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General Beliefs and Re- Discovering Man

Rediscovering Man: A Research Study finds that What is Seen is not Always True 

UCLA’s Anderson School of Management Professor Corinne Bendersky who conducted Two experiments says, on based on the findings of experiments, that “Our intuition about the kind of people who make good teammates, which are often based on their personalities, are actually wrong”. The study further reveals that “highly neurotic people, while initially not inspiring confidence, often defy expectations among teammates. On the flip side, the extroverts in the office, usually seen as strong leaders among peers, tend to disappoint”.

In research, published in the “Academy of Management Journal” this month, Corinne Bendersky “compared MBA team members’ ratings of each other before and after weeks of collaboration”.

The second study was similar, but researchers gauged perceptions by providing subjects with personality profiles of made-up colleagues.

The findings again were surprising, as due to being provided with ‘Personality Profiles’ of the Colleagues prior to asking them to work together, it was seen that “at start participants had bad impressions of their neurotic colleagues, predicting they would have low contribution and low status within the group” on the other hand “those with extroverted personalities were given high status ratings by others. Collaborators thought that their enthusiasm and energy was going to be a boon for the team, and that they would be positive contributors”.

This probably can be attributed to individuals capability of creating an artificial and biased perception about other individuals without even attempting to learn issues like ‘how such individuals react’ and ‘ the way they respond to numerous variables that come to play teams’ work climate.

A very common perception that prevails in society and also with co – workers about neurotic people or neurotic employees is that their volatility and negativity is going to make them a drag on the team. As per research Bendersky and her co-researcher, Neha Shah state that “What people don’t appreciate is that an aspect of that ‘neurotic personality is really an anxiety of not wanting to disappoint our peers and our colleagues’. Neurotics can actually be motivated to work really hard especially in collaborative situations”. It further states that extroverts tend to be less receptive to other people’s input, which makes them more difficult to work with. The studies being referred here found that contributions from extroverts were less impressive than expected.

Study further states that “the core of the extrovert’s personality really wants to be the center of attention”. Thus they give or say they are found doing a lot of self-presentation that is well received and in majority cases it creates a positive first impression. It is their ambition/ drive to be the center of attention which actually turns fairly disruptive in collaborative situations.”

Adrian Furnham, a psychology professor at the University College London opines that regardless of the finding that neurotics work better in teams, they are still considered to be at a disadvantage in the workplace overall. Argument offered by Furnham to support the opinion given is that “neurotics tend to be unstable, they’re insecure, they worry a lot, they’re moody — which are really difficult traits to deal with. He believes that while neuroticism makes people more sensitive to the reactions of other people, “by and large it’s not good news. High neuroticism is not associated with success in the workplace.”

Whereas, when it comes to opine on other part of the study that extrovert actually turn fairly disruptive in collaborative situations, Adrian Furnham seems to be in agreement with the finding to some degree. He agrees that he does not think highly extroverted people make for the best employees either. He has a very different opinion and that is “rather moderate outgoingness makes individual ideal for teamwork”.

Again it is worth mentioning that people who are high on the neuroticism scale need not be disappointed; what they actually need is to find the right job. As per Spencer Lord, a human resources specialist with the Britain-based firm Organic HR, says highly neurotic people are often strong in roles that require attention to detail, like positions in finance or compliance.

He says so as he finds that “neurotic people are more predisposed to worry about the consequences of mistakes and therefore put more effort into avoiding them.” “Due to their natural caution, they can also be very effective in assessing risk.” While the stereotypical job for more neurotic people is technical, back-office work, Spencer Lord believes that the best leadership groups often include someone highly neurotic in the mix. He cites an example to support his argument by saying that “on one board of directors he works with, the most important person, the financial director, has just such a personality”. Probably in this case of (in the example given by Spencer Lord) it seems that the Financial Director is a lady, as he further states that “her risk aversion, need for precision and near-obsessive attention to detail don’t make her the most popular member of the leadership team at times — she often shoots down ideas from her fellow directors — but she is utterly indispensable”.

When it comes to extroverts, its found that they are good at building relationships and getting themselves noticed, but they need to be able to show they have a good base of other skills, too, or risk being thought of as “style over substance.” Spencer Lord believes that “when it comes to hiring, it is important that companies think about how candidates’ personalities may help them fit into the organization or on teams. The individual can have all the skills, qualifications and experience in the world, but if he/ she cannot gel with your people, then the hire will not be successful.

      —————— Always Yours — As Usual — Saurabh Singh
Source: The study can be found at portal http://www.viewsnext.com

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The Extended Marketing Mix Model

The Extended Marketing Mix Model —  Boom & Bitner’s Additional Three Ps of Marketing Mix

The marketing mix is the combination of marketing activities that an organization engages in so as to best meet the needs of its targeted market. Traditionally the marketing mix consisted of just 4 Ps.


For example, motor vehicle manufacturers like Audi:

  • Produces products that are of the highest quality and fit for the needs of different groups of consumers,
  • Offers a range of cars at value for money prices, depending on the market segmented they are targeted at,
  • Sells the cars through appropriate outlets such as dealerships and showrooms in prime locations, i.e. in the right places, and
  • Supports the marketing of the products through appropriate promotional and advertising activity.

The marketing mix  [McCarthy’s Marketing Mix Model called 4 Ps of Marketing] thus consists of four main elements:

1. Product

2. Price

3. Place

4. Promotion.

Getting the mix of these elements right enables the organisation to meet its marketing objectives and to satisfy the requirements of customers.


In addition to the traditional four Ps it is now customary to add some more Ps to the mix to give us Seven Ps.

The additional Ps have been added because today marketing is far more customer oriented than ever before, and because the service sector of the economy has come to dominate economic activity in this country.

These 3 extra Ps are particularly relevant to this new extended service mix.

THE THREE EXTRA Ps ARE:

1. Physical layout

These days when manufacturing dominated the UK economy the physical layout of production units such as factories was not very important to the end consumer because they never went inside the factory. However, today consumers typically come into contact with products in retail units – and they expect a high level of presentation in modern shops – e.g. record stores, clothes shops etc. Not only do they need to easily find their way around the store, but they also often expect a good standard or presentation.


The importance of quality physical layout is important in a range of service providers, including:

  • Students going to college or university have far higher expectations about the quality of their accommodation and learning environment than in the past. As a result colleges and universities pay far more attention to creating attractive learning environments, student accommodation, shops, bars and other facilities.
  • Air passengers expect attractive and stimulating environments, such as interesting departure lounges, with activities for young children etc.
  • Hair dressing salons are expected to provide pleasant waiting areas, with attractive reading materials, access to coffee for customers, etc.
  • Physical layout is not only relevant to stores, which we visit, but also to the layout and structure of virtual stores, and websites.

2. Provision of customer service

Customer service lies at the heart of modern service industries. Customers are likely to be loyal to organizations that serve them well – from the  way in which a telephone query is handled, to direct face-to-face interactions. Although the ‘have a nice day’ approach is a bit corny, it is certainly better than a couldn’t care less approach to customer relations. Call centre staff and customer interfacing personnel are the front line troops of any organisation and therefore need to be thoroughly familiar with good customer relation’s practice.

3. Processes

Associated with customer service are a number of processes involved in making marketing effective in an  organization e.g. processes for handling customer complaints, processes for identifying customer needs and requirements, processes for handling order etc

The 7 Ps – price, product, place, promotion, physical presence, provision of service, and processes comprise the modern marketing mix that is particularly relevant in service industry, but is also relevant to any form of business where meeting the needs of customers is given priority.

Always Yours—–as Usual——Saurabh Singh

COMPANIES NEED TO HOLD GOOD EMPLOYEES ON BOARD – STRATEGY TO INCH AHEAD IN AN ERA OF NECK & NECK COMPETITION

COMPANIES NEED TO RETAIN GOOD EMPLOYEES ON BOARD

THE ONLY WAY TO INCH AHEAD IN AN ERA OF NECK & NECK COMPETITION

Particularly in present times, meaning hereby that from last more than two decades, due to phenomenal changes all round, issue of quality man power has become a variable having significant importance. The situation turned too much grave with the noticing of the phenomenon called recession since 2006 onwards for sure. Much like the employees who want to work for established and reputed companies known to have good work atmosphere besides fat pay package; the company’s quest for having best employees on board is of unending nature.

There is another issue of vital importance for companies which have been in business for more than half a decade as on date. The issue is of “How to Retain Good Employees already on the Board”. These times and issue have assumed a critical importance these days. This situation demands not only a highly qualified manager or individual with capacity and skill to address the issues mentioned, but also for taking care of various other needs of employees and their rights, by treating them as individuals and not forcing them to feel as if they happen to be cogs in machine.

INTRODUCTION

It has been observed in majority of cases, that in a situation when fight for survival tends traveling on turning tortures and deciding route, as if final verdict is going to be delivered or destination reached, often employers and managers in organizations get nervous and start perspiring multi cubic centimeters of liquid. Such situation sometimes becomes suicidal for the organization itself due to numerous decisions taken in haste. These can be increased focus on cost cutting, increased workload for employees, thrashing an employee for his minor errors instead of appreciating his contribution in growth of organization, retrenchment etc. All these are well established factors which have been exposed number of times by the scholars in the field of humanities, social and behavioral sciences. Whereas, such situation demands to pursue calm, well debated and established process of decision making so as to chose the best possible solution. Ultimately, it’s people, and not physical assets, who build the organization. It is agreed that physicals assets too are important, but they happen to be present in rational proportion with organizations in the industry, may be with minor differences in volume and capacity. In such phase an employer or managers should not forget the factors being deliberated here, or else the results may be disastrous.

PERSON COMES IN WHOLE

In high pressure organizational settings of present times, it takes great efforts to remember, that people bring their vulnerabilities and aspiration with them, to work place each day. Everyone responds to human understanding and connection, and prefers being treated as an individual and not as cogs in machine or spares in inventory. Every manager has a people interface of his work profile. The people, besides others, may happen to be the team mates or sub-ordinate workers. The most important aspect of the human resource happens to be that fact, that you cannot hire a person in parts, which is you cannot hire only an individual’s good traits and skills and leave other parts or traits that are not so pleasant. The person comes in whole and a manager can do anything other than hiring him in full or abstaining from it. Thus, the manager, who enjoy and master the skill of responding to human understanding and connections, while maintaining the  required distance, dignity, & decorum, come out with flying colors. Such managers seldom have trouble in sustaining the morale of the team mates, colleagues or subordinates, whatever the case may be. This is basically due to their belief, that they can reach each and every member of the workforce, working with them. This kind of approach, make employees develop a feeling of being empowered consequently contributes towards increase in their productivity. The environment also benefits by providing the managers time and calmness to think and workout nitty-gritty in detail, required for utilizing the individual talent of employees.

PICTURE - TAKING CARE OF PEOPLE - 4 INDIVIDUALS

TAKING CARE OF PEOPLE

MORALE IS CONTAGIOUS

The style of manager, vulnerabilities & aspirations of individuals carried by them regularly to workplace may manifest in many ways. It may result in negative manner and start hunting the organization productivity or contribute towards lessening the level of individual and organizational goal congruency.

These symptoms take the form of low morale, an increase in absenteeism, destruction in commitment level of employee etc. Somehow, all the symptoms detailed have one property in common. The common property being that they all happen to be infectious or contagious in nature.

These symptoms may start with one employee but they are sure to broaden in form of general malaise. It does not remain limited in the boundaries created in organizations in form of different functional areas or as numerous different departments. These boundaries are breached and consequently this general malaise spreads from one functional area to other and from one department to another and finally culminating in an entire organization phenomenon.

BENEFIT – COST ANALYSIS

The expense or cost incurred on the process of recruitment, selection and appointment of new employees tends to be much higher, when contrasted against cost of retaining the good employees with the organization. It is very important of each and every organization to understand this. There is an old saying, “a known rogue is better than the unknown one”.

The organization and the managers should keep themselves occupied with the task and process of discovering, creating or inventing the tools and techniques that help in achieving the goal. More after than not, simple knowledge of human understanding, emotions and connections may provide significantly visible results.

TOOLS & TECHNIQUES

  1. For most employees, money is not the key issue; rather relationships, fulfillment and recognition are;
  2. The level of recognition expected by an employer needs to be measured/calculates/understood. Some employees can continue for years without any praise/ whereas other may leave within six months in absence of recognition;
  3. Innovating and Encouraging activities that make employees feel like valued remember of team or in other words as a strong link in chain term beneficial;
  4. Employees should see the benefits and rewards; also based on skill set and expectancy theory find the same accessible with skill sets they process;
  5. The sharing of profits earned by the organization may lead to and encourage the relationship to last longer; &.
  6. Monetary compensation alone should not be considered as value of work that employee has done for the organization; but should also be supported by token of appreciation offered by employer to make him feel important.

WHEN NAME OF THE GAME IS FAVORITISM

Managers many a times, sometimes even unknowingly, do get trapped in or enter the area of a game termed nepotism, favoritism and by many others such similar words. Such an approach is bound to create differences between employees due to reasons of having serious impact on human understanding, emotions and their aspiration brought to workplace every day with them.

These attributes viz; favoritism etc. may manifest in acts of the nature, like certain benefits and perks are provided to a group or handpicked employees and making other group of employees lack of it; or for further clarity another instance could be presented in the form of “providing or creating a provision of providing flexible working hours based on some fancy characteristics or achievement, that can be present only with few employees, and rest cannot achieve them, even if they try their best, etc.

These practices are also termed as discriminatory and give birth to low morale, reduced commitment, and general malaise in the who organization. Thus, it’s necessary for managers, to not only remain unbiased but also careful enough to ensure that same should get clearly visible to employees too, that this person can never be biased towards any individual and appreciates or rewards only merit.

IMPORTANCE OF WORK ENVIRONMENT

Managers, irrespective of the type of as classified by people practicing HRPM, can ever negate the impact of work environment on the productivity of organization. A comfortable and congenial work environment (with exception of Illumination type study) has been found to contribute towards both productivity and morale of the employee or fellow workers positively. This also impacts the personal health, thought process his behavior in society and home etc. due to the reasons of spending his most or great part of active and awake hours in that environment itself. It becomes moral responsibility of managers, employees, and organization to provide their employees with best possible working environment as well as work facilities.

Picture-- Precious Human ResourceTHROUGH PUT TIME

Another important factor that comes to play is termed as trough put time or lead time. This can be explained as the time that an organization and/or people supposed to handle human related issues take to react, once an employee has expressed his concern, complaint/grievance about having treated in a discriminatory manner. The through put time in majority of cases is found to have a co-relation of one, as concern to issues like giving birth to low morale, level of commitment to organizations objectives & goals, coupled with its contagious nature leading it to spreads general malice across the organization. The shorter the though put time, the better are chances to keep morale of employees high. The employees with high morale feel a sense of involvement and also as an integral part of the organization. This by itself leads to reduction in employee turnover or can be said to be a facilitator in employee retention.



INVOLVEMENT & PARTICIPATION

The organizations which often tend to be an open system [as per systems theory of management], are vulnerable to external environmental variable which force the organizations to keep adapting or changing for their survival in the ever dynamic and highly oscillating economic conditions across the globe. It is proven fact in physical sciences that a perpetual resistance is shown by any object irrespective of it being living or not to any change. The process in language of physics is called by the term “INERTIA”. The inertia towards change exhibited by employees creates an impression as if they have been victim of the change. This may also lead some outbursts or issues of human rights, which can damage the goodwill earned by an organization over years of operations. This situation calls for an interactive and participative approach to be adopted by organization or the managers concerned. It should be specifically taken care that views of all employees are heard & considered, none of them should feel that he or she has been neglected. This makes employees to feel, unlike above, as agents of change and consequently resulting in reduced attrition rate or what may also be termed as retaining of the good employees with organization.

CONCLUSION

The conclusion is not being presented for the reasons that still numerous factors could not find place in the discussion above. The aspect the author would like to emphasize is that any human should be treated in humanly manner and not in mechanical manner. This is of vital consequence and the survival of organization is also dependent on it. This is for the reasons that, ultimately, it is individual/ human who have to optimize the use of all other resources or factors of production for efficient and effective functioning of organization.

Always Yours——As Usual—–Saurabh Singh

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