New Mill en Empowering

8/14/2019 New Mill en Empowering

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The World TodayThe World Today New Millenium Empowering New Millenium Empowering

Pritesh shah Pritesh shah

Power Transmission Engineers Power Transmission Engineers Baorda Baorda



The World TodayThe World Today

Some Predictions about 21st Century, by Gurus Peter Some Predictions about 21st Century, by Gurus Peter

Drucker, Tom Peters, Alvin Toffler :Drucker, Tom Peters, Alvin Toffler :

s Non-socialist & Post-capitalistic Society Non-socialist & Post-capitalistic Society

s Service Revolution - bigger Service Sector Service Revolution - bigger Service Sector

s Knowledge & Information - key to development Knowledge & Information - key to development

s Knowledge Society / Knowledge Economy Knowledge Society / Knowledge Economy

s

Knowledge Workers / Knowledge ExecutivesKnowledge Workers / Knowledge Executivess IT revolution - World becomes a Global VillageIT revolution - World becomes a Global Village

s IT revolution - birth of Virtual OrganizationsIT revolution - birth of Virtual Organizations




more Predictions about 21st Century, by Gurus Peter more Predictions about 21st Century, by Gurus Peter

Drucker, Tom Peters, Alvin Toffler :Drucker, Tom Peters, Alvin Toffler :

s move towards paperless officemove towards paperless office

s more pluralistic workforce composition - womenmore pluralistic workforce composition - women

s lean production systems - customizationlean production systems - customization

s changed expectations, aspirations of workforcechanged expectations, aspirations of workforce

s

contractual employment / ongoing recruitment contractual employment / ongoing recruitment s more and more competitive global market / more and more competitive global market /

more and more assertive customersmore and more assertive customers




Few more Predictions about 21st Century, by GurusFew more Predictions about 21st Century, by Gurus

Peter Drucker, Tom Peters, Alvin Toffler :Peter Drucker, Tom Peters, Alvin Toffler :

s Organization Culture in Business World, for Organization Culture in Business World, for achieving achieving

success, would be typified by :success, would be typified by :• Customer Focus, Managing Change, & TQM Customer Focus, Managing Change, & TQM

• Continuous Learning Continuous Learning

• Continuous Improvement Continuous Improvement

• Continuous Innovation & Creativity Continuous Innovation & Creativity

• Entrepreneurship & Pro-active ApproachEntrepreneurship & Pro-active Approach



HRD Perspectives for 21st Century HRD Perspectives for 21st Century

s Knowledge and Information, rather than capital are theKnowledge and Information, rather than capital are the

main source of economic development main source of economic development

s People are the most valuable assets of tomorrow’sPeople are the most valuable assets of tomorrow’s

organization, because of the boundless potential of organization, because of the boundless potential of creative and knowledge-rich peoplecreative and knowledge-rich people

s Hence ‘People Management’ has essentially Hence ‘People Management’ has essentially

shifted from earlier ‘personnel management’ to moreshifted from earlier ‘personnel management’ to more

recently ‘human-resources management’ & lately torecently ‘human-resources management’ & lately to‘human-resources development’ ‘human-resources development’



Panchasheel of the New Millenium Panchasheel of the New Millenium

s HUMAN-centered HUMAN-centered Development Develo

pment

s KNOWLEDGE-centered KNOWLEDGE-centered Society S

ociety

s

INNOVATION-centered INNOVATION-centered IndiaIndias WOMAN-centered WOMAN-centered Family Fam

ily

s CHILD-centered CHILD-centered EducationEducation



Empowering for the new Millenium Empowering for the new Millenium

Recipe for Success - some crucial factorsRecipe for Success - some crucial factors

s Clarity of Vision (working without a vision is like putting Clarity of Vision (working without a vision is like putting

together a jigsaw puzzle without having the picturetogether a jigsaw puzzle without having the picture

before you - Chairman ICICI )before you - Chairman ICICI )s Two-way communication - team-work, effective internal Two-way communication - team-work, effective internal

listening, transparency listening, transparency

s Differentiation - not only of products, but also of other Differentiation - not only of products, but also of other

deliverables in entire consumption chaindeliverables in entire consumption chains Quality Management -involving every individual Quality Management -involving every individual

s Cost Management - customer value creationCost Management - customer value creation




( Clarity of Vision )( Clarity of Vision )

s Need for vision to be clear, concise, memorable and Need for vision to be clear, concise, memorable and

reachablereachable

s The Best Visions portray the future but dont The Best Visions portray the future but dont

necessarily dictate how to get therenecessarily dictate how to get theres Vision-building, as well as process of defining missionVision-building, as well as process of defining mission

and values must be highly participativeand values must be highly participative

s People involvement will ensure the creation of aPeople involvement will ensure the creation of a

‘shared vision’, ‘shared mission and values’ ‘shared vision’, ‘shared mission and values’ s A ‘shared vision’ provides a focus, so it is clear A ‘shared vision’ provides a focus, so it is clear ‘what ‘what

everyone together is aiming to achieve’ ever yone together is aiming to achieve’




( Two-way Communication )( Two-way Communication )

s Need to have essentially everyone on board Need to have essentially everyone on board

s Need for a transparent and effective two-way Need for a transparent and effective two-way

communication system, vertically and laterally communication system, vertically and laterally

s Includes communication of policy, objectives, internal / Includes communication of policy, objectives, internal /

external customer requirements, and other essential external customer requirements, and other essential

data, information, and feedback data, information, and feedback

s Need for effective internal listening and healthy Need for effective internal listening and healthy

communication between interfacing functionscommunication between interfacing functionss Need to invest in a set of new attitudes, habits and Need to invest in a set of new attitudes, habits and

culture supporting all such communicationculture supporting all such communication




( Differentiation )( Differentiation )

s Differentiation necessary to ensure leadershipDifferentiation necessary to ensure leadership

s Need to be creative and innovative, both in productsNeed to be creative and innovative, both in products

and product-building / delivery related processes toand product-building / delivery related processes to

out-perform the competitionout-perform the competitions Need to rapidly unlearn old ways and to start leap-Need to rapidly unlearn old ways and to start leap-

frogging to new and creative ideasfrogging to new and creative ideas

s Need to recognize that speed of response and reduced Need to recognize that speed of response and reduced

cycle-times (speed of product /service realization) hascycle-times (speed of product /service realization) hasbecome a major differentiating factor, without any become a major differentiating factor, without any

compromise in quality compromise in quality




( Quality Management )( Quality Management )

s Quality is no more a big advantage, but not taking it Quality is no more a big advantage, but not taking it

seriously, is definitely most damaging seriously, is definitely most damaging

s Quality Management is all about improving systems,Quality Management is all about improving systems,

processes, products, and services processes, products, and servicess It’s about creating an environment to ensure proper It’s about creating an environment to ensure proper

transactions & successful relationshipstransactions & successful relationships

s It’s about involvement of every individual and peopleIt’s about involvement of every individual and people

having the right attitude / understanding having the right attitude / understanding s It’s about continuous improvement of employee quality,It’s about continuous improvement of employee quality,

through own commitment to quality through own commitment to quality




( Cost Management )( Cost Management )

s It’s all about quick cost intelligence & managing cost It’s all about quick cost intelligence & managing cost

upstream, to be able to remain in businessupstream, to be able to remain in business

s It starts with cost-effective designing and valueIt starts with cost-effective designing and value

engineering, for producing defect-free product at engineering, for producing defect-free product at targeted costs, considering resources used targeted costs, considering resources used

s Its all about eliminating use of all unnecessary Its all about eliminating use of all unnecessary

resources as also unutilized /surplus resourcesresources as also unutilized /surplus resources

s Its all about value-creation and value-delivery to theIts all about value-creation and value-delivery to thecustomer, eliminating all other costscustomer, eliminating all other costs




( Conclusion )( Conclusion )

s the rules of economic activity, however, are being the rules of economic activity, however, are being

rewritten almost every decade and while the futurerewritten almost every decade and while the future

continues to be more uncertain, new continues to be more uncertain, new opportunitiesopportunities

and challenges are emerging and challenges are emerging s to continue having a competitive advantage, theto continue having a competitive advantage, the

changing scenario must be recognized at least if not changing scenario must be recognized at least if not

foreseen, and accepted for making necessary changesforeseen, and accepted for making necessary changes

in the business strategiesin the business strategiess systems, structures, environments, cultures must besystems, structures, environments, cultures must be

continually re-examined / reviewed, and suitably continually re-examined / reviewed, and suitably

changed for remaining successful changed for remaining successful



Elements of success . . . . . . Elements of success . . . . . .

. . . . . and some winning strategies. . . . . and some winning strategies

s Change in Old Mindset of top management Change in Old Mindset of top management

• harnessing of intellectual capital - human resourcesharnessing of intellectual capital - human resources

• investment in training and re-training programs to build new investment in training and re-training programs to build new

competencies in the employeescompetencies in the employeess Adopting a new Global Mindset Adopting a new Global Mindset

• operating on basis of global competition, global standards,operating on basis of global competition, global standards,

global management style, without differentiating betweenglobal management style, without differentiating between

domestic and export marketsdomestic and export markets

s Streamlining of the OrganizationStreamlining of the Organization

• accent on productivity and reduced cycle timesaccent on productivity and reduced cycle times

• emphasis on innovation and professional Marketing emphasis on innovation and professional Marketing



Doing Business in the New Paradigm Doing Business in the New Paradigm

s Manager’s approach to lifeManager’s approach to life

s Self-managed PragmatismSelf-managed Pragmatism

s

Congruence - Essence of the New ParadigmCongruence - Essence of the New Paradigms The Paradigm Shift - Raplexity The Paradigm Shift - Raplexity

s The Paradigm Shift - Changing World ViewsThe Paradigm Shift - Changing World Views

s

Managing Paradoxically Managing Paradoxically s Contrasting Management ParadigmsContrasting Management Paradigms

s Triangular RelationshipsTriangular Relationships



Manager’s approach to LifeManager’s approach to Life

Home

Work Community

Economic

Social Technical

Body

Mind Emotions

World Systems

Internal RolesExternal Roles

Manager

Coping Processes



Manager’s Coping ProcessManager’s Coping Process

C o p i n g P r o c e s s e s

E s c a p i s t b e l i e f sO t h e r C u l t s

F l i g h t

M i n d

R e o r i e n t a t i o n

E x p e r i e n t i a l

S p i r i t u a l ( S e l f l e s s ) :

- C o n c e p t s- V a l u e s

- A t t i t u d e s

S e n s o r y ( S e l f i s h ) :

- B o d y- S e n s e s

- F e e l i n g s

T r a n s c e n d

M i n d D e v e l o p m e n t

O t h e r

F i g h t



Congruence -Congruence -

Essence of the New Paradigm Essence of the New Paradigm

s Managerial life styles are based on ‘mind stylesManagerial life styles are based on ‘mind styles’

s ‘ ‘ Mind styles’ / one’s thinking must be reoriented Mind styles’ / one’s thinking must be reoriented

to transcend both the ‘self-centered’ and theto transcend both the ‘self-centered’ and the‘self-denying’ extremes, thereby evolving ‘self-denying’ extremes, thereby evolving

towardstowards “detached involvement” “detached involvement”

s In place of ‘dominance’ or ‘dependence’ is aIn place of ‘dominance’ or ‘dependence’ is a

congruent interdependencecongruent interdependences Congruence achieved by Congruence achieved by synthesis of synthesis of ::

• technology of technology of how to make a living how to make a living , with the, with the

psychology of psychology of how to livehow to live

• thethe sciencescience with thewith the art art of management of management



Congruence -Congruence -

Essence of the New Paradigm Essence of the New Paradigm

The need for ‘Congruent Interdependence’,The need for ‘Congruent Interdependence’,

can be easily understood, if one realizes that :can be easily understood, if one realizes that :

s

the individual needs the organization, in order the individual needs the organization, in order to be able to achieve his full potential to be able to achieve his full potential

s the organization needs the individual, in order the organization needs the individual, in order

to be able to realize its goalsto be able to realize its goals

s the Society needs organized individuals, so asthe Society needs organized individuals, so asto be able to attain a rising quality of lifeto be able to attain a rising quality of life

hencehence

‘ ‘ congruence’ is the essence of the new paradigmc ongruence’ is the essence of the new paradigm



The Paradigm Shift - RaplexityThe Paradigm Shift - Raplexity

Quantitative /Qualitative

Transience “rap (idity / comp) lexity” / Revolutions :agri.¥industrial¥technol.¥info.ªconsciousness

World View mechanistic ¥ holistic ¥ holographic Concept of man econ.¥ social ¥ human.¥ holistic ª transpersonal Values competitive¥ cooperative

Thinking analytic ¥ creativeª intuitiveLiving survival ª resonanceConcept of Wealth

land¥cattle¥money¥informationªconsciousness

Role of Business

power-driven¥purpose-drivenªplanetary

OrganizationalCulture

power ¥role¥achievementªsupportpurse / personªvision

ManagementStyle

control and aggression ( threat / stress )ªcaring and connection ( trust / energy )

Role of

Manager

problem-solvingªleadership

fear of losingª joy of doing



The Paradigm Shift -The Paradigm Shift -

Changing World ViewsChanging World Views

Cartesian-Newtonian²

Quantum-relativistic

Objective(positivistic)

² Subjective

Certainty(deterministic)²

Approximations

Analytic(reductionist)

² Holistic

Building-Block

(materialistic)

² Network

“Clock”(mechanistic)

² “Thought”



Managing ParadoxicallyManaging Paradoxically

Old Paradigm ²New Paradigm

Using Logic ² Using Intuition

Working with words, numbers ²Working with pictures, music,

tactileSafeguarding, preserving ² Experimenting, Exploring

Time as the reference ² Space as reference

Work sequentially ² Simultaneous Inputs

Breaking ‘whole’ into ‘parts’ ² Unifying ‘parts’ into ‘whole’

Physical material viewpoint ² Spiritual viewpoint

“ Me in the World ” ² “ The World in me ”



Managing ParadoxicallyManaging Paradoxically

To change from the Old Paradigm, to the many To change from the Old Paradigm, to the many

contrasting characteristics of the New Paradigm,contrasting characteristics of the New Paradigm,

there’s a need to cultivate almost contradictory or there’s a need to cultivate almost contradictory or

apparently paradoxical qualitiesapparently paradoxical qualities, such as :, such as :

s “ “ Converging Divergence” Converging Divergence”

s “ “ Constructive Discontent” Constructive Discontent”

s “ “ Flexible Persistence” Flexible Persistence” s “ “ Confident Humility” Confident Humility”

s “ “ Relaxed Attention” Relaxed Attention”

s “ “ Mindless perception” Mindless perception”



Contrasting Management ParadigmsContrasting Management Paradigms

Characteristic Old Paradigm New Paradigm

Strategy Planned Entrepreneurial

Structure Hierarchy Network

Systems Rigid Flexible

Staff Title and Rank Being Helpful

Style Problem-solving Transformational

Shared Value Better sameness Meaningful difference

Focus Institution Individual

Source of strength Stability Change

Leadership Dogmatic Inspirational



Triangular RelationshipsTriangular Relationships

Benevolent understanding Benevolent understanding Serenity Serenity

Clear vision of reality Clear vision of reality Transcended acceptance / Transcended acceptance /

elimination of the causeelimination of the cause

Sympathy Sympathy IndifferenceIndifference Antipathy Antipathy Excitement Excitement Apathetic calm Apathetic calm DepressionDepression

Blind Blind optimismoptimism

Practical Practical realismrealism

Fearful Fearful pessimism pessimism

RebellionRebellion CompromiseCompromise SubmissionSubmission



The C’s for a Sea-Change in Your Co.The C’s for a Sea-Change in Your Co.

s Compassion and Commitment Com passion and Commitment - to meet - to meet

s Customer NeedsCustomer Needs of of Cost and Cycle TimeCost and C ycle Time - must be the- must be the

s Common Factor Common Factor Communicated to ALLCommunicated to ALL - in a- in a

s Chain of Business ProcessesChain of Business Processes - and enable All to- and enable All to

s Comprehend the need Com prehend the need - to develop appropriate- to develop appropriate

s Competencies to performCom petencies to perform - and proactively take- and proactively take

s

Corrective ActionCorrective Action toto Continuously ImproveContinuously Improve - and absorb- and absorbs Changes that are Constant Changes that are Constant - and increase turnover by - and increase turnover by

s CroresCrores

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New Mill en Empowering