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lenskart.com

3:40 AM

Hem Raj Khatri

Welcome to lenskart.com

This is your one stop online shop for that coveted pair of prescription contact lenses you were searching for so long and that also at discounted prices. Lenskart.com has the biggest collection of discounted contact lenses consisting all top-notch contact lens brands ( Johnson & Johnson, Bausch & Lomb, Ciba Vision are to name a few ) and – be it disposable contact lenses, toric contact lenses, coloured contact lenses or bi-focal contact lenses – you will find all possible contact lens types here. Colour lenses are quite popular among the teens whereas people with astigmatism prefer toric lenses. Every pack of contact lens solution we provide with the lenses is of unmatched quality. Not only we are into selling contacts, but we take care of the related needs of our customers also. We guide our customers about complete contact lens care, so that in case of disposables ( bi-weekly, monthly and yearly ), they can take proper care of their lenses and do not let pathogens build up on the surface of the it which may cause irritation to eyes.
Along with best quality, we give huge discounts on each & every product on lenskart.com and the amount of discount we give makes us the undisputed market leader in terms of contact lens prices in India because it is true that people always seeks value for their hard earned money and we know the pulse of India. So, enjoy shopping with lenskart.com – the ultimate destination of every Indian for contact lenses.

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Make Money On eBay With Catch The Niche

4:33 AM

Hem Raj Khatri

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Management Styles

6:20 PM

Hem Raj Khatri

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Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager. There are two sharply contrasting styles that will be broken down into smaller subsets later:

Autocratic
Permissive

Each style has its own characteristics:

Autocratic: Leader makes all decisions unilaterally.

Permissive: Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities.
Combining these categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles gives us four distinct ways to manage:

Directive Democrat: Makes decisions participatively; closely supervises subordinates.

Directive Autocrat: Makes decisions unilaterally; closely supervises subordinates.

Permissive Democrat: Makes decisions participatively; gives subordinates latitude in carrying out their work.

Permissive Autocrat: Makes decisions unilaterally; gives subordinates latitude in carrying out their work.

In what situations would each style be appropriate? Inappropriate?
Managers must also adjust their styles according to the situation that they are presented with. Below are four quadrants of situational leadership that depend on the amount of support and guidance needed:

Telling: Works best when employees are neither willing nor able to do the job (high need of support and high need of guidance).

Delegating:
Works best when the employees are willing to do the job and know how to go about it (low need of support and low need of guidance).

Participating:
Works best when employees have the ability to do the job, but need a high amount of support (low need of guidance but high need of support).

Selling:
Works best when employees are willing to do the job, but don’t know how to do it (low need of support but high need of guidance).

The different styles depend on the situation and the relationship behavior (amount of support required) and task behavior (amount of guidance required).

Can you guess which management styles would work best for each situation listed above?
Should managers use only one management style? Situational style?
Listed below are a few situations and options for what you would do. Try to decide which of the four situational styles would work best in each situation. Then pick the option that best fits that style.

Situation 1

The employees in your program appear to be having serious problems getting the job done. Their performance has been going downhill rapidly. They have not responded to your efforts to be friendly or to your expressions of concern for their welfare.
Which style would you pick? What would you do?

Reestablish the need for following program procedures and meeting the expectations for task accomplishment.
Be sure that staff members know you are available for discussion, but don’t pressure them.
Talk with your employees and then set performance goals.
Wait and see what happens.

Situation 2

During the past few months, the quality of work done by staff members has been increasing. Record keeping is accurate and up to date. You have been careful to make sure that the staff members are aware of your performance expectations.

Which style would you pick? What would you do?

Stay uninvolved.
Continue to emphasize the importance of completing tasks and meeting deadlines.
Be supportive and provide clear feedback. Continue to make sure that staff members are aware of performance expectations.
Make every effort to let staff members feel important and involved in the decision making process.

Situation 3

Performance and interpersonal relations among your staff have been good. You have normally left them alone. However, a new situation has developed, and it appears that staff members are unable to solve the problem themselves.

Which style would you pick? What would you do?

Bring the group together and work as a team to solve the problem.
Continue to leave them alone to work it out.
Act quickly and firmly to identify the problem and establish procedures to correct it
Encourage the staff to work on the problem, letting them know you are available as a resource and for discussion if they need you.

Situation 4

You are considering a major change in your program. Your staff has a fine record of accomplishment and a strong commitment to excellence. They are supportive of the need for change and have been involved in the planning.

Which style would you pick? What would you do?

Continue to involve the staff in the planning, but direct the change.
Announce the changes and then implement them with close supervision.
Allow the group to be involved in developing the change, but don’t push the process.
Let the staff manage the change process.

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Manager Leadership of Management

6:39 PM

Hem Raj Khatri

The Responsive Manager/Leader

The Responsiveness Paradigm outlined elsewhere in this newsletter is applicable at a number of levels. For example, it applies to organizations in general, and the ability of the organization to respond to the needs of customers, staff and other stakeholders (eg. politicians, etc). It applies to non-supervisory staff, and their ability to respond to the needs of their managers, customers and co-workers. This month we are going to look at responsiveness as it applied to managers, leaders and/or supervisors.

Influence Of The Responsive Manager

The responsive manager tends to succeed by building bonds of respect and trust with those around him/her. Staff respond positively to responsive managers; they work more diligently, work to help the manager and the organization succeed, and will go the extra mile when necessary. That is because responsive managers act consistent with the principle that their jobs are to help their staff do their jobs. So, a basic inter-dependence emerges based on behaviors that show concern, respect and trust.
Responsive managers also influence those above them in the hierarchy. Because responsive managers have the ability to read and act upon the needs of their "bosses", they are perceived as helpful and reliable, or in a simple way, very useful. This allows them to get the "ear" of people above them in the system, and further helps get things done when needed.

Contrast this with the limited influence of the Unresponsive manager. The unresponsive manager is restricted in influence because those around him/her do not respect or trust them to look out for their welfare. Influence is more limited to the use of power coming from the formal position, and fear, a motivational component that is hard to sustain over time. Unresponsive managers tend to be perceived as self-interested, or at best uninterested in the needs of those around them. They also tend to be perceived by those above them as less reliable and less useful due to their focus on empire building, organization protection, and self-interest, rather than getting done what needs to be done.

How Do They Do It?

Responsive managers apply a number of specific skills and abilities to the task (as outlined generally in The Responsiveness Paradigm article). Above all, they appear to be "within". Witness
has a number of components. First within managers are able to put aside their concerns to listen to (and appear to listen to) those around them. As a result, they know what is going on, and know what is both said, and said between the lines. They have the knack of appearing to know what people need even if those needs are not expressed directly.
However, knowing what is going on, and identifying the needs of those around them is not sufficient. The responsive manager also acts upon that knowledge, attempting to help fulfill the needs of employees, superiors, etc. Responsive managers wield influence to solve problems for those around them, often before even being asked.
Here's an example:
I was responsible for automating an office system in a government department. As happens sometimes, the Management Information Systems people were not keen on our going our own way on the project, despite the fact that they had indicated they could not do it for us in the near future. As a result their cooperation (needed for the project) was patchy. As team leader, I faced a number of roadblocks, despite the fact that our Assistant Deputy Minister wanted to see this project come to fruition. I regularly reported back to our Director, outlining progress and roadblocks. Every time I communicated roadblocks to the Director, they were removed within a short time, despite the fact that I did not request direct action. In addition, the Director advised and counseled me on how to deal with the "systems people" so I could have maximum impact. Despite the roadblocks, the project was completed on time and was very successful, much to the chagrin of some of the systems people, who I think were hoping we would fail.
This is a simple story, but one full of meaning. In this situation the Director was able to identify the project leader's needs with respect to the project, listening carefully, and identifying actions she could take to "smooth the path". Not only was the Director able to remove obstacles and fulfil the need of the project leader, but the Director responded on a deeper level, helping to teach the Project Leader methods of becoming more effective, fulfilling yet another need. All of this was assumed to be the proper role of the Director, and was done without expressing all of the needs specifically or explicitly.
We can contrast this with the unresponsiveness of the MIS people. They lectured, they fussed, they predicted dire consequences, rather than offering consistent, responsive help. They focused not on responding to the needs of their clients, but on some other factors having to do with control, and their own needs. Eventually, their lack of responsiveness resulted in the very thing they did not want; loss of control of the project. As a result of this project their overall status in the organization suffered, simply because at both an organization and individual level they were seen as barriers, rather than useful.
Let's look at one more example.
An employee had been working for a government branch for about a year, having moved to the city as a new resident. In a casual conversation, the supervisor noted that the employee wasn't looking at his best, and asked how he was feeling. The employee explained that he hadn't been feeling well lately, and sounded very tired and overwhelmed. The supervisor determined that the staff member didn't have a local family doctor, asked if he would like the supervisor to arrange an appointment, and proceeded to do so immediately. The problem turned out to be a minor one.
In this example we see again the ideas of "witness" and responsiveness. The supervisor was able to identify that the staff member was in need of some help, despite the fact that the staff member did not state this explicitly. Note that the supervisor didn't pressure the staff member to go to the doctor, but identified needs, checked them out, and then acted upon them. In this case, help consisted of direct, helpful action.

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Leadership

6:34 PM

Hem Raj Khatri

Posted in

Good Management

6:30 PM

Hem Raj Khatri

I believe that perception is truth when it comes to how employees perceive their managers, so managers that want their employees to think they’re good managers, need to shift their employee’s perceptions of themselves (okay, that was a mouthful… I’ve never claimed to write good copy).
Being a ‘Good Manager’ is often more art than science, but I also think the principles and traits can be learned if the manager is interested in being a good manager, thought that’s usually the hard thing to sell to a manager.

The multiplier effect of bad managers can wreak havoc on the talent flow within an organization, leading to lower morale and productivity, and higher costs to attract quality candidates and retain valuable employees.

I really love good content that’s free. Most of the concepts Mike has covered in these articles have been taught to me at work in fairly expensive classes… Thanks Marketing Profs.

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Four elements of office management

4:43 AM

Hem Raj Khatri

1. Receiving and Collecting Information:-

One of the major functions of the office is to receive and collect information relating to the activities of the organization form various sources. Information my be received form internal sources, i.e., the various department, management and executives in the form of letters, inter department notes, circulars, reports etc information may also be received from external sources i.e., form suppliers, customers, other organizations, Government departments etc. in the form of letter, orders, invoices, inquiries, reports circulars, telephonic messages, etc. Sometimes the office itself has to send out inquiries, questionnaires, etc., to collect information from various sources if it is found necessary for helping the management in taking decisions. Another source of information is personal contact. Information is personal contact. Information may also be received from visitors coming to office for meetings or conferences. Again, managers or departmental executives visiting other offices may also collect information.

2. Recording Information or Making Records:-

After receiving and collecting information, the next major function of the office is to record the information in suitable form. The information received has to be converted into some form of written record. The different forms in which records are maintained are correspondence, reports, circulars, statements, lists or harts, books and registers, etc. Conversion of all information into written record not only facilitates its communication but also its preservation for future reference. The management while formulating policy decisions, often have to consult information relating to past events and activities. It is, therefore, not only to record all information in a suitable form, but also to preserve them in such a way that they may be readily got hold of and used at any time in future. Records of information prepared by the office serve as a reference library for use by the management.

3. Processing or Arranging Information:-

The information received and collected by the office form various sources is rarely in the form in which these may be readily used by management in the decision-making process. Information, facts and data collected have to be arranged, processed and organized in a suitable form before these can be supplied to the management. The information should be arranged in a readily usable form. The usual forms in which information is arranged are costing sheets, financial and statistical statements, charts and lists, reports etc.
4. Communication of Information:-

The office may be compared to a two way pipeline for supplying information. On one hand, it is the function of the office to supply information as collected records and processed by it to the management, whenever required, on the other hand, it is also the duty of the office to communicate policy decisions, guidelines and instruction issued by the management to the department and departmental executives for their guidance. The information supplied to the management may be of a routine nature e.g. Periodical returns on sales, stock position, staff attendance etc., or it may be of special nature e.g. estimiates of a special job, credit information regarding a particular client, etc. Again the information may be supplied to the management, the value of this function will depend on the promptness with which it is done . Information, however, accurate and complete, loses much of its value if it is not provided or is not available in time, or is delayed in the process of communication.

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