I want to add just one line. One does not become a puppet, you are a puppet if you agree to be one.
From India, Hyderabad
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74From India, Hyderabad
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Dear Ronald,
The statement that you have quoted looks absolutely nice but in training seminars or in school education. The practical scenario is quite different.
When the poster raised this query, probably he meant "puppet" as "lack of empowerment of the employee."
I do not know in which company you work and what is the level of empowerment in your company or how empowerment is defined in your company. However, in the course of my training activities, I have seen a large number of companies wherein staff are suffocating because of a lack of empowerment.
In India, that culture of empowerment is completely missing. This happens even in companies where IITians or IIMs are at the helm or even Managing Directors. Decision-making is completely centralized, and there is no room for taking decisions. Bosses do not want the staff to grow.
Very senior HR or other professionals write many things in their blogs. However, how many have written the case studies in their blog on the empowerment in their company?
American companies have made astounding progress because American bosses do not mind giving authority to their managers. In my leadership training, several times this question came up about the lack of authority. "Boss is always right" is the mantra for survival. Those who have tried to defy it, have you found out what was their fate?
Classic Example: I once conducted a training program for a healthcare company whose turnover was INR 35,000 million at that time. Each participant was the HOD of some department, and in total, there were 13 participants. Of these, five were PHDs. The person at the top level of that business unit had a VP rank. When the training was in progress, the VP kept on calling the HODs in between. None of the HODs could show the courage to tell the VP that he was attending the training and to keep off the matter till the next day. Their continuous movement was disturbing. Finally, I asked openly about their movement. One participant quipped, "We have to mind our appraisal also." Everybody started laughing.
What is this example? Did the VP make puppets out of HODs or not? On completion of the training, the HR Head rued the VP's behavior in private, and he told that the VP is the biggest impediment in fostering the learning culture!
Thanks,
Dinesh V Divekar
I want to add just one line.
One does not become a puppet; you are a puppet if you agree to be one.
From India, Bangalore
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The statement that you have quoted looks absolutely nice but in training seminars or in school education. The practical scenario is quite different.
When the poster raised this query, probably he meant "puppet" as "lack of empowerment of the employee."
I do not know in which company you work and what is the level of empowerment in your company or how empowerment is defined in your company. However, in the course of my training activities, I have seen a large number of companies wherein staff are suffocating because of a lack of empowerment.
In India, that culture of empowerment is completely missing. This happens even in companies where IITians or IIMs are at the helm or even Managing Directors. Decision-making is completely centralized, and there is no room for taking decisions. Bosses do not want the staff to grow.
Very senior HR or other professionals write many things in their blogs. However, how many have written the case studies in their blog on the empowerment in their company?
American companies have made astounding progress because American bosses do not mind giving authority to their managers. In my leadership training, several times this question came up about the lack of authority. "Boss is always right" is the mantra for survival. Those who have tried to defy it, have you found out what was their fate?
Classic Example: I once conducted a training program for a healthcare company whose turnover was INR 35,000 million at that time. Each participant was the HOD of some department, and in total, there were 13 participants. Of these, five were PHDs. The person at the top level of that business unit had a VP rank. When the training was in progress, the VP kept on calling the HODs in between. None of the HODs could show the courage to tell the VP that he was attending the training and to keep off the matter till the next day. Their continuous movement was disturbing. Finally, I asked openly about their movement. One participant quipped, "We have to mind our appraisal also." Everybody started laughing.
What is this example? Did the VP make puppets out of HODs or not? On completion of the training, the HR Head rued the VP's behavior in private, and he told that the VP is the biggest impediment in fostering the learning culture!
Thanks,
Dinesh V Divekar
I want to add just one line.
One does not become a puppet; you are a puppet if you agree to be one.
From India, Bangalore
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Hi,
Since HR is the support function and not directly involved in revenue generation, it happens that sometimes it is ignored in small setups as the primary objective of the owner (proprietor) is revenue generation. Similarly, it is a misconception that you will be allowed to do whatever you want if you are a part of a large setup/organization as the function of these kinds of large organizations is based on the vision and the policies framed by the Board of Directors. Not only HR but all departments/functions have to work in line with such policies.
Everybody will agree that HR is the most important function in the organization and can work miracles. It is your challenge to convince your management that your activities will definitely help in the development of the organization. Try to implement some motivational activities (involving less revenue) to boost the morale of your employees, work as a "Business Partner" rather than working in isolation as a function, and I am very sure that your management will definitely understand the importance of your department.
Regards,
Shreyas Dave
HR Consultant
From Oman, Muscat
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Since HR is the support function and not directly involved in revenue generation, it happens that sometimes it is ignored in small setups as the primary objective of the owner (proprietor) is revenue generation. Similarly, it is a misconception that you will be allowed to do whatever you want if you are a part of a large setup/organization as the function of these kinds of large organizations is based on the vision and the policies framed by the Board of Directors. Not only HR but all departments/functions have to work in line with such policies.
Everybody will agree that HR is the most important function in the organization and can work miracles. It is your challenge to convince your management that your activities will definitely help in the development of the organization. Try to implement some motivational activities (involving less revenue) to boost the morale of your employees, work as a "Business Partner" rather than working in isolation as a function, and I am very sure that your management will definitely understand the importance of your department.
Regards,
Shreyas Dave
HR Consultant
From Oman, Muscat
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Let me be philosophical. This world is a stage, and we are all puppets governed and controlled by unseen threads and hands. Frankly, almost all employees feel that way. In fact, the owner himself is a puppet of circumstances. Why do you feel like that? It is very likely that you are just following the directives for which you are being paid. After all, he is the owner; he knows what he wants, and you are there willingly to fulfill his requirements, not your own perceptions and views. You may go anywhere, yet still feel the same way. Take a deeper look inwards at how much freedom you have to do things your way in your family. How much do your spouse or children force you to change? If you want to be the puppeteer and be on your own, even there you may have to dance to the tunes of the market diktat.
From India, Rajkot
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From India, Rajkot
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