to be the first choice of many of the organizations. It has brought wisdom and passion to the consulting arena and has been an extremely effective process for many of the corporate company’s of America. By availing the services of OCC you, too, can improve your company’s culture. http://www.organizationalculturecenter.com/
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Posted on May 30, 2009 - by Vic Desotelle
Holistic Management: Solution For Rampant Problems
Darwin Gillett asked:
Are you facing seemingly unsolvable problems or insurmountable obstacles? Are the conventional management methods not delivering the results that you need, when you need them?
If so, you may want to consider managing with a more holistic and integrative management approach. No, this approach is not some New Age fluffy stuff. It’s powerful, grounded in science, immensely practical - and being used by some of the most effective CEOs and business owners out there.
Conventional Management
Traditionally, most business management has been based on two overriding assumptions:
Assumption #1. Business can be thought of-and managed-as a collection of parts: products, people, departments, customers, processes. Success results (so the thinking goes) when these parts are designed optimally and executed flawlessly. We achieve this success by compartmentalizing the company, by having different people responsible for different functions, and by creating and executing Best Practices.
Assumption #2: Superior performance results when there are no problems, glitches or errors in our company. If our organization is not performing well, the assumption is that what we need to do is to find the problem and fix it. Once we identify a problem, we mentally isolate it from the rest of the operation or company (which we assume is okay), analyze it, come up with a solution for what’s wrong, and implement it. Presto, the problem is solved - and overall performance (so the thinking goes) leaps up to where it should be.
We’re always in the process of rooting out problems and inefficiencies or introducing new and improved methods. Maybe we think we have an IT problem, a customer retention problem, or a morale problem. We look for experts in those issues, either within the company or outside, and ask them to solve the problems. All so that our operation can get back to normal.
These compartmentalized and problem-oriented management methods work well when we’re dealing with a machine. When it’s not performing well, we can usually trace the problem to a particular part of the machine. We fix the part, and the machine runs well again.
But a company is not a machine. There are no sacred rules written in the sky that say, “Once each department or unit is operating optimally, great overall business performance follows” or “Once you have fixed all the problems, your company will soar.”
Our conventional approach to management makes it easier to deal with the complexity of a company and to organize how the work gets done, but it leaves out one of the most important dimensions of a company: the overall purpose of the company - and how all of the parts fit together to serve that purpose. The recognition of this gap gave rise to the concept of systems thinking some two generations ago.
Holistic Management - to Revitalize Stagnant Companies
Consider the experience of a CEO who led two back-to-back corporate turnarounds. Observed from the outside, it may have looked like all he was doing was solving the companies’ problems and optimizing the performance of each part. But there was something more going on. He had adopted a holistic approach to management.
In the first turnaround, instead of just attacking the myriad problems of a company losing money, customers, employees, and managers, the new CEO started from scratch by having its nearly 3,000 people focus on what the company would look and feel like when it was successful. In other words, he began with a powerful vision. He then created a compelling mission and, with employees’ input, a strong set of values for everyone to rally around. By first engaging and inspiring employees, the CEO prepared the company for making big strides in product quality, customer service, market share, and profitability. In just three years, the company quintupled its shareholder value, and employee morale soared.
When hired to revitalize the second company of 5,000 people, the CEO was told, “Feel free to clean out the deadwood,” an expression of the assumption that a company’s stagnant performance reflects the presence of underperforming people. Get rid of them, and the way will be clear for the good performers to lift the company to higher performance. The CEO, a self-proclaimed contrarian, instead kept every person in the organization, and together they brought about a turnaround that added more than $3 billion to shareholder value in a stagnant stock market.
The traditional approach of looking for a company’s flaws in order to fix them can be counterproductive. It sends the message to employees that they are flawed and poor performers, hardly the attitude needed to lift performance. This is one reason our CEO did not do that. When he called on people throughout both companies to work with him to restore the company to the vitality and success it once enjoyed, people became energized and then enthusiastically pitched in to help make the company succeed.
In both examples, a weak management system kept people from being focused, collaborative, decisive, and innovative - and became a contributing cause of inadequate performance. The conventional management system, often called the “silo approach” concentrates on each of the major functions or operations of the company. The CEO manages down through each silo; the functional heads report up to the CEO, and the CEO is largely left to deal on his/her own with conflicts between the silos. This becomes cumbersome in a fast-paced economy and often slows implementation of major changes in business strategy.
By contrast, our CEO created an integrated strategic management system that facilitated outcomes far more successful than the traditional, silo approach - and faster. It consisted of the key senior executives:
* Setting business strategy with all key senior executives providing input. This is in contrast to the CEO or VP of Strategy announcing a new strategy that doesn’t incorporate the thinking of those who will implement it or allow them time to plan what they will have to do differently in order to help the strategy work.
* Addressing the major drivers of business performance-for example, revenue growth, operational quality and costs, employee morale and development-together. As a result, the top management team had the same picture of priorities and challenges and could help one another to devise strategies and support for each functional leader.
* Looking at the key financial performance measures together so that everyone understood the company’s performance and its causes and would help to set priorities based on their financial performance - and its causes
The Holistic Manager
Holistic management represents a shift in perspective that opens up a new world of opportunity and possibility. The holistic manager…
……sees (and manages) the company as a whole, as an assemblage of interdependent parts, and as a set of human relationships through which great human energies flow.
……puts energy into defining and continually referring to the overarching features of the company that align everyone in a common endeavor. A company’s mission is one example, not just because every company “needs” a mission to put on its website, but because the mission will be a beacon to inspire and guide employees. Why we are in business can become a rallying cry, a motivator, and a source of strategic advantage.
…… pays as much attention to how the company and its people operate as to what the company and its people do. Both aspects are equally important in achieving success, but most companies spend the vast majority of their efforts on the doing aspect. A company’s values provide a guide to how we operate; for example, how we treat each other, how we treat our customers, and what decisions we make.
…… recognizes the benefits generated by providing opportunities for employee growth. When people are encouraged to learn and develop their skills, they appreciate their employer and seek to contribute more.
…… provides employees with room to breathe and to contribute by honoring and encouraging a freedom to work on their own to achieve specific goals or to solve problems. In the process, unexpected greatness can emerge.
…… has a unity mindset, stressing the “we” in how we operate and how we achieve success. People, often from different functions and different parts of the company, work collaboratively as a normal way of operating.
Make the Transition
In times when problems are coming at you fast and furious, use Holistic Management to transform your company into a high performing organization. Put all those problems into one “pot” and ask yourself and the others on your team:
1. What do all of these problems have in common? Are they signs of deeper or systemic problems?
2. What changes in overall aspects of our company-its purpose, values, strategy, customer relationships, and the like-would remove the problems or diminish their impact?
3. What new strategies for carrying out our mission or expressing our values might help alleviate those problems in the process?
4. What can we do to get everyone on board and eager to help make our organization successful?
Holistic management changes your perspective of how a company functions. It also helps you to engage people in helping to define and envision success, to shape the strategies and projects to get there, and to collaborate to make that vision a reality. The result is rapid change and a revitalized company.
Caffeinated Content
Are you facing seemingly unsolvable problems or insurmountable obstacles? Are the conventional management methods not delivering the results that you need, when you need them?
If so, you may want to consider managing with a more holistic and integrative management approach. No, this approach is not some New Age fluffy stuff. It’s powerful, grounded in science, immensely practical - and being used by some of the most effective CEOs and business owners out there.
Conventional Management
Traditionally, most business management has been based on two overriding assumptions:
Assumption #1. Business can be thought of-and managed-as a collection of parts: products, people, departments, customers, processes. Success results (so the thinking goes) when these parts are designed optimally and executed flawlessly. We achieve this success by compartmentalizing the company, by having different people responsible for different functions, and by creating and executing Best Practices.
Assumption #2: Superior performance results when there are no problems, glitches or errors in our company. If our organization is not performing well, the assumption is that what we need to do is to find the problem and fix it. Once we identify a problem, we mentally isolate it from the rest of the operation or company (which we assume is okay), analyze it, come up with a solution for what’s wrong, and implement it. Presto, the problem is solved - and overall performance (so the thinking goes) leaps up to where it should be.
We’re always in the process of rooting out problems and inefficiencies or introducing new and improved methods. Maybe we think we have an IT problem, a customer retention problem, or a morale problem. We look for experts in those issues, either within the company or outside, and ask them to solve the problems. All so that our operation can get back to normal.
These compartmentalized and problem-oriented management methods work well when we’re dealing with a machine. When it’s not performing well, we can usually trace the problem to a particular part of the machine. We fix the part, and the machine runs well again.
But a company is not a machine. There are no sacred rules written in the sky that say, “Once each department or unit is operating optimally, great overall business performance follows” or “Once you have fixed all the problems, your company will soar.”
Our conventional approach to management makes it easier to deal with the complexity of a company and to organize how the work gets done, but it leaves out one of the most important dimensions of a company: the overall purpose of the company - and how all of the parts fit together to serve that purpose. The recognition of this gap gave rise to the concept of systems thinking some two generations ago.
Holistic Management - to Revitalize Stagnant Companies
Consider the experience of a CEO who led two back-to-back corporate turnarounds. Observed from the outside, it may have looked like all he was doing was solving the companies’ problems and optimizing the performance of each part. But there was something more going on. He had adopted a holistic approach to management.
In the first turnaround, instead of just attacking the myriad problems of a company losing money, customers, employees, and managers, the new CEO started from scratch by having its nearly 3,000 people focus on what the company would look and feel like when it was successful. In other words, he began with a powerful vision. He then created a compelling mission and, with employees’ input, a strong set of values for everyone to rally around. By first engaging and inspiring employees, the CEO prepared the company for making big strides in product quality, customer service, market share, and profitability. In just three years, the company quintupled its shareholder value, and employee morale soared.
When hired to revitalize the second company of 5,000 people, the CEO was told, “Feel free to clean out the deadwood,” an expression of the assumption that a company’s stagnant performance reflects the presence of underperforming people. Get rid of them, and the way will be clear for the good performers to lift the company to higher performance. The CEO, a self-proclaimed contrarian, instead kept every person in the organization, and together they brought about a turnaround that added more than $3 billion to shareholder value in a stagnant stock market.
The traditional approach of looking for a company’s flaws in order to fix them can be counterproductive. It sends the message to employees that they are flawed and poor performers, hardly the attitude needed to lift performance. This is one reason our CEO did not do that. When he called on people throughout both companies to work with him to restore the company to the vitality and success it once enjoyed, people became energized and then enthusiastically pitched in to help make the company succeed.
In both examples, a weak management system kept people from being focused, collaborative, decisive, and innovative - and became a contributing cause of inadequate performance. The conventional management system, often called the “silo approach” concentrates on each of the major functions or operations of the company. The CEO manages down through each silo; the functional heads report up to the CEO, and the CEO is largely left to deal on his/her own with conflicts between the silos. This becomes cumbersome in a fast-paced economy and often slows implementation of major changes in business strategy.
By contrast, our CEO created an integrated strategic management system that facilitated outcomes far more successful than the traditional, silo approach - and faster. It consisted of the key senior executives:
* Setting business strategy with all key senior executives providing input. This is in contrast to the CEO or VP of Strategy announcing a new strategy that doesn’t incorporate the thinking of those who will implement it or allow them time to plan what they will have to do differently in order to help the strategy work.
* Addressing the major drivers of business performance-for example, revenue growth, operational quality and costs, employee morale and development-together. As a result, the top management team had the same picture of priorities and challenges and could help one another to devise strategies and support for each functional leader.
* Looking at the key financial performance measures together so that everyone understood the company’s performance and its causes and would help to set priorities based on their financial performance - and its causes
The Holistic Manager
Holistic management represents a shift in perspective that opens up a new world of opportunity and possibility. The holistic manager…
……sees (and manages) the company as a whole, as an assemblage of interdependent parts, and as a set of human relationships through which great human energies flow.
……puts energy into defining and continually referring to the overarching features of the company that align everyone in a common endeavor. A company’s mission is one example, not just because every company “needs” a mission to put on its website, but because the mission will be a beacon to inspire and guide employees. Why we are in business can become a rallying cry, a motivator, and a source of strategic advantage.
…… pays as much attention to how the company and its people operate as to what the company and its people do. Both aspects are equally important in achieving success, but most companies spend the vast majority of their efforts on the doing aspect. A company’s values provide a guide to how we operate; for example, how we treat each other, how we treat our customers, and what decisions we make.
…… recognizes the benefits generated by providing opportunities for employee growth. When people are encouraged to learn and develop their skills, they appreciate their employer and seek to contribute more.
…… provides employees with room to breathe and to contribute by honoring and encouraging a freedom to work on their own to achieve specific goals or to solve problems. In the process, unexpected greatness can emerge.
…… has a unity mindset, stressing the “we” in how we operate and how we achieve success. People, often from different functions and different parts of the company, work collaboratively as a normal way of operating.
Make the Transition
In times when problems are coming at you fast and furious, use Holistic Management to transform your company into a high performing organization. Put all those problems into one “pot” and ask yourself and the others on your team:
1. What do all of these problems have in common? Are they signs of deeper or systemic problems?
2. What changes in overall aspects of our company-its purpose, values, strategy, customer relationships, and the like-would remove the problems or diminish their impact?
3. What new strategies for carrying out our mission or expressing our values might help alleviate those problems in the process?
4. What can we do to get everyone on board and eager to help make our organization successful?
Holistic management changes your perspective of how a company functions. It also helps you to engage people in helping to define and envision success, to shape the strategies and projects to get there, and to collaborate to make that vision a reality. The result is rapid change and a revitalized company.
Caffeinated Content
Posted on May 29, 2009 - by Vic Desotelle
Seven Pointers to Successful Shared Services
Elaine Harrison asked:
IShared service organisations are failing to live up to expectations. A recent Research Study by Alsbridge plc of nearly fifty global shared service organisations showed that SSCs are not realising their full potential. In all the categories analysed (Process, Technology, Regulatory, Organisation and Regulatory) average scores ranged from 2.8 to 3.2 out of a maximum of 5 and even organisations that have been in operation for over five years failed to achieve maximum scores. One of the most alarming features is that only a handful of organisations could report that they had zero compliance issue and ensuring regulatory compliance was seen as an ongoing challenge for the SSCs.
So what are some of the key areas in which SSCs falling short?
Lack of standardisation and steadfastness to truly transform processes which is impeding processing efficiency. Failure to re-allocate resources. Limitation of scope. Many organisations still only include selected transactional processing activities in their scope. For example, only a quarter of our research study respondents have their final statutory accounts produced by the SSC. Business units opting out. Limited investment in technology enablers to automate processes. Simplistic charging mechanisms which tend to be based on a cost allocation calculated on the basis of a specific business unit characteristic (e.g. revenue). Cumbersome SLAs that lack buy in from key stakeholders. Ineffective governance structures.
So, how do you make shared services work?
1). If the benefits of shared services are to be fully realised, it is essential that the shared services part of the operation fits into the overall corporate operation in a seamless way and management focus is maintained. Ownership by top management of the end to end process is vital and a senior management mandate is essential for ensuring that:
Processes are standardised, Business units comply with policies and procedures, Resources are re-allocated, The SSC gets the investment required to automate and truly transform processes.
2). Create a governance structure that encourages open dialogue between the shared service and its customers at all levels; from day to day communications at the production level to strategic discussions at the senior management level. This is essential for effective decision making and to ensure that issues are resolved rapidly.
3). Invest time in building the relation between the SSC and the retained organisation. Personal relationships and dependencies are as important here as in any other part of the corporate structure and are key to smooth running and efficient operations. So, managing the relationship and keeping it healthy is an ongoing requirement. Recognise that this takes time and effort. Give the structure of the retained organisation as much focus as you do the new shared service structure. Get the right people in the right roles in the new organisation (a good Accounts Payable manager does not necessarily make a good Relationship manager!).
4). Strive to Increase the scope of the SSC. SSCs tend to start with repetitive high volume transactions but as confidence grows and the relationship improves they should move up the value chain both in terms of the breadth of services offered, e.g. HR, IT, Procurement etc, and the depth, e.g. within Finance moving away from just transaction processing (AP, AR, GA, T&E etc.) through centres of expertise (providing services such as tax planning, treasury services, internal audit etc.) to being business partners business partnering.
5). Endeavour to include all business units as the business case is often reliant on the transaction volumes of all the business to get the economies of scale. So, when decisions are made whether or not to include a particular business unit, organisations should consider what is best overall for the SSC organisation rather than just the specific business unit, i.e. consider what’s best for the ‘family’.
6). Don’t forget that SLAs are about people. Managing through SLAs represents a change to the organisation and change creates anxiety as people wonder “what does it mean for me?” The business may be concerned about a loss of flexibility and the SSC may be concerned about meeting challenging levels of service without exception. Keep SLAs flexible and keep both the business and SSC involved in the development of them.
7). Ensure service tracking focuses on both objective measurements and subjective perceptions. Objective quantifiable measurements reflect the efficiency of the services by focusing on performance data. Subjective, qualitative perceptions reflect what is perceived. This is as important in creating customer satisfaction and keeping the business engaged as objective measures.
As pressure to reduce costs and improve efficiency continues shared services will remain high on the corporate agenda. Outsource service providers have proved that through their structured, holistic, customer focused approach they can deliver significant efficiency gains whilst improving quality of service. So, can you afford to be complacent? Shouldn’t your SSC deliver at least as much value as outsourcing could?
Source: Outsourcing Leadership News
Create a video blog…instantly.
IShared service organisations are failing to live up to expectations. A recent Research Study by Alsbridge plc of nearly fifty global shared service organisations showed that SSCs are not realising their full potential. In all the categories analysed (Process, Technology, Regulatory, Organisation and Regulatory) average scores ranged from 2.8 to 3.2 out of a maximum of 5 and even organisations that have been in operation for over five years failed to achieve maximum scores. One of the most alarming features is that only a handful of organisations could report that they had zero compliance issue and ensuring regulatory compliance was seen as an ongoing challenge for the SSCs.
So what are some of the key areas in which SSCs falling short?
Lack of standardisation and steadfastness to truly transform processes which is impeding processing efficiency. Failure to re-allocate resources. Limitation of scope. Many organisations still only include selected transactional processing activities in their scope. For example, only a quarter of our research study respondents have their final statutory accounts produced by the SSC. Business units opting out. Limited investment in technology enablers to automate processes. Simplistic charging mechanisms which tend to be based on a cost allocation calculated on the basis of a specific business unit characteristic (e.g. revenue). Cumbersome SLAs that lack buy in from key stakeholders. Ineffective governance structures.
So, how do you make shared services work?
1). If the benefits of shared services are to be fully realised, it is essential that the shared services part of the operation fits into the overall corporate operation in a seamless way and management focus is maintained. Ownership by top management of the end to end process is vital and a senior management mandate is essential for ensuring that:
Processes are standardised, Business units comply with policies and procedures, Resources are re-allocated, The SSC gets the investment required to automate and truly transform processes.
2). Create a governance structure that encourages open dialogue between the shared service and its customers at all levels; from day to day communications at the production level to strategic discussions at the senior management level. This is essential for effective decision making and to ensure that issues are resolved rapidly.
3). Invest time in building the relation between the SSC and the retained organisation. Personal relationships and dependencies are as important here as in any other part of the corporate structure and are key to smooth running and efficient operations. So, managing the relationship and keeping it healthy is an ongoing requirement. Recognise that this takes time and effort. Give the structure of the retained organisation as much focus as you do the new shared service structure. Get the right people in the right roles in the new organisation (a good Accounts Payable manager does not necessarily make a good Relationship manager!).
4). Strive to Increase the scope of the SSC. SSCs tend to start with repetitive high volume transactions but as confidence grows and the relationship improves they should move up the value chain both in terms of the breadth of services offered, e.g. HR, IT, Procurement etc, and the depth, e.g. within Finance moving away from just transaction processing (AP, AR, GA, T&E etc.) through centres of expertise (providing services such as tax planning, treasury services, internal audit etc.) to being business partners business partnering.
5). Endeavour to include all business units as the business case is often reliant on the transaction volumes of all the business to get the economies of scale. So, when decisions are made whether or not to include a particular business unit, organisations should consider what is best overall for the SSC organisation rather than just the specific business unit, i.e. consider what’s best for the ‘family’.
6). Don’t forget that SLAs are about people. Managing through SLAs represents a change to the organisation and change creates anxiety as people wonder “what does it mean for me?” The business may be concerned about a loss of flexibility and the SSC may be concerned about meeting challenging levels of service without exception. Keep SLAs flexible and keep both the business and SSC involved in the development of them.
7). Ensure service tracking focuses on both objective measurements and subjective perceptions. Objective quantifiable measurements reflect the efficiency of the services by focusing on performance data. Subjective, qualitative perceptions reflect what is perceived. This is as important in creating customer satisfaction and keeping the business engaged as objective measures.
As pressure to reduce costs and improve efficiency continues shared services will remain high on the corporate agenda. Outsource service providers have proved that through their structured, holistic, customer focused approach they can deliver significant efficiency gains whilst improving quality of service. So, can you afford to be complacent? Shouldn’t your SSC deliver at least as much value as outsourcing could?
Source: Outsourcing Leadership News
Create a video blog…instantly.
Posted on May 24, 2009 - by Vic Desotelle
WOMEN EMPOWERMENT
loveleenchawla asked:
Normal 0 WOMEN EMPOWERMENT
ABSTRACT
Women constitute almost 50% of the world’s population. As per as their social status is concerned, they are not treated as equal to men in all the places. Empowering may be understood as enabling people, especially women to acquire and possess power resources, in order to make decision on their own or resist decisions that are made by others that affect them. A person may said to be powerful when he/she has control over a large portion of power resources in society. The extent of possession of various resources such as personal wealth, such as land skills, education, information, knowledge, social status, position held, leadership trains, capabilities of mobilization.
It is now widely believed that empowerment of women i.e., providing equal rights, opportunities and responsibilities to women, will go a long way in removing the existing gender discrimination. Women empowerment in contemporary Indian society in forms of their work, education, health and media images in the forms of
their work, education, health and media images in the context of lineage, rule of residence and household chores, their context of lineage, rule of residence and household chores, their participation in social and political activities, their legal status in terms of marriage, divorce and inheritance of property, seeking wealth care should be taken into consideration. Empowerment in terms of knowledge and awareness of ones own life and society including legal raise their status with regarded to the lives. While empowerment deals with her or his expectation arising out of the situation. Similarly, a role deals with duties and obligations wile empowerment deals with rights. For instance, it is commonly assumed that the most is a woman, a wife a cook, a teacher of her children and daughter-in-law and so on.
Introduction
Women constitute almost 50% of the world’s population. As per as their social status is concerned, they are not treated as equal to men in all the places, through in the western countries women are treated on par with men in most of the fields, their counterpart in the east suffers from many disabilities. The disabilities on the one hand and the inequalities between men and women on the other, have given rise to what is known “Gender problem”. All one the world and particularly in South and East Asia and Africa the gender problem has assumed importance during the recent years the gender issue has become virtually a crucial point of argument. It is now widely believed that empowerment of women i.e., providing equal rights, opportunities and responsibilities to women, will go a long way in removing the existing gender discrimination. Women empowerment in contemporary Indian society in forms of their work, education, health and media images in the forms of their work, education, health and media images in the context of lineage, rule of residence and household chores, their context of lineage, rule of residence and household chores, their participation in social and political activities, their legal status in terms of marriage, divorce and inheritance of property, seeking wealth care should be taken into consideration. Empowerment in terms of knowledge and awareness of ones own life and society including legal raise their status with regarded to the lives.
Meaning
Before thinking about the empowerment of women, one needs to understand the exact meaning of the word empowerment. According to Cambridge English Dictionary empowerment means “to authorize”. In the context of the people they have to be authorized to have control over their lives. When applied in the context of development the particular segment of population, the poor, the women, the vulnerable, the weak, the oppressed and the discriminated have to be “empowered” to have control over their lives to better their socioeconomic and political conditions,. But the questions raised are, who empowers them and how to empower them? Ideally speaking no one empowers any one, the best way us ‘self empowerment’, by the segments of population mentioned above are handicapped both structurally and culturally to empower themselves without any outside help and affirmative action by the State and others. But still as long as these segments of population does not make any effort at self employment. It would be long and arduous task and process for the outsiders to empower them.
Role of women in development process
The principal of gender equality was recognized in the United Nations Charter in 1945 and the UN Declaration of Human Rights in 1948, the majority of development planners did not fully address the role of women in development process. In 1975, the first UN Conference of Women and Development was held
at maxico city under the motto, “Equality, Development and peace”. The need to integrate women into development was internationally proclaimed in the 1995 Bejing Conference. The Economic Survey (1999-2000) used an entire section on
gender inequality. It began with a reminder of the commitment made in the ninth plan document of allocating 30 per cent of resources for women’s development schemes through “Women’s Component Plans”. According to Menon and Probhu (2001), there was a strong plea for investing in women’s equality on the ground that this made economic sense and spoke of “the social rate of return on investment in women” being greater that the corresponding rate for men. According to Paten (2002), women’s development can be attained by improving here status and bargaining power in the economy.
Sushma Sachay (1998) argues that approaches and strategic for women
empowerment could be possible by outlining the mechanisms and tools that till
influence for women empowerment. Decisions making process, multidimensional
process that are enable worn to realize their full identity and powers in all walks
of life.
Concept of Women Empowerment
Empowering may be understood as enabling people, especially women to acquire and possess power resources, in order to make decision on their own or resist decisions that are made by others that affect them. A person may said to be powerful when he/she has control over a large portion of power resources in society. The extent of possession of various resources such as personal wealth, such as land skills, education, information, knowledge, social status, position held, leadership trains, capabilities of mobilization.
The National Policy on Education (1986) suggested certain strategies to empower women. Accordingly, women become empowered through collective reflections and decision making enable them to become agency of social change.
The global conference on Women Empowerment (1988), highlighted empowerment as the best way of making own partners in development the development of women and children in Rural Areas (DWCRA) program was initiated as a sub scheme of the national wide poverty alleviation program i.e., the Integrated Rural Development Program (IRDP). It aims at imparting self reliance to rural areas through income generating skill s along with group organization skills. Keeping this in view the year 2001 was celebrated as “The Women’s Empowerment Year”. Human resource development and empowerment of women unlock the door for modernization of society,. Instated of remaining as passive beneficiaries, women must become active partner. Participation and control over resources of power are considered as the critical indicators in the process of development discharged women especially in rural areas, possess the least proportion of these resources and as a result they are powerless and dependent on the powerful and wealthy.
Role and Empowerment
We will now realize the vital importance of the terms such as role, empowerment and function for an understanding of society. These terms tell us how individual and groups organize themselves as well as relate to each other. Very simple, role tells us about what is expected from individuals in a particular situation. While empowerment deals with her or his expectation arising out of the situation. Similarly, a role deals with duties and obligations wile empowerment deals with rights. For instance, it is commonly assumed that the most is a women, a wife a cook, a teacher of her children and daughter-in-law and so on. What happens when the mother is also the principal of the local village school? Not only does she have to deal with a range of roles and empowerments, but also with he tensions that may raise out of her ole s mother and her role as an administrator.
“Woman reposes more closely on the central surface of life, while man hunts it in the boundaries of existence, always concerned to overcome, and in the last analysis, to kill. A woman has a secret alliance with eternal life and man with the principle of death. Woman wants to embrace the contradiction of life and to reconcile them in the act of degree so. Man on the other hand release the tension between opposites by annihilating one of the sides, the one he finds unpleasant. He seeks the solution not in love and reconciliation, but in over coming and annihilation. He has a militant and not an erotic manner. The male principle borne of isolation, makes solitude thermal, seeks being in itself and disturbs life as a wholes his being is battle and self service, his willto- life is concerned with ascertaining his own person or overthrowing that of the stranger until the motive of salvation kindles with in him. Woman with her sustaining constitutions is at one and is harmony with the basis of the world. But man wants to change the world to bring it forward to overcome it”.
Women’s Empowerment in Contemporary India
Contemporary Indian society has been exposed to the broad processes of social transformation, agricultural modernization and economic development, urbanization and globalization. However, these processes have generated regional imbalances, sharpened class inequalities and augmented the gender disparities. Hence, women have become critical symbols of these growing imbalances. All these have affected adversely the various aspects of women’s empowerment in the contemporary Indian society. The family and women’s work is not enough to say that any society consists of men and women. It is equally important to look at how the two groups of people interact, as well as at the role and exceptions each group has of the other. Such roles and exceptions are a product of the stereotypes of each gender. By gender stereotype we mean attributes and qualities commonly associated with a gender. Thus, the first idea on gender role differences, which a child acquires, is that of women of one’s family marrying and leaving their homes to leave with different groups of people. Secondly, men appear to exercise far greater influence in decision making and are far more visible and audible than their wives. Third most of the tasks within the home are done by the mother, grandmother, sisters and so on. At meal times they carry food to the fields for the men. All these tasks, which consume time and energy, are not counted as work and there is no payment involved. In western countries, women’s groups, politicians and other concerned individuals have been arguing for payment for house work and childcare. In India, the question of payment for household jobs has not really been an important issue or demand. As we shall see, there are many other issues, which require urgent attention. At the same time, it is important for us to remember that non-payment should not also mean non-recognition. The fact that women are expected to perform all these tasks as a part of their conventional roles and on special merit is awarded to them for these tiring and tiresome jobs.
Women’s work participation
As per to 1981 figures 19.7 per cent Indian women were recorded as paid workers. Of whom over 87 per cent were in the unrecognized or informal sector of the economy. The work participation rate woman in 1991and 2001 was 22.3 and 25.7 per cent respectively. The increase in the work participation of women during the decade 1991-2001 is mainly due to the increase in the proportion of marginal workers (6.3 per cent to 11 per cent) in total female work force. It is held
by many observation of Indian economy that without women’s paid or unpaid labour the Indian agricultural economy would not be able to function. In the informal sector, there is no legal redressal for problems; no maternity or other leave benefits and little security of service. Working long hours as domestic servants, stitching clothes for the garment export industry, working on the assembly line of small electronics manufacturing units or the beedi, tobacco, cashew nut factories. A woman lives in fear of retrenchment, exploitation and low
wages.
Women’s Self-perception
According to Maithreyi Krishna Raj that though women were concerned about continuing their jobs, they were not looking for better prospects nor have they begun with a long-range carrier strategy. Once in a job, women rarely attempted to acquire further qualifications was by no means clear-cut. T.S. Papola’s study of workingwomen, which covered a range from those in supervisory post in industrial establishments to unskilled workers, showed that women were more different than men in respect of their promotion prospects.
Employer’s Attitude
Papol’s study showed that women were discriminated against at the time of promotions tended to be crowded into lower status electrical and primary school jobs. They were rarely promoted to executive and supervisory posts. As regards employment and promotion to supervisory category, male employers defend themselves by pointing out that women did not come forth to be recruited or promoted.
Traditional Positions of Authority in Urban Areas
In the urban areas, the working class, and men in particular have a wide range of job options available to them. The study by Leela Kasturi shows that when unemployed weavers from Tamil Nadu migrant to Delhi, the women folk found jobs only as domestic servants. While men become mechanics, cooks or drivers. The shift in residence meant a severance with an established way of life and the support of the extended family.
Working Conditions
For the majority of working class women, a job is essential. In relation to the limited chances for occupational mobility, when men and women work in the same occupation, female tasks are often the more arduous and time consuming. For instance, in paddy cultivation they spend long hours in sowing, weeding transplanting. In Kerala the extraction of the cashew seed from a corrosive liquid is women’s work. Again when both sexes do identical jobs, women often get paid
less than man. Protests are rare, apart from ignorance of legal and other rights; there is a fear of exploitation and sexual harassment by the landlord or contractor.
Traditional Role Expectations
Irrespective of social class there is at the level of belief, widespread commitment to the nation that a women’s job just not interfere or compete with her primary role of wife and mother. There is also concern with her physical safety and the respectability of the occupation. Clearly, working class familiar are far less able to ensure circumstances. NGO’s SHGs have been working to promote women more viable towards social, political, economic and cultural development micro finance is a significant factor and accessible to small and micro enterprises, socio-economic progress of poor women. Education and training also plays a major role in changing the life of poor women. The several institutions have been extending all types of vocational training, income generating activities and self-employment activities for poor women.
Empowerment of women is mainly related to their participation in decision making with regard to raising and distribution of resources i.e., income, investments and expenditures at all levels. Even though the Government of Karnataka has formulated and implemented various schemes of the social economic and overall development of the rural women, when the present position
of women is taken into account these schemes do not appear effective in enhancing the confidence and capability of the women. Empowering the poor women in rural areas to sustain their surrounding ecology is a necessity not only to stoop the ecological degradation but also for the physical survival of poor people. Almost every village in India has what is called “Common Property Resources (CDPs). Common Property Resources can be defined as “those resources, which are exploited by all people in the village free of cost by expending their labour.
References:
1. Chiranjeevulu, T. (2003). Empowering Women through Self-Help Groups - Experiences in Experiment, Kurukshetra, March.
2. Gopalan, Sarala (2002). Towards Equality - The Unfinished Agenda. Status of Women in India, National Commission for Women, New Delhi.
3. Kapadia, Karin (2002). The Violence of Development: The Politics of Identity, Gender and Social Inequalities in India. Kali for Women, New Delhi.
4. Krishnaraj, Maithreyi (2002). Growth and Rural Poverty. Economic and Political Weekly, September 21.
5. Manohar, Sujatha (2002). Women’s Empowerment - Law and Gender Justice. Paper Presented in the International Women’s Day, 8th March 2001. Department of Women and Child Development, New Delhi.
6. Sarkar, C.R. (2004). Poverty, Education and Economic Development.
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Normal 0 WOMEN EMPOWERMENT
ABSTRACT
Women constitute almost 50% of the world’s population. As per as their social status is concerned, they are not treated as equal to men in all the places. Empowering may be understood as enabling people, especially women to acquire and possess power resources, in order to make decision on their own or resist decisions that are made by others that affect them. A person may said to be powerful when he/she has control over a large portion of power resources in society. The extent of possession of various resources such as personal wealth, such as land skills, education, information, knowledge, social status, position held, leadership trains, capabilities of mobilization.
It is now widely believed that empowerment of women i.e., providing equal rights, opportunities and responsibilities to women, will go a long way in removing the existing gender discrimination. Women empowerment in contemporary Indian society in forms of their work, education, health and media images in the forms of
their work, education, health and media images in the context of lineage, rule of residence and household chores, their context of lineage, rule of residence and household chores, their participation in social and political activities, their legal status in terms of marriage, divorce and inheritance of property, seeking wealth care should be taken into consideration. Empowerment in terms of knowledge and awareness of ones own life and society including legal raise their status with regarded to the lives. While empowerment deals with her or his expectation arising out of the situation. Similarly, a role deals with duties and obligations wile empowerment deals with rights. For instance, it is commonly assumed that the most is a woman, a wife a cook, a teacher of her children and daughter-in-law and so on.
Introduction
Women constitute almost 50% of the world’s population. As per as their social status is concerned, they are not treated as equal to men in all the places, through in the western countries women are treated on par with men in most of the fields, their counterpart in the east suffers from many disabilities. The disabilities on the one hand and the inequalities between men and women on the other, have given rise to what is known “Gender problem”. All one the world and particularly in South and East Asia and Africa the gender problem has assumed importance during the recent years the gender issue has become virtually a crucial point of argument. It is now widely believed that empowerment of women i.e., providing equal rights, opportunities and responsibilities to women, will go a long way in removing the existing gender discrimination. Women empowerment in contemporary Indian society in forms of their work, education, health and media images in the forms of their work, education, health and media images in the context of lineage, rule of residence and household chores, their context of lineage, rule of residence and household chores, their participation in social and political activities, their legal status in terms of marriage, divorce and inheritance of property, seeking wealth care should be taken into consideration. Empowerment in terms of knowledge and awareness of ones own life and society including legal raise their status with regarded to the lives.
Meaning
Before thinking about the empowerment of women, one needs to understand the exact meaning of the word empowerment. According to Cambridge English Dictionary empowerment means “to authorize”. In the context of the people they have to be authorized to have control over their lives. When applied in the context of development the particular segment of population, the poor, the women, the vulnerable, the weak, the oppressed and the discriminated have to be “empowered” to have control over their lives to better their socioeconomic and political conditions,. But the questions raised are, who empowers them and how to empower them? Ideally speaking no one empowers any one, the best way us ‘self empowerment’, by the segments of population mentioned above are handicapped both structurally and culturally to empower themselves without any outside help and affirmative action by the State and others. But still as long as these segments of population does not make any effort at self employment. It would be long and arduous task and process for the outsiders to empower them.
Role of women in development process
The principal of gender equality was recognized in the United Nations Charter in 1945 and the UN Declaration of Human Rights in 1948, the majority of development planners did not fully address the role of women in development process. In 1975, the first UN Conference of Women and Development was held
at maxico city under the motto, “Equality, Development and peace”. The need to integrate women into development was internationally proclaimed in the 1995 Bejing Conference. The Economic Survey (1999-2000) used an entire section on
gender inequality. It began with a reminder of the commitment made in the ninth plan document of allocating 30 per cent of resources for women’s development schemes through “Women’s Component Plans”. According to Menon and Probhu (2001), there was a strong plea for investing in women’s equality on the ground that this made economic sense and spoke of “the social rate of return on investment in women” being greater that the corresponding rate for men. According to Paten (2002), women’s development can be attained by improving here status and bargaining power in the economy.
Sushma Sachay (1998) argues that approaches and strategic for women
empowerment could be possible by outlining the mechanisms and tools that till
influence for women empowerment. Decisions making process, multidimensional
process that are enable worn to realize their full identity and powers in all walks
of life.
Concept of Women Empowerment
Empowering may be understood as enabling people, especially women to acquire and possess power resources, in order to make decision on their own or resist decisions that are made by others that affect them. A person may said to be powerful when he/she has control over a large portion of power resources in society. The extent of possession of various resources such as personal wealth, such as land skills, education, information, knowledge, social status, position held, leadership trains, capabilities of mobilization.
The National Policy on Education (1986) suggested certain strategies to empower women. Accordingly, women become empowered through collective reflections and decision making enable them to become agency of social change.
The global conference on Women Empowerment (1988), highlighted empowerment as the best way of making own partners in development the development of women and children in Rural Areas (DWCRA) program was initiated as a sub scheme of the national wide poverty alleviation program i.e., the Integrated Rural Development Program (IRDP). It aims at imparting self reliance to rural areas through income generating skill s along with group organization skills. Keeping this in view the year 2001 was celebrated as “The Women’s Empowerment Year”. Human resource development and empowerment of women unlock the door for modernization of society,. Instated of remaining as passive beneficiaries, women must become active partner. Participation and control over resources of power are considered as the critical indicators in the process of development discharged women especially in rural areas, possess the least proportion of these resources and as a result they are powerless and dependent on the powerful and wealthy.
Role and Empowerment
We will now realize the vital importance of the terms such as role, empowerment and function for an understanding of society. These terms tell us how individual and groups organize themselves as well as relate to each other. Very simple, role tells us about what is expected from individuals in a particular situation. While empowerment deals with her or his expectation arising out of the situation. Similarly, a role deals with duties and obligations wile empowerment deals with rights. For instance, it is commonly assumed that the most is a women, a wife a cook, a teacher of her children and daughter-in-law and so on. What happens when the mother is also the principal of the local village school? Not only does she have to deal with a range of roles and empowerments, but also with he tensions that may raise out of her ole s mother and her role as an administrator.
“Woman reposes more closely on the central surface of life, while man hunts it in the boundaries of existence, always concerned to overcome, and in the last analysis, to kill. A woman has a secret alliance with eternal life and man with the principle of death. Woman wants to embrace the contradiction of life and to reconcile them in the act of degree so. Man on the other hand release the tension between opposites by annihilating one of the sides, the one he finds unpleasant. He seeks the solution not in love and reconciliation, but in over coming and annihilation. He has a militant and not an erotic manner. The male principle borne of isolation, makes solitude thermal, seeks being in itself and disturbs life as a wholes his being is battle and self service, his willto- life is concerned with ascertaining his own person or overthrowing that of the stranger until the motive of salvation kindles with in him. Woman with her sustaining constitutions is at one and is harmony with the basis of the world. But man wants to change the world to bring it forward to overcome it”.
Women’s Empowerment in Contemporary India
Contemporary Indian society has been exposed to the broad processes of social transformation, agricultural modernization and economic development, urbanization and globalization. However, these processes have generated regional imbalances, sharpened class inequalities and augmented the gender disparities. Hence, women have become critical symbols of these growing imbalances. All these have affected adversely the various aspects of women’s empowerment in the contemporary Indian society. The family and women’s work is not enough to say that any society consists of men and women. It is equally important to look at how the two groups of people interact, as well as at the role and exceptions each group has of the other. Such roles and exceptions are a product of the stereotypes of each gender. By gender stereotype we mean attributes and qualities commonly associated with a gender. Thus, the first idea on gender role differences, which a child acquires, is that of women of one’s family marrying and leaving their homes to leave with different groups of people. Secondly, men appear to exercise far greater influence in decision making and are far more visible and audible than their wives. Third most of the tasks within the home are done by the mother, grandmother, sisters and so on. At meal times they carry food to the fields for the men. All these tasks, which consume time and energy, are not counted as work and there is no payment involved. In western countries, women’s groups, politicians and other concerned individuals have been arguing for payment for house work and childcare. In India, the question of payment for household jobs has not really been an important issue or demand. As we shall see, there are many other issues, which require urgent attention. At the same time, it is important for us to remember that non-payment should not also mean non-recognition. The fact that women are expected to perform all these tasks as a part of their conventional roles and on special merit is awarded to them for these tiring and tiresome jobs.
Women’s work participation
As per to 1981 figures 19.7 per cent Indian women were recorded as paid workers. Of whom over 87 per cent were in the unrecognized or informal sector of the economy. The work participation rate woman in 1991and 2001 was 22.3 and 25.7 per cent respectively. The increase in the work participation of women during the decade 1991-2001 is mainly due to the increase in the proportion of marginal workers (6.3 per cent to 11 per cent) in total female work force. It is held
by many observation of Indian economy that without women’s paid or unpaid labour the Indian agricultural economy would not be able to function. In the informal sector, there is no legal redressal for problems; no maternity or other leave benefits and little security of service. Working long hours as domestic servants, stitching clothes for the garment export industry, working on the assembly line of small electronics manufacturing units or the beedi, tobacco, cashew nut factories. A woman lives in fear of retrenchment, exploitation and low
wages.
Women’s Self-perception
According to Maithreyi Krishna Raj that though women were concerned about continuing their jobs, they were not looking for better prospects nor have they begun with a long-range carrier strategy. Once in a job, women rarely attempted to acquire further qualifications was by no means clear-cut. T.S. Papola’s study of workingwomen, which covered a range from those in supervisory post in industrial establishments to unskilled workers, showed that women were more different than men in respect of their promotion prospects.
Employer’s Attitude
Papol’s study showed that women were discriminated against at the time of promotions tended to be crowded into lower status electrical and primary school jobs. They were rarely promoted to executive and supervisory posts. As regards employment and promotion to supervisory category, male employers defend themselves by pointing out that women did not come forth to be recruited or promoted.
Traditional Positions of Authority in Urban Areas
In the urban areas, the working class, and men in particular have a wide range of job options available to them. The study by Leela Kasturi shows that when unemployed weavers from Tamil Nadu migrant to Delhi, the women folk found jobs only as domestic servants. While men become mechanics, cooks or drivers. The shift in residence meant a severance with an established way of life and the support of the extended family.
Working Conditions
For the majority of working class women, a job is essential. In relation to the limited chances for occupational mobility, when men and women work in the same occupation, female tasks are often the more arduous and time consuming. For instance, in paddy cultivation they spend long hours in sowing, weeding transplanting. In Kerala the extraction of the cashew seed from a corrosive liquid is women’s work. Again when both sexes do identical jobs, women often get paid
less than man. Protests are rare, apart from ignorance of legal and other rights; there is a fear of exploitation and sexual harassment by the landlord or contractor.
Traditional Role Expectations
Irrespective of social class there is at the level of belief, widespread commitment to the nation that a women’s job just not interfere or compete with her primary role of wife and mother. There is also concern with her physical safety and the respectability of the occupation. Clearly, working class familiar are far less able to ensure circumstances. NGO’s SHGs have been working to promote women more viable towards social, political, economic and cultural development micro finance is a significant factor and accessible to small and micro enterprises, socio-economic progress of poor women. Education and training also plays a major role in changing the life of poor women. The several institutions have been extending all types of vocational training, income generating activities and self-employment activities for poor women.
Empowerment of women is mainly related to their participation in decision making with regard to raising and distribution of resources i.e., income, investments and expenditures at all levels. Even though the Government of Karnataka has formulated and implemented various schemes of the social economic and overall development of the rural women, when the present position
of women is taken into account these schemes do not appear effective in enhancing the confidence and capability of the women. Empowering the poor women in rural areas to sustain their surrounding ecology is a necessity not only to stoop the ecological degradation but also for the physical survival of poor people. Almost every village in India has what is called “Common Property Resources (CDPs). Common Property Resources can be defined as “those resources, which are exploited by all people in the village free of cost by expending their labour.
References:
1. Chiranjeevulu, T. (2003). Empowering Women through Self-Help Groups - Experiences in Experiment, Kurukshetra, March.
2. Gopalan, Sarala (2002). Towards Equality - The Unfinished Agenda. Status of Women in India, National Commission for Women, New Delhi.
3. Kapadia, Karin (2002). The Violence of Development: The Politics of Identity, Gender and Social Inequalities in India. Kali for Women, New Delhi.
4. Krishnaraj, Maithreyi (2002). Growth and Rural Poverty. Economic and Political Weekly, September 21.
5. Manohar, Sujatha (2002). Women’s Empowerment - Law and Gender Justice. Paper Presented in the International Women’s Day, 8th March 2001. Department of Women and Child Development, New Delhi.
6. Sarkar, C.R. (2004). Poverty, Education and Economic Development.
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