Sunday 31 March 2013

[KM] Keep_Mailing The 10 Biggest Mistakes People Make Managing Organisational Performance !!



Mistake #1: rely just on financial statements
Profit and loss, revenue and expenses these are measures of important things to a business. But they are information that is too little and too late. Too little in the sense that other results matter too, such as customer satisfaction, customer loyalty, customer advocacy. Too late in the sense that by the time you see bad results, the damage is already done. Wouldn't it be better to know that profit was likely to fall before it actually did fall, and in time to prevent it from falling?
 
Mistake #2: look only at this month, last month, year to date
Most financial performance reports summarise your financial results in four values: 1) actual this month; 2) actual last month; 3) % variance between them; and 4) year to date. Even if you are measuring and monitoring non-financial results, you may still be using this format. It encourages you to react to % variances (differences between this month and last month) which suggest performance has declined such as any % variation greater than 5 or 10 percent (usually arbitrarily set). Do you honestly expect the % variance to always show improvement? And if it doesn't, does that really mean things have gotten bad and you have to fix them? What about the natural and unavoidable variation that affects everything, the fact that no two things are ever exactly alike? Relying on % variations runs a great risk that you are reacting to problems that aren't really there, or not reacting to problems which are really there that you didn't see. Wouldn't you rather have your reports reliably tell you when there really was a problem that needed your attention, instead of wasting your time and effort chasing every single variation?
 
Mistake #3: set goals without ways to measure and monitor them
Business planning is a process that is well established in most organisations, which means they generally have a set of goals or objectives (sometimes cascaded down through the different management levels of the organisation) . What is interesting though, is that the majority of these goals or objectives are not measured well. Where measures have been nominated for them, they are usually something like this: Implement a customer relationship management system into the organisation by June 20
14
(for a goal of improving customer loyalty) This is not a measure at all it is an activity.
Measures are ongoing feedback of the degree to which something is happening. If this goal were measured well, the measure would be evidence of how much customer loyalty the organisation had, such as tracking repeat business from customers. How will you know if your goals, the changes you want to make in your organisation, are really happening, and that you are not wasting your valuable effort and money, without real feedback?
 
Mistake #4: use brainstorming (or other poor methods) to select measures
Brainstorming, looking at available data, or adopting other organisations' measures are many of the reasons why we end up with measures that aren't useful and usable. Brainstorming produces too much information and therefore too many measures, it rarely encourages a strong enough focus on the specific goal to be measured, everyone's understanding of the goal is not sufficiently tested, and the bigger picture is not taken into account (such as unintended consequences, relationships to other objectives/goals) . Looking at available data means that important and valuable new data will never be identified and collected, and organisational improvement is constrained by the knowledge you already have. Adopting other organisations' measures, or industry accepted measures, is like adopting their goals, and ignoring the unique strategic direction that sets your organisation apart from the pack. Wouldn't you rather know that the measures you select are the most useful and feasible evidence of your organisation's goals?

 
 Mistake #5: rely on scorecard technology as the performance measure fix
You can (and maybe you did) spend millions of dollars on technology to solve your performance measurement problems. The business intelligence, data mining and 'scorecarding' software available today promises many things like comprehensive business intelligence reporting, award-winning data visualization, and balanced scorecard and score
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carding and an information flow that transcends organizational silos, diverse computing platforms and niche tools .. and delivers access to the insights that drive shareholder value. Wow! But there's a problem lurking in the shadows of these promises. You still need to be able to clearly articulate what you want to know, what you want to measure and what kinds of signals you need those measures to flag for you. The software is amazing at automating the reporting of the measures to you, but it just won't do the thinking about what it should report to you.
 
Mistake  #6: use tables, instead of graphs, to report performance
Tables are a very common way to present performance measures, no doubt in part a legacy from the original financial reports that management accountants provided (and still provide today) to decision makers. They are familiar, but they are ineffective. Tables encourage you to focus on the points of data, which is the same as not seeing the forest for the trees. As a manager, you aren't just managing performance today or this month. You are managing performance over the medium to long term. And the power to do that well comes from focusing on the patterns in your data, not the points of data themselves. Patterns like gradual changes over time, sudden shifts or abrupt changes through time, events that stand apart from the normal pattern of variation in performance. And graphs are the best way to display patterns.
 
 
Mistake #7: fail to identify how performance measures relate to one other
A group of decision makers sit around the meeting room table and one by one they go over the performance measure results. They look at the result, decide if it is good or bad, agree on an action to take, then move on to the next measure. They might as well be having a series of independent discussions, one for each measure. Performance measures might track different parts of the organisation, but because organisations are systems made up of lots of different but very inter-related parts, the measures must be inter-related too. One measure cannot be improved without affecting or changing another area of the organisation. Without knowing how measures relate to one another and using this knowledge to interpret measure results, decision makers will fail to find the real, fundamental causes of performance results.
 
 
Mistake #8: exclude staff from performance analysis and improvement
One of the main reasons that staff get cynical about collecting performance data is that they never see any value come from that data. Managers more often than not will sit in their meeting rooms and come up with measures they want and then delegate the job of bringing those measures to life to staff. Staff who weren't involved in the discussion to design those measures, weren't able to get a deeper understanding of why those measures matter, what they really mean, how they will be used, weren't able to contribute their knowledge about the best types of data to use or the availability and integrity of the data required. And usually the same staff producing the measures don't ever get to see how the managers use those measures and what decisions come from them. When people aren't part of the design process of measures, they find it near impossible to feel a sense of ownership of the process to bring those measures to life. When people don't get feedback about how the measures are used, they can do little more than believe they wasted their time and energy.
 
 
Mistake #9: collect too much useless data, and not enough relevant data
Data collection is certainly a cost. If it isn't consuming the time of people employed to get the work done, then it is some kind of technological system consuming money. And data is also an asset, part of the structural foundation of organisational knowledge. But too many organisations haven't made the link between the knowledge they need to have and the data they actually collect. They collect data because it has always been collected, or because other organisations collect the same data, or because it is easy to collect, of because someone once needed it for a one-off analysis and so they might as well keep collecting it in case it is needed again. They are overloaded with data, they don't have the data they really need and they are exhausted and cannot cope with the idea of collecting any more data. Performance measures that are well designed are an essential part of streamlining the scope of data collected by your organisation, by linking the knowledge your organisation needs with the data it ought to be collecting.
mistake
 
 Mistake #10: use performance measures to reward and punish people
One practice that a lot of organisations are still doing is using performance measures as the basis for rewarding and punishing people. They are failing to support culture of learning by not tolerating mistakes and focusing on failure. It is very rare that a single person can have complete control over any single area of performance. In organisations of more than 5 or 6 people, the results are undeniably a team's product, not an individual's product. When people are judged by performance measures, they will do what they can to reduce the risk to them of embarrassment, missing a promotion, being disciplined or even given the sack. They will modify or distort the data, they will report the measures in a way that shows a more favourable result (yes - you can lie with statistics), they will not learn about what really drives organisational performance and they will not know how to best invest the organisation's resources to get the best improvements in performance.
 
M Junaid Tahir
www.DailyTenMinutes.com
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[KM] Keep_Mailing 10 things That Define A True Professional


You may be a brilliant developer, a highly skilled net admin, or a crackerjack DBA — but if you're unprofessional, your career is likely to fall short. Alan Norton offers some attributes to strive for.
________________________________

The term professional is thrown around quite a bit these days, perhaps too much. I do it myself. But what exactly does it mean to be a professional? As you read through the items below, consider how you compare with each trait.

Note: This article is also available as a PDF download.

1: Put customer satisfaction first

Understanding and satisfying your customer's needs are the cornerstones of a successful business. Do what is necessary to meet those needs. After all, without the customer, there is no professional.

You may not view those you work with as your customers, but in many cases, they are. I remember when one of my managers perceived that I was overly stressed. He pulled me aside and sat me down in his office where he told me stories and jokes for the better part of half an hour. He recognized my needs and acted accordingly.

Professionals identify and satisfy their customer's needs.

2: Make expertise your specialty

The very word professional implies that you are an expert. Technical competence is essential in IT.

Become an expert in the skills and tools necessary to do your job.
Always perform to the best of your abilities.
Keep your knowledge up to date.

Professionals know their trade.

3: Do more than expected

Professionals aren't bound by a time clock. They are given wide latitude in their daily self-management. They are expected to manage their time and work habits. Don't abuse the privilege. If you take an hour for personal needs, give back two hours.

The reality is that professionals are expected to exceed the standard 40-hour workweek. There are times when you may be asked to work weekends. You may have to forego a vacation or work 12-hour days to complete an important project. All are part of the job description of most professional positions.

Professionals are expected to produce results. Strive to complete deliverables before their due dates and under budget.

Professionals meet or exceed expectations whenever possible.
But this does not mean that you sacrifice your family life. The idea is that you must manage your work as much as you and produce desirable results.


4: Do what you say and say what you can do

This is one of my favorite sayings especially in view of the fact that talking the talk is so prevalent and walking the walk so rare in this age of sound bites. You should "engage brain" before speaking — can you really do what you are about to say? If you can't, the wizard behind the curtain will eventually be revealed and hard-earned trust can be lost.

Professionals deliver on promises made.

5: Communicate effectively

I go out of my way to patronize a dentist who has excellent communication skills. He takes the time to explain the available options, make recommendations, state the total costs, and promise a date when the work can be completed. I then feel empowered to make the right decisions.

I recently ordered Internet and phone service from the cable company. I told the salesman that the existing cable had been ripped out during a landscaping project. Perhaps I wasn't clear or perhaps the salesman wasn't listening — it doesn't really matter. The message didn't get through and the wrong person was sent to do the installation. As a result, Qwest, not the cable company, got my business. Not only did the commissioned salesman lose his sale, he and his company both looked unprofessional in my eyes.

Resist the urge to blame the customer when communication goes awry. Effective communication is ultimately your responsibility — not your customer's.

Whether verbal or written, professionals communicate clearly, concisely, thoroughly, and accurately.

6: Follow exceptional guiding principles

Appreciate and support those you work with. Practice good manners and proper etiquette. Have high ethical and moral standards. Be honest and fair in all of your dealings with others. Obey the law. These may sound like the attributes of a Boy Scout, but they are basic values that all professionals should follow. Many companies have a document that outlines their operating principles. Have you read yours?

Professionals adhere to high values and principles.

7: Praise your peers not yourself

Respect and acknowledge the talents of your peers. There is nothing more unprofessional and self-serving than telling others how wonderful you are.

Professionals are humble and generous in their praise of others.

8: Share your knowledge

When I was hired at Hughes Aircraft, a second person with similar skills was hired with me. It didn't take a rocket scientist to figure out that one of us wasn't going to survive. The competitive nature of the situation was palpable. I am no stranger to the belief that it is not in your best interest to share your knowledge with your associates, AKA the competition.

It is easy to find yourself in that comfortable place with "unique" knowledge. If you are a hoarder of information and are of the opinion that all of the nuts you have squirreled away grant you immutable job security, think again. The harsh reality is that nobody is irreplaceable.

Information isn't a limited resource. Contrary to what some might think, your mind won't be emptied by giving away kernels of wisdom or experience. Think of knowledge as an ocean of facts and not a stream of data. It is possible to share what you know and still keep one step ahead of the competition — simply apply yourself and learn something new daily.

Professionals help their peers and are respected for doing so.

9: Say thank you

I always tried to find a way to thank others for their help. When their help was above and beyond the call of duty, I would buy them a Coke - a testament to the marketing power of Madison Avenue and Mean Joe Greene.

The items I value the most in my personnel file from Hughes Aircraft are two AVOs (Avoid Verbal Orders memos) to my manager from frontline employees. The AVOs thanked me for the support I provided that helped them do their job better.

Silly me — what was I thinking? I was sharing a Coke when I should have been sharing my thanks in a printed internal document to the employee's manager.

Professionals thank others in a meaningful way that most benefits the recipient.

10: Keep a smile on your face and the right attitude in your heart

This has been the hardest item for me to do consistently over my working years. I believed I was lying to myself and the world by smiling when I was miserable or unhappy with an ongoing issue at work.

I now realize it's not dishonest to be pleasant when you are having one of those lousy days. It is in fact thoughtful to care about how your attitude affects those you interact with. Share your unhappiness with your manager only. "Share the misery" is not the mark of a professional.

Professionals are pleasant even during trying times.

The final word

Working with professionals is a pleasure, and I have been fortunate to work with some truly exemplary ones. There have been a few who liked to be treated as professionals without having to work and act like one.

You don't have to look any further than the medical profession to see examples of true professionals. Think back upon those doctors you've liked the most and model your professionalism after theirs.

So, how do you measure up? Don't feel bad if you need some work in one or more areas. Demeanor that is less than professional can lead to an image problem for you and your company. Negative images are hard to shake. Recognize any shortcomings you might have and begin working on your professional image today.
source: unknwon


 
M Junaid Tahir
www.DailyTenMinutes.com
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[KM] Keep_Mailing Story: Gold coins and the fight


There was a pious man among the Banu Israel who always remained busy in the worship of Allah. A group of people came to him and told him that a tribe living nearby worshipped a tree. The news upset him, and with an axe on his shoulder he went to cut down that tree. On the way, Satan met him in the form of an old man and asked him where he was going. He said he was going to cut a particular tree.
 
Satan said, "You have nothing to be concerned with this tree, you better mind your worship and do not give it up for the sake of something that does not concern you." "This is also worship," retorted the worshipper. Then Satan tried to prevent him from cutting the tree, and there followed a fight between the two, in which the worshipper overpowered the Satan. Finding himself completely helpless, Satan begged to be excused, and when the worshipper released him, he again said, "Allah has not made the cutting of this tree obligatory on you. You do not lose anything if you do not cut it. If its cutting were necessary, Allah could have got it done through one of his many Prophets."
 
The worshipper insisted on cutting the tree. There was again a fight between the two and again the worshipper overpowered the Satan. "Well listen," said Satan, "I propose a settlement that will be to your advantage." The worshipper agreed, and Satan said, "You are a poor man, a mere burden on this earth. If you stay away from this act, I will pay you three gold coins everyday. You will daily find them lying under your pillow. By this money you can fulfil your own needs, can oblige your relative, help the needy, and do so many other virtuous things. Cutting the tree will be only one virtue, which will ultimately be of no use because the people will grow another tree."
 
This proposal appealed to the worshipper, and he accepted it. He found the money on two successive days, but on the third day there was nothing. He got enraged, picked up his axe and went to cut the tree. Satan as an old man again met him on the way and asked him where he was going. "To cut the tree," shouted the worshipper. "I will not let you do it," said Satan. A fight took place between the two again but this time Satan had the upper hand and overpowered the worshipper. The latter was surprised at his own defeat, and asked the former the cause of his success. Satan replied, "At first, your anger was purely for earning the pleasure of Allah, and therefore Almighty Allah helped you to overpower me, but now it has been partly for the sake of the gold coins and therefore you lost."

Source: From the book "Ihyaa-ul Uloom Ud Deen" by Imam Ghazzali (ra).

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[KM] Keep_Mailing Hadith: Say your prayers SLOWLY

Sahih Al Bukhari - Book of Characteristics Of Prayer

Volumn 001, Book 012, Hadith Number 767. 
----------------------------------------- 
Narated By Aiyub

 
RaziAllah Anhu
: Abu Qilaba
RaziAllah Anhu
said, "Malik bin Huwairith
RaziAllah Anhu
used to demonstrate to us the prayer of the Prophet at times other than that of the compulsory prayers. So (once) he stood up for prayer and performed a 
perfect Qiyam (standing and reciting from the Holy Qur'an) and then bowed and performed bowing perfectly; then he raised his head and stood straight for a while." Abu Qilaba added, "Malik bin Huwairith in that demonstration prayed like this Sheikh of ours, Abu Yazid." Abu, Yazid used to sit (for a while) on raising his head from the second prostration before getting up

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RE: [KM] Keep_Mailing Fwd: God knows how much I love you

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[KM] Keep_Mailing Fwd: God knows how much I love you



God knows how much I love you









To live this life,,i need heartbeat,

to have heartbeat,i need a heart….

but how can i live alone when my heart is urs forever?
am only happy when i see you,,seeing you can make me feel that….i can live my life only by seeing you happy!

my heart skips a beat when i see you….

i don't get any words to speak to you,,i stop staring at you when u give a look at me..

i feel very shy sitting beside you…or even walking!!

no words to tell you….am always incomplete without you!

god knows how much i love you!










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[KM] Keep_Mailing God knows how much I love you




God knows how much I love you







To live this life,,i need heartbeat,

to have heartbeat,i need a heart….

but how can i live alone when my heart is urs forever?
am only happy when i see you,,seeing you can make me feel that….i can live my life only by seeing you happy!

my heart skips a beat when i see you….

i don't get any words to speak to you,,i stop staring at you when u give a look at me..

i feel very shy sitting beside you…or even walking!!

no words to tell you….am always incomplete without you!

god knows how much i love you!





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Saturday 30 March 2013

[KM] Keep_Mailing Proactivity

In Organizational Behavior and Industrial/Organizational Psychology, proactive behavior (or proactivity) by individuals refers to anticipatory, change-oriented and self-initiated behavior in the work place. Proactive behavior involves acting in advance of a future situation, rather than just reacting. It means taking control and making things happen rather than just adjusting to a situation or waiting for something to happen. Proactive employees generally do not need to be asked to act, nor do they require detailed instructions.

Proactive behavior can be contrasted with other work-related behaviors, such as proficiency, i.e. the fulfillment of predictable requirements of one's job, or adaptivity, the successful coping with and support of change initiated by others in the organization. In regard to the latter, whereas adaptivity is about responding to change, proactivity is about initiating change.

Proactivity is not restricted to extra role performance behaviors. Employees can be proactive in their prescribed role (e.g. by changing the way they perform a core task to be more efficient). Likewise, behaviors labeled as Organizational citizenship behavior(OCB) can be carried out proactively or passively. For example, the altruistic OCB s can be proactive in nature (e.g. of offering help to co-workers in anticipation, even before they ask, is an example of a proactive action. Other OCBs concerned with the compliance with rules and expectations might even be incompatible with proactivity.
Source: Wikipedia
M Junaid Tahir
www.DailyTenMinutes.com
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[KM] Keep_Mailing Try Something Different

Most people are stuck right where they are. The reason they're stuck, however, isn't usually due to circumstances, incompetence, or lack of opportunity, but a simple unwillingness to change, to try new things.

We can make smaller, inner changes on a day-to-day, moment to moment basis – changes in our attitude, reactions, and expectations. I'm talking about being willing to take new risks, and face old fears.

Over and over again I hear people saying things like "I've always done things that way" or "That's just the type of person I am." These things are said as if they are carved in stone. It is amazing what you can learn by simply opening your mind and trying new things.

Starting today, tell yourself that you are going to do something, however small, a little differently. Perhaps you can be more friendly to the people you work with. Maybe it's not too late to overcome your fear of asking others to help you, or for their advice whoever you are, whatever you do, there is always something you can do a little differently.

You may find that you love the tiny changes you make and that you can open exciting new doors by making relatively small adjustments. If you're okay with the changes, you might want to try some other changes as well.


K.N.RAJAN
M Junaid Tahir
www.DailyTenMinutes.com
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[KM] Keep_Mailing Hadith: Dont Judge people when you are angry



Bismillah Walhamdulillah Was Salaatu Was Salaam 'ala Rasulillah

As-Salaam Alaikum Wa-Rahmatullahi Wa-Barakatuhu

Judgements - 6th Rabi al-Awwal 1433 (29th January 2012)

Narrated 'Abdur Rahman bin Abi Bakra (Radi-Allahu 'anhu):

Abu Bakra wrote to his son who was in Sijistan: 'Do not judge between two persons when you are angry, for I heard the Prophet (Sallallahu 'Alaihi Wa Sallam) saying, "A judge should not judge between two persons while he is in an angry mood." '

Bukhari Vol. 9 : No. 272

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