Friday, April 19, 2013
Thursday, April 18, 2013
Sunday, June 3, 2012
Tuesday, November 22, 2011
This book, is as it name suggests, Lots of Good Gyan to survive during first year of Job, by this IIM A passout. And, I think the contents are relevant not all to rookie but to all the professionals.
The book has been written in a very informal manner, covering most of the broad pointers that a rookie should know about. But I think, its too brief to grab a permanent RAM share of Reader’s Hard Drive J. So, I anticipate this won’t be the first book, but first of the series that will follow.
On the flip side, the book needs more structure, and should make better use of Bold, Italics and Frameworks, which definitely involves reader more.
So, in nutshell, I will recommend this book to all the rookies, irrespective of the field they are in. And, hope Sanket after his debut book, will share more Gyan in coming series.
Monday, November 21, 2011
I read this book by Jeffery Archer recently.
Throughout the book, I got the feeling of Deja Vu, reminding the story style of ‘Kane & Abel’, ‘First Among Equals’, ‘Only Time Will Tell’.......
I think, Jeffery has written the blocks of instances in his notebook, which when required will be injected in new book, with minor tweaking of names and locations. And I am sure, had he been an MBA, he would have used Microsoft Excel for the same J
Coming to the main story, as always, the master story teller keeps you on edge of the seat. But, the climax couldn’t keep the pace with the built up crescendo. In fact, the most awaited moment of the two main characters meeting with the facts revealed, is treated in very shabby manner.
So, if you haven’t read Jeffery Archer’s other books, I will recommend this book, but if you have, then don’t pick it with many expectations.
Monday, October 24, 2011
Tuesday, October 4, 2011
It is 3 am, the year 2008. Exams done, graduation in a month, convocation a week after that. Me and dorm mates were sitting and thinking about the two years that went by. A couple of years back, we were skeptical about how easy or difficult it will be to go back to college after having worked for a few years. No salary no more, the rigor of academics. Were we up to it? Two years and a MBA degree later, we are discussing life after IIMA. Looking back at how we ended up at this juncture, how different would the work life be with the new degree.
We concluded that, ‘Life is tough’ and ‘People are stupid’. And this applies to each and every one of us, no matter how smart. In retrospect, we were absolutely naive during our first few work years. And yet luckily things worked out for us.
There are thousands of graduates from various universities all over the country, who join the workplace with all the relevant technical skills. But is that enough? What else does it take to thrive in a competitive business environment? And to find answers to this was born the first book of the Elf series – ‘From Cubicles 2 Cabins: a survival guide to your first job’
Want to know more ??? Visit http://elfseries.wordpress.com/ and get excerpts and download other freebies !!!
Book out! Order now at flipkart and avail a 35% discount on the list price.
So enjoy reading it and gift it to your sons and daughters and nieces and nephews ! Forward this mail to all you think would benefit !
Sanket J Dantara [ http://elfseries.wordpress.com/ ]
Friday, September 23, 2011
A review of Daniel H. Pink’s Book
By Peter A Hunter
Managers, recognising that Command and Control Management is no longer working, have been looking for the “something” to give to their workforces that will allow them to perform.
Their greatest mistake is assuming they know what it is that their workforces need.
All that managers really have to know is how to give their workforces what they already want.
All they really have to figure out is what that is.
Daniel Pink in his book “Drive” tells us what the workforce already want, and he also shows us how to give it to them.
There is a growing awareness today of the destructive nature of traditional management practices, usually called “Command and Control Management.”
Our workforces have long been aware of these problems but nobody ever listened to them.
What we are seeing today is an increasing volume of academic endeavour focussed on making management aware of those same problems because, as Dan Pink says;
“Management is not the solution, Management is the problem.”
Unfortunately management are not aware of the problems they create so they have no reason to look for solutions.
Daniel Pink, in this book “Drive,” not only very clearly and elegantly brings the problems to the attention of the reader but has also gone into some detail laying out many solutions that can be mixed and matched to suit individual circumstances/organisations.
All that we need to happen now is that the right people read this book, understand from Daniel Pinks analysis that they are the problem, and that they continue to read it as far as the solutions.
The book is divided into three separate parts;
The first takes the reader from a current position, perhaps of vague discomfort, or a mild annoyance that not everything seems to fit.
From this position Dan Pink takes us on a journey that starts, in time, in the late forties through an accumulation of seventy years of academic endeavour, largely disregarded because it did not fit with accepted notions of management and behaviour.
Dan summarises this section neatly with his “Seven Deadly Flaws of Carrot and Sticks.” Which he says can:
· extinguish Intrinsic motivation
· diminish performance
· crush creativity
· Crowd out good behaviour
· encourage cheating, shortcuts and unethical behaviour
· become addictive
· foster short term thinking
Together these flaws sum up the conditions that a conventional “Command and Control Management,” approach will create.
Dan quotes Richard Ryan who said that we all have the “Drive,” that is the title of the book, and that it is a part of our humanity, but whether it emerges, or not, in our lives depends on whether the conditions that surround us will support it.
In our working lives “Drive” tells us that these conditions are created by those who manage us.
What the first section of the book does is expose the management behaviour that crushes our “Drive” and leaves a potentially able and imaginative workforce unable to do original work, be creative or think for themselves.
Many managers will read this first section and genuinely believe that it does not apply to them.
These are the people who believe that the world begins and ends with them, who believe that without them nothing will happen and that other people exist to be used.
These are the people whose behaviour Dan Pink likens to coal.
“Cheap, easy, and efficient to resource but polluting and ultimately finite.”
The type of behaviour that must replace this antediluvian management model, Daniel compares to the Sun; “Clean energy that is inexpensive, safe to use and endlessly renewable.”
The book, having brought us to an understanding of the historical support for “Drive,” examines in more depth what this Drive actually consists of, how we can tap its potential and finally a whole host of tools that we can use on Monday morning to start to release the “Drive” that exists inside every single member of our workforce.
Daniel H. Pink with his book “Drive” has captured what generations of managers have never felt the need to acknowledge, that every single member of the workforce has experience, imagination and “Drive.”
The time will shortly be upon us when an organisation that has not released the “Drive” of it own workforce will not be able to compete in the same marketplace as those who have.
Those who have, will likely have read this book.
Peter A Hunter