Efficient Employee Quotes

Be a worthy worker and work will come.

A good vision will not just give your employees much-needed direction but also much-valued inspiration to do their work efficiently.

Hiring is not as simple as you think. You have to make sure you are hiring somebody who is going to be a great fit in the kind of employee tribe you’re building.

Your employees shouldn’t be scared of being let go but you should be scared of them leaving you.

Training looks like a financial loss to many but when your employees learn something new and implement the same for your company, they improve efficiency of your business process which gives you a competitive edge.

To function efficiently, any group of people or employees must have faith in their leader."- Capt. Bligh(ret.)

One way businesses become more efficient is when technology allows employees to simplify tasks.

If you have a team of five stunning employees and two adequate ones, the adequate ones will sap managers’ energy, so they have less time for the top performers, reduce the quality of group discussions, lowering the team’s overall IQ, force others to develop ways to work around them, reducing efficiency, drive staff who seek excellence to quit, and show the team you accept mediocrity, thus multiplying the problem.

Difference between a professional and amateur is like a difference between your dominant hand and non-dominant hand.

...Why are corporations so fleeting?...Instead of imitating the freewheeling city, these businesses minimize the very interactions that lead to new ideas. They erect walls and establish hierarchies. They keep people from relaxing and having insights. They stifle conversations, discourage dissent, and suffocate social networks. Rather than maximizing employee creativity they become obsessed with minor efficiencies.

Professionalism is not about what work you do, it is about how well you do the work.

The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.

The efficiency of a hierarchy is inversely proportional to its Maturity Quotient, M.Q.    MQ = No. of employees at level of incompetence × 100 Total no. of employees in hierarchy    Obviously, when MQ reaches 100, no useful work will be accomplished at all.

The new definition of success is not about the most revenue, employees, and office space but the most profit, generated through the fewest employees and with the least expensive office space. Make the game of winning based upon efficiency, frugality, and innovation, not on size, flair, and looks.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

Efficiency is to do what is effective, achieve high customer satisfaction with less operating cost, and improve employee productivity with good teamwork.

He had no intention of giving employees better hours and benefits, either. He found it more cost-efficient to invest in employees who would last in this work environment than to make the environment more accommodating.

was not obvious at the time, even to me, but we had one thing that Blockbuster did not: a culture that valued people over process, emphasized innovation over efficiency, and had very few controls. Our culture, which focused on achieving top performance with talent density and leading employees with context not control, has allowed us to continually grow and change as the world, and our members’ needs, have likewise morphed around us.

Operational effectiveness: necessary but not sufficient Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost, or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices; greater efficiency results in lower average unit costs. Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more

In a mass society where obtaining credit is as easy as it is, there’s probably no way to efficiently collect on delinquent accounts by writing real affidavits, filing legitimate, error-free lawsuits, and serving legitimate summonses in each and every individual case. Without the shortcuts, it doesn’t work. So techniques like robo-signing and sewer service are essential to the profitability of the business. Plenty of people—consumers and merchants both—are probably glad that so much credit is available, but they don’t realize that systematic fraud is part of what makes it available. Legally, there’s absolutely no difference between a woman on welfare who falsely declares that her boyfriend no longer lives in the home and a bank that uses a robo-signer to cook up a document swearing that he has kept regular records of your credit card account. But morally and politically, they’re worlds apart. When the state brings a fraud case against a welfare mom, it brings it with disgust, with rage, because in addition to committing the legal crime, she’s committed the political crime of being needy and an eyesore. Banks commit the legal crime of fraud wholesale; they do so out in the open, have entire departments committed to it, and have employees who’ve spent years literally doing nothing but commit, over and over again, the same legal crime that some welfare mothers go to jail for doing once. But they’re not charged, because there’s no political crime. The system is not disgusted by the organized, mechanized search for profit. It’s more like it’s impressed by it.

Truth loves nothing better than simplicity of truth: that is the lesson Columbe Josse ought to have learned from her medieval readings. But all she seems to have gleaned from her studies is how to make a conceptual fuss in the service of nothing. It is a sort of endless loop, and also a shameless waste of resources, including the courier and my own self. . . . Granted, the young woman has a fairly efficient way with words, despite her youth. But the fact that the middle classes are working themselves to the bone, using their sweat and taxes to finance such pointless and pretentious research leaves me speechless. Every gray morning, day after gloomy day, secretaries, craftsmen, employees, petty civil servants, taxi drivers and concierges shoulder their burdens so that the flower of French youth, duly housed and subsidized, can squander the fruit of all that dreariness upon the altar of ridiculous endeavors . . . Should you devote your time to teaching, to producing a body of work, to research, to culture? It makes no difference. The only thing that matters is your intention: are you elevating thought and contributing to the common good, or rather joining the ranks in the field of study whose only purpose is its own perpetuation, and only function the self-reproduction of the elite - for this turns the University into a sect.

However, even before the orgies of neoliberalism it was obvious that capitalism is not socially efficient. Market failures are everywhere, from environmental calamities to the necessity of the state’s funding much socially useful science to the existence of public education and public transportation (not supplied through the market) to the outrageous incidence of poverty and famine in countries that have had capitalism foisted on them.3 All this testifies to a “market failure,” or rather a failure of the capitalist, competitive, profit-driven mode of production, which, far from satisfying social needs, multiplies and aggravates them. This should not be surprising. An economic system premised on two irreconcilable antagonisms—that between worker and supplier-of-capital and that between every supplier-of-capital and every other4—and which is propelled by the structural necessity of exploiting and undermining both one’s employees and one’s competitors in order that ever-greater profits may be squeezed out of the population, is not going to lead to socially harmonious outcomes. Only in the unreal world of standard neoclassical economics, which makes such assumptions as perfect knowledge, perfect capital and labor flexibility, the absence of firms with “market power,” the absence of government, and in general the myth of homo economicus—the person susceptible of no other considerations than those of pure “economic rationality”—is societal harmony going to result.

With this warning, Mussolini demanded and was given authority to do just about whatever he wanted; but his initial priority, surprisingly, was good government. He knew that citizens were fed up with a bureaucracy that seemed to grow bigger and less efficient each year, so he insisted on daily roll calls in ministry offices and berated employees for arriving late to work or taking long lunches. He initiated a campaign to drenare la palude (“drain the swamp”) by firing more than 35,000 civil servants. He repurposed Fascist gangs to safeguard rail cargo from thieves. He allocated money to build bridges, roads, telephone exchanges, and giant aqueducts that brought water to arid regions. He gave Italy an eight-hour workday, codified insurance benefits for the elderly and disabled, funded prenatal health care clinics, established seventeen hundred summer camps for children, and dealt the Mafia a blow by suspending the jury system and short-circuiting due process. With no jury members to threaten and judges answerable directly to the state, the courts were as incorruptible as they were docile. Contrary to legend, the dictator didn’t quite succeed in making the trains run on time, but he earned bravos for trying.

In many ways the East India Company was a model of commercial efficiency: one hundred years into its history, it had only thirty-five permanent employees in its head office. Nevertheless, that skeleton staff executed a corporate coup unparalleled in history: the military conquest, subjugation and plunder of vast tracts of southern Asia. It almost certainly remains the supreme act of corporate violence in world history.

A government of the rich prevailed in all the free cities of the Middle Ages, and survived in Venice until Napoleon extinguished it. Such governments have been, on the whole, more enlightened and astute than any others known to history. Venice, in particular, steered a prudent course through centuries of complicated intrigue, and had a diplomatic service far more efficient than that of any other State. Money made in commerce is made by cleverness which is not dictatorial, and this characteristic is displayed by governments composed of successful merchants. The modern industrial magnate is a totally different type, partly because he deals largely with the technical manipulation of materials, partly because his dealings with human beings are preponderantly with an army of employees rather than with equals who must be persuaded, not coerced.

Truth loves nothing better than simplicity of truth: that is the lesson Columbe Josse ought to have learned from her medieval readings. But all she seems to have gleaned from her studies is how to make a conceptual fuss in the service of nothing. It is a sort of endless loop, and also a shameless waste of resources, including the courier and my own self. . . . Granted, the young woman has a fairly efficient way with words, despite her youth. But the fact that the middle classes are working themselves to the bone, using their sweat and taxes to finance such pointless and pretentious research leaves me speechless. Every gray morning, day after gloomy day, secretaries, craftsmen, employees, petty civil servants, taxi drivers and concierges shoulder their burdens so that the flower of French youth, duly housed and subsidized, can squander the fruit of all that dreariness upon the altar of ridiculous endeavors . . . Should you devote your time to teaching, to producing a body of work, to research, to culture? It makes no difference. The only thing that matters is your intention: are you elevating thought and contributing to the common good, or rather joining the ranks in the field of study whose only purpose is its own perpetuation, and only function the self-reproduction of the elite - for this turns the University into a sect.

When employers designate certain jobs "professional" and insist that employees have professional training – not just the technical skills that seem sufficient to do the work – they must have more in mind than efficiency. Hierarchical organizations need professionals, because through professionals those at the top control the political content of what is produced, and because professionals contribute to the bosses' control of the workforce itself.

1. Trust. Without trust, communication breaks. More specifically: In any human interaction, the required amount of communication is inversely proportional to the level of trust. Consider the following: If I trust you completely, then I require no explanation or communication of your actions whatsoever, because I know that whatever you are doing is in my best interests. On the other hand, if I don’t trust you at all, then no amount of talking, explaining, or reasoning will have any effect on me, because I do not trust that you are telling me the truth. In a company context, this is a critical point. As a company grows, communication becomes its biggest challenge. If the employees fundamentally trust the CEO, then communication will be vastly more efficient than if they don’t. Telling things as they are is a critical part of building this trust. A CEO’s ability to build this trust over time is often the difference between companies that execute well and companies that are chaotic.

The relationship between the Sophotechs and the men as depicted in that tale made no sense. How could they be hostile to each other?” Diomedes said, “Aren’t men right to fear machines which can perform all tasks men can do, artistic, intellectual, technical, a thousand or a million times better than they can do? Men become redundant.” Phaethon shook his head, a look of distant distaste on his features, as if he were once again confronted with a falsehood that would not die no matter how often it was denounced. In a voice of painstaking patience, he said: “Efficiency does not harm the inefficient. Quite the opposite. That is simply not the way it works. Take me, for example. Look around: I employed partials to do the thought-box junction spotting when I built this ship. My employees were not as skilled as I was in junction spotting. It took them three hours to do the robopsychology checks and hierarchy links I could have done in one hour. But they were in no danger of competition from me. My time is too valuable. In that same hour it would have taken me to spot their thought-box junction, I can earn far more than their three-hour wages by writing supervision architecture thought flows. And it’s the same with me and the Sophotechs. “Any midlevel Sophotech could have written in one second the architecture it takes me, even with my implants, an hour to compose. But if, in that same one second of time, that Sophotech can produce something more valuable—exploring the depth of abstract mathematics, or inventing a new scientific miracle, anything at all (provided that it will earn more in that second than I earn in an hour)—then the competition is not making me redundant. The Sophotech still needs me and receives the benefit of my labor. Since I am going to get the benefit of every new invention and new miracle put out on the market, I want to free up as many of those seconds of Sophotech time as my humble labor can do. “And I get the lion’s share of the benefit from the swap. I only save him a second of time; he creates wonder upon wonder for me. No matter what my fear of or distaste for Sophotechs, the forces in the marketplace, our need for each other, draw us together. “So you see why I say that not a thing the Silent One said about Sophotechs made sense. I do not understand how they could have afforded to hate each other. Machines don’t make us redundant; they increase our efficiency in every way. And the bids of workers eager to compete for Sophotech time creates a market for merely human work, which it would not be efficient for Sophotechs to underbid.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

A sustainable firm provides employees and customers with an inspiring vision to make the world a better place; efficiently delivers value to its customers, consistent with the firm’s vision, thereby earning economic returns, over the long term, that at least equal the cost of capital; builds long-term, win–win relationships with all its stakeholders; and applies creative systems thinking to the design, manufacturing, delivery, and recycling of its products, including their supply chains, so as to reduce waste and harm to the environment. The

Light-touch government works more efficiently in the presence of social capital. Police close more cases when citizens monitor neighborhood comings and goings. Child welfare departments do a better job of “family preservation” when neighbors and relatives provide social support to troubled parents. Public schools teach better when parents volunteer in classrooms and ensure that kids do their homework. When community involvement is lacking, the burdens on government employees—bureaucrats, social workers, teachers, and so forth—are that much greater and success that much more elusive.

The more we have of something, the less happiness we derive from it. We continuously raise the bar for what we want or feel we need in order to be happy—and the hedonic treadmill spins faster with ambition. In other words, the downside to being ambitious is a constant sense of dissatisfaction with our achievements. What works well in Denmark is that enjoying a good quality of life does not have to cost a lot of money. If I lost my job and my savings, I would still be able to enjoy most of the same things I enjoy today. It is not only about how much money we make, it is also about what we do with the money we have. See experiences as an investment in happy memories and in your personal story and development. Our happiness has an impact on our health. A greater level of happiness predicts better future physical health. The biggest obstacles to happiness are feeling inferior or excluded. Some of the best decisions we make come from that inner voice that says, ‘Why not?’ You are likely to be more efficient if you have less time. Meetings are employees talking about work that they have done or work that they are going to do, and managers are people whose job it is to interrupt people. Both are killing our productivity.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

these models are constructed not just from data but from the choices we make about which data to pay attention to—and which to leave out. Those choices are not just about logistics, profits, and efficiency. They are fundamentally moral. If we back away from them and treat mathematical models as a neutral and inevitable force, like the weather or the tides, we abdicate our responsibility. And the result, as we’ve seen, is WMDs that treat us like machine parts in the workplace, that blackball employees and feast on inequities. We must come together to police these WMDs, to tame and disarm them. My hope is that they’ll be remembered, like the deadly coal mines of a century ago, as relics of the early days of this new revolution, before we learned how to bring fairness and accountability to the age of data. Math deserves much better than WMDs, and democracy does too.

For years, Britain operated a research facility called the Common Cold Unit, but it closed in 1989 without ever finding a cure. It did, however, conduct some interesting experiments. In one, a volunteer was fitted with a device that leaked a thin fluid at his nostrils at the same rate that a runny nose would. The volunteer then socialized with other volunteers, as if at a cocktail party. Unknown to any of them, the fluid contained a dye visible only under ultraviolet light. When that was switched on after they had been mingling for a while, the participants were astounded to discover that the dye was everywhere—on the hands, head, and upper body of every participant and on glasses, doorknobs, sofa cushions, bowls of nuts, you name it. The average adult touches his face sixteen times an hour, and each of those touches transferred the pretend pathogen from nose to snack bowl to innocent third party to doorknob to innocent fourth party and so on until pretty much everyone and everything bore a festive glow of imaginary snot. In a similar study at the University of Arizona, researchers infected the metal door handle to an office building and found it took only about four hours for the “virus” to spread through the entire building, infecting over half of employees and turning up on virtually every shared device like photocopiers and coffee machines. In the real world, such infestations can stay active for up to three days. Surprisingly, the least effective way to spread germs (according to yet another study) is kissing. It proved almost wholly ineffective among volunteers at the University of Wisconsin who had been successfully infected with cold virus. Sneezes and coughs weren’t much better. The only really reliable way to transfer cold germs is physically by touch. A survey of subway trains in Boston found that metal poles are a fairly hostile environment for microbes. Where microbes thrive is in the fabrics on seats and on plastic handgrips. The most efficient method of transfer for germs, it seems, is a combination of folding money and nasal mucus. A study in Switzerland in 2008 found that flu virus can survive on paper money for two and a half weeks if it is accompanied by a microdot of snot. Without snot, most cold viruses could survive on folding money for no more than a few hours.

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But one can see exactly why Dr Ali is so successful - he seems to offer a solution within the individual's grasp: you may not be able to change deadlines and workloads, but you can make yourself more efficient. Ancient wisdoms can be adapted to speed up human beings: this is the kind of individualised response which fits neatly into a neo-liberal market ideology. It draws on Eastern contemplative traditions of yoga and meditation which place the emphasis on individual transformation, and questions the effectiveness of collective political or social activism. Reflexology, aromatherapy, acupuncture, massage - these alternative therapies are all booming as people seek to improve their sense of well-being and vitality. Much of it makes sense - although trips to the Himalayas are hardly within the reach of most workers and the complementary health movement plays an important role in raising people's under standing of their own health and how to look after themselves. But the philosophy of improving ‘personal performance' also plays into the hands of employers' rationale that well-being and coping with stress are the responsibility of the individual employee. It reinforces the tendency for individuals to search for 'biographic solutions to structural contradictions', as the sociologist Ulrich Beck put it: forget the barricades, it's revolution from within that matters. This cultural preoccupation with personal salvation stymies collective reform, and places an onerous burden on the individual. It effectively reinforces the anxieties and insecurities which it offers to assuage.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

What do you call 1,000 government employees with no mouths or legs? More efficient.

To become a brand, you’ve got to become relentlessly focused on what you do that adds value. And I promise you can add value to whatever job you’re doing now. Can you do what you do faster and more efficiently? If so, why not document what it would take to do so and offer it to your boss as something all employees might do? Do you initiate new projects on your own and in your spare time? Do you search out ways to save or make your company more money?

Acronyms Seriously Suck: There is a creeping tendency to use made up acronyms at SpaceX. Excessive use of made up acronyms is a significant impediment to communication and keeping communication good as we grow is incredibly important. Individually, a few acronyms here and there may not seem so bad, but if a thousand people are making these up, over time the result will be a huge glossary that we have to issue to new employees. No one can actually remember all these acronyms and people don’t want to seem dumb in a meeting, so they just sit there in ignorance. This is particularly tough on new employees. That needs to stop immediately or I will take drastic action—I have given enough warnings over the years. Unless an acronym is approved by me, it should not enter the SpaceX glossary. If there is an existing acronym that cannot reasonably be justified, it should be eliminated, as I have requested in the past. For example, there should be no “HTS” [horizontal test stand] or “VTS” [vertical test stand] designations for test stands. Those are particularly dumb, as they contain unnecessary words. A “stand” at our test site is obviously a *test* stand. VTS-3 is four syllables compared with “Tripod,” which is two, so the bloody acronym version actually takes longer to say than the name! The key test for an acronym is to ask whether it helps or hurts communication. An acronym that most engineers outside of SpaceX already know, such as GUI, is fine to use. It is also ok to make up a few acronyms/contractions every now and again, assuming I have approved them, eg MVac and M9 instead of Merlin 1C-Vacuum or Merlin 1C-Sea Level, but those need to be kept to a minimum. This was classic Musk. The e-mail is rough in its tone and yet not really unwarranted for a guy who just wants things done as efficiently as possible. It obsesses over something that other people might find trivial and yet he has a definite point. It’s comical in that Musk wants all acronym approvals to run directly through him, but that’s entirely in keeping with the hands-on management style that has, mainly, worked well at both SpaceX and Tesla. Employees have since dubbed the acronym policy the ASS Rule.

Engagement and Organizational Efficiency Engagement of individuals without relevant collective alignment is bound to fail. Engagement has to be directed towards a common vision and direction. In the Global Workforce Study, Towers Watson (2012) showed that highly engaged employees have: Lower “presenteeism” or lost productivity at work: 7.6 days lost each year, against 14.1 days for disengaged employees Less absenteeism: 3.2 days each year, against 4.2 days for disengaged employees Less likelihood to leave than their disengaged colleagues: only 18% of highly engaged are ready to leave their employer in the next two years compared

The right way to think about domain knowledge is as a corporate capital asset, as dollars of investment in the head of each knowledge worker, put there by organizational investment in that employee. When that person leaves, the asset is gone. If you did a rigorous accounting of this human capital, you would be obliged to declare an extraordinary loss each time one of your people quit.

The problem with a competitive business goes beyond lack of profits. Imagine you’re running one of those restaurants in Mountain View. You’re not that different from dozens of your competitors, so you’ve got to fight hard to survive. If you offer affordable food with low margins, you can probably pay employees only minimum wage. And you’ll need to squeeze out every efficiency: that’s why small restaurants put Grandma to work at the register and make the kids wash dishes in the back. Restaurants aren’t much better even at the very highest rungs, where reviews and ratings like Michelin’s star system enforce

In many companies, managers’ pay is contingent upon the efficiency of their staff as measured by revenue per employee hour. Scheduling software helps them boost these numbers and their own compensation. Even when executives tell managers to loosen up, they often resist. It goes against everything they’ve been taught. What’s more, at Starbucks, if a manager exceeds his or her “labor budget,” a district manager is alerted, said one employee. And that could lead to a write-up. It’s usually easier just to change someone’s schedule, even if it means violating the corporate pledge to provide one week’s notice.

a typical nineteenth-century factory, employees were required to arrive and be ready for work when the factory’s whistle blew or forfeit half a day’s wages. They were then expected to work steadily and rapidly for twelve or more hours under the supervision of foremen whose job was to ensure that production continued efficiently and effectively. Eighty-plus-hour weeks, low wages, and dangerous working conditions were so prevalent that eventually labor unions and governments began to enact reforms to make industrial work safer and less inhumane. After

The perfect tool to help make running your business easier and more profitable. The Harbortouch POS system is the perfect tool to help make running your business easier and more profitable. Harbortouch combines the highest quality hardware with cutting edge software and offers these high-end POS systems at no cost to you! Manage your business with an easy to use point of sale solution, complete with back office accessibility and reporting. Send offers to your customers via Facebook, Twitter, SMS text or online to help grow your business. Wherever you may be, accepting credit card payments have never been so quick, easy and affordable. Perfect for small retail stores, yogurt shops, cafes, kiosks,food trucks and other small merchants :- ->Base package includes 13.3" touch-screen display, cash drawer, receipt printer, integrated customer display, 5 employee cards, and waterproof foldable keyboard. ->Cloud-based reporting and POS management through Lighthouse. ->Cutting-edge payment technology supports all major credit/debit cards (including PIN debit), NFC, EMV, Apple Pay and Perkwave. ->Just 1.59% + 20 cents per transaction. ->$39/month service fee. ->Optional accessories include remote printer (only supports 1 remote printer per location) and bar code reader. ->Harbortouch offers 50 free customized, full color gift cards and a 60-day free trial to all of our merchants. Manage multiple operations through your Harbortouch POS system: accept cash, checks, credit and debit, place orders, access reports, track inventory, and manage employees with the built-in time clock. Increase operational efficiency, minimize ordering errors and reduce shrinkage. More accurate employee time tracking reduces payroll while Harbortouch's reporting capabilities help you decrease accounting and bookkeeping expenses. Our award winning customer support is handled entirely in-house and is available 24 hours a day, 7 days a week.

Henry Ford, when asked about his employees, said it best: “None of our men are ‘experts.’ We have most unfortunately found it necessary to get rid of a man as soon as he thinks himself an expert because no one ever considers himself expert if he really knows his job. A man who knows a job sees so much more to be done than he has done, that he is always pressing forward and never gives an instant of thought to how good and how efficient he is. Thinking always ahead, thinking always of trying to do more, brings a state of mind in which nothing is impossible. The moment one gets into the ‘expert’ state of mind a great number of things become impossible.

Hank continued to look confused. “So, what’s she like otherwise? Is she a nice person?” Duane shrugged. “Not particularly. She’s businesslike, to the point. Cletus calls her efficient.” “Duane and Cletus would know.” I indicated to my brother with my chin. “She’ll talk to them, but she still doesn’t speak to me.” “So, Miss Too Pretty ignoring you has your boxers in a bunch?” Hank looked like he was stifling a laugh. “Like I said, it has nothing to do with her looks. And she can keep on ignoring me. I don’t care about that. But you’d be irritated too if someone you didn’t know told you your face was distorted.” “She didn’t say your face was distorted, dummy.” Duane rolled his eyes. I pointed at my brother. “She said yourface was perfectly symmetrical and myface was wonky. And that—plus I’m an idiot—is how she could tell us apart.” Hank barked a laugh. I glowered at my friend. “And I’m the one who needed to apologize?” “Now see, I don’t think you needed to apologize for mistaking her for a stripper. I think you needed to apologize for suggesting she take off her clothes. There’s the difference.” Duane nodded at his own words. “Technically, I didn’t suggest she take off her clothes. I suggested she keep them on.” Hank rubbed his chin. “You shouldn’t have made any reference to her clothes at all, especially since you’ll be working with her for the foreseeable future. That’s just unprofessional.” “Unprofessional?” I couldn’t believe the words out of my friend’s mouth, especially considering his practice of sending strippers to welcome me home was the cause of this mess in the first place. “Don’t look at me like that. I work in a strip club; you work in an auto shop. Of course I have to talk to my employees about their costumes and such.” Hank gave me a pointed look as he brought the beer bottle to his mouth and said before taking a sip, “The only stripping you should be discussing with this woman is salvaging for car parts.

Does the flat tax work?...The flat tax works in a country that is a former Communist state, with no investment capital, and low wage rates, which needs to build a capitalist economy from a base of approximately zero. The flat tax works if people are willing to pay a 20% sales tax on everything they buy to make up for lower revenue. The flat tax works if employers are willing to pay 34%, or more, in Social Security taxes for every employee they hire. The flat tax works in a country where almost everyone has the same amount of wealth so there's no need for the distributive effect of graduated rates. And if all these conditions are met, the flat-rate tax will probably work as long as the economy is on a path of steady growth.

Through the process, Gilfoy discovered the most fundamental way to overcome the workforce’s inherent fear of simplicity was to explain the link between simplifying processes and expanding the company’s capacity. Simplification was a way to ensure employees could be released from administrative tasks and turn their attention to the company’s strategic priorities and, in the case of Vancity, the member experience. Less time focused on policies and process would make any company more efficient, but only as a side benefit. The real hope was that rapid cycling would empower individual employees to return to the work that matters. As Gilfoy explained, without addressing the fear that people were going to be pink-slipped at the end of the process, “We couldn’t get the same level of participation or the same level of thinking. And we certainly wouldn’t get the same level of output.

Page 1-2 One of the most serious concerns of the Thai government for the past forty years or so has been the presence within the national society of an economically powerful minority group whose way of life is alien, and in some respects incompatible, to the Thai way of life. How to assimilate this minority, or at least to reduce its influence nationally, is a question which has troubled a succession of Thai monarchs and prime ministers. To speak of the Chinese minority as constituting a problem is only to recognize this concern felt in varying degrees by all Thai political leaders. Yet, the Chinese living in Thailand are peaceful and self-disciplined, a thrifty and very industrious people who have made significant contributions to their adopted land—to what extent, then, can they be regarded as a ‘problem’? While the Chinese problem has many dimensions, at is first of all an economic problem, and it is precisely this aspect which looms largest for the Thai. As they see it, the Chinese, welcomed into the Kingdom years ago by a generous government, have since that time subtly undermined the livelihood of the Thai people themselves. They have driven the latter from various skilled crafts, monopolized new occupations, and through combination of commercial know-how and chicanery have gained a stranglehold over the trade and commerce of the entire Kingdom. The Thai see the Chinese as exploiting unmercifully their advantageous economic position: the Thai are obliged to pay high prices to the Chinese for the very necessities of life, and on the other hand are forced to accept the lowest price for the rice they grow. Through deliberate profiteering, according to standard Thai thinking, this minority has driven up living costs, hitting especially hard government employees on fixed salaries. It is also charged that profits made by the Chinese go out of the country in the form of remittances to China, which means a continuous and gigantic draining away of the Kingdom’s wealth. To protect their favored economic position, one hears, the Chinese have not hesitated to bribe officials, which in turn has undermined the efficiency and morale of the public service. Efforts to protect the economic interests of the Thai people through legislation have been only partially effective, again because of Chinese adeptness at evasion and dissimulation.

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

Call center solutions for small business What does it mean to develop a call center solutions that is small business friendly? It is unique to each organisation, which necessitates that the design be designed on a case-by-case basis. Do you have a partner who is willing to help you build your solution from the ground up? Scaling is a crucial aspect of developing a call center solution for a small organisation. Tiny businesses aren't always small businesses. By the end of a single year, a company that accepts a few dozen calls per week may be taking several hundred calls per day — Alternatively, they could remain the same size. It depends on a number of things, one of which is whether they are committed to providing the resources their customers and employees require for organic growth. Speak with your technology solutions provider about scalability if you want to provide your company the chance to expand. ChaseData offers a variety of scalability alternatives, including solutions that allow for remote agent flexibility, allowing your team to grow and shrink as needed. That way, you'll always be in control of your labour costs, and you'll have the correct number of employees on hand to handle whatever your customer base throws at you! Small Business Still Be Smart A prevalent assumption is that small business call center solutions must be limited in terms of features and capabilities. This is absolutely not the case. When it comes to the technology employed in today's call centers, small can be mighty. One of the most pressing concerns when it comes to increasing efficiency and productivity in a call center – whether large or small – is reducing time spent on repetitive information. Consumers frequently say that they spend several minutes providing simple information to call center personnel, including repeating it several times for verification or because their call has been moved. This process is not only inconvenient for the caller, but it can also be a waste of time and money for your call center! Using smarter technology to limit the quantity of data that must be transmitted is a wonderful approach to improve productivity, efficiency, and customer happiness. It assists in the reduction Our Topics Tags -: ivr solutions in delhi | voice blaster | voice logger | GSM PRI Gateway | GSM VoIP Gateway | Gsm gateway

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

The goal of leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

Policies and control processes became so foundational to our work that those who were great at coloring within the lines were promoted, while many creative mavericks felt stifled and went to work elsewhere. I was sorry to see them go, but I believed that this was what happens when a company grows up. Then two things occurred. The first is that we failed to innovate quickly. We had become increasingly efficient and decreasingly creative. In order to grow we had to purchase other companies that did have innovative products. That led to more business complexity, which in turn led to more rules and process. The second is that the market shifted from C++ to Java. To survive, we needed to change. But we had selected and conditioned our employees to follow process, not to think freshly or shift fast. We were unable to adapt and, in 1997, ended up selling the company to our largest competitor.

1.   Quality of service shall be construed to mean the performance of every detail, in connection with your position, in the most efficient manner possible, with the object of greater efficiency always in mind. 2.   Quantity of service shall be understood to mean the habit of rendering all the service of which you are capable, at all times, with the purpose of increasing the amount of service rendered as greater skill is developed through practice and experience. Emphasis is again placed on the word habit. 3.   Spirit of service shall be construed to mean the habit of agreeable, harmonious conduct which will induce cooperation from associates and fellow employees.

The public corporation as a social institution was reinterpreted as a costly error, and its long-standing reciprocities with customers and employees were recast as destructive violations of market efficiency.

All this conditioning is designed to prepare us for the workforce, where we will be expected to follow the same rules, conform to the same expectations, and perform tasks efficiently without questioning our purpose. Keep in mind that governments make most of their income from employee taxes, so it benefits them by producing employees who will pay taxes and become the income source for the state.

What to do to be an Expert in Freelancing? What is Freelancing? We already know that, Now let's see What to do to be an Expert in Freelancing - Things to do for Self Development: Get positive feedback from clients by practicing what you are good at, and finding work that matches your skills. This is the key to your improvement and the first step to success. When you start to succeed, choose the opportunities that work best for you. Use the time appropriately and fully. Some of the processes of Self-Presentation after Self-Development are discussed below - Process of Introducing Yourself: 1. Enhance your profile and build your portfolio with accurate information about yourself. 2. Create your own signature that will identify you in your work. 3. Always use your own photo and signature for original work. 4. Run your own campaign. For example: commenting on others' posts, making full use of social sites, keeping in touch with others, doing service work, teaching others, participating in various seminars, and distributing leaflets or posters. Showing Professionalism: How to express or calculate that you are a professional? There are many ways, by which you can easily express that you are a professional entrepreneur or employee. The ways are: 1. Professionals never work for free, so before starting a job, you must be sure about the remuneration. 2. Professionals don't work on balance, if you want to show professionalism you must pay in cash or promise to pay half in advance and the rest at the end of the job. 3. A professional never lacks any research or communication for his work. Win the Client's Heart: There are thousands of freelancers in front of a client for a job, but only one gets the job. The person who got the job got it because he presented himself in the client's mind. Mistakes to Avoid: Only humans are fallible. It is natural for people to make mistakes, but if people can't learn from those mistakes then it is better not to make such mistakes. The Mistakes are: 1. Failure to identify oneself. 2. Show Engagement. 3. Lack of communication with the client etc. Being Punctual: It is wise to do the work on time. Never leave work. Because if you leave work, the amount of work will increase and not decrease. Therefore, it is better to do the work of time in time and move towards the formation of life by being respectful of time. So, if the above tasks are done or followed correctly, achieving success as a freelancer is just a saying. To make yourself a successful and efficient freelancer, the importance and importance of the above topics is immense.

The goal of digital leadership is not to get teams together and chase after the speed of technology advancement, the speed is supersonic and the advancement is exponential. The goal of digital leadership is to draw the roadmaps to the digital future, leveraging technology, leverage its speed in pursuit to transform and improve service delivery, operational efficiency, employee engagement, customer experience and engagement among others.

It is a rare executive who understands this. The controller who in a desperate financial crisis preaches cost reduction is seldom capable of leaving alone minor blemishes, elimination of which will achieve nothing. He may know, for instance, that the significant costs that are out of control are in the sales organization and in physical distribution. And he will work hard and brilliantly at getting them under control. But then he will discredit himself and the whole effort by making a big fuss about the “unnecessary” employment of two or three old employees in an otherwise efficient and well-run plant. And

Employment drug testing is a critical practice that helps businesses maintain a safe and productive environment. It ensures that employees are not using substances that could impair their judgment, performance, or safety at work. In industries where precision and safety are key, such as construction, healthcare, and transportation, regular drug testing reduces the risk of accidents and enhances overall workplace efficiency. Employers can implement employment drug testing during the hiring process or conduct random tests for current employees. This not only helps in detecting potential substance abuse but also serves as a preventive measure, deterring employees from using drugs. Additionally, it helps companies comply with legal regulations, avoiding costly lawsuits or fines related to workplace safety violations.

In the 1860s and ’70s, the Victorians trained their talent for productivity and standardization onto the school system. In 1880, education became compulsory for all children aged between five and ten. This made many things possible for the first time: mass literacy was one; the establishment of a benchmark for normal cognitive development was another. Not only possible, but necessary. For efficiency in mass production, you need your employees to work at more or less the same speed. For efficiency in mass education, you need your pupils to learn and develop at more or less the same rate. Hence the emergence of a new problem in need of a solution: the slow or ‘backward’ child.

With such theories, economists developed a very elaborate toolkit for analyzing markets, measuring the "variance" and "betas" of different securities and classifying investment portfolios by their probability of risk. According to the theory, a fund manager can build an "efficient" portfolio to target a specific return, with a desired level of risk. It is the financial equivalent of alchemy. Want to earn more without risking too much more? Use the modern finance toolkit to alter the mix of volatile and stable stocks, or to change the ratio of stocks, bonds, and cash. Want to reward employees more without paying more? Use the toolkit to devise an employee stock-option program, with a tunable probability that the option grants will be "in the money." Indeed, the Internet bubble, fueled in part by lavish executive stock options, may not have happened without Bachelier and his heirs.

Back in the days of the industrial economy, building a successful workplace meant finding efficiencies through eliminating errors, standardizing performance, and squeezing more out of workers. How employees felt while doing their job was of secondary interest, because it had limited impact on their performance. The main thing was that the work got done. Today things are different. Our work is infinitely more complex. We rarely need employees to simply do routine, repetitive tasks—we also need them to collaborate, plan, and innovate. Building a thriving organization in the current economy demands a great deal more than efficiency. It requires an environment that harnesses intelligence, creativity, and interpersonal skill.

Vector Medical’s RCPSC-certified occupational medicine specialists have proven track records in improving the trajectory of employee recovery, creating efficiencies in the development and implementation of return-to-work plans and increasing the overall success of disability management efforts.

Over the past few months, we have introduced a number of great benefits and tools to make us more productive, efficient and fun. With the introduction of initiatives like FYI, Goals and PB&J, we want everyone to participate in our culture and contribute to the positive momentum. From Sunnyvale to Santa Monica, Bangalore to Beijing—I think we can all feel the energy and buzz in our offices. To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo, and that starts with physically being together. Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices. Thanks to all of you, we’ve already made remarkable progress as a company—and the best is yet to come. Jackie

Faced with the task of building a strong, cohesive corporate culture, many software companies have borrowed heavily from other organizations. Trilogy Software made headlines by sending its new recruits to a training “boot camp” for three months—with classes running from 8:00 a.m. to midnight, seven days a week, for the first month. Other companies, such as Scient, subject their new recruits to intense pep rallies, with constant repetition of the company slogan— “I’m on fire!” The popularity of these tactics has even led to some hand-wringing about the cult-like character of many business initiation rituals. One writer for Shift magazine captured the dilemma quite well in a brilliant article entitled “Why Your Fabulous Job Sucks.” “Work is a blast. Your colleagues are cool and they dig having your dog around. But something evil lures you to the company beer fridge. Ever wonder why you’re never home?” The observation here is quite astute. Creating a cool work environment, holding fabulous office parties with great bands, letting people wear whatever they want, setting up the LAN for multiplayer gaming— this may all seem like corporate generosity. But it also has a sound economic rationale. All these devices help to build among young employees allegiance, loyalty, and a willingness to work. The easiest way to persuade people to pull an all-nighter is to make being at the office more fun than being at home.

In 1982, economists at the Brookings Institute estimated that about 62 per cent of the value of a typical American firm stemmed from its physical assets—everything from tables and chairs to factories and inventories. Everything else consisted of more intangible “knowledge assets.” By 1992, the balance had completely reversed. They calculated that only 38 per cent of the average firm’s value came from its physical assets. With the shift towards more knowledge-intensive production processes, it is natural that firms should start to worry much more about employee loyalty. It is relatively easy to stop employees from making off with company property—just post guards at the gate. But when employees leave, they generally take with them all the knowledge and experience they have acquired, and there is no way to stop them. So the best way for a firm to retain control of its assets is to build a strong organizational culture, one that will inspire loyalty and allegiance from its employees. From this perspective, it is entirely predictable that the firms that depend most heavily on the knowledge of their workers will also be the firms that put the most effort into employee retention. Software companies in particular are famous for their efforts to create a corporate culture that will secure employee allegiance.

q) Consultation with CVC or UPSC where necessary (r) Forward the inquiry report to the delinquent employee together with the reasons for disagreement, if any and the recommendations of the CVC where applicable - Rule 15(2) (s) Considering the response of the delinquent employee to the inquiry report and the reasons for disagreement and taking a view on the quantum of penalty or closure of the case. Rule 15(2)A (t) Pass final order in the matter – Rule 15(3) (u) On receipt of copy of the appeal from the penalized employee, prepare comments on the Appeal and forward the same to the Appellate Authority together with relevant records. - Rule 26(3) 9. What happens if any of the functions of the Disciplinary Authority has been performed by an authority subordinate to the disciplinary authority? Where a statutory function has been performed by an authority who has not been empowered to perfrom it, such action without jurisdiction would be rendered null and void. The Hon’ble Supreme Court in its Judgment dated 5 th September 2013, in Civil Appeal No. 7761 of 2013 (Union of India & Ors.Vsd. B V Gopinathan) has held that the statutory power under Rule 14(3) of the CCA rule has necessarily to be performed by the Disciplinary Authority. as under: “49. Although number of collateral issues had been raised by the learned counsel for the appellants as well the respondents, we deem it appropriate not to opine on the same in view of the conclusion that the charge sheet/charge memo having not been approved by the disciplinary authority was non est in the eye of law. ” 10. What knowledge is required for the efficient discharge of the duties in conducting disciplinary proceedings? Disciplinary Authority is required to be conversant with the following: � Constitutional provisions under Part III (Fundamental Rights) and Part XIV (Services Under the Union and the States) � Principles of Natural Justice 7

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

I'm sorry, sir, but we have a dress code," said the official. I knew about this. It was in bold type on the website: Gentlemen are required to wear a jacket. "No jacket, no food, correct?" "More or less, sir." What can I say about this sort of rule? I was prepared to keep my jacket on throughout the meal. The restaurant would presumably be air-conditioned to a temperature compatible with the requirement. I continued toward the restaurant entrance, but the official blocked my path. "I'm sorry. Perhaps I wasn't clear. You need to wear a jacket." "I'm wearing a jacket." "I'm afraid we require something a little more formal, sir." The hotel employee indicated his own jacket as an example. In defense of what followed, I submit the Oxford English Dictionary (Compact, 2nd Edition) definition of jacket:1(a) An outer garment for the upper part of the body. I also note that the word jacket appears on the care instructions for my relatively new and perfectly clean Gore-Tex jacket. But it seemed his definition of jacket was limited to "conventional suit jacket." " We would be happy to lend you one, sir. In this style." "You have a supply of jacket? In every possible size?" I did not add that the need to maintain such an inventory was surely evidence of their failure to communicate the rule clearly, and that it would be more efficient to improve their wording or abandon the rule altogether. Nor did I mention that the cost of jacket purchase and cleaning must add to the price of their meals. Did their customers know that they were subsidizing a jacket warehouse?

As much as I admire the efficiency of the caterpillar in its cocoon, I do not believe that creative products should be developed in a vacuum (arguably, that was one of the mistakes we made on the film about blue-footed newts). I know some people who like to keep their gem completely to themselves while they polish it. But allowing this kind of behavior isn’t protection. In fact, it can be the opposite: a failure to protect your employees from themselves. Because if history is any guide, some are diligently trying to polish a brick.

It’s nontrivial for a company and everyone in it to know “who we are.” A little bit easier, however, is to know “who we aren’t.” When even that knowledge is missing—when there is no basis in the company to say about a given cockamamy scheme “it just isn’t us”—the company clearly lacks vision. Vision implies a visionary. There has to be one person who knows in his or her bones what’s “us” and what isn’t. And it can’t be faked. Employees can smell an absence of vision the way a dog can smell fear.

On balance, disruptive innovation is very positive. In an isolated environment, something is being done in a traditional way. Then innovative entrepreneurs come out and say, “Hey, you can do this much more efficiently for a fraction of the cost and with a tenth of the number of employees.” For customers, it’s fantastic. But there are people who are losing jobs, which is not great for them and potentially a burden for society. Over the long term, however, if you don’t have disruptive innovation, you will become a country or a market full of incumbents and will eventually be disrupted by somebody else, which would be very bad for you. So yes, on balance, disruptive innovation is good. Many people think of technological innovation and entrepreneurship as an American, and particularly a Silicon Valley, specialty. You’re an example of the global spread of tech entrepreneurship. Are you an exception, or are you the new rule? This is something I’m really excited about. One of the reasons I started Atomico eight years ago was to prove that Skype was not just the one exception where a global tech company was created outside of Silicon Valley. Silicon Valley was the first technology ecosystem created. It’s been around for over 50 years. And it is the most prolific location for creating successful technology businesses. But we did some research and looked at the last ten years in the Internet and software sector to see where the billion-dollar companies were coming from. What we found was that 40 percent of those companies came from Silicon Valley and 60 percent came from outside. My prediction would be that over the next ten years, Silicon Valley will account for less than 40 percent. [For a technology ecosystem to thrive,] you need to have people who are encour aging. You need to have role models. You need to have capital. And you need to have people who want to come and work for these entrepreneurs. That is starting to happen in more and more places. Obviously, China, with Beijing, is in second place. But Sweden is now third in the world in producing billion-dollar software and Internet companies over the last ten years. There’s no lack of talent in these other places, and technology education is very good all around. Ten or 15 years ago, if you wanted to be an Internet innovator or entrepreneur, you packed your bag and bought a one-way ticket to Silicon Valley and made it over there. Today, you don’t need to do that. You can be equally successful in many other places around the world. This is an irreversible trend. I think you’re going to see more and more great entrepreneurs and great technology companies being created in other places.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

In many ways, the U.S. bureaucracy has moved away from the Weberian ideal of an energetic and efficient organization staffed by people chosen for their ability and technical knowledge. The system as a whole is less merit-based: rather than coming from top schools, 45 percent of recent new hires to the federal service are veterans, as mandated by Congress. And a number of surveys of the federal work force paint a depressing picture. According to the scholar Paul Light, “Federal employees appear to be more motivated by compensation than mission, ensnared in careers that cannot compete with business and nonprofits, troubled by the lack of resources to do their jobs, dissatisfied with the rewards for a job well done and the lack of consequences for a job done poorly, and unwilling to trust their own organizations.

We cannot continue to evaluate personnel on the simple measure of whether crime is up or down relative to a prior period. Most importantly, CompStat has ignored measurement of other core functions. Chiefly, we fail to measure what may be our highest priority: public satisfaction. We also fail to measure quality of life, integrity, community relations, administrative efficiency, and employee satisfaction, to name just a few other important areas.9

Again, all it takes is confidence that employees are responsible adults, not ignorant newcomers who know next to nothing about what their jobs require. This system would also reveal an individual’s real interests, which in turn could make business far more efficient.

As a company grows, communication becomes its biggest challenge. If the employees fundamentally trust the CEO, then communication will be vastly more efficient than if they don’t.

Again, you simply can’t think efficiency with people. You think effectiveness with people and efficiency with things. I’ve tried to be “efficient” with a disagreeing or disagreeable person and it simply doesn’t work. I’ve tried to give ten minutes of “quality time” to a child or an employee to solve a problem, only to discover such “efficiency” creates new problems and seldom resolves the deepest concern.

The studios were an economic force, tightly organized to be efficiently run and controlled by top executives, with a defined and detailed system in place, a table of organization, really. But the employees were creative people, with highly specialized jobs and autonomy in their own areas because of that specialization.

Tax Consultants for the Medical Industry: A Specialized Service The medical industry is known for its complexity, especially when it comes to taxes. Healthcare professionals, whether running private practices or working in hospitals, often encounter unique tax challenges. This is where tax consultants who specialize in the medical industry come into play. Understanding Medical Industry Tax Regulations Tax regulations affecting the medical industry differ significantly from other sectors. From managing equipment expenses to handling employee benefits, healthcare providers face a myriad of financial obligations. Moreover, understanding how tax laws apply to medical practices ensures compliance with government regulations. A tax consultant with expertise in this industry can assist in navigating these intricate tax codes, ensuring accurate reporting and timely filing. Maximizing Deductions for Healthcare Providers One of the primary reasons healthcare professionals hire tax consultants is to maximize their deductions. Many medical practitioners are unaware of the potential tax-saving opportunities available to them. For example, medical equipment depreciation, office space rental, and staff salaries are just a few of the deductible expenses. Tax consultants ensure that healthcare providers take advantage of every tax break they qualify for. Staying Updated with Changing Tax Laws Tax laws, particularly those impacting the medical industry, are constantly evolving. It can be difficult for healthcare providers to stay up to date with these changes. By working with a specialized tax consultant, they can ensure compliance with new regulations and avoid costly penalties. These professionals help medical practitioners focus on their patients while handling the financial complexities in the background. In conclusion, tax consultants provide essential services to the medical industry. Their expertise ensures that healthcare professionals meet their tax obligations efficiently, saving both time and money.

Are you a ‘Listening Organization?’ Organizations that execute constant feedback loops from customers, vendors, and employees will have a competitive advantage in staying agile and evolving. Building systems to ensure that your firm is empathetic and open-minded is critical to your survival and growth.

Many leaders’ directives are too vaguely phrased for employees to achieve results efficiently and effectively.

4. The potential levers to improve employees’ experience We have identified three levers to enable the transition from the current breakdown of employee activities to the ideal division of activities. They are: Automate: companies should identify and automate routine activities, such as generating a PowerPoint presentation for a weekly meeting or recording invoices in accounting software. Augment: organizations should seize the opportunity to increase the value of work activities delivered by employees. IA is used as a crucial component here, with, for example, the generation of insights through advanced analytics to help decision making. Abandon: some work activities do not fit with leading practices for efficient work, and represent an obstacle to the employee’s experience. These activities should be reduced or eliminated. For example, restricting the volume of meetings and email traffic is essential. We call these levers the “Triple-A artifact”. It has proven to be a handy framework to help organizations build their action plans to boost their employee experience.

Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.

If your employees are only supposed to follow the set protocol, you need to be ready to adopt robots and bots to remain in business. Soon, humans will no more be efficient for your business.

If you want to construct the perfect virtual team, there are a number of elements that you need to consider. The first is how many staff members will you require? If you have several employees, you may require more than one team to complete various jobs. If you are working with individuals from various histories, it will be harder to examine their capacities. If you employ people with varying degrees of experience, the team will be less efficient as well as will only wind up developing even more irritation. The 2nd aspect is the ability degree of each member. This is necessary since you will certainly require to produce a sense of neighborhood among employees. A virtual team-building video game will certainly aid you to attain this. A virtual team-building game called the 100 Information Obstacle is fun and also can make everyone included really feel even more connected. You can locate an assisted-in virtual team structure game with a business such as a Tag. If you do not intend to employ a team leader, you can attempt the 100 Things Challenge to discover exactly how you can develop a community within your business. Another attribute of a virtual team monitoring device is the capability to take care of digital teams from throughout the globe. This device makes it less complicated to take care of online teams from anywhere. As an example, if you have a remote employee, you can use the ClickUp app to appoint jobs and timetable meetings. You can even use it as a style accessory, which has been hailed by Path magazine. And also if you're seeking one more virtual team-building tool, it deserves to think about Donut. Virtual team structure video games are enjoyable ways to create a connection and also construct team comradery. Gamings like online retreat areas, murder mysteries, tests, as well as facts video games can also be an enjoyable way to connect with a staff member.

If you want better ideas, help your employees know what differentiates a good IDEA by giving them a few criteria to follow. When they can think through these elements, their idea has a better chance of being used and making a difference. I—Interesting. Why is this idea interesting? What strategic problem does it solve? How will results be made better by this idea (customer experience, employee retention, efficiency)? D—Doable. Is this idea something we could actually do? How would we make it happen? What would make it easier or more difficult? E—Engaging. Who would we need to engage to make this happen? Why should they support it? Where are we most likely to meet resistance? A—Actions. What are the most important actions needed to try this? How would we start?

At the job interview your qualification and degrees matter but on the job your abilities, effectiveness, and efficiency matter. On the basis of qualification on the paper one can get a job but not necessarily a person on the paper is the same person in action be, for a paper is written with a pen but a person with knowledge, experience, and wisdom. An employer sees what you can deliver not just what you carry on paper with you.

I’m stronger than him, and have more endurance, but sometimes he’ll get an idea that means we can do our job in less than the designated time. He’s got an incredible knack for streamlining, from which I gladly learn. I’ve become a lot better myself at seeing how a workflow can be adjusted so that the task at hand can be completed more efficiently. This has surprised me rather a lot, because I’ve never known such improvements in my performance without an update being involved.

Ultimately, all differences between companies in cost or price derive from the hundreds of activities required to create, produce, sell, and deliver their products or services, such as calling on customers, assembling final products, and training employees. Cost is generated by performing activities, and cost advantage arises from performing particular activities more efficiently than competitors. Similarly, differentiation arises from both the choice of activities and how they are performed. Activities, then, are the basic units of competitive advantage. Overall advantage or disadvantage results from all a company’s activities, not only a few.1

In practice, it’s about innovating and offering new products and services that improve lives and heal the planet. Or about helping employees find their purpose and improve their health and well-being, while building a diverse, inclusive company. Or helping suppliers make their businesses more efficient and sustainable, which builds tighter relationships and spurs joint innovation. Or helping communities thrive, going beyond the old argument that companies do enough by providing jobs and paying taxes (global communities may need much more than that, including support for local schools or building water and energy infrastructure).

Finding the Competitive Levers When there’s a battle between two networks, there are competitive levers that shift users from one into the other—what are they? The best place to focus in the rideshare market was the hard side of the network: drivers. More drivers meant that prices would be lower, attracting valuable high-frequency riders that often comparison shop for fares. Attract more riders, and it more efficiently fills the time of drivers, and vice versa. There was a double benefit to moving drivers from a competitor’s network to yours—it would push their network into surging prices while yours would lower in price. Uber’s competitive levers would combine financial incentives—paying up for more sign-ups, more hours—with product improvements to improve Acquisition, Engagement, and Economic forces. Drawing in more drivers through product improvements is straightforward—the better the experience of picking up riders and routing the car to their destination, the more the app would be used. Building a better product is one of the classic levers in the tech industry, but Uber focused much of its effort on targeted bonuses for drivers. Why bonuses? Because for drivers, that was their primary motivation for using the app, and improving their earnings would make them sticky. But these bonuses weren’t just any bonuses—they were targeted at quickly flipping over the most valuable drivers in the networks of Uber’s rivals, targeting so-called dual apping drivers that were active on multiple networks. They were given large, special bonuses that compelled them to stick to Uber, and every hour they drove was an hour that the other networks couldn’t utilize. There was a sophisticated effort to tag drivers as dual appers. Some of these efforts were just manual—Uber employees who took trips would just ask if the drivers drove for other services, and they could mark them manually in a special UI within the app. There were also behavioral signals when drivers were running two apps—they would often pause their Uber session for a few minutes while they drove for another company, then unpause it. On Android, there were direct APIs that could tell if someone was running Uber and Lyft at the same time. Eventually a large number of these signals were fed into a machine learning model where each driver would receive a score based on how likely they were to be a dual apper. It didn’t have to be perfect, just good enough to aid the targeting.

My book was not the first to recognize that Americans are feeling squeezed for time. What made it different was that it avoided the standard "how-to" approach to time management and timesaving. The "how-to" solution-of which I am generally critical-embodies a blame-the-victim approach. It assumes that the problem lies in personal shortcomings, and counsels that we "try to do too much" or do not organize our lives efficiently. Similarly, the corporate attempt to address "work-family" issues-providing, for example, child care, sick-child care, stress seminars, or a health club at the office-falls short when merely a way to make long hours more tolerable for employees. It does not address the basic problem: an economy and society that are demanding too much from people.