Showing posts from 2013

Stack-ranking out now: How Microsoft lost a decade

Stack-ranking or forced rating or bell-curving are some of the pet words of HR leaders and Business leaders especially closer to appraisal time. Jack Welch used it to make GE competitive and fit to outperform their own benchmarks! GE had become fat and lazy and had businesses diversified from washing machines to Jet engines. Forced ranking or his 20/70/10 "differentiation" became mantra for weeding out bottom 10 percent of the stack.
The bell-curve ranking system was popularized by GE Chief Executive Jack Welch back in the 1980s being used by many companies, but some of them have dropped it in the last years, including Adobe and Expedia. The main idea of the system is that a company’s employees performance follows a bell-curve, having a small percentage of high performers, a large number of average performers and, at the lower end, another small percentage of underperformers. The system would be used to find and get rid of underperformers in order to improve the overall per…


If the study of culture has a predominant guru, it would be Edgar H Schein, Professor Emeritus at MIT. Schein, who has studied the elements of culture for over half a century has a simple there-layer model for understanding corporate culture (Schein, 2009). The three levels are: üArtifacts. These are made up of visible structures, processes and behavior. Easy to observe, artifacts are the outermost layer. üEspoused values. These are the strategies and philosophies at play. They include what people focus on and ‘how things get done around here’. üUnderlying assumptions. These are the unconscious beliefs and perceptions rooted in the history of the business. This innermost layer is built through collective experiences including past successes and failures. Corporate culture is as powerful as it is multifaceted. The best way to understand it is to experience it first-hand. Be immersed in both the explicit behavior and implicit beliefs. And it is through culture that each organization gives m…

What motivates an employee for high performance

Training Magazine is running a five-part series of articles featuring expert opinions on many of today’s workplace hot topics. The third part of this series was called “Step Up!” focusing on ways to motivate employees to develop their career and improve skills training.

Peter Block provided his expertise on a  range of topics dealing with employee motivation.

Training Mag: What are the pros and cons of using money to motivate when it comes to skills training? What about recognition and competition?

Peter: I have yet to see real evidence that money motivates or changes performance or learning. Period. Money is a medium of exchange to facilitate buying and selling. Employees are not commodities. They must be paid, but cannot be purchased. It is most important that a pay system is transparent and roughly equitable. Recognition is valuable to acknowledge high performance after the fact, but it does not produce that performance. Also, the best forms of recognition focus on teams. Every ti…


EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job.Execution is a discipline and integral to strategy. Execution is the major job of the business leader. Execution must be a core element of an organisation’s culture. Much has been written about Jack Welch’s style of management—specially his toughness and bluntness, which some people call ruthlessness. He forced realism into all of GE’s management processes, making it a model of execution culture. After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world’s most admired companies and was named CEO of the year in 1998 by Chief Executive magazine.
In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He’s been putting the ideas he writes a…

Happy Teachers' Day?-July 17-Prof. crushes students, Headmistress kills 27 with poisonous mid-day meal!

It was Teachers' day with a message from hell, for students! Jul 17, 2013....
This is Bangalore---
Prof Charmaine Jerome, behind wheels of her Santro car, crushes 4 students in broad day light at Mount Carmel College (MCC) gate yesterday! Multiple fractures, serious injuries! Hell broke loose at 8.20 am..

Come down to  small town Chapra, yes, it is in Bihar where Nitish rules after Laloo..27 kids killed by feeding them poisonous mid-day meal. Headmistress Meena Devi is at large! Food is cooked by school and grocery is collected every day from Meena's residence. Grocery is bought from Meena's husband's grocery shop. It is suspected the Mustard Oil was poisonous! Education minister is calling it a political conspiracy against Nitish's susaasan (good governance)! Hell broke on poor kids and parents and draconian government is shamelessly calling it a conspiracy!
Earlier Mid-day meal was supplied by NGOs and later a self-governing local body was formed and here enters…

Tom Peters and Robert H Waterman Jr - In Search Of Excellence summary

Tom Peters and Robert H Waterman Jr - In Search Of Excellence summary
The seminal management book In Search of Excellence, by Tom Peters and Robert Waterman, was published in 1982, and remains one of the one of the biggest selling and widely read business books ever. Peters said finally in his 2001 interview that were he to write In Search of Excellence today, he would not tamper with any of the eight themes, but he would add to them: capabilities concerning ideas, liberation, and speed.
Here is a summary of the 'In Search of Excellence' eight themes, which also form the eight chapters of the book.
In Search of Excellence - the eight themes-
1.       A bias for action, active decision making - 'getting on with it'. 2.       Close to the customer - learning from the people served by the business. 3.       Autonomy and entrepreneurship - fostering innovation and nurturing 'champions'. 4.       Productivity through people - treating rank and file employees as a sour…