Essential Employee Quotes

Most people don't need to be babied through business processes. Most often, what they need is a clear understanding of the objective and access to available resources. From there, they'll leverage their own creative capacity and skillets to ensure that the objective is accomplished.

Even as an entrepreneur, you need to see yourself as an employee of your business.

It's good to celebrate the value your business adds. Every employee in the business should celebrate the value the business adds. What you celebrate, you give life to. At Mayflower-Plymouth, we're here to help your business figure this out, and to provide holistic solutions.

If you want what visible reality can give, you're an employee. If you want the unseen world, you're not living your truth. Both wishes are foolish, but you'll be forgiven for forgetting that what you really want is love's confusing joy.

Don't be that employee that complains all the time!

Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.

The schoolmaster is the person who takes the children off the parents' hands for a consideration. That is to say, he establishes a child prison, engages a number of employee schoolmasters as turnkeys, and covers up the essential cruelty and unnaturalness of the situation by torturing the children if they do not learn, and calling this process, which is within the capacity of any fool or blackguard, by the sacred name of Teaching.

You get teamwork in the workplace by giving teamwork in the workplace. It's not only about your personal career success or your colleagues' personal career success, but it's also about the success of the company - which is good for everyone employed at the company.

As managers, we should hire people whose values align with the values of the company, and then trust them to do their job well. If you have to micromanage an employee, one of you isn't a fit for the company.

Leaders who can identify, hire, and cultivate employees who are humble, hungry, and smart will have a serious advantage over those who cannot.

Women are taught that to be a good woman you need to be good for other people. If your kids are happy, then you're a good mom. If your husband is happy, you're a good wife. How about a good daughter, employee, sister, friend? All of your value is essentially wrapped up in other people's happiness. How can anyone successfully navigate that for a lifetime? How can anyone dream of more? How can anyone follow their what if, if they need someone else to approve of it first?

Today I bought a small Frosty. This may not seem significant, but the fact is: I'm lactose intolerant. Purchasing a small Frosty, then, is no different than hiring someone to beat me. No different in essence. The only difference, which may or may not be essential, is that, during my torture, I am gazing upon your beautiful employees.

It’s really simple. People what to be where they feel valued and where they have the full capacity to provide value. When people have that, they stay. When they don’t, they leave. Companies that provide this to employees experience retention. Companies that don’t, experience attrition.

Jim Collins, the author of the business classic Good to Great, was once told by Peter Drucker that he could either build a great company or build great ideas but not both. Jim chose ideas. As a result of this trade-off there are still only three full-time employees in his company, yet his ideas have reached tens of millions of people through his writing.8

Enthusiasm , commitment & respect are the essential key factors in the workplace to propel employe's career into success.

The words leaders use to speak to their team, especially the words that show appreciation for their employees’ strengths, are like air and water — essential for survival on the job.

Our work and educational institutions reinforce this preference for later over now throughout our lives. In school we focus on the ends — passing the semester, making the grade, or otherwise getting it all behind us — rather than the present-moment experience of actually learning. As employees, we want the work to be over as soon as it begins. Work culture is driven by quotas, billable hours, budgets, and Gantt charts — bottom lines of any sort. The value is always somewhere ahead of you, rather than here right now, in the room with you. We’re perpetually looking ahead to a payday or a weekend or some other kind of finish line. Virtually every day of our lives, we’re trained to lean towards something we don’t have, which essentially trains us to be dissatisfied with where we already are.

The most important part of the development process, and the part that is so often missing, is the leader's commitment to constantly “reminding” an employee if she is not yet doing what is needed. Without this, improvement will not occur.

To the American way of thinking, respect is bound up with honesty, and honesty is essential to personal responsibility. Hiding, dissimulation, and other forms of deception amount to disrespect. You lie only to those beneath you—children, constituents, employees

Understand the power of the “cleansing storm.” In nature, cleansing storms are big infrequent events that clear out all the overgrowth that’s accumulated during good times. Forests need these storms to be healthy—without them, there would be more weak trees and a buildup of overgrowth that stifles other growth. The same is true for companies. Bad times that force cutbacks so only the strongest and most essential employees (or companies) survive are inevitable and can be great, even though they seem terrible at the time.

He uses the acronym FCS (a.k.a. FOCUS) to teach his philosophy to his employees. The letters stand for “Fewer things done better,” “Communicating the right information to the right people at the right time,” and “Speed and quality of decision making.” Indeed, this is what it means to lead essentially.

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.

We all have a stake in the truth. Society functions based on an assumption that people will abide by their word - that truth prevails over mendacity. For the most part, it does. If it didn't, relationships would have a short shelf life, commerce would cease, and trust between parents and children would be destroyed. All of us depend on honesty, because when truth is lacking we suffer, and society suffers. When Adolf Hitler lied to Neville Chamberlain, there was not peace in our time, and over fifty million people paid the price with their lives. When Richard Nixon lied to the nation, it destroyed the respect many had for the office of the president. When Enron executives lied to their employees, thousands of lives were ruined overnight. We count on our government and commercial institutions to be honest and truthful. We need and expect our friends and family to be truthful. Truth is essential for all relations be they personal, professional, or civic.

This example from the retail world should be instructive: if you have only enough employees to barely get the work done as is, you’ve engineered a scenario in which employees may have theoretical permission to take time off, but understand that they’ll shoulder the burden of that time off in some way. Either they try to keep doing part of their work while on leave, a colleague takes on an even larger work burden, or a portion of essential work goes undone, slowing everyone on a team.

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

It’s a cliché that tech workers don’t care about what they wear, but if you look closely at those T-shirts, you’ll see the logos of the wearers’ companies—and tech workers care about those very much. What makes a startup employee instantly distinguishable to outsiders is the branded T-shirt or hoodie that makes him look the same as his co-workers. The startup uniform encapsulates a simple but essential principle: everyone at your company should be different in the same way—a tribe of like-minded people fiercely devoted to the company’s mission. Max Levchin, my co-founder

these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential.

Beyond identifying and admitting the cause of their challenge, people who lack humility need behavioral training in an exposure therapy kind of way. Don't be put off by the clinical sound of this. What I mean is that employees can make progress simply by acting like they are humble. By intentionally forcing themselves to compliment others, admit their mistakes and weaknesses, and take an interest in colleagues, employees can begin to experience the liberation of humility. This happens because they suddenly realize that focusing on others does not detract from their own happiness, but rather adds to it. After all, humility is the most attractive and central of all virtues.

This looked to me like another one of those fork-in-the-road cases in which I had to choose between one of two seemingly essential but mutually exclusive options: 1) being radically truthful with each other including probing to bring our problems and weaknesses to the surface so we could deal with them forthrightly and 2) having happy and satisfied employees. And it reminded me that when faced with the choice between two things you need that are seemingly at odds, go slowly to figure out how you can have as much of both as possible. There is almost always a good path that you just haven’t figured out yet, so look for it until you find it rather than settle for the choice that is then apparent to you.

A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.

I laid out my five expectations that first day [as FBI Director] and many times thereafter: I expected [FBI employees] would find joy in their work. They were part of an organization devoted to doing good, protecting the weak, rescuing the taken, and catching criminals. That was work with moral content. Doing it should be a source of great joy. I expected they would treat all people with respect and dignity, without regard to position or station in life. I expected they would protect the institution's reservoir of trust and credibility that makes possible all their work. I expected they would work hard, because they owe that to the taxpayer. I expected they would fight for balance in their lives. I emphasized that last one because I worried many people in the FBI worked too hard, driven by the mission, and absorbed too much stress from what they saw. I talked about what I had learned from a year of watching [a previous mentor]. I expected them to fight to keep a life, to fight for the balance of other interests, other activities, other people, outside of work. I explained that judgment was essential to the sound exercise of power. Because they would have great power to do good or, if they abused that power, to do harm, I needed sound judgment, which is the ability to orbit a problem and see it well, including through the eyes of people very different from you. I told them that although I wasn't sure where it came from, I knew the ability to exercise judgment was protected by getting away from the work and refreshing yourself. That physical distance made perspective possible when they returned to work. And then I got personal. "There are people in your lives called 'loved ones' because you are supposed to love them." In our work, I warned, there is a disease called "get-back-itis." That is, you may tell yourself, "I am trying to protect a country, so I will get back to" my spouse, my kids, my parents, my siblings, my friends. "There is no getting back," I said. "In this line of work, you will learn that bad things happen to good people. You will turn to get back and they will be gone. I order you to love somebody. It's the right thing to do, and it's also good for you.

I've found that, in most cases, managers greatly underestimate the impact that a comment or quick gesture of approval has on employees. They'll spend weeks trying to tweak an annual bonus program or some other compensation system, believing that their employees are coin-operated, but they'll neglect to stop someone during a meeting and say, “Hey, that's a fantastic example of hunger. We should all try to be more like that.” I'm not saying that compensation doesn't matter. But if we want to create a culture of humility, hunger, and smarts, the best way to do it is to constantly be catching people exhibiting those virtues and publicly holding them up as examples. No balloons, pastries, or plastic tchotchkes are necessary, just genuine, in-the-moment appreciation.

Finally, we arrive at the question of the so-called nonpolitical man. Hitler not only established his power from the very beginning with masses of people who were until then essentially nonpolitical; he also accomplished his last step to victory in March of 1933 in a "legal" manner, by mobilizing no less than five million nonvoters, that is to say, nonpolitical people. The Left parties had made every effort to win over the indifferent masses, without posing the question as to what it means "to be indifferent or nonpolitical." If an industrialist and large estate owner champions a rightist party, this is easily understood in terms of his immediate economic interests. In his case a leftist orientation would be at variance with his social situation and would, for that reason, point to irrational motives. If an industrial worker has a leftist orientation, this too is by all mean rationally consistent—it derives from his economic and social position in industry. If, however, a worker, an employee, or an official has a rightist orientation, this must be ascribed to a lack of political clarity, i.e., he is ignorant of his social position. The more a man who belongs to the broad working masses is nonpolitical, the more susceptible he is to the ideology of political reaction. To be nonpolitical is not, as one might suppose, evidence of a passive psychic condition, but of a highly active attitude, a defense against the awareness of social responsibility. The analysis of this defense against consciousness of one's social responsibility yields clear insights into a number of dark questions concerning the behavior of the broad nonpolitical strata. In the case of the average intellectual "who wants nothing to do with politics," it can easily be shown that immediate economic interests and fears related to his social position, which is dependent upon public opinion, lie at the basis of his noninvolvement. These fears cause him to make the most grotesque sacrifices with respect to his knowledge and convictions. Those people who are engaged in the production process in one way or another and are nonetheless socially irresponsible can be divided into two major groups. In the case of the one group the concept of politics is unconsciously associated with the idea of violence and physical danger, i.e., with an intense fear, which prevents them from facing life realistically. In the case of the other group, which undoubtedly constitutes the majority, social irresponsibility is based on personal conflicts and anxieties, of which the sexual anxiety is the predominant one. […] Until now the revolutionary movement has misunderstood this situation. It attempted to awaken the "nonpolitical" man by making him conscious solely of his unfulfilled economic interests. Experience teaches that the majority of these "nonpolitical" people can hardly be made to listen to anything about their socio-economic situation, whereas they are very accessible to the mystical claptrap of a National Socialist, despite the fact that the latter makes very little mention of economic interests. [This] is explained by the fact that severe sexual conflicts (in the broadest sense of the word), whether conscious or unconscious, inhibit rational thinking and the development of social responsibility. They make a person afraid and force him into a shell. If, now, such a self-encapsulated person meets a propagandist who works with faith and mysticism, meets, in other words, a fascist who works with sexual, libidinous methods, he turns his complete attention to him. This is not because the fascist program makes a greater impression on him than the liberal program, but because in his devotion to the führer and the führer's ideology, he experiences a momentary release from his unrelenting inner tension. Unconsciously, he is able to give his conflicts a different form and in this way to "solve" them.

Wal-Mart can't seem to grasp an essential fact: in 2006, the company has exactly the reputation it has earned. No, we don't give the company adequate credit for low prices. But the broken covenant Sam Walton had with how to treat store employees, the relentless pressure that hollows out companies and dilutes the quality of their products, the bullying of suppliers and communities, the corrosive secrecy, the way Wal-Mart has changed our own perception of price and quality, of value and durability--none of these is imaginary, or trivial, or easily changed with a fresh set of bullet points, an impassioned speech, and a website heavy with "Wal-Mart facts". If Wal-Mart does in fact double the gas mileage of its truck fleet, and thereby double the gas mileage of every long-haul truck in America, that will be huge. It will change gas consumption in the United States in a single stroke. But it hasn't happened yet. And even if it does, it will not make Wal-Mart a good company or a good corporate partner or a good corporate citizen.

Frank O’Brien is the founder of Conversations, a marketing services company based in New York that has been named to the Inc. 500/5000 List of “America’s Fastest Growing Private Companies.” In response to the frenetic pace of today’s workplace he has initiated a radical practice. Once a month he gathers each employee of his fifty-person company into a room for a full day. Phones are prohibited. E-mail is outlawed. There is no agenda. The purpose of the meeting is simply to escape to think and to talk. Mind you, he doesn’t hold this meeting on the middle Friday of the month, when productivity might be sluggish and people aren’t getting any “real work” done anyway. He holds this daylong meeting on the first Monday of the month. The practice isn’t just an internal discipline either: even his clients know not to expect a response on this “Do-Not-Call-Monday.”1 He does this because he knows his people can’t figure out what is essential if they’re constantly on call. They need space to figure out what really matters. He wrote: “I think it’s critical to set aside time to take a breath, look around, and think. You need that level of clarity in order to innovate and grow.

Effective leadership begins with having the right mind-set; in particular, it begins with having an ownership mind-set. This means a willingness to put oneself in the shoes of a decision maker and think through all of the considerations that the decision maker must factor into his or her thinking and actions. Having an ownership mind-set is essential to developing into an effective leader. By the same token, the absence of an ownership mind-set often explains why certain people with great promise ultimately fail to reach their leadership potential. An ownership mind-set involves three essential elements, which I will put in the form of questions: •  Can you figure out what you believe, as if you were an owner? •  Can you act on those beliefs? •  Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others? These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.

Many aspects of the modern financial system are designed to give an impression of overwhelming urgency: the endless ‘news’ feeds, the constantly changing screens of traders, the office lights blazing late into the night, the young analysts who find themselves required to work thirty hours at a stretch. But very little that happens in the finance sector has genuine need for this constant appearance of excitement and activity. Only its most boring part—the payments system—is an essential utility on whose continuous functioning the modern economy depends. No terrible consequence would follow if the stock market closed for a week (as it did in the wake of 9/11)—or longer, or if a merger were delayed or large investment project postponed for a few weeks, or if an initial public offering happened next month rather than this. The millisecond improvement in data transmission between New York and Chicago has no significance whatever outside the absurd world of computers trading with each other. The tight coupling is simply unnecessary: the perpetual flow of ‘information’ part of a game that traders play which has no wider relevance, the excessive hours worked by many employees a tournament in which individuals compete to display their alpha qualities in return for large prizes. The traditional bank manager’s culture of long lunches and afternoons on the golf course may have yielded more useful information about business than the Bloomberg terminal. Lehman

One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.

The Memory Business Steven Sasson is a tall man with a lantern jaw. In 1973, he was a freshly minted graduate of the Rensselaer Polytechnic Institute. His degree in electrical engineering led to a job with Kodak’s Apparatus Division research lab, where, a few months into his employment, Sasson’s supervisor, Gareth Lloyd, approached him with a “small” request. Fairchild Semiconductor had just invented the first “charge-coupled device” (or CCD)—an easy way to move an electronic charge around a transistor—and Kodak needed to know if these devices could be used for imaging.4 Could they ever. By 1975, working with a small team of talented technicians, Sasson used CCDs to create the world’s first digital still camera and digital recording device. Looking, as Fast Company once explained, “like a ’70s Polaroid crossed with a Speak-and-Spell,”5 the camera was the size of a toaster, weighed in at 8.5 pounds, had a resolution of 0.01 megapixel, and took up to thirty black-and-white digital images—a number chosen because it fell between twenty-four and thirty-six and was thus in alignment with the exposures available in Kodak’s roll film. It also stored shots on the only permanent storage device available back then—a cassette tape. Still, it was an astounding achievement and an incredible learning experience. Portrait of Steven Sasson with first digital camera, 2009 Source: Harvey Wang, From Darkroom to Daylight “When you demonstrate such a system,” Sasson later said, “that is, taking pictures without film and showing them on an electronic screen without printing them on paper, inside a company like Kodak in 1976, you have to get ready for a lot of questions. I thought people would ask me questions about the technology: How’d you do this? How’d you make that work? I didn’t get any of that. They asked me when it was going to be ready for prime time? When is it going to be realistic to use this? Why would anybody want to look at their pictures on an electronic screen?”6 In 1996, twenty years after this meeting took place, Kodak had 140,000 employees and a $28 billion market cap. They were effectively a category monopoly. In the United States, they controlled 90 percent of the film market and 85 percent of the camera market.7 But they had forgotten their business model. Kodak had started out in the chemistry and paper goods business, for sure, but they came to dominance by being in the convenience business. Even that doesn’t go far enough. There is still the question of what exactly Kodak was making more convenient. Was it just photography? Not even close. Photography was simply the medium of expression—but what was being expressed? The “Kodak Moment,” of course—our desire to document our lives, to capture the fleeting, to record the ephemeral. Kodak was in the business of recording memories. And what made recording memories more convenient than a digital camera? But that wasn’t how the Kodak Corporation of the late twentieth century saw it. They thought that the digital camera would undercut their chemical business and photographic paper business, essentially forcing the company into competing against itself. So they buried the technology. Nor did the executives understand how a low-resolution 0.01 megapixel image camera could hop on an exponential growth curve and eventually provide high-resolution images. So they ignored it. Instead of using their weighty position to corner the market, they were instead cornered by the market.

Empathy is an essential working and leadership capacity. If you are going to build strong relationships with your direct reports, peers, bosses, customers, and vendors, you must have the capacity to understand what other people are feeling and wanting. Business is replete with two-way transactions. In order to close a sale, you must understand your customer's needs. If you are leading people through a difficult change, you must understand how the change is affecting them if you are going to be able to lead them effectively.

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

Government servants. These provisions are applicable only to the employees of the various Ministries, Departments and Attached and Subordinate Offices.Further, the employees, being citizens of the country also enjoy Fundamental Rights guaranteed under Part III of the Constitution and can enforce them though the Writ jurisdiction of the Courts. In addition to the constitutional provisions, there are certain rules which are applicable to the conduct of the proceedings for taking action against the erring employees. Central Civil Services (Classification, Control, and Appeal) Rules 1965 cover a vast majority of the Central Government employees.Besides, there are also several other Rules which are applicable to various sections of the employees in a number of services.(b) Semi Governmental Organisations: By this, we mean the Public Sector Undertakings and Autonomous Bodies and Societies controlled by the Government. Provisions of Part XIV of the Constitution do not apply to the employees of these Organisations.However, as these organisations can be brought within the definition of the term ‘State’ as contained in Article 12 of the Constitution, the employees of these organisations are protected against the violation of their Fundamental Rights by the orders of their employer. The action of the employer can be challenged by the employees of these organisations on the grounds of arbitrariness, etc. These organisations also have their own sets of rules for processing the cases for conducting the disciplinary proceedings against their employees.(c) Purely private organisations: These are governed by the various industrial and labour laws of the country and the approved standing orders applicable for the establishment.4. Although the CCS (CCA) Rules 1965 apply only to a limited number of employees in the Government, essentially these are the codification of the Principles of Natural Justice, which are required to be followed in any quasi judicial proceedings. Even the Constitutional protections which are contained in Part XIV of the Constitution are the codification of the above Principles.Hence, the procedures which are followed in most of the Government and semi-governmental organisations are more or less similar. This handout is predominantly based on the CCS (CCA) Rules 1965.5. Complexity of the statutory provisions, significance of the stakes involved, high proportion and frequency of the affected employees seeking judicial intervention, high percentage of the cases being subjected to judicial scrutiny, huge volume of case law on the subject - are some of the features of this subject.These, among others have sparked the need for a ready reference material on the subject. Hence this handbook2

It creates corporate environments that talk about work/life balance but still expect their employees to be on their smart phones 24/7/365.

Awareness is the number one step in ensuring security, both physical security and information security. Awareness ensures that the chances or risks of vulnerability and threats to security are reduced considerably. Toward this end, it is essential to provide organizationwide security awareness programs to all employees (permanent or temporary), contractors, suppliers/vendors, customers, and all other relevant stakeholders who have access to the organization or its information.

The twelve management principles of IBM are: Principle #1 - The purpose and mission should be set clearly. Additionally noble and fair objective should be set. Principle #2 – Goals should be specific and when the targets are set, employees should be notified. Principle #3 – Your heart should always be full with strong and persistent passionate desire. Principle #4 – You should be the one who strives for the most. The tasks that you set should be reasonable, and you should work hard on completion. Principle #5 – Costs should be minimized and profit should be maximized. The profit should not be chased but the inflows and the outflows should be controlled. Principle #6 – Top management should be the one to set pricing strategy. They need to find the perfect balance between profitability and happy customers. Principle #7 – The business management requires strong will. Principle #8 - The manager should have corresponding mentality. Principle #9 – Every challenge should be faced with courage. Each challenge should be resolved in fair way. Principle #10 – Creativity should always be present. New stop to innovate and improve, otherwise you will not be able to compete in today’s tough world. Principle #11 – Never forget to be a human. You need to be kind, fair and sincere. Principle #12 – Never lose your hope. Be positive, happy, cheerful and keep your hopes alive. Deciding which way you want your company to go is essential for ensuring success. You can follow IBM’s example, or adapt these principles to fit your situation. I always recommend that you ensure that every employee knows your principles. Employees will feel more confident, secure and motivated if they start working in a company that knows what it wants, where it will be in 10 years, what should be done in order to reach the specific/or set goals, etc. Once you have your principles it is important that you follow them as well. Leading from the front is the best way to inspire those around you.

Life insurance is an essential foundation of a family’s financial security. It represents a loving and wise commitment to your family, and even your business partners or key employees, by recognizing the need to meet future financial responsibilities in the event of an untimely death or disabling illness.       In other words, life insurance helps remove the financial uncertainty of life for you and whoever depends on you at home and at work.

Company To Experiment With Valuing Employees 148 words SAN DIEGO—Cautioning that the initiative was being instituted on a trial basis only, Forrest Logistics CEO Wayne Gartner announced Thursday that the company had recently begun experimenting with valuing its employees. “For the next three months, we’ll be treating our workers as skilled professionals we appreciate having on our staff instead of as disposable laborers whose morale could not matter less to us,” said Gartner, telling reporters that during this provisional period, management would be assessing the long-term viability of constructively addressing employee concerns and creating an overall positive work environment. “This is completely new to us, obviously, but that’s why we’re just testing it out. If need be, we can go back to essentially telling our workers that they’re lucky we hired them in the first place.” At press time, the initiative had been canceled after estimates revealed it would cost the company upwards of $2,500 annually.

Consequently, it can be a problem if the employee who has the INFP personality perceives that the people he works for have different or contrasting principles.

Socially. There’s no doubt that relationships at work—be they with managers, colleagues, employees, or clients—are essential to success. Positive emotions strengthen existing relationships. For example, shared laughter—the expression of positive emotion—makes people more open and willing to cooperate.10 A number of studies show that happy employees make for a more congenial workplace. In particular, happy, friendly, and supportive co-workers tend to         •  build higher-quality relationships with others at work11         •  boost co-workers’ productivity levels12         •  increase co-workers’ feeling of social connection13         •  improve commitment to the workplace14         •  increase levels of engagement with their job15         •  provide superior customer service even if they don’t stand to benefit16

I added that establishing relative importance is especially essential when organizations have a large number of principles. In a study of over 150 hospitals led by Wharton professor Drew Carton, a compelling vision was necessary but not sufficient for strong health and financial performance. The more core principles a hospital emphasized, the less a vivid vision helped. When hospitals had more than four core values, a clear mission no longer offered any benefits for reducing heart attack readmission rates or increasing return on assets. The more principles you have, the greater the odds that employees focus on different values or interpret the same values differently. If that proved to be an issue with five to ten principles, wouldn’t it be an even greater problem with two hundred or more?

Surprise Your Competition With These Carpet Cleaning Business In Oklahoma Ideas A strong carpet cleaning service business plan is a critical part of operating a successful business. You are risking everything you have put into your business by not doing your due diligence on a solid business plan. Your growing carpet cleaning service business will benefit from following our strategies. Regardless of whether you are an employee or the owner of the carpet cleaning service business, you are the face of the carpet cleaning company and need to project a positive image at all times when interacting with the public. You will want all customers who come into your business to feel at home and valued. It is essential that employee training includes skills on how to interact with the public and customer relations. Happy customers who'll spread the word through word of mouth are instrumental when it's about expanding your business. It does not mean you have achieved success just because you have reached certain carpet cleaning service business goals. You need to continue to set new goals if you want your business to continue to grow. You'll find that two great approaches to expand the business are by keeping up with new trends in your industry and by remaining strong-minded. If you continually try best to improve your business and follow market trends, you will certainly see your carpet cleaning service business grow. It requires constant dedication, day, and night, to operate a carpet cleaning service business. You should be ready to put in focus, persistence and a lot of time to make it work. Do not expect to be in a position to multitask in the beginning. Knowing when you are overwhelmed and being in a position to hand over some of your responsibilities to others can assist you in becoming a smart business owner. Each time a customer receives superb customer service, he'll most likely return for subsequent purchases. You must be consistent with your efforts to continually please your customers or they might be tempted to take their carpet cleaning service business elsewhere. It is just by setting and adhering to high standards for customer service that your customers will stay with you. The majority of your customers that are lost to your rivals turn towards them because they have a higher standard of customer service. To protect your carpet cleaning service business from legal issues, make it a point to turn in all appropriate legal forms on time and acquire a full understanding of the laws pertaining to your business. We recommend that you consult a lawyer who specializes in business law, even when you already have a basic understanding of business law. The most prosperous carpet cleaning service business can be impacted, or even closed, by an expensive trial. Establishing a working relationship with a lawyer who specializes in business law might be very helpful if you ever find yourself in a legal quandary.

What makes a startup employee instantly distinguishable to outsiders is the branded T-shirt or hoodie that makes him look the same as his co-workers. The startup uniform encapsulates a simple but essential principle: everyone at your company should be different in the same way—a tribe of like-minded people fiercely devoted to the company’s mission.

The most successful senior leaders understand the ROI of engagement and recognize that it will be next to impossible to achieve their goals without a fully committed and engaged workforce. Employee engagement is a top business priority for them, particularly in today’s tough business climate. They know that having a high-performing workforce is essential for growth and survival. They treat employees as valuable people with skills rather than people with valuable skills.

Not surprisingly, nearly all Greeks think poorly of their public administration. In a 2012 EU survey, 96 percent of polled Greeks characterized it as “bad”—the worst result in the EU. The sentiment is so pervasive that one can assume most of the public administrators share it. The poll result was similar in the years preceding the financial crisis, and therefore cannot be attributed to subsequent cuts in services. Despite Greeks’ dissatisfaction with the way their government works, public employees in the decade leading up to the crisis received very large pay raises. During that time, public sector wages per employee grew by over 100 percent, near the highest increase in the eurozone, according to a report published by the European Central Bank. By contrast, in Germany, where people were satisfied with the way the state bureaucracy functioned, public wages grew around 13 percent. (That low rate, when one factors in inflation, essentially meant a pay cut.) Greek civil servants also received an array of benefits that sweetened their jobs. Until 2013, when the Greek government put an end to it, those working in front of computers—a condition considered a hardship—received an extra six days off a year in order to provide them some relief.

I have long held the belief—and encouraged it in my students and employees—that failures are an essential part of exploration and creativity. If designers and researchers do not sometimes fail, it is a sign that they are not trying hard enough—they are not thinking the great creative thoughts that will provide breakthroughs in how we do things. It is possible to avoid failure, to always be safe. But that is also the route to a dull, uninteresting life. The designs of our products and services must also follow this philosophy. So, to the designers who are reading this, let me give some advice:        •  Do not blame people when they fail to use your products properly.        •  Take people’s difficulties as signifiers of where the product can be improved.        •  Eliminate all error messages from electronic or computer systems. Instead, provide help and guidance.        •  Make it possible to correct problems directly from help and guidance messages. Allow people to continue with their task: Don’t impede progress—help make it smooth and continuous. Never make people start over.        •  Assume that what people have done is partially correct, so if it is inappropriate, provide the guidance that allows them to correct the problem and be on their way.        •  Think positively, for yourself and for the people you interact with.

CEO of a large national company agrees to incognito join the ranks of his lowest level employees. In

LinkedIn CEO Jeff Weiner sees “fewer things done better” as the most powerful mechanism for leadership. When he took the reins of the company he could easily have adopted the standard operating procedure of most Silicon Valley start-ups and tried to pursue everything. Instead, he said no to really good opportunities in order to pursue only the very best ones. He uses the acronym FCS (a.k.a. FOCUS) to teach his philosophy to his employees. The letters stand for “Fewer things done better,” “Communicating the right information to the right people at the right time,” and “Speed and quality of decision making.” Indeed, this is what it means to lead essentially.

WhatsApp had a freemium business model; the service was free for a year, after which it cost $1 per year. This low-friction model essentially eliminated the need for people working in functions like sales, marketing, and customer service, allowing WhatsApp to grow to five hundred million monthly active users by the time of its acquisition by Facebook, with a staff of just forty-three employees, a ratio of over ten million active users per employee!

Sooner or later you realize the need for my stress relief workshop. The latest research shows the more employees relieve stress, the more productivity employers see in the workplace. And you can imagine the benefit of more productivity, can you not? The sooner you call me; the more options you have for convenient scheduling. Try to resist the urge to call me today because relieving stress makes you feel so good!

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.

20 In 1932, Adolf A. Berle and Gardiner C. Means, lawyer and economics professor, respectively, published The Modern Corporation and Private Property, a highly influential study revealing that top executives of America’s giant companies were not even accountable to their own shareholders but operated the companies “in their own interest, and…divert[ed] a portion of the asset fund to their own uses.”21 The only solution, concluded Berle and Means, was to enlarge the power of all groups within the nation who were affected by the large corporation, including employees and consumers. They envisioned the corporate executive of the future as a professional administrator, dispassionately weighing the claims of investors, employees, consumers, and citizens, and allocating benefits accordingly. “[I]t seems almost essential if the corporate system is to survive—that the ‘control’ of the great corporations should develop into a purely neutral technocracy, balancing a variety of claims by various groups in the community and assigning each a portion of the income stream on the basis of public policy rather than private cupidity.

Trust in your employees is essential for remote work success. It also forms the underlying foundation of a great virtual culture.

Crews that fight forest fires in Oregon are now so heavily Hispanic that in 2003, the Oregon Department of Forestry required that crew chiefs be bilingual. In 2006, the department started forcing out veterans. Jaime Pickering, who used to run a squad of 20 firefighters, says the rule means “job losses for Americans—the white people.” Zita Wilensky, a 16-year veteran, was the only white employee of Miami-Dade County Domestic Violence Unit. Her co-workers made fun of her and called her gringa and Americana. Miss Wilensky says her boss gave her 60 days to learn Spanish, and fired her when she failed to do so. It is increasingly common, therefore, for Americans to be penalized because they cannot speak Spanish, but employers who insist that workers speak English are guilty of discrimination. In 2001, the Equal Employment Opportunity Commission forced a small Catholic college in San Antonio to pay $2.4 million to housekeepers who were required to speak English at work. There are now about 45 million Hispanics in the country. What will the status of Spanish be when there are 130 million Hispanics, as the Census Bureau projects for 2050? In 2000, President Bill Clinton decided that the prohibition against discrimination because of “national origin” in the Civil Rights Act of 1964 meant that if a foreigner cannot speak to a government agency in his own language he is a victim. Executive Order 13166 required all local governments that receive federal money (all of them, essentially) to translate official documents into any language spoken by at least 3,000 people in the area or 10 percent of the local population. It also required interpreters for non-English speakers. In 2002, the Office of Management and Budget estimated that hospitals alone would spend $268 million every year implementing Executive Order 13166, and state departments of motor vehicles would spend $8.5 million. OMB estimated that communicating with food stamp recipients who don’t speak English would cost $25.2 million per year.

Love your customers more than your product and your employees more than your customers and you’ll be wildly successful.

The Business Roundtable is a powerful and conservative representative of big business that since 1997 has reinforced the idea that ‘corporations exist principally to serve shareholders’ – in other words, that business exists to make money. The 2019 statement upended that principle, suggesting that businesses have responsibilities not just to shareholders but to customers, employees, suppliers and communities. ‘Each of our stakeholders is essential,’ the statement read. ‘We commit to deliver value to all of them, for the future success of our companies, our communities and our country.

Loyal employees are the essential backbone of a vision driven business.

is an employee. This prohibition was extended in 1988 by an act prohibiting senior council officials from being elected as councilors in any authority. Election procedure is essentially the same as that for national elections. (In 1979 and 1997 the two actually coincided, with a general election taking place the same day as local elections.) The first-past-the-post electoral system is employed for all local elections,

● Developing your first-ever leadership strategy and don't know where to start? ● Are you stuck with a particular phase of leadership strategy? ● Having a tough time achieving corporational milestones with your robust strategy? If you're facing these questions and confused regarding canvassing a robust leadership strategy, this article can help you solve these queries. Several factors affect the development of a leadership strategy, such as the influence of decision-making processes for leadership/management, the personnel brought on board for strategy development and the resources involved. There are specific "keys" to effective leadership that help in efficient development and deployment of strategies. Professionals who want to develop robust strategies and move up in their leadership career can opt for online strategy courses. These courses aim to build concepts from the grass-root level, such as what defines a strategy leadership and others. What is a Leadership Strategy? Leadership is required for leading organisational growth by optimising the resources and making the company's procedures more efficient. A leadership strategy explicitly enlists the number of leaders required, the tasks they need to perform, the number of employees, team members and other stakeholders required, and the deadlines for achieving each task. Young leaders who have recently joined the work-force can take help of programs offered by reputable institutes for deepening their knowledge about leadership and convocating successful strategies. Various XLRI leadership and management courses aim to equip new leaders with a guided step-by-step pedagogy to canvass robust leadership strategies. What it Takes to Build a Robust Leadership Strategy: Guided Step-By-Step Pedagogy The following steps go into developing an effective and thriving leadership strategy:- ● Step 1 = Identify Key Business Drivers The first step involves meeting with the senior leaders and executives and identifying the business's critical drivers. Determining business carriers is essential for influencing the outcome of strategies. ● Step 2 = Identifying the Different Leadership Phases Required This step revolves around determining the various leadership processes and phases. Choosing the right techniques from hiring and selection, succession planning, training patterns and others is key for putting together a robust strategy. ● Step 3 = Perform Analysis and Research Researching about the company's different leadership strategies and analysing them with the past and present plans is vital for implementing future strategies. ● Step 4 = Reviewing and Updating Leadership Strategic Plan Fourth step includes reviewing and updating the strategic plan in accordance with recent developments and requirements. Furthermore, performing an environmental scan to analyse the practices that can make strategies long-lasting and render a competitive advantage. All it Takes for Building a Robust Leadership Strategy The above-mentioned step by step approach helps in auguring a leadership strategy model that is sustainable and helps businesses maximise their profits. Therefore, upcoming leaders need to understand the core concepts of strategic leadership through online strategy courses. Moreover, receiving sound knowledge about developing strategies from XLRI leadership and management courses can help aspiring leaders in their careers.

An organization needs employees who are willing to work hard and take responsibility for results. The third level is expertise. To be effective in their jobs, team members need the requisite skills. While these capabilities—obedience, diligence, and expertise—are essential, they seldom create much value. Winning in the creative economy requires more. An organization needs people with initiative—self-starters who are proactive, who don’t wait to be asked and aren’t bound by their job description. Equally critical is creativity—people who are able to reframe problems and generate novel solutions. Finally, at the top, is daring—a willingness to stretch oneself and take risks for a laudable cause.

Around $300,000 of the total $600,000 that was raised by Augur's funding team comes from a man named Joe Costello. Costello is a successful tech entrepreneur, known to be one of Steve Jobs' top picks for the new CEO position of Apple itself. Following the smart money isn’t always a dumb idea. Gambling or casino are terms never used by Joey Krug, a young Pomona college dropout, but also Augur's lead developer. He and the small team of just five employees use the term “prediction market.” Due

Tax systems are essentially the mechanisms by which societies decide what people have to share with each other versus what they can keep for themselves. Instead of taxing production and consumption, we can simply capture land value instead. Maxim: Keep what you earn, pay for what you use. In such a system, employees, consumers, business owners, business investors, homeowners, farmers and even retirees would be better off. Only those who use land inefficiently or seek to profit from it directly would lose - land speculators, banks, mining companies, extractive industries.

His interviews revealed that the majority of Sak's employees, half of Macy's, but only one-fifth of Klein's sounded the 'r' clearly, bearing out his theory that a more emphasized 'r' was now the more prestigious pronunciation, and that social class is inscribed in the pronunciation of even a single sound.

Delays in incorporation of companies, lack of early stage (essentially seed or angel) funding, limited options around employee stock options, insolvency laws, lack of access to external commercial borrowing, and the cumbersome Foreign Exchange Management Act (FEMA) are only some of the constraints budding start-ups encounter.

What determines whether the usage is acceptable or inappropriate? If you want to make a great first impression with positive impact, it is essential that you know there is a difference.

11 Ways to Be More Engaged 1. Care about others. 2. Be 100 percent in the moment. 3. Keep focus on the person you are serving. 4. Try to get involved, engaged, and interactive. 5. Show interest in what matters to other people by listening, acknowledging, and responding. 6. Arrive in the moment anticipating creating a valuable interaction for yourself and others. 7. Move towards the things that inspire you and provide a sense of joy and connection. 8. Reconnect with the essence of yourself and be grounded in that essential relationship. 9. Maintain eye contact and deliver the non-verbal cues that you are fully with the other person. 10. Limit distractions— close the door, silence your phone, hold calls, put tasks aside, etc. 11. Show up to the moment being your best and giving your best.

Communicating negatively (gossiping, bragging, bullying, and criticizing) can be disastrous to your reputation, cause you to lose the respect of others, and leave a terrible impression. Why leave this essential expertise up to chance when it can make or break the success of your relations?

It's essential to do exhaustive due diligence and consult with specialized legal counsel before committing your technology to a VC contract. Interview management and staff at other companies in the VC firm's portfolio including some that failed. Research the history of how employees and other common stock holders fared as the companies grew. When in doubt, listen to your gut and speak up-and get any promises in writing.

Trust and rapport are essential for moving a positive first impression forward to create a meaningful and lasting connection. They are the heartbeat of business, the backbone for high performing teams, and the secret sauce for healthy relationships.

The World Bank has its own term for the phenomenon: they call it "technocratic insulation." So if you read World Bank studies, they talk about the importance of having "technocratic insulation"―meaning a bunch of technocrats,who are essentially employees of the big transnational corporations, have to be working somewhere in "insulation" from the public to design all the policies, because if the public ever gets involved in the process they may have bad ideas, like wanting the kind of economic growth that does things for people instead of profits, all sorts of stupid stuff like that. So therefore what you want to have is insulated technocrats—and once they're insulated enough, then you can have all the "democracy" you like, since it's not going to make any difference. In the international business press, this has all been described pretty frankly as "The New Imperial Age." And that's quite accurate: it's certainly the direction things are going in.

Jamie likes to talk to people. He wants to know them and what they think. He believes that accurate information is essential for everyone: investors, employees, newspaper reporters.

It's important not to misread my advice as permission to tolerate people who don't fit. Too often, leaders know that an employee really doesn't belong and would be better elsewhere, and they fail to act because they lack courage.

the lab’s essential public health functions could be compromised during the move and if the lab had fewer employees. The lab, now at a former Devon Energy Corp. field office building next to a cow pasture in Stillwater, has struggled to keep its top director and other key employees. Delays to get test results for basic public health surveillance for salmonella outbreaks and sexually transmitted infections have shaken the confidence of lab partners and local public health officials. As a new coronavirus emerges going into winter, the lab ranks last in the nation for COVID-19 variant testing. Many employees, who found out about the lab’s move from an October 2020 press conference, didn’t want to relocate to Stillwater. Those who did make the move in the first few months of 2021 found expensive lab equipment in their new workplace but not enough electrical outlets for them. The lab’s internet connection was slower than expected and not part of the ultra-fast fiber network used across town by Oklahoma State University. A fridge containing reagents, among the basic supplies for any lab, had to be thrown out after a power outage. Meanwhile, the Centers for Medicare and Medicaid Services finalized a correction plan after federal inspectors, prompted by an anonymous complaint, showed up unannounced at the lab in late September. “Although some aspects of the original report were not as favorable as we would have liked, the path of correction is clear and more than attainable,” Secretary of Health and Mental Health Kevin Corbett said Tuesday in a statement about the inspection. “We are well on our way to fully implementing our plan. (The Centers For Medicare and Medicaid Services) has confirmed we’ve met the requirements of being in compliance. We are looking forward to their follow-up visit.” In an earlier statement, the health department said the Stillwater lab now “has sufficient power outlets to perform testing with the new equipment, and has fiber connection that exceeds what is necessary to properly run genetic sequencing and other lab functions.” The department denied the lab had to throw out the reagents after a power outage.

Economists are beginning to use attention to explain economic decisions.2 As a nice example, if shoppers were to pay full attention to the price they paid for goods and services, we would predict that $4.00 CDs could be advertised on eBay as $0.01 plus $3.99 shipping or $4.00 plus no shipping and generate the same sales. But in reality, shoppers pay much more attention to the sale price and much less to the shipping cost, and so sellers make more sales in the former condition.3 The inherent scarcity of attention has also caught on in the business world; it’s described as the “attention economy,” where obtaining the attention of customers and employees who are constantly bombarded by information and technology is an essential element of commercial success.

Farm employees, their families, and consumers are protected from dangerous and persistent Organic Products found on the farm and in food, as well as in the land they work and play on, the air they breathe, and the water they drink, by using organic products. Children are particularly vulnerable to pollutants. As a result of the formation of organic food and feed items into the marketplace, parents may simply select products that are free of these chemicals. Hair Care Product Natural grown foods are higher in minerals like Vitamin C, iron, magnesium, and phosphorus, but have lower amounts of nitrates and pesticide residues when compared to conventionally grown foods, according to mounting data. Taking care of it properly is one of the simplest promoting short - to - medium healing processes and brightness. Organic Skin Care products, in particular, combine essential vitamins, herbs, and minerals to cure and regenerate our skin while causing the least amount of environmental damage. How do reduce hair fall so I stop my hair from falling out? These natural skincare companies are dedicated to altering the beauty industry's standards for products that are beneficial both to us and the environment for hair growth which oil is best. We admire their commitment to maximum potency, freshness, and complete purity! In Ayurveda, bhringraj oil is a natural treatment for restoring the look of fine wrinkles (Ayurvedic medicine medicine). Bhringraj oil is often used to increase hair growth, gloss, softness, and strength and is thought to prevent undesired greying and hair growth. Ayurvedic practitioners also advise consuming bhringraj oil orally to treat everything from heart disease and respiratory issues to neurological and liver issues. You're not sure which soap is best for dry skin. Sensitive skin is difficult to deal with. Which is the best soap for dry skin patients may notice tightness and pallor even in the summer, so forget about winter dryness! Warm showers, as well as unsuitable soap, such as aloe vera, Aloe vera face mist, for example, could aggravate the issue. You can apply an after-shower lotion and emollients to keep your skin hydrated. Contact us: Arendelle Organics NRK BizPark, Behind C21 Mall, Scheme 54 PU4, Indore, Madhya Pradesh, India 8109099301 care@arendelleorganics.com

Colonial Policy and Practice: A Comparative Study of Burma and Netherlands India by J. S. Furnivall Page 311: Moreover, within the economic sphere there are no common standards of conduct beyond those prescribed by law. The European has his own standard of decency as to what, even in business, ‘is not done’; so also have the Chinese, the Indian and the native [of Burma]. All have their own ideas as to what is right and proper, but on this matter they have different ideas, and the only idea common to all members of all sections is the idea of gain. In a homogeneous society the desire of profit is controlled to some extent by social will, and if anyone makes profits by sharp practice he will offend the social conscience and incur moral, and perhaps legal, penalties. If, for example, he employs sweated labour, the social conscience, if sufficiently alert and powerful, may penalize him because aware, either instinctively or by rational conviction, that such conduct cuts at the root of common social life. But in the tropics the European who, from humanitarian motives or through enlightened self-interest, treats his employees well, risks being forced out of business by Indians or Chinese with different standards. The only deterrent to unsocial conduct in production is the legal penalty to which those are liable who can be brought to trial and convicted according to the rules of evidence of infringing some positive law. In supply as in demand, in production as in consumption, the abnormal activity of economic forces, free of social restrictions, is an essential character of a plural society.

auditable,” is so essential. We must ensure that the data is credible to employees.

Jim Collins, the author of the business classic Good to Great, was once told by Peter Drucker that he could either build a great company or build great ideas but not both. Jim chose ideas. As a result of this trade-off there are still only three full-time employees in his company, yet his ideas have reached tens of millions of people through his writing

In my work I’ve noticed that senior executives of companies are among the worst at accepting the reality of trade-offs. I recently spent some time with the CEO of a company in Silicon Valley valued at $40 billion. He shared with me the value statement of his organization, which he had just crafted, and which he planned to announce to the whole company. But when he shared it I cringed: “We value passion, innovation, execution, and leadership.” One of several problems with the list is, Who doesn’t value these things? Another problem is that this tells employees nothing about what the company values most. It says nothing about what choices employees should be making when these values are at odds. This is similarly true when companies claim that their mission is to serve all stakeholders—clients, employees, shareholders—equally. To say they value equally everyone they interact with leaves management with no clear guidance on what to do when faced with trade-offs between the people they serve.

June Brought, a leadership collaborator of mine, works in corporate wellness for the successful women’s clothing company Eileen Fisher. The company has flourished since its founding in 1984, currently earning revenue of more than $300 million a year. What truly sets the company apart, however, is its early adoption of conscious capitalism and a sincere desire to enhance the lives of all its stakeholders. Eileen Fisher was one of the first clothing companies that insisted on using sustainable materials such as organic cotton, and implemented programs to reduce fabric and fiber waste. Eileen Fisher’s philanthropic efforts focus on business leadership grants to develop and benefit the careers of young women around the world. The company is also committed to enhancing the well-being of its own employees at every level, which is why June was hired. According to June, “Eileen Fisher is not just another company that claims to care about the well-being of its employees but really only cares about how they can contribute to the well-being of the bottom line. Eileen Fisher truly is concerned with its staff as human beings first.” One of the tools June uses to help individuals at Eileen Fisher and elsewhere find a healthy balance between life and work involves what she calls “completing your own circuit.” She believes it is essential that we plug into our own beings first in order to feel empowered, fulfilled, and complete. As June explains, when we outsource our power to a job, a romantic relationship, or any external condition, “we compromise our emotional welfare and risk having someone cut off our power.” She says that completing our own circuit involves a deep internal knowing that “we are fully charged and complete unto ourselves without any need for outside support or validation.

We can understand that if companies actually want to cultivate that ever-alluring “good” company culture, they have to rethink not just the amenities and office space they’re providing their employees but the entire style of work, the whole ethos of optimization and presentism. Doing so will demand authentically embracing flexibility, as we discussed in the last chapter. But it will also mean reconsidering core values beyond “growth” and “scale,” and understanding that you cannot compel or surveil your way to sustained, quality productivity. Productivity is the by-product of a workforce that has had its essential needs met.

The relationship between employer and employee is permeated by the same spirit of indifference. The word “employer” contains the whole story: the owner of capital employs another human being as he “employs” a machine. They both use each other for the pursuit of their economic interests; their relationship is one in which both are means to an end, both are instrumental to each other. It is not a relationship of two human beings who have any interest in the other outside of this mutual usefulness. The same instrumentality is the rule in the relationship between the businessman and his customer. The customer is an object to be manipulated, not a concrete person whose aims the businessman is interested to satisfy. The attitude toward work has the quality of instrumentality; in contrast to a medieval artisan the modern manufacturer is not primarily interested in what he produces; he produces essentially in order to make a profit from his capital investment, and what he produces depends essentially on the market which promises that the investment of capital in a certain branch will prove to be profitable.

Purpose creates a unifying vision for all of a company’s stakeholders, including its employees, customers, partners, and shareholders. It drives ethical behavior and creates an essential check on actions that go against the best interests of stakeholders. Finally, it’s a powerful driver of culture, providing a framework for consistent decision-making throughout an organization, which ultimately helps sustain long-term financial returns for the company’s shareholders.

The chief executive officer today is an essentially political position, which requires men and women to assume public postures that often conflict with their true personalities. Many corporate executives who confront this tension become infected with hubris, as this man did. Like him, they come to believe they can overcome any skepticism and dig out of any financial hole, no matter how deep. Given the complexity of accounting, they, and their employees, manage reported earnings in a way that diverges from reality. Securities analysts and journalists entice them to repeat optimism so frequently that they come to believe it, just as he did. Some corporate officers become mentally unstable as the pressure mounts, especially at times of calamity. Many have unhappy endings.

There’s a deep irony to this model. Employees who turn up for work day-in, day-out are essentially cast as outsiders: a production cost to be minimised, an input to be hired and fired as profitability requires. Shareholders, meanwhile, who probably never set foot on the company premises, are treated as the ultimate insiders: their narrow interest of maximising profits comes before all. No wonder that, under this set-up, the average worker has been losing out, especially since trade unions in many countries were stripped of their bargaining power from the 1980s onwards.

The unanticipated problems and opportunities then essentially fight the deliberate strategy for the attention, capital, and hearts of the management and employees.

Although Donald put no money toward the development costs of the building, he received consulting fees, and he was paid to manage the property, a job for which there were already full-time employees on site. That one project alone netted Donald tens of thousands of dollars a year despite his having done essentially nothing and having risked nothing to develop, advance, or manage it.

A well-being culture is nothing short of an essential element of a successful organization.

A positive workplace culture is built upon active civility among all employees and their colleagues, in words and in deeds. Another critical aspect of a positive workplace community is the active provision of social support, with people knowing they can turn to others for advice and help when they need it, and in turn providing that needed assistance to their colleagues. Mutual respect, responsiveness, and trust are essential for these mutually supporting behaviors to take place.

The Presence of Support In a change process, support is essential. Change takes place when we are surrounded by people who support our desire for change and growth, whether in our personal or our professional lives. Recent research has shown that a lot of what people desire in life, such as healthy lifestyles, is actually “contagious.” If they are surrounded by overweight people, for example, they have a much higher chance of being overweight. But if they are surrounded by people who are healthy, that is contagious as well. Their efforts are supported and not thwarted.

First, let’s recognize that differences in OE are pervasive. Some companies are better than others at reducing service errors, or keeping their shelves stocked, or retaining employees, or eliminating waste. Differences like these can be an important source of profitability differences among competitors. But simply improving operational effectiveness does not provide a robust competitive advantage because rarely are “best practice” advantages sustainable. Once a company establishes a new best practice, its rivals tend to copy it quickly. This treadmill of imitation is sometimes called hypercompetition