Sunday, December 30, 2007

Time Management comes handy in Brian Tracy's "Eat That Frog"

If you worked for years in organizations, you always feel why we are running behind time. This book gives 21 great ways to stop procrastinating and get more done in less time. All stuff you've heard in one form or other before, but that's the case with almost every book of this type. But this one was written with good examples & implementable ways(this is more important nowadays). This book teaches you - how to manage time i.e. How to act & not to react!

According to the old saying, if you eat a live frog first thing each morning you’ll have the satisfaction of knowing it’s probably the worst thing you’ll do all day. Using "eat that frog" as a metaphor for tackling the day’s most challenging and most prone to procrastination task, Eat That Frog shows readers how to zero in on these critical tasks and organize their time. This means not only getting more things done, but getting the right things done.

Worth reading.

Saturday, December 29, 2007

Taare Zameen Par - Review

Title means 'Stars on Earth'. Yes, None in the world were stars when they come into the world. But they become stars - i) when they show their talent & ii) when this world supports it when they show it.

If you studied in India, you could have seen almost all the scenes happened in your school life. Story is about a 8 year old kid.


Ishaan Awasthi (Darsheel Safary) having a disorder called dyslexia. This is not identified by parents & teachers. Everyone feels he is not concentrating on studies and failing. When Aamir finds the way out, it ends with a happy note.

Every one must watch & feel what we are doing to kids. We are expecting all of them to get first rank, which is absolutely impossible. As the film says "Every Child is Special". We need to take individual care about them.

Thursday, December 20, 2007

Comic Management Toon Book

This is the first attempt in making comic book!

A Round of Applause, Please - by Sara R. Sandock

Remember to reward your team for a job well done-especially when your organization may not.

by Sara R. Sandock


-- This article available in http://www.pmi.org/passport/dec07/feature2.html


No matter how hectic a project may get, when the dust finally settles, project leaders should always praise their teams. And since many leaders don’t have the budgets or authority to reward team members with promotions or vacations, the art of the thank you must often take on a creative twist.


There are several unique and cost-effective ways to say ‘thanks’ and make colleagues feel appreciated, says Kevin Aguanno, MAPM PMP, executive project manager with IBM in Toronto, Canada. Whether it’s giving small gifts or kind gestures, Mr. Aguanno says it’s all about adding a personal touch.


“You need to show that you took the time to understand and know the person, and that you care,” Mr. Aguanno says. “That is what really matters most these days, when everyone is just a number or resource, it’s nice to actually take the time to know someone’s personal likes and dislikes—and their value as a person outside of what they contribute to your project.”


One of the most treasured gifts Mr. Aguanno ever saw someone give cost 10 cents. A senior executive overheard an employee talking about fixing up an old car. The executive found a used repair manual—for that exact car—and gave it to the employee, who was flattered and truly cherished the gift, despite its small monetary value.


Although it can be especially difficult with large teams, project leaders should also attempt to take beliefs and personal tastes into account when choosing a reward. Mr. Aguanno recalls a time when an on-site director for a major project in Russia bought traditional Russian mink hats for everyone on the team. The gift, however, upset one team member who belonged to an animal rights group. “It was offensive to her and her personal beliefs,” he says.


And since different organizations have varying policies, the reward process needs to be open, transparent, and avoid any kind of favoritism, he says.


Where It’s Due


Giving credit to the wrong people, or not giving the right individuals enough credit, are two mistakes leaders can make when dispersing recognition. Furrukh Sohail, PMP, manager of software development at Techlogix, Lahore, Pakistan, believes that appreciation should continue “with each milestone achieved collectively for a whole team and individually, depending on experience.”


Mr. Sohail adds that, aside from recognizing team members’ efforts, rewarding individuals brings about a healthy form of competition within the work environment. When giving individual recognition, Mr. Sohail says you should, “find out what are the key performance indicators and establish formulas to weigh people on discrete numbers. In addition, form a committee from within your own team to help you make this decision.”


An effective reward is not only beneficial to the recipient, but also to the entire organization. “Rewards are important, as they will improve team morale, communication and productivity. … They are a good way to retain competent workers and reduce the staff turnover rate,” says Anthony Yeong, PMP, a project manager with IWL Pty Ltd., a wealth management technology and operation solutions provider in Perth, Australia.


And when the celebration does happen, remember to bring management along and allow them to issue rewards to the team members in person. By getting the executives involved and allowing them to sign certificates, hand out awards and partake in the reward festivities, Mr. Yeong says, they are able to see a reward system’s positive outcome—one they might implement throughout the company.


Simple Thanks


Saying thanks doesn’t have to be a big deal. Anthony Yeong, PMP, with IWL Pty Ltd., sends an appreciative e-mail to all team members following the completion of a project. After the performance of team members is assessed, rewards are then disbursed in the form of gift vouchers, extra days off or an organized party for the entire project team.


“There are always other means of rewarding team members, including tangible or intangible rewards,” Mr. Yeong says.


Sara R. Sandock is a research editor with the Chicago, Illinois, USA-based Imagination Publishing.

Blue Ocean Strategy by W. Chan Kim & Renée Mauborgne


Another book on Strategy thinking. I consider this as one of the best book right now in strategy.
I like the following words -

"The only way to beat the competition is to stop trying to beat the competition Instead, focus on creating new and uncontested market space."

"Growth strategy is hot right now, as executives continue to turn their attention toward growth."

"Winning by not competing: a fresh approach to strategy."

Now http://bookfiesta4u.com/ become my one-stop ebook site. Visit it in your leisure time.


Sunday, December 16, 2007

Good To Great by Jim Collins

In quest of my Strategy & Strategic Thinking I come across the following book. It gives excellent text on why some companies do it & other fails. Must read.

Good To Great - Why Some Companies Make the Leap ... and Others Don't by Jim Collins


Good is the enemy of great.

And that is one of the key reasons why we have so little that becomes great.

We don't have great schools, principally because we have good schools. We don't have great government, principally because we have good government. Few people attain great lives, in large part because it is just so easy to settle for a good life. The vast majority of companies never become great, precisely because the vast majority become quite good-and that is their main problem.

I found e-Book version of this available in http://bookfiesta4u.blogspot.com/

Tuesday, December 11, 2007

Excellent Paining website

While browsing the net, I found http://www.meganneforbes.com/ is having excellent gallery of painting done by Meganne Forbes

Sample image which I liked is http://www.meganneforbes.com/Spirit/images/S-3.jpg

FREEDOM FROM FEAR

-- by David Richo, PhD

You may find this helpful in taking a personal inventory of your fears and in designing affirmations to clear them. It combines the three elements of freedom from fear: admitting it, feeling it fully, and acting as if we were fearless. Read it onto a tape to hear it daily in your own voice or recite or read it regularly. Form an image of yourself acting out each affirmation. This list is meant for a wide audience so add or delete entries to fit your unique situation:

I trust my true fears to give me signals of danger.

I admit that I also have false fears and worries.

I feel compassion toward myself for all the years I have been afraid.

I forgive those who hypnotized me into unreal fears.

I suggest now to myself, over and over, that I am freeing myself from fear.

I have fearlessness to match my fear.

I trust my powers and resourcefulness as a man (woman).

I trust my abundant creativity.

I trust the strength that opens and blooms in me when I have to face something.

I believe in myself as a man/woman who handles what comes his/her way today.

I have it in me to rise to a challenge.

I am more and more aware of how I hold fear in my body.

I stop storing fear in my body.

Now I relax those holding places.

I open my body to joy and serenity.

I release my body from the clench of fear.

I relax the part of me that holds fear the most (jaw, shoulders, neck, etc.).

I let go of the stress and tension that come from fear.

I let go of fear-based thoughts.

I let go of basing my decisions on fear.

I stop listening to those who want to import their fears into me.

I let go of finding something to fear in everything.

I let go of fear and fearing and of believing that everything is fearsome.

I am more and more aware of my instant reflex fear reactions.

I am aware that I have habituated myself to a certain level of adrenaline.

I forego this stressful excitement and choose sane and serene liveliness.

I let go of my obsessive thoughts about how the worst may happen.

I trust myself always to find an alternative.

I see the humor in my fears.

I see the humor in my exaggerated reactions to unreal dangers.

I find a humorous dimension in every fear.

I find a humorous response for every fear.

I play with the pain of fear.

I smile at my scared ego with tough love.

I am confident in my ability to deal with situations or people that scare me.

I have self-healing powers -and- I seek and find support outside myself.

I have an enormous capacity for re-building, restoring, transcending.

I am more and more sure of my abilities.

I am less and less scared by what happens, by what has happened, by what will happen.

I trust an uncanny timing that I keep noticing within myself: I love how I awake or change or resolve or complete at just the right moment.

Nothing forces me; nothing stops me.

I let go of any fear I have of nature.

I let go of my fears of natural disasters.

I let go of my fears of sickness, accident, old age, and death.

I cease being afraid of knowing, having or showing my feelings.

I let go of my fear of failure or of success.

I let go of the fear behind my guilt and shame.

I let go of my fear of aloneness or of time on my hands.

I let go of my fear of abandonment.

I let go of my fear of engulfment.

I let go of my fear of closeness.

I let go of my fear of commitment.

I let go of my fear of being betrayed.

I let go of my fear of being cheated or robbed.

I let go of my fear of any person.

I let go of my fear of loving.

I let go of my fear of being loved.

I let go of the fear that I will lose, lose money, lose face, lose freedom, lose friends, lose family members, lose respect, lose status, lose my job, lose out.

I let go of my fear of having to grieve.

I keep letting go and I keep going on.

I let go of my paranoia.

I give up my phobic rituals.

I let go of my performance fears.

I let go of my sexual fears.

I let go of fears about my adequacy as a parent or child, as a worker, as a partner, or friend.

I let go of the need to be in control.

I acknowledge control as a mask for my fear.

I let go of my need to be right, to be first, to be perfect.

I let go of my belief that I am entitled to be taken care of.

I let go of my fear of the conditions of existence:

I accept that I may sometimes lose;

I accept that things change and end;

I accept that pain is part of human growth;

I accept that things are not always fair;

I accept that people may lie to me, betray me, or not be loyal to me.

I am flexible enough to accept life as it is, forgiving enough to accept it as it has been.

I drop the need for or belief in a personal exemption from the conditions of my existence.

I acknowledge my present predicament as a path.

I trust a design in spite of the display.

I let go of more than any fate can take.

I appreciate all the ways that things work out for me.

I appreciate the graces that everywhere surround and enrich my life.

I find the alternatives that always exist behind the apparent dead-end of fear.

I open myself to the flow of life and people and events.

I am grateful for the love that awaits me everywhere.

I feel deeply loved by many people near and far, living and dead.

I feel loved and watched over by a higher power (God, Universe, etc.).

I believe that I have an important destiny, that I am living in accord with it, and that I will survive to fulfill it.

I let myself have the full measure of: the joy I was meant to feel, the joy of living without fear.

I let fear go and let joy in.

I let fear go and let love in.

I let go of fears and enlarge my sympathies.

I am more and more aware of others' fears, more and more sensitive to

them, more and more compassionate toward them.

I am more and more acceptant of all kinds of people.

I enlarge my circle of love to include every living being: I show my love.

I am more and more courageous as I live my program for dealing with fear:

I let go of control;

I let the chips fall where they may;

I admit my fear;

I feel my fear by letting it pass through me;

I act as if I were free of fear;

I enjoy the humor in my fears;

I expand my compassion toward myself and everyone.

I have pluck and wit.

I let go of being on the defensive.

I protect myself.

I am non-violent.

I am intrepid under fire.

I am a hero: I live through pain and am transformed by it.

I am undaunted by people or circumstances that may threaten me.

I let people's attempts to menace me fall flat.

I give up running from threats.

I give up shrinking from a fight.

I show grace under pressure.

I stop running; I stop hiding.

More and more of my fear is becoming healthy excitement.

I meet danger face to face.

I stand up to a fight.

I take the bull by the horns.

I run the gauntlet.

I put my head in the lion's mouth.

I stick to my guns and hold my fire.

An automatic courage arises in me when I face a threat.

I dare to show myself as I am: afraid and courageous.

I hereby release the courage that has lain hidden within me.

I am thankful for the gift of fortitude.

I let go of hesitation and self-doubt.

I am hardy in the face of fear.

I have grit, stamina, and toughness.

I take risks and always act with responsibility and grace.

I let go of the fear of being different.

I let go of the need to meet others' expectations.

I cease being intimidated by others' anger.

I let go of my fear of what may happen if people do not like me.

I let go of my fear of false accusations.

I let go of having to do it his/her/their way.

I acknowledge that behind my exaggerated sense of obligation

is a fear of my own freedom.

I let go of my terror about disapproval, ridicule, or rejection.

I dare to stop auditioning for people's approval.

I dare to give up my act.

I give up all my poses, pretenses, and posturings.

I dare to be myself.

I acknowledge that behind my fear of self-disclosure is a fear of freedom.

I dare to show my hand, to show my inclinations, to show my enthusiasms.

I let my every word, feeling, and deed reveal me as I truly am.

I love being found out, i.e., caught in the act of being my authentic self.

I explore the farthest reaches of my identity.

I dare to live the life that truly reflects my deepest needs and wishes.

I give up the need to correct people's impressions of me.

I give up being afraid of my own power.

I am irrepressible.

I draw upon ever-renewing sources of lively energy within me.

I am great-hearted and bold-spirited.

I dare to give of myself unconditionally -and-

I dare to be unconditionally committed to maintaining my own boundaries.

I am open to the grace that shows me the difference.

I fling open the gates of my soul.

I set free my love, till now imprisoned by fear.

I set free my joy, till now imprisoned by fear.

I honor and evoke my animal powers, my human powers, my divine

powers.

I let true love cast out my fear.

As I let go of my fear, I free the world from fear.

May I and all beings be free of fear and full of love.

For all that has been: Thanks!

For all that will be: Yes!

From: When Love Meets Fear by David Richo, Ph.D.

Taken from Chapter 4 of The Seven Challenges Workbook Cooperative Communication Skills for Success at Home and at Work (as featured on www.NewConversations.net)

Free e-book copies available at www.newconversations.net/workbook/.

See www.davericho.com for information on books by Dr. David Richo. See also http://www.karunabooks.net/dave_richo.htm for more e-Books.

Sunday, December 09, 2007

You've Got To Find What You Love - Steve Jobs Stanford Speech 2005

Video Version:



This is text of a speech by Steve Jobs, CEO of Apple Computer and of Pixar Animation Studios, delivered on June 12, 2005 at Stanford University. I'm sharing it here and hoping that few young souls might find it enlightening...

“I am honoured to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I've ever gotten to a college graduation. Today I want to tell you three stories from my life. That's it. No big deal. Just three stories.

The first story is about connecting the dots.

I dropped out of Reed College after the first 6 months, but then stayed around as a drop-in for another 18 months or so before I really quit. So why did I drop out?

It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. She felt very strongly that I should be adopted by college graduates, so everything was all set for me to be adopted at birth by a lawyer and his wife. Except that when I popped out they decided at the last minute that they really wanted a girl. So my parents, who were on a waiting list, got a call in the middle of the night asking: "We have an unexpected baby boy; do you want him?" They said: "Of course." My biological mother later found out that my mother had never graduated from college and that my father had never graduated from high school. She refused to sign the final adoption papers. She only relented a few months later when my parents promised that I would someday go to college.

And 17 years later I did go to college. But I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents' savings were being spent on my college tuition. After six months, I couldn't see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn't interest me, and begin dropping in on the ones that looked interesting.

It wasn't all romantic. I didn't have a dorm room, so I slept on the floor in friends' rooms, I returned coke bottles for the 5¢ deposits to buy food with,
and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example:

Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn't have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can't capture, and I found it fascinating.

None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it’s likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do. Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later.

Again, you can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.

My second story is about love and loss.

I was lucky — I found what I loved to do early in life. Woz and I started Apple in my parents’ garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just released our finest creation — the Macintosh — a year earlier, and I had just turned 30. And then I got fired. How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out. What had been the focus of my entire adult life was gone, and it was devastating.

I really didn't know what to do for a few months. I felt that I had let the previous generation of entrepreneurs down - that I had dropped the baton as it was being passed to me. I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly. I was a very public failure, and I even thought about running away from the valley. But something slowly began to dawn on me — I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over.

I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.

During the next five years, I started a company named NeXT, another company named Pixar, and fell in love with an amazing woman who would become my wife. Pixar went on to create the worlds first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I returned to Apple, and the technology we developed at NeXT is at the heart of Apple's current renaissance. And Laurene and I have a wonderful family together.

I'm pretty sure none of this would have happened if I hadn't been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don't lose faith. I'm convinced that the only thing that kept me going was that I loved what I did. You've got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don't settle.

My third story is about death.

When I was 17, I read a quote that went something like: "If you live each day as if it was your last, someday you'll most certainly be right." It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: "If today were the last day of my life, would I want to do what I am about to do today?" And whenever the answer has been "No" for too many days in a row, I know I need to change something.

Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.

About a year ago I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumour on my pancreas. I didn't even know what a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months. My doctor advised me to go home and get my affairs in order, which is doctor's code for prepare to die. It means to try to tell your kids everything you thought you'd have the next 10 years to tell them in just a few months. It means to make sure everything is buttoned up so that it will be as easy as possible for your family. It means to say your goodbyes.

I lived with that diagnosis all day. Later that evening I had a biopsy, where they stuck an endoscope down my throat, through my stomach and into my intestines, put a needle into my pancreas and got a few cells from the tumour. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope the doctors started crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery and I'm fine now.

This was the closest I've been to facing death, and I hope it’s the closest I get for a few more decades. Having lived through it, I can now say this to you with a bit more certainty than when death was a useful but purely intellectual concept:

No one wants to die. Even people who want to go to heaven don't want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life's change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true.

Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma — which is living with the results of other people's thinking. Don't let the noise of others' opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.

When I was young, there was an amazing publication called The Whole Earth Catalogue, which was one of the bibles of my generation. It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960's, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions.

Stewart and his team put out several issues of The Whole Earth Catalogue, and then when it had run its course, they put out a final issue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Beneath it were the words: "Stay Hungry. Stay Foolish." It was their farewell message as they signed off. Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you.

Stay Hungry. Stay Foolish.

Thank you all very much.”

Saturday, December 08, 2007

George Carlin - A good message for all mankind

A Message by George Carlin:

The paradox of our time in history is that we have taller buildings but shorter tempers, wider Freeways , but narrower viewpoints. We spend more, but have less, we buy more, but enjoy less. We have bigger houses and smaller families, more conveniences, but less time. We have more degrees but less sense, more knowledge, but less judgment, more experts, yet more problems, more medicine, but less wellness.

We drink too much, smoke too much, spend too recklessly, laugh too little, drive too fast, get too angry, stay up too late, get up too tired, read too little, watch TV too much, and pray too seldom.

We have multiplied our possessions, but reduced our values. We talk too much, love too seldom, and hate too often.

We've learned how to make a living, but not a life. We've added years to life not life to years. We've been all the way to the moon and back, but have trouble crossing the street to meet a new neighbor. We conquered outer space but not inner space. We've done larger things, but not better things.

We've cleaned up the air, but polluted the s oul. We've conquered the atom, but not our prejudice. We write more, but learn less. We plan more, but accomplish less. We've learned to rush, but not to wait. We build more computers to hold more information, to produce more copies than ever, but we communicate less and less.

These are the times of fast foods and slow digestion, big men and small character, steep profits and shallow relationships. These are the days of two incomes but more divorce, fancier houses, but broken homes. These are days of quick trips, disposable diapers, throwaway morality, one night stands, overweight bodies, and pills that do everything from cheer, to quiet, to kill. It is a time when there is much in the showroom window and nothing in the stockroom. A time when technology can bring this letter to you, and a time when you can choose either to share this insight, or to just hit delete...

Remember; spend some time with your loved ones, because they are not going to be around forever.

Remember, say a kind word to someone who looks up to you in awe, because that little person soon will grow up and leave your side.

Remember, to give a warm hug to the one next to you, because that is t he only treasure you can give with your heart and it doesn't cost a cent.

Remember, to say, "I love you" to your partner and your loved ones, but most of all mean it. A kiss and an embrace will mend hurt when it comes from deep inside of you.

Remember to hold hands and cherish the moment for someday that person will not be there again.

Give time to love, give time to speak! And give time to share the precious thoughts in your mind.

AND ALWAYS REMEMBER:

Life is not measured by the number of breaths we take, but by the moments that take our breath away.

http://en.wikipedia.org/wiki/George_Carlin

Friday, November 30, 2007

Management interview questions

Disclaimer: I found these questions from different websites & compiled them together. I am not responsible for any mistakes!


You never know what you will be asked on an interview. The following management interview question list will help you prepare. You need to be able to answer all questions truthfully and professionally. Here are the tough interview questions and answers:


Q. Why are you considering leaving your present job?

A. Regardless of the reason, do not bad mouth your current employer. Negativism will always hurt you. Good answers include: “There is no room for growth at my current employer. I am looking for a company with long term growth opportunities”. “Due to a company restructuring, my entire department is relocating to Florida. I was give the option of moving, but do not wish to relocate”. “My current company is not doing well, and has been laying off employees. There is no job security there, and more layoffs are expected”.


Q. What are your goals for the future?

A. “My long term goals are to find a company where I can grow, continue to learn, take on increasing responsibilities, and be a positive contributor”.


Q. How do you handle stress and pressure?

A. “I find that I work better under pressure, and I enjoy working in an environment that is challenging.” “I am the type of person that diffuses stress. I am used to working in a demanding environment with deadlines, and enjoy the challenges.”


Q. What do you know about our company?

A. This question is used to see if you have prepared for the interview. Candidates that have researched the company are more appealing. Companies like prepared, organized candidates.


Q. We have met several candidates. Why are you the one we should hire?

A. Give definite examples of your skills and accomplishments. Be positive, and emphasize how your background matches the job description.


Q. What are your greatest strengths?

A. Be positive and honest. “My greatest strength is maximizing the efficiency of my staff. I have successfully lead numerous teams on difficult projects. I have an excellent ability to identify and maximize each of my staffs strengths.” Give examples.


Q. Tell me about your greatest weakness?

A. It is very important to give a strength that compensates for your weakness. Make your weakness into a positive. “I consider myself a 'big picture' person. I sometimes skip the small details. For this reason, I always have someone on my team that is very detail oriented.” Another good answer: “Sometimes, I get so excited and caught up in my work that I forget that my family life should be my number one priority.”


Hopefully these interview questions and answers will help you. It is important to customize the answers for your specific background and experience.


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Another set of Management Interview Questions

1. Please tell us about yourself.

Briefly and lucidly cover the facts relating to your life – your early background, education, work experience and last job.


2. What do you know about our organization?


You answer could include information about the promoters, products or services, sales figures, profits, share prices, recent news, history and business philosophy or reputation.


3. Why do you want to work for us?


Find the best fit between your career goals and the organizational goals. Substantiate both by some research.


4. What makes you so special? Why should we hire you?


Because you are the best person for the job. Skills, attitude, results, past experience, dreams and ambitions – all point to that. If you can identify any particular work situation that you can handle best with respect to this organization, spell it out.


5. What do you look for in a job?


Growth, challenge, opportunity, satisfaction, desire to excel.


6. How long would it take you to make a meaningful contribution to our firm?


Use your experience and your expertise to answer this one realistically.


7. What is your management style?


Temper your answer with the knowledge of the company’s management style. After all you would have to fit into this environment.


8. Do you have the potential to take upon the responsibility of top managerial positions?


Of course! But cite examples. Speak of your experiences and leadership qualities and how they would stand you in good stead at the top.


9. What is the most challenging thing about being a manager?


Making the best use of available resources to meet or exceed targets is the most challenging thing about being a manager.


10. What trends do you see in our industry?


With some good preparation you can answer this question easily. The key is to be prepared of course.


11. Why are you leaving your current/last job?


Maintain the highest level of professionalism while answering this type manager interview questions. The job may not have been challenging enough, you may have wanted better growth prospects, the fit between your career goals and the organization goals was not right or whatever else. Don’t speak down on the organization or the people. Such talk only reflects on you.


12. What is the salary that you expect?


Spell out a range. But seriously, before the interview, do your research on the kind of a salary you could expect and then stick to a range you are comfortable with.


13. What are your long-term goals?


Have them ready with you. But spell out those that are aligned to the organization’s long-term interests in hiring you.


14. What action would you take if you joined the company?


Prepare for this manager interview question on a tactical and strategic level. Time frames and results.


15. How do you motivate employees? How do you reward employees? How do you fire employees?


Think of your best experiences either as a boss or as a subordinate to answer these questions.


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The 25 most difficult questions you'll be asked on a job interview

Being prepared is half the battle.

If you are one of those executive types unhappy at your present post and embarking on a New Year's resolution to find a new one, here's a helping hand. The job interview is considered to be the most critical aspect of every expedition that brings you face-to- face with the future boss. One must prepare for it with the same tenacity and quickness as one does for a fencing tournament or a chess match.

1. Tell me about yourself.

Since this is often the opening question in an interview, be extra careful that you don't run off at the mouth. Keep your answer to a minute or two at most. Cover four topics: early years, education, work history, and recent career experience. Emphasize this last subject. Remember that this is likely to be a warm-up question. Don't waste your best points on it.

2. What do you know about our organization?

You should be able to discuss products or services, revenues, reputation, image, goals, problems, management style, people, history and philosophy. But don't act as if you know everything about the place. Let your answer show that you have taken the time to do some research, but don't overwhelm the interviewer, and make it clear that you wish to learn more.

You might start your answer in this manner: "In my job search, I've investigated a number of companies.

Yours is one of the few that interests me, for these reasons..."

Give your answer a positive tone. Don't say, "Well, everyone tells me that you're in all sorts of trouble, and that's why I'm here", even if that is why you're there.

3. Why do you want to work for us?

The deadliest answer you can give is "Because I like people." What else would you like-animals?

Here, and throughout the interview, a good answer comes from having done your homework so that you can speak in terms of the company's needs. You might say that your research has shown that the company is doing things you would like to be involved with, and that it's doing them in ways that greatly interest you. For example, if the organization is known for strong management, your answer should mention that fact and show that you would like to be a part of that team. If the company places a great deal of emphasis on research and development, emphasize the fact that you want to create new things and that you know this is a place in which such activity is encouraged. If the organization stresses financial controls, your answer should mention a reverence for numbers.

If you feel that you have to concoct an answer to this question - if, for example, the company stresses research, and you feel that you should mention it even though it really doesn't interest you- then you probably should not be taking that interview, because you probably shouldn't be considering a job with that organization.

Your homework should include learning enough about the company to avoid approaching places where you wouldn't be able -or wouldn't want- to function. Since most of us are poor liars, it's difficult to con anyone in an interview. But even if you should succeed at it, your prize is a job you don't really want.

4. What can you do for us that someone else can't?

Here you have every right, and perhaps an obligation, to toot your own horn and be a bit egotistical. Talk about your record of getting things done, and mention specifics from your resume or list of career accomplishments. Say that your skills and interests, combined with this history of getting results, make you valuable. Mention your ability to set priorities, identify problems, and use your experience and energy to solve them.

5. What do you find most attractive about this position? What seems least attractive about it?

List three or four attractive factors of the job, and mention a single, minor, unattractive item.

6. Why should we hire you?

Create your answer by thinking in terms of your ability, your experience, and your energy. (See question 4.)

7. What do you look for in a job?

Keep your answer oriented to opportunities at this organization. Talk about your desire to perform and be recognized for your contributions. Make your answer oriented toward opportunity rather than personal security.

8. Please give me your defintion of [the position for which you are being interviewed].

Keep your answer brief and taskoriented. Think in in terms of responsibilities and accountability. Make sure that you really do understand what the position involves before you attempt an answer. If you are not certain. ask the interviewer; he or she may answer the question for you.

9. How long would it take you to make a meaningful contribution to our firm?

Be realistic. Say that, while you would expect to meet pressing demands and pull your own weight from the first day, it might take six months to a year before you could expect to know the organization and its needs well enough to make a major contribution.

10. How long would you stay with us?

Say that you are interested in a career with the organization, but admit that you would have to continue to feel challenged to remain with any organization. Think in terms of, "As long as we both feel achievement-oriented."

11. Your resume suggests that you may be over-qualified or too experienced for this position. What's Your opinion?

Emphasize your interest in establishing a long-term association with the organization, and say that you assume that if you perform well in his job, new opportunities will open up for you. Mention that a strong company needs a strong staff. Observe that experienced executives are always at a premium. Suggest that since you are so wellqualified, the employer will get a fast return on his investment. Say that a growing, energetic company can never have too much talent.

12. What is your management style?

You should know enough about the company's style to know that your management style will complement it. Possible styles include: task oriented (I'll enjoy problem-solving identifying what's wrong, choosing a solution and implementing it"), results-oriented ("Every management decision I make is determined by how it will affect the bottom line"), or even paternalistic ("I'm committed to taking care of my subordinates and pointing them in the right direction").

A participative style is currently quite popular: an open-door method of managing in which you get things done by motivating people and delegating responsibility.

As you consider this question, think about whether your style will let you work hatppily and effectively within the organization.

13. Are you a good manager? Can you give me some examples? Do you feel that you have top managerial potential?

Keep your answer achievementand ask-oriented. Rely on examples from your career to buttress your argument. Stress your experience and your energy.

14. What do you look for when You hire people?

Think in terms of skills. initiative, and the adaptability to be able to work comfortably and effectively with others. Mention that you like to hire people who appear capable of moving up in the organization.

15. Have you ever had to fire people? What were the reasons, and how did you handle the situation?

Admit that the situation was not easy, but say that it worked out well, both for the company and, you think, for the individual. Show that, like anyone else, you don't enjoy unpleasant tasks but that you can resolve them efficiently and -in the case of firing someone- humanely.

16. What do you think is the most difficult thing about being a manager or executive?

Mention planning, execution, and cost-control. The most difficult task is to motivate and manage employess to get something planned and completed on time and within the budget.

17. What important trends do you see in our industry?

Be prepared with two or three trends that illustrate how well you understand your industry. You might consider technological challenges or opportunities, economic conditions, or even regulatory demands as you collect your thoughts about the direction in which your business is heading.

18. Why are you leaving (did you leave) your present (last) job?

Be brief, to the point, and as honest as you can without hurting yourself. Refer back to the planning phase of your job search. where you considered this topic as you set your reference statements. If you were laid off in an across-the-board cutback, say so; otherwise, indicate that the move was your decision, the result of your action. Do not mention personality conflicts.

The interviewer may spend some time probing you on this issue, particularly if it is clear that you were terminated. The "We agreed to disagree" approach may be useful. Remember hat your references are likely to be checked, so don't concoct a story for an interview.

19. How do you feel about leaving all your benefits to find a new job?

Mention that you are concerned, naturally, but not panicked. You are willing to accept some risk to find the right job for yourself. Don't suggest that security might interest you more than getting the job done successfully.

20. In your current (last) position, what features do (did) you like the most? The least?

Be careful and be positive. Describe more features that you liked than disliked. Don't cite personality problems. If you make your last job sound terrible, an interviewer may wonder why you remained there until now.

21. What do you think of your boss?

Be as positive as you can. A potential boss is likely to wonder if you might talk about him in similar terms at some point in the future.

22. Why aren't you earning more at your age?

Say that this is one reason that you are conducting this job search. Don't be defensive.

23. What do you feel this position should pay?

Salary is a delicate topic. We suggest that you defer tying yourself to a precise figure for as long as you can do so politely. You might say, "I understand that the range for this job is between $______ and $______. That seems appropriate for the job as I understand it." You might answer the question with a question: "Perhaps you can help me on this one. Can you tell me if there is a range for similar jobs in the organization?"

If you are asked the question during an initial screening interview, you might say that you feel you need to know more about the position's responsibilities before you could give a meaningful answer to that question. Here, too, either by asking the interviewer or search executive (if one is involved), or in research done as part of your homework, you can try to find out whether there is a salary grade attached to the job. If there is, and if you can live with it, say that the range seems right to you.

If the interviewer continues to probe, you might say, "You know that I'm making $______ now. Like everyone else, I'd like to improve on that figure, but my major interest is with the job itself." Remember that the act of taking a new job does not, in and of itself, make you worth more money.

If a search firm is involved, your contact there may be able to help with the salary question. He or she may even be able to run interference for you. If, for instance, he tells you what the position pays, and you tell him that you are earning that amount now and would Like to do a bit better, he might go back to the employer and propose that you be offered an additional 10%.

If no price range is attached to the job, and the interviewer continues to press the subject, then you will have to restpond with a number. You cannot leave the impression that it does not really matter, that you'll accept whatever is offered. If you've been making $80,000 a year, you can't say that a $35,000 figure would be fine without sounding as if you've given up on yourself. (If you are making a radical career change, however, this kind of disparity may be more reasonable and understandable.)

Don't sell yourself short, but continue to stress the fact that the job itself is the most important thing in your mind. The interviewer may be trying to determine just how much you want the job. Don't leave the impression that money is the only thing that is important to you. Link questions of salary to the work itself.

But whenever possible, say as little as you can about salary until you reach the "final" stage of the interview process. At that point, you know that the company is genuinely interested in you and that it is likely to be flexible in salary negotiations.

24. What are your long-range goals?

Refer back to the planning phase of your job search. Don't answer, "I want the job you've advertised." Relate your goals to the company you are interviewing: 'in a firm like yours, I would like to..."

25. How successful do you you've been so far?

Say that, all-in-all, you're happy with the way your career has progressed so far. Given the normal ups and downs of life, you feel that you've done quite well and have no complaints.

Present a positive and confident picture of yourself, but don't overstate your case. An answer like, "Everything's wonderful! I can't think of a time when things were going better! I'm overjoyed!" is likely to make an interviewer wonder whether you're trying to fool him . . . or yourself. The most convincing confidence is usually quiet confidence.

This article has been excerpted from "PARTING COMPANY: How to Survive the Loss of a Job and Find Another Successfully" by William J. Morin and James C. Cabrera. Copyright by Drake Beam Morin, inc. Publised by Harcourt Brace Jovanovich.

Available in http://www.datsi.fi.upm.es/~frosal/docs/25mdq.html

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Questions That Examine Leadership Potential

1. How do you handle non-productive team members?
2. How do you motivate team members who are burned out, or bored?
3. How do you handle team members who come to you with their personal problems?
4. What are your career goals? How do you see this job affecting your goals?
5. Explain how you operate interdepartmentally.
6. Tell me how you would react to a situation where there was more than one way to accomplish the same task, and there were very strong feelings by others on each position.
7. Consider that you are in a diverse environment, out of your comfort zone. How would you rate your situational leadership style?
8. Give me an example of your leadership involvement where teamwork played an important role.

Questions That Examine Personal Strengths and Weaknesses

9. Why are you interested in this position?
10. Describe what you think it would be like to do this job every day.
11. What do you believe qualifies you for this position?
12. What have you learned from your failures?
13. Of your previous jobs, which one did you enjoy the most? What did you like the most/least? Why? What was your major accomplishment? What was your biggest frustration?
14. Tell me about special projects or training you have had that would be relevant to this job.
15. What are some things that you would not like your job to include?
16. What are your current work plans? Why are you thinking about leaving your present job?
17. Describe an ideal job for you.

Questions That Examine Judgment

18. What would you do if you found out that a contractor was in a conflict of interest situation?
19. If I were to contact your former employee, what would he say about your decision-making abilities?
20. Give me an example of a win-win situation you have negotiated.
21. Tell me about your verbal and written communication ability. How well do you represent yourself to others? What makes you think so?
22. Give me an example of a stressful situation you have been in. How well did you handle it? If you had to do it over again, would you do it differently? How do you deal with stress, pressure, and unreasonable demands?
23. Tell me about a tough decision you had to make?

Questions That Examine Experience

24. Describe what you did at your work place yesterday.
25. How would you solve the following technical problem? (Describe a typical scenario that could occur in the new position.)
26. What strengths did you bring to your last position?
27. Describe how those contributions impacted results?


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Another Set of Questions

* If I were to interview the people who have reported to you in the past, how would they describe your management style?


* If I were to interview your reporting staff members, how would they describe your strengths and weaknesses as a manager and supervisor?


* Give me an example, from your past work experiences, about a time when you had an underperforming employee reporting to you. How did you address the situation? Did the employee’s performance improve? If not, what did you do next?


* Rate your management skills on a scale of 1 to 10 with 10 representing excellent management skills. Provide three examples from your past work experiences that demonstrate your selected number is accurate.


* Describe the work environment or culture and its management style in which you have experienced the most success.


* Tell me about a time when you had a reporting employee who performed very well. The employee exceeded goals and sought more responsibility. Describe how you handled this situation day-to-day and over time.


* Describe three components of your philosophy of management that demonstrate what you value and add, as an individual, to an organization’s culture and work environment.


* What factors are crucial within an organization and must be present for you to work most effectively?


* Tell me about a time when you reorganized a department or significantly changed employee work assignments. How did you approach the task? How did the affected employees respond to your actions?


* One of the jobs of a manager or supervisor is to manage performance and perform periodic performance reviews. Tell me how you have managed employee performance in the past. Describe the process you have used for performance feedback.


* When you have entered a new workplace in the past, as a manager or supervisor, describe how you have gone about meeting and developing relationships with your new coworkers, supervisors, and reporting staff.


* As a manager or supervisor, one of your jobs is to provide direction and leadership for a work unit. Describe how you have accomplished this in the past.


* What are the three most important values you demonstrate as a leader?


* What goals, including career goals, have you set for your life?


* How would you define “success” for your career? At the end of your work life, what must have been present for you to feel as if you had a successful career?


* Describe a work situation in which you can demonstrate that you motivated another person.