Articles on Management Subjects for Knowledge Revision and Updating by Management Executives ---by Dr. Narayana Rao, Professor (Retd.), NITIE---3.80 MILLION Page Views---
Global Top Blog for Management Theory---Management for Effectiveness, Efficiency and Excellence.
Most cooperation fails in the attempt, or dies in infancy, or is short-lived.
Failure to cooperate, failure of cooperation, failure of organization, disorganization, disintegration, destruction of organization-and reorganization-characteristics facts of human history.
More specific explanations (for organizations' failure) refer to faults of structure- "defective constitutions"- or to bad functioning, lack of solidarity or spirit, poor leadership or management.
A part of the effort to determine individual effort takes the form of altering the conditions of behavior, including a conditioning of the individual by training, by the inculcation of attitudes, by the construction of incentives. This constitutes a large part of the executive process, and is for the most part carried out on the basis of experience and intuition. (p.15)
Persons choose whether or not they will enter into a specific cooperative system. This choice will be made on the basis of (1) purposes, desires, impulses of the moment, and (2) the alternatives external to the individual recognized by him as available. Organization results from the modification of the action of the individual through control of or influence upon one of these categories. Deliberate conscious and specialized control of them is the essence of the executive functions. (p.17)
The concrete processes (wherein one individual or two or more individuals in cooperation exert effort) involved are in industries "technologies," in the professions "techniques," in organizations "practices," and "institutions," in religions "rituals," and in private conduct "adoptable behavior," "savoir faire," "selection of appropriate means to end." (p.22)
Chapter XV
The Executive Functions
I. The Maintenance of Organization Communication
II. The Securing of Essential Service from Individuals
III. The Formulation of Purpose and Objectives
General Motors, Ford Motor, General Electric, Boeing, Philips, Johnson & Johnson, Procter and Gamble, PepsiCo
Digital Manufacturing and Design Innovation Institute (DMDII) - Member Companies
INDUSTRY TIER 1:
Dow, Lockheed Martin Corporation, McKinsey, Rolls-Royce, Siemens PLM Software Inc.
INDUSTRY TIER 2:
Autodesk, Boeing, Caterpillar, Coca-Cola, Deere and Company, Duracell, Illinois Tool Works (ITW), Johnson & Johnson, Microsoft, Stanley Black & Decker
INDUSTRY TIER 2.5:
Bain & Company, Faurecia, General Electric (GE), Northrop Grumman, Raytheon Company
INDUSTRY TIER 3:
3D Systems, 3rd Dimension, 89Robotics,
Accu Solve Group, ACE Clearwater, Advanced Dimensional Management LLC, Advanced Engineering Solutions USA Inc, Aegis Software, AE Machines, Alicona, Alta Via Consulting, AMI Global, Amper Technologies, Anark Corporation, Applied Automation Technologies, Applied Optimization Inc, aPriori Technologies, Inc., APX Labs, Inc., ARC Advisory Group, Arconic Power and Propulsion, Arc Precision, Aris Technology, Arthur D. Little Inc., Arysen Corporation, Astronautics Corporation of America, Atlas Tool Works, Aunalytics, Ausco, Inc., Authenticiti, Authentise, Inc.Aztec Plastic Company
Beacon Interactive, BEET, Belden Tools Inc., Big Kaiser, Bluvision, Bosch
Capvidia, Catalytic, CGTech, Chicago Scenic Studios, Chicago White Metal Casting, ChromoLogic
CimData, Inc.. Cimetrix Inc., Cisco Systems, Inc., C-Labs Corporation, ClearBlade, ClearObject
Composite Solutions and Digital Manufacturing LLC, Computer Aided Technology, ConfigureOne
Connected Global Factory, Crafts Technology, Craig Technologies, CreateASoft, CyberPoint International, CyPhy Works
E-gineering
Ekta Flow LLC
Electric Imp
EMNS Inc
Engineering Digital Industry
Entrigna
Erwin Junker Machinery, Inc.
ESI North AmericaEural USA
Factory Physics
Factory Right, LLC
Feralloy Corporation
Festo Automation Group
FlexLab
FlexLink Systems Inc (Coesia)
Forcam
Ford
Fraight Inc.
Fujitsu Network Communications, Inc.
Future Way Designs
Galois
Genesis Systems Group, LLC
Global Data Sciences
Godwin Global
Green Dynamics
Grote Industries
Hallsten Innovations
Halock Security Labs
Hapco Inc
Harbec, Inc.
Hardinge
HL Precision Manufacturing, Inc.
iBASEt
Identify 3D
Imprimis, Inc.
Industrial Measurement Systems
Industrial Network Systems
Integris Group LLC
Integrity Technology Solutions
Intel
International TechneGroup Incorporated
iSynergy Inc
ITAMCO
ITRI International Inc.
Janeiro Digital
Kent Displays
Knoldus
L & J Omnico AGV
Lexmark International
Light Guide Systems
LMI
Lonsberry Engineering
Machine Metrics Inc.
MachiningCloud
MakerSweet
MakeTime
MAL USA
Manpower Group Public Sector Inc.
Mantel Technologies
Manufacturing Laboratories
Manufacturing Systems Insights, Inc.
Marshall, Gerstein & Borun
Mastercam
Materials Data Management, Inc.
Mazak Corporation
Mechdyne Corporation
Mercury Marine
MetaMorph, Inc.
Metrologic Group
MetroSage LLC
MFG.com
Mitutoyo
ML Design Technologies
Montronix
MSC Software Corp.
NarrativeWave
Neal Analytics
Nimbis
Northwest Analytics
Okuma
Omative
OneFire
OptiPro Systems
Optimax SystemsOrion Quality Software
Oshkosh
Palo Alto Research Center
Panduit Corporation
Parallel Works
PDA LLC
PDES, Inc.
Physna
Predictronics Corporation
Procter & Gamble
ProMANAGE
ProPlanner
Proto Labs
PTC, Inc.
Punditas
Quality Tools & Abrasives Inc.
QuesTek Innovations LLC
RAF Automation
RCM Industries, Inc.
Rescale Inc
Retologic
Rockwell Automation
Rockwell Collins
Sage Clarity LLC
Sandvik Coromant
Sanmina
SantosHuman Inc
SBP Consulting Inc.
Scientific Forming Technologies Corp
Scope Technologies US Inc.
Scytec
SensrTrx
Sentient Science
Shape Fidelity
Shure Inc.
Sibley Machine and Foundry Corp
Sigmaxim Inc.
Sigmetrix
SimInsights
Simio
Sivyer Steel Corporation
SPIRE
Spirit AeroSystems
Star Lab Corp
Steelcase
STEP Tools, Inc.
Superior Joining Technologies
Supply Dynamics
SWARM Engineering
Tech Soft 3D, Inc
TechSolve
Tesla Motors
The Innovation Machine
The Lucrum Group
The Northridge Group
ThingWeaver Solutions
Third Wave Systems
Transco Products
Tru-Fab Technology
Tucker Innovations Inc.
Tulip
Twin City Die Castings
TYGES International
Universal Electric
Universal Technical Resource Services
VANTIQ
Virtual Systems Engineering
Visible Assets
Vision Three
Visi-Trak Worldwide
Warwick Analytics
Weasler Engineering Inc
Wes-Tech Automation Solutions
Wipro, LLC
Wittenstein
Wrightwood Precision Products
Xcelgo
Zuken USA Inc. https://www.uilabs.org/partners/dmdii-partners/industry/
Industry 4.0 in the Volkswagen Group
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Industry 4.0 in the Volkswagen Group
230,723 views
Volkswagen Group
Published on 20 Aug 2015
Internet of Things A to Z: Technologies and Applications
Qusay F. Hassan
John Wiley & Sons, 09-May-2018 - Technology & Engineering - 704 pages
A comprehensive overview of the Internet of Things’ core concepts, technologies, and applications
Internet of Things A to Z offers a holistic approach to the Internet of Things (IoT) model. The Internet of Things refers to uniquely identifiable objects and their virtual representations in an Internet-like structure. Recently, there has been a rapid growth in research on IoT communications and networks, that confirms the scalability and broad reach of the core concepts. With contributions from a panel of international experts, the text offers insight into the ideas, technologies, and applications of this subject.
The authors discuss recent developments in the field and the most current and emerging trends in IoT. In addition, the text is filled with examples of innovative applications and real-world case studies. Internet of Things A to Z fills the need for an up-to-date volume on the topic. This important book:
Covers in great detail the core concepts, enabling technologies, and implications of the Internet of Things.
Addresses the business, social, and legal aspects of the Internet of Things
Explores the critical topic of security and privacy challenges for both individuals and organizations
Includes a discussion of advanced topics such as the need for standards and interoperability
Contains contributions from an international group of experts in academia, industry, and research
Written for ICT researchers, industry professionals, and lifetime IT learners as well as academics and students, Internet of Things A to Z provides a much-needed and comprehensive resource to this burgeoning field. https://books.google.co.in/books?id=YmpaDwAAQBAJ
Information on Companies Implementing Industry 4.0 Technology Set
General Electric, one of the pioneer companies that established the concept of Digital Transformation, promised to deliver extensive applications for the purpose of Industrial IoT. The firm created the buzz for this, in reference to Predix, GE software for IIoT and the very next year in 2014, GE announced a turnover of more than 1 Billion! http://www.meti.in/ge-and-digital-transformation-journey/
Which pharmaceutical companies have adopted the advancements that Industry 4.0 allows?
In December 2017, pharma industry's adoption map:
Johnson & Johnson's Janssen drug unit has been working on its continuous manufacturing process for five years, and won the FDA's approval to switch from batch to continuous manufacturing in 2016 to produce the HIV drug Prezista.
Novartis – Novartis entered a 10-year research collaboration program with the Massachusetts Institute of Technology (MIT) back in 2007 Two projects based on this collaboration:
CONTINUUS Pharmaceuticals – a center of which purpose is to lead to the creation of novel continuous flow manufacturing technologies for pharmaceuticals
Automation Engineer
Company Name PepsiCo Company Location Langedijk, Netherlands
June 2018
The Automation Engineer has thorough knowledge of automation to support the productivity of the plant installations in Broek op Langedijk. They ensure the correct implementation of new installations as well as changes to existing installations.
Within this role you will:
Maintain and optimize process control systems (Industrial IT).
Failure analysis for automation and take appropriate actions to solve downtime.
Solve complex malfunctions of the PLC / SCADA systems.
Improve existing control systems after performing system analyses.
Within Automation tasks, coordinate communication between Maintenance and Industrial IT partner as well as between Maintenance and Engineering and Suppliers.
Support existing technicians and train technicians in basic automation to solve issues themselves.
Maintain good contacts with BIS (Business Information Systems), CTS (Central Technical Services) within PepsiCo and with equipment specialists within the factory.
We are looking for:
HBO / BA working and thinking skills.
Relevant experience within FCMG industry.
Minimum 5 year working experience with control systems such as PLC / SCADA, DCS and/or MES systems.
Knowledge of industrial networks (Ethernet, Profibus DP / SA, Asi).
Detailed knowledge of Automation software (Allen Bradley and Siemens PLCs, Archestra Wonderware, Rockwell FT Asset Center, GE Proficy) or willing to learn.
For us, future welding incorporates advanced technology with IIoT enabled digital solutions,
Kemppi’s flagship product, X8 MIG Welder, is a ground-breaking multi-process solution. Its state-of-the-art technological features combined with native connectivity to WeldEye welding management software make the X8 MIG Welder a unique and powerful tool for demanding industrial welding. The digital WPSs and wireless Control Pad enhance the solution's usability to a new level.
At the exhibition Kemppi introduces a new WeldEye module, Welding Production Analysis, for companies looking to benefit from a light and easy-to-set-up solution for monitoring and analyzing welding production efficiency.
Business processes without boundaries
Connected value chain
At one of our hot strip mills we have implemented an Industry 4.0 solution that goes way beyond the boundaries of an individual company. The processes of the supplier, the hot strip mill as the manufacturer, and the customers are connected in a digital network. Hot-rolled strip starts out life as a steel slab. Slab production at Hüttenwerke Krupp-Mannesmann is controlled by the hot strip mill around 80 kilometers away. That means we can respond quickly to our customers’ deadline requirements even with the starting material.
Maximum efficiency for customers
Maximum efficiency for customers
Conversely, customers can exert “just in time” influence on hot strip production at the mill. They can enter their orders directly in the mill’s IT system and determine themselves when their order will be processed.
What’s more, customers are able to make changes to specifications such as width and thickness until just before production starts. Greater flexibility is difficult to imagine.
In addition to flexibility for all concerned, process chains across company boundaries have other advantages: for example, they save space and costs for the storage of starting materials and products, freeing up the capital this would otherwise have tied up for more productive purposes.
SAN FRANCISCO, Calif. – July 23rd 2018 – Plataine, a leading provider of Industrial IoT and AI-based manufacturing optimization software, will present its collaboration with Google Cloud which integrates Plataine’s cutting-edge AI software with Google Glass and Google’s Dialogflow Enterprise Edition, empowering factory staff to interact with Plataine’s AI-based Digital Assistants, while performing, reporting and documentation tasks – completely hands free.
MEDIA 11-21-2017 CAROLINE BERGMANN 0 COMMENTS
Telekom Open IoT Labs: Deutsche Telekom and Fraunhofer IML inaugurate their new Internet of Things development center
https://www.telekom.com/en/media/media-information/archive/telekom-open-iot-labs-509106
Surveys by Consultants
Industry 4.0: Delivering The Smart Manufacturing Vision: Key manufacturing predictions
April 2018
The Fourth Industrial Revolution, a smart manufacturing technology, is expected to create up to $3.7 trillion in value by 2025
By 2018, 60% of large manufacturers will bring in new revenues from information-based products and services
By using product and service quality measures to enhance the customer experience, manufacturers will capture 20% more aftermarket revenue by 2020
Digitalization in manufacturing will add €550 billion (presently $673 billion) over the next 5 years to EU revenues https://www.hcltech.com/blogs/industry-40-delivering-smart-manufacturing-vision
Digitizing the value chain
By John Nanry, Subu Narayanan, and Louis Rassey
McKinsey Quarterly March 2015
In the past year, for example, more than 200 organizations from industry, government, and academia joined in supporting the Digital Manufacturing and Design Innovation Institute (DMDII) to advance digital integration in the manufacturing economy and have committed more than $200 million to support the DMDII. The US federal government is contributing an additional $70 million. Companies such as Caterpillar, GE, and P&G are among the industry partners. https://www.mckinsey.com/business-functions/operations/our-insights/digitizing-the-value-chain
Fortune 500
In total, Fortune 500 companies represent two-thirds of the U.S. GDP with $12.8 trillion in revenues, $1.0 trillion in profits, $21.6 trillion in market value, and employ 28.2 million people worldwide.
RANKCOMPANY REVENUES ($M)
1Walmart $500,343
2Exxon Mobil $244,363
3Berkshire Hathaway$242,137
4 Apple $229,234
5UnitedHealth Group$201,159
6 McKesson $198,533
7CVS Health$184,765
8Amazon.com$177,866
9AT&T$160,546
Aspiration, Belief, Commitment, Determination, Effectiveness, Efficiency, Focus, Goal visualization, Hope, Improvement, Joy, Keeping schedules, Love for the goal, Motivation, No complaints on constraints, Organized, Productive effort, Quality output, Relaxing at the right time, Sincerity in effort, Trust in the coach, Understanding the Science and Art, Vision above ordinary (extraordinary), Wise thinking, Xpertise development (10,000 hours practice), Yearning, Zeal
Coach
Aspiration, Belief, Commitment, Determination, Effectiveness, Enthusiasm, Focus, Goal oriented training program, Hope, Improvement, Joy, Kindness, Love for the goal and trainees, Motivation, No complaints on constraints, Organized, Productive effort, Quality output, Rapport, Sincerity in effort, Trust in the trainees, Understanding the Science and Art, Vision above ordinary (extraordinary), Wise thinking, Xpertise (self -development), Yearning, Zeal
What can Roger Federer teach us about the secret of longevity?
Matthew Syed, the 'Sports Journalist of the Year 2016', answers the question and more in a fascinating, wide-ranging and provocative book about the mental game of sport.
How do we become the best that we can be, as individuals, teams and as organisations?
Sport, with its innate sense of drama, its competitive edge, its psychological pressures, its sense of morality and its illusive quest for perfection, provides the answers.
Learning is basic first step for human being. Even leaders have to learn every day.
Learning and Development mindset facilitates enriching of talents in a person. Every bit of knowledge, skill, and behavior can be made better and improved. This is the growth mindset.
TEDx Talks
Published on 3 Aug 2017
Why do people with average IQs outperform those with the highest IQs 70% of the time? It is emotional intelligence. Emotional intelligence is a choice and a discipline. In this powerful and entertaining talk, Dr. Travis Bradberry, coauthor of Emotional Intelligence 2.0, shows you how to use this critical skill to your advantage.
Dr. Travis Bradberry is the award-winning coauthor of Emotional Intelligence 2.0 and the cofounder of TalentSmartÒ, the world’s leading provider of emotional intelligence tests and training serving more than 75% of Fortune 500 companies. His bestselling books have been translated into 25 languages and are available in more than 150 countries.
Dr. Bradberry has written for, or been covered by, Newsweek, Time, BusinessWeek, Fortune, Fast Company, USA Today, The Wall Street Journal, The Washington Post, and The Harvard Business Review.
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Our research points out that the leader’s style determines about 70 per cent of the emotional climate, which in turn drives around 20 per cent—and sometimes 30 per cent—of business performance (Goleman, 2002).
Four Fundamentals of Emotional Intelligence
The four fundamentals are self-awareness, self-mastery or self-management of emotion, empathy or social awareness, and relationship management. Self-awareness is actually the fundamental ability of emotional intelligence. Self-awareness is fundamental for self-management. Social awareness and self-management in tandem are the building blocks for relationship management.
Emotional Resources Required of a Leader
A leader needs self-awareness, to know what’s happening with his emotions. Leaders use self-awareness to sense what’s right and what’s wrong in a situation. Leaders have to manage their to keep their distressing emotions out of the way when they are trying to get a job done, and maintain a positive state, to have a good time with people as well, along with getting the job done.
Leaders also need empathy. Leaders need to put emotional intelligence and social intelligence into practice in a way that primes positive emotions in people, because that’s the state in which they’re going to work best.
Leadership requires a combination of self-mastery and social intelligence. Self-mastery refers to how one handles himself. Self-mastery includes self-awareness and self-control. The leadership competencies that build on self-mastery include self-confidence, the drive to improve performance, staying calm under pressure, and a positive outlook.
All these abilities can be seen at full force also, for instance, in workers who are outstanding individual performers. But when it comes to leaders, effectiveness in relationships is also important. Solo stars are often promoted to leadership positions, but then fail for lack of people skills.
How to Help Someone Learn Emotionally Intelligent Behavior (EIB)
EB - Emotional Behavior
EI is difficult to develop because it is linked to psychological development and neurological pathways created over an entire lifetime. It takes a lot of effort to change long-standing habits of human interaction. This means in practice is unless they want to change, EB will not change
To create the motive to change help people find a deep and very personal vision of their own future and b) then help them to see how their current ways of operating (EB) might need a bit of work if that future is to be realized. These are the first two steps in Richard Boyatzis’ Intentional Change theory
If you’re coaching an employee, you must first help him or her discover what’s important in life. Notice the word coaching, not managing. There’s a big difference.
Next, find out the current state of this person’s emotional intelligence? Find a way to gather input from others, either through a 360-degree feedback instrument like the ESCI (Emotional and Social Competency Inventory). ,
Once the dream and the reality are available, it’s time for a gap analysis and a learning plan. A learning plan charts a direct path from the personal vision to what must be learned over time to get there — to actual skill development.
Learning goals are big. As a learning goal, empathy is one of the toughest and most important competencies to develop. The capacity for emotional and cognitive empathy is laid down early in life, and then reinforced over many years.
It a lot of hard work for your employee, and it can be. An important piece of the theory is that you can’t do it alone. People need people — kind and supportive people — when embarking on a journey of self-development. So help mentee find other supporters, in addition to yourself, who will help when their confidence wanes or when they experience inevitable setbacks?
Developing one’s emotional intelligence can make the difference between success and failure in life and in work. And, if you’re the one responsible for people’s contributions to the team and your organization, you have to try to help those people who are EI-challenged, deficient, and dangerous. It’s part of your job.
Even if you’re not the boss? You can still make a difference with colleagues, too using the same approach. Put them on a learning path.
Source
How to Help Someone Develop Emotional Intelligence
Annie McKee
Harvard Business Review
APRIL, 2015
Erika Andersen
John Wiley & Sons, 21-Sep-2012 - Business & Economics - 224 pages
A unique take on leadership from a popular Forbes blogger and nationally-known leadership coach
Leading So People Will Follow explores the six leadership characteristics that inspire followers to fully support their leaders. New leaders and veterans alike have increased their capacity for leading in a way that creates loyalty, commitment and results using the framework presented in the book..
The six key attributes are far-sightedness, passion, courage, wisdom, generosity, and trustworthiness. The book gives the tools for developing them. This innovative book offers a practical guide for building the skills to become a truly 'followable' leader.
It gives examples and explains the six attributes of leadership
Followers look to see whether a leader is courageous before they'll fully accept that person's leadership. If they see courage (and taking full responsibility for actions and admitting and apologizing for mistakes are two of the five key indicators of courage), they sign up to follow him.
Are deeply curious – listen!
Assess situations objectively (fair witness) –
Reflect on and learn from their experience
See patterns and share their insights with others
Act based on what they believe to be morally right
It is not just money.
The generous leader gives people what they truly want: knowledge, power, information, credit, praise, responsibility and authority. Perhaps most importantly, the generous leader gives faith; assumes that his or her people want to succeed and do good work. The generous leader assumes positive intent. When leaders share whatever resources they have, it evokes loyalty, support and commitment. https://www.forbes.com/sites/erikaandersen/2012/07/30/generous-leaders-arent-naive-theyre-confident
Transformation of an organization depends on an insight. Insights come when a manager is trying to make sense of a situation which offers a business opportunity or a business threat. Such a situation is always preceded by awareness of the relevant environment. Organizations depend crucially on the awareness of the top management regarding the change in the environment.
Self-awareness and Organizational Awareness
A high degree of personal and organizational awareness improves leadership effectiveness.Successful leaders have a strong self-awareness and organizational awareness. The self-awareness requires deep understanding personal emotions, strengths, limitations, values and motives by top managers. It is about themselves. Organizational awareness is the deep understanding of the organizational structure, leadership styles that succeed in the organization and culture of their companies. Effective CEOs and top managements use surveys to increase awareness of intra-organizational environment.
Top managers have to be aware of the environment of their business concern. They need to see developments that are likely to occur in the business environment and create scenarios. For each scenario they have to create a plan and take some actions that will facilitate the deployment of the full plan as a particular scenario actually happens. Consumer environment is one focus area for top management in the business environment.
Consumer Environment
The consumer environment refers to everything external to consumers that influences what they think, feel, and do. It includes social stimuli, such as the actions of others in cultures, subcultures, social classes, reference groups, and families, that influence consumers. It also includes other physical stimuli, such as stores, products, advertisements, and signs, that can change consumers’ thoughts, feelings, and actions.
The consumer environment is important to marketing because it is the medium in which stimuli are placed to influence consumers. For example, marketers run commercials during TV shows that their target markets watch to inform, persuade, and remind them to buy certain products and brands. Marketers can send free samples, coupons, catalogs, and advertisements by mail to get them into consumers’ environments. Stores are located close to populated areas to get them in the proximity of consumers. Web sites become part of a consumer’s environment if they are contacted.
Clearly, marketing strategies should be designed not only to influence consumers but also to be influenced by them. For example, if research shows that consumers are disgusted (affect and cognition) with advertisements for a product, the company may want to change its ads to better appeal to the market. If research shows that consumers in the target market do not shop (behavior) in stores where a company’s product is featured, the distribution strategy may have to be changed. If research shows that consumers want to be able to get information from a company’s Web site (environment) and none exists, the company may want to create one. Thus, marketing strategies should be developed, implemented, and changed based on consumer research and analysis.
This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.
Article by Claudio Feser, Fernanda Mayol, Ramesh Srinivasan - McKinsey and Co.
Benefit of participating in A to Z April Blogging Challenge
Reading and Understanding to Write
I am writing blog posts. But I am reading material and collecting materials regarding the topics. It is helping to understand the top management theory and practice better. I shall try and revise each of these articles once again later to make them more comprehensive and up-to-date. I request readers to give their suggestions for expanding and improving the article.
Author: Dr. Anil K Khandelwal
Former Chairman & Managing Director, Bank of Baroda
The book is based on the empirical research work by the author on six CEOs strategies in Industrial Relations in Bank of Baroda leading to research degree.
Further, the book describes author's initial experimentation with a new style of IR and HRD in operating role and later major reforms in IR and HR in top management roles. In contrast with the earlier chess mastering approach in which CEOs played against union leaders, the author's focus was on deep employee engagement and building architecture of human processes. It was like a gardener’s approach in weeding out an old culture, preparing a soil (creating facilitating environment for people processes) planting the seedling (employee centric innovation) and nurturance (maintain morale and confidence). Author describes his success in this CEO as Gardener approach in the book.
Hearty Cooperation advocated by Taylor in Scientific Management
A superior has to be a friend and teacher. F.W. Taylor stated in his Scientific Management in 1911. Even though management theory advocates cooperative and democratic management/leadership practices, still the management scene is dominated by authoritative/coercive bosses who are using the power they gained through various means to exploit others and weaken organizations and society.
Hearty Cooperation advocated by Taylor in Scientific Management
Each man should daily be taught by and receive the most friendly help from those who are over him, instead of being, at the one extreme, driven or coerced by his bosses, and at the other left to his own unaided devices.
This close, intimate, personal cooperation between the management and the men is of the essence of modern scientific or task management.
http://nraoiekc.blogspot.com/2013/08/scientific-management-introduction.html
There are three main Management Consulting Services: Operations Advisory, Strategy Advisory and HR Advisory.
Operations Advisory is the maximum revenue earning Management Consulting Services, and the Operations Advisory reached a sales value of approximately 74808 M (74.808 billion) out of the 139.4 billion global revenue in 2017. In USA also, it is the largest advisory category with 53.66% of sales value.
In 2017, the global Management Consulting Services market size was 139400 million US$ and it is expected to reach 198300 million US$ by the end of 2025, with a CAGR of 4.5% during 2018-2025.
The USA revenue of Management Consulting Services market was estimated at 60428 M USD in 2017 and is expected to reach USD 87001 M USD in 2025 with the CAGR of global revenue at 4.65%.
North America is the largest market for Management Consulting Services,, while the Europe is the second sales volume market for Management Consulting Services in 2017.
