In my opinion disclosing the name of the future employer to the current one once you have put in the papers will depend upon the relationship or the bonding between the employer and present employer. One can divulge the name unofficially depending upon the rapport and the nature of trust that exists between the two parties involved. But officially one shouldn’t reveal the name of the future employer as it might have some negative repercussions for the out going employee and this could create problems for the employee before and after joining.
The real question is, are you leaving with your relationships in your existing organization intact? If this is the case, then the answer is yes, by all means. By doing so, your existing organization may even help you in the transition. In the process, you only strengthen your network. If this is not the case be discrete but you need to reflect on why you want to hide it in the first place.
It depends on the relationship between the employee and employer. One can share the name of future employer as there is no major harm that can be incurred in revealing it and it’s always better to tell your current employer about your new employer instead of him/her getting the same news form someone else. For a long term relationship to be sustained one should be forthcoming in sharing such information and in turn, his /her employer would be happy with the openness displayed by the employees.
From India, Mumbai
The real question is, are you leaving with your relationships in your existing organization intact? If this is the case, then the answer is yes, by all means. By doing so, your existing organization may even help you in the transition. In the process, you only strengthen your network. If this is not the case be discrete but you need to reflect on why you want to hide it in the first place.
It depends on the relationship between the employee and employer. One can share the name of future employer as there is no major harm that can be incurred in revealing it and it’s always better to tell your current employer about your new employer instead of him/her getting the same news form someone else. For a long term relationship to be sustained one should be forthcoming in sharing such information and in turn, his /her employer would be happy with the openness displayed by the employees.
From India, Mumbai
Promotions: Advancements to positions of increased responsibility.
Transfers: Reassignments to similar positions in other parts of the firm.
Promotions and transfers are important parts of most people’s careers. Promotions traditionally refer to advancements to positions of increased responsibility; transfers are reassignments to similar positions in other part of the firm.
Making promotion Decisions
Most people look forward to promotions, which usually mean more pay, responsibility and (often) job satisfaction. For employers, promotions can provide opportunities to reward and exceptional performance and to fill open positions with tested and loyal employees. Yet the promotion process isn’t always a positive experience for either employee or employer. Unfairness, arbitrariness or secrecy can diminish the effectiveness of the process. Several decisions therefore loom large in any firm’s promotion process.
From India, Mumbai
At many employers the work environment and human resource practices are often explicitly or implicitly biased against older workers. Changing this culture and making the workplace more attractive to those of retirement age, requires concrete actions. For example, CVS executives took several steps to make their company more retiree-friendly. Thus, knowing that traditional recruiting channels such as want ads and help wanted signs not attract older workers, the pharmacy chain now works through The National Council of Aging, city agencies and community organizations to find new employees. They’ve also made it clear to retirees with their policies that they welcome older workers: I’m too young to retire [CVS] is willing to hire older people. They don’t look at your age but your experience said one dedicated older worker. Other employers modify testing procedures. For example, one British bank stopped using psychometric tests, replacing them with role playing exercises to gauge how candidates deal with customers.
From India, Mumbai
During your MBA, look at gaining as much experience in the area that is of interest as you can. Look into doing internships before, during or after your MBA in organizations working on sustainability to get some first and experience. If you can’t find an internship, take advantage of your time at school to focus your research or other project work on sustainability.
Regardless of your skills the MBA or the career path you choose to take, there are a growing range of viable options in the sustainability sphere that will make you and your bank account happy. As companies get more engaged in the sustainability arena sustainability will become part of everyone’s job.
From India, Mumbai
Sticking to one job or one company is not as common as it once used to be. Today, a stint of more than two to three years with one company is often tagged as fossilization. This trend comes with its own pros and cons. While it can be a blessing for some, for many it turns out to be a bane.
The need of change is natural. What was a challenging task earlier may become a rut over a period of time. It’s then obvious that you bring back the buzz in your life by giving yourself a new challenge!
From India, Mumbai
The need of change is natural. What was a challenging task earlier may become a rut over a period of time. It’s then obvious that you bring back the buzz in your life by giving yourself a new challenge!
From India, Mumbai
The aviation sector in India is on a growth path. Despite the fact that the economic recession did have several repercussions on the industry that led to layoffs and even put on hold orders for new planes, the industry is touted to boom by 2012.
In the early nineties, when private airlines came to India, they could not sustain for long because of a lack of trained people. But 2005 onwards a second revival of the sector took place that led to aspirants taking note of it as a serious job.
With the opening up of the private sector for airline operations the opportunities for commercial pilots have gone up tremendously. Opportunities exist in the airlines, private aero planes, business house owned aircrafts and also there are opportunities or people with commercial pilot license such as flying instructors assistant flying instructors etc. Also, jobs in cabin crew ground, aircraft maintenance traffic regulations etc are also in-demand.
The candidate has to be medically fit and must be ready to undergo intensive training. Self discipline dedication patience courage an ability to make quick decisions a knowledge of systems of the aircraft good communication skills good knowledge of air navigation etc are essential traits to become a successful pilot. Today, along with commercial pilot licenses, there is a growing demand for private pilot licenses as well, wherein a few elites are taking up flying as a hobby /adventure sport. There are efforts made towards enhancing the skills of aspirants with an inclination to work in this sector as the number of aircrafts operating in the country is going to rise in the coming years.
From India, Mumbai
In the early nineties, when private airlines came to India, they could not sustain for long because of a lack of trained people. But 2005 onwards a second revival of the sector took place that led to aspirants taking note of it as a serious job.
With the opening up of the private sector for airline operations the opportunities for commercial pilots have gone up tremendously. Opportunities exist in the airlines, private aero planes, business house owned aircrafts and also there are opportunities or people with commercial pilot license such as flying instructors assistant flying instructors etc. Also, jobs in cabin crew ground, aircraft maintenance traffic regulations etc are also in-demand.
The candidate has to be medically fit and must be ready to undergo intensive training. Self discipline dedication patience courage an ability to make quick decisions a knowledge of systems of the aircraft good communication skills good knowledge of air navigation etc are essential traits to become a successful pilot. Today, along with commercial pilot licenses, there is a growing demand for private pilot licenses as well, wherein a few elites are taking up flying as a hobby /adventure sport. There are efforts made towards enhancing the skills of aspirants with an inclination to work in this sector as the number of aircrafts operating in the country is going to rise in the coming years.
From India, Mumbai
An organizational structure that effectively integrates domestic and international marketing activities has yet to be devised. Companies face the need to maximize the international potential of their products and services without diluting their domestic marketing efforts. Companies are usually structured around one of three alternatives: (1) global product divisions responsible for product sales throughout the world; (2) geographical divisions responsible for all products and functions within a given geographical area; or (3) a matrix organization consisting of either of these arrangement with centralized sales and marketing run by a centralized functional staff, or a combination of area operations and global product management.
Companies that adopt the global product division structure are generally experiencing rapid growth and have broad, diverse product lines. General Electric is a good example, having reorganized is global operations into six product divisions – infrastructure, industrial, commercial financial services, NBC Universal, health care and consumer finance. Geographic structures work best when a close relationship with national and local governments is important.
The matrix form – the most extensive of the three organizational structures – is popular with companies as they reorganize for global competition. A matrix structure permits management to respond to the conflicts that arise between functional activity, product and geography. It is designed to encourage sharing of experience, resources, expertise, technology and information among business units. At its core is better decision making, in which multiple points of view affecting functional activity, product and geography are examined and shared. A matrix organization can also better accommodate customers who themselves have global operations and global requirements.
A company may be organized by product lines but have geographical subdivisions under the product categories. Both may be supplemented by functional staff support. Exhibit shows such a combination. Modifications of this basic arrangement are used by a majority of large companies doing business internationally
The turbulence of global markets requires flexible organizational structures. Forty three large US companies studied indicated that they planned a total of 137 organizational changes for their international operations over a five year period. Included were such changes as centralizing international decision making, creating global divisions, forming centers of excellence and establishing international business units. Bausch & Lomb, one of the companies in the study, revamped its international organizational structure by collapsing its international division into a worldwide system of three regions and setting up business management committees to oversee global marketing and manufacturing strategies for four major product lines. Bausch & Lomb’s goal was to better coordinate central activities without losing touch at the local level. Global coordination is essential according to the company’s CEO, but in a way that maintains the integrity of the foreign subsidiaries. More recently, General Motors dramatically revamped its global strategies through its network of strategic alliances.
To the extent that there is a trend, two factors seem to be sought, regardless of the organizational structure: a single locus for direction and control and the creation of a simple line organization that is based on a more decentralized network of local companies.
From India, Mumbai
About the skill
Because a simple, all encompassing set of motivational guidelines is not available, the following suggestions draw on the essence of what we know about motivating employees.
Steps in Practicing the Skill
Recognize individual differences: Almost every contemporary motivation theory recognizes that employees are not homogeneous. They have different needs. They also differ in terms of attitudes personality and other important individual variables.
Match people to jobs: a great deal of evidence shows the motivational benefits of carefully matching people to jobs. People who lack the necessary skills to perform successfully will be disadvantaged
Use Goals: You should ensure that employees have hard, specific goals and feedback on how well they are doing in pursuit of those goals. In many cases, these goals should be participative set.
Ensure that goals are perceived as attainable: Regardless of whether goals are actually attainable employees who see goals as unattainable will reduce their effort. Be sure, therefore that employees feel confident that increased efforts can lead to achieving performance goals.
Individualize rewards: Because employees have different needs, what acts as reinforce for one may not do so for another. Use your knowledge of employee differences to individualize the rewards over which you have control. Some of the more obvious rewards that you can allocate include pay promotions, autonomy, and the opportunity to participate in goal setting and decision making.
Link rewards to performance: You need to make rewards contingent on performance. Rewarding factors other than performance will only reinforce the importance of those other factors. Key rewards such as pay increases and promotions should be given for the attainment of employees’ specific goals.
Check the system for equity: Employees should perceive that rewards or outcomes are equal to the inputs given. On a simplistic level, experience ability, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes.
Don’t ignore money: It’s easy to get so caught up in setting goals, creating interesting jobs, ad providing opportunities for participation that you forget that money is a major reason why most people work. Thus, the allocation of performance based wage increase piece work bonuses, employee stock ownership plans, and other pay incentives are important in determining employee motivation.
From India, Mumbai
Because a simple, all encompassing set of motivational guidelines is not available, the following suggestions draw on the essence of what we know about motivating employees.
Steps in Practicing the Skill
Recognize individual differences: Almost every contemporary motivation theory recognizes that employees are not homogeneous. They have different needs. They also differ in terms of attitudes personality and other important individual variables.
Match people to jobs: a great deal of evidence shows the motivational benefits of carefully matching people to jobs. People who lack the necessary skills to perform successfully will be disadvantaged
Use Goals: You should ensure that employees have hard, specific goals and feedback on how well they are doing in pursuit of those goals. In many cases, these goals should be participative set.
Ensure that goals are perceived as attainable: Regardless of whether goals are actually attainable employees who see goals as unattainable will reduce their effort. Be sure, therefore that employees feel confident that increased efforts can lead to achieving performance goals.
Individualize rewards: Because employees have different needs, what acts as reinforce for one may not do so for another. Use your knowledge of employee differences to individualize the rewards over which you have control. Some of the more obvious rewards that you can allocate include pay promotions, autonomy, and the opportunity to participate in goal setting and decision making.
Link rewards to performance: You need to make rewards contingent on performance. Rewarding factors other than performance will only reinforce the importance of those other factors. Key rewards such as pay increases and promotions should be given for the attainment of employees’ specific goals.
Check the system for equity: Employees should perceive that rewards or outcomes are equal to the inputs given. On a simplistic level, experience ability, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes.
Don’t ignore money: It’s easy to get so caught up in setting goals, creating interesting jobs, ad providing opportunities for participation that you forget that money is a major reason why most people work. Thus, the allocation of performance based wage increase piece work bonuses, employee stock ownership plans, and other pay incentives are important in determining employee motivation.
From India, Mumbai
You are a production manager at an automobile manufacturing plant in North India. One of your newest employees is Bharat, having a bachelor’s degree in engineering and a master’s in business management. You recently hired Bharat through campus placements for a position in supply chain management.
You’ve chosen to head up a cross functional team to look at ways to reduce inventory costs. This team would essentially be a permanent ask force. You’ve decided to have team members come from purchase, cost accounting, transportation and production systems. You’ve also decided to include Bharat in the team. While he has only been in your plant for four months, you’ve already been impressed with his energy, smartness and industriousness. You think this would be an excellent assignment for him to increase his visibility in the company and expand his understanding of the company’s inventory system.
When you called Bharat into your office to give him the good news you were quite surprised by his response. I’m not a team player, he said I didn’t join clubs in college. I was on the athletics team and I id well, but athletics is more an individual sport. We were a team only in the sense that we rode together in the same bus while going to inter-college meets. In college, I used to avoid the whole cultural festival thing. Some people may call me a loner. I don’t think that’s true. I can work well with others, but hate meetings and committees. To me, they waste so much time. And anything you’re working on with a group, you’ve got all these different personalities that you have to adjust with. I’m an independent operator. Give me a job and I’ll get it done. I work harder than anyone I know – and I give my employer 150 percent.
But I don’t want my performance to be dependent on the other people in my group. They may not work as hard as I will. Someone is sure to shirk some of their responsibilities. I just don’t want to be a team player.
What do you do? Should you give Bharat the option of joining the inventory cost reduction team? Is it unethical for you to require someone like Bharat to do his or her job so as part of a team?
From India, Mumbai
You’ve chosen to head up a cross functional team to look at ways to reduce inventory costs. This team would essentially be a permanent ask force. You’ve decided to have team members come from purchase, cost accounting, transportation and production systems. You’ve also decided to include Bharat in the team. While he has only been in your plant for four months, you’ve already been impressed with his energy, smartness and industriousness. You think this would be an excellent assignment for him to increase his visibility in the company and expand his understanding of the company’s inventory system.
When you called Bharat into your office to give him the good news you were quite surprised by his response. I’m not a team player, he said I didn’t join clubs in college. I was on the athletics team and I id well, but athletics is more an individual sport. We were a team only in the sense that we rode together in the same bus while going to inter-college meets. In college, I used to avoid the whole cultural festival thing. Some people may call me a loner. I don’t think that’s true. I can work well with others, but hate meetings and committees. To me, they waste so much time. And anything you’re working on with a group, you’ve got all these different personalities that you have to adjust with. I’m an independent operator. Give me a job and I’ll get it done. I work harder than anyone I know – and I give my employer 150 percent.
But I don’t want my performance to be dependent on the other people in my group. They may not work as hard as I will. Someone is sure to shirk some of their responsibilities. I just don’t want to be a team player.
What do you do? Should you give Bharat the option of joining the inventory cost reduction team? Is it unethical for you to require someone like Bharat to do his or her job so as part of a team?
From India, Mumbai
Career counseling expert John Holland say that personality (including values, motives and needs) is one career choice determinant. For example, a person with a strong social orientation might be attracted to careers that entail interpersonal rather than intellectual or physical activities and to occupations such as social work. Based on research with his Vocational Preferences Text (VPT) Holland found six personality types orientations.
Realistic orientation: These people are attracted to occupations that involve physical activities requiring skill, strengths and coordination. Examples include forestry, farming and agriculture.
Investigation orientation: Investigative people are attracted too careers that involve cognitive activities (thinking, organizing, understanding) rather than effective activities (feeling, acting, or interpersonal and emotional tasks). Examples include biologist, chemist and college professor.
Social orientation: These people are attracted to careers that involve interpersonal rather than intellectual or physical activities. Examples include clinical psychology foreign service and social work.
Conventional orientation: A conventional orientation favors careers that involve structured rule regulated activities as well as careers in which it is expected that the employee subordinate his or her personal needs to those of the organization. Examples include accountants and bankers.
Enterprising orientation: Verbal activities aimed at influencing others characterize enterprising personalities. Examples include managers, lawyers, and public relations executives.
Artistic orientation: People here are attracted to careers that involve self expression artistic creation, expression of emotions and individualistic activities. Examples include artists, advertising executives and musicians.
From India, Mumbai
Realistic orientation: These people are attracted to occupations that involve physical activities requiring skill, strengths and coordination. Examples include forestry, farming and agriculture.
Investigation orientation: Investigative people are attracted too careers that involve cognitive activities (thinking, organizing, understanding) rather than effective activities (feeling, acting, or interpersonal and emotional tasks). Examples include biologist, chemist and college professor.
Social orientation: These people are attracted to careers that involve interpersonal rather than intellectual or physical activities. Examples include clinical psychology foreign service and social work.
Conventional orientation: A conventional orientation favors careers that involve structured rule regulated activities as well as careers in which it is expected that the employee subordinate his or her personal needs to those of the organization. Examples include accountants and bankers.
Enterprising orientation: Verbal activities aimed at influencing others characterize enterprising personalities. Examples include managers, lawyers, and public relations executives.
Artistic orientation: People here are attracted to careers that involve self expression artistic creation, expression of emotions and individualistic activities. Examples include artists, advertising executives and musicians.
From India, Mumbai
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The Future of Training and Development - PPT 13.ppt
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