Organisation Development Quotes

If you want to build a better business, you must build better relationships. Relationships are crucial to developing the business you hope to achieve.

Economic development is something much wider and deeper than economics, let alone econometrics. Its roots lie outside the economic sphere, in education, organisation, discipline and, beyond that, in political independence and a national consciousness of self-reliance.

It is the intense spirituality of India, and not any great political structure or social organisation that it has developed, that has enabled it to resist the ravages of time and the accidents of history.

A society which discards those who are weak and non-productive risks exaggerating the development of reason, organisation, aggression and the desire to dominate. It becomes a society without a heart, without kindness - a rational and sad society, lacking celebration, divided within itself and given to competition, rivalry and, finally, violence.

I asked myself what I believed. I had never prayed a lot. I hoped hard, wished hard, but I didn't pray. I had developed a certain distrust of organised religion growing up, but I felt I had the capacity to be a spiritual person, and to hold some fervent beliefs. Quite simply, I believed I had a responsibility to be a good person, and that meant fair, honest, hardworking and honorable. If I did that, if I was good to my family, true to my friends, if I gave back to my community or to some cause, if I wasn't a liar, a cheat, or a thief, then I believed that should be enough. At the end of the day, if there was indeed some Body or presence standing there to judge me, I hoped I would be judged on whether I had lived a true life, not on whether I believed in a certain book, or whether I'd been baptised.

Develop a compelling change vision that inspires employees with purpose and is aligned to the organisation’s strategy, values and beliefs

If you want to be religious, enter not the gate of any organised religions. They do a hundred times more evil than good, because they stop the growth of each one’s individual development.

For matured organisations with digitally empowered employees, working from home during lockdown due to COVID-19, is nothing but BAU, they are achieving, employees are engaged and trust is built.

Thus, as I believe, natural selection will tend in the long run to reduce any part of the organisation, as soon as it becomes, through changed habits, superfluous, without by any means causing some other part to be largely developed in a corresponding degree. And conversely, that natural selection may perfectly well succeed in largely developing an organ without requiring as a necessary compensation the reduction of some adjoining part.

Any place where women are not respected or provided enough opportunities to grow and develop, cannot be a progressive place.

In the travellers’ world, social media have enlarged the generation gap. The internet has brought a change in the very concept of travel as a process taking one away from the familiar into the unknown. Now the familiar is not left behind and the unknown has become familiar even before one leaves home. Unpredictability – to my generation the salt that gave travelling its savour – seems unnecessary if not downright irritating to many of the young. The sunset challenge – where to sleep? – has been banished by the ease of booking into a hostel or organised campsite with a street plan provided by the internet. Moreover, relatives and friends evidently expect regular reassurance about the traveller’s precise location and welfare – and vice versa, the traveller needing to know that all is well back home. Notoriously, dependence on instant communication with distant family and friends is known to stunt the development of self-reliance. Perhaps that is why, amongst younger travellers, one notices a new timidity.

A leaders job is to ELEVATE the team, not delegate the team. Elevate your team to take initiative because real leadership is when you can create a culture of self-leadership within your team

Just like the way a beautiful butterfly can’t come into life without its transformation cycle from egg to larva, caterpillar to pupa and finally to a brilliant creation, to become a successful digitally transformed organisation, similar transformational stages are essential.

Look everywhere. There are miracles and curiosities to fascinate and intrigue for many lifetimes: the intricacies of nature and everything in the world and universe around us from the miniscule to the infinite; physical, chemical and biological functionality; consciousness, intelligence and the ability to learn; evolution, and the imperative for life; beauty and other abstract interpretations; language and other forms of communication; how we make our way here and develop social patterns of culture and meaningfulness; how we organise ourselves and others; moral imperatives; the practicalities of survival and all the embellishments we pile on top; thought, beliefs, logic, intuition, ideas; inventing, creating, information, knowledge; emotions, sensations, experience, behaviour. We are each unique individuals arising from a combination of genetic, inherited, and learned information, all of which can be extremely fallible. Things taught to us when we are young are quite deeply ingrained. Obviously some of it (like don’t stick your finger in a wall socket) is very useful, but some of it is only opinion – an amalgamation of views from people you just happen to have had contact with. A bit later on we have access to lots of other information via books, media, internet etc, but it is important to remember that most of this is still just opinion, and often biased. Even subjects such as history are presented according to the presenter’s or author’s viewpoint, and science is continually changing. Newspapers and TV tend to cover news in the way that is most useful to them (and their funders/advisors), Research is also subject to the decisions of funders and can be distorted by business interests. Pretty much anyone can say what they want on the internet, so our powers of discernment need to be used to a great degree there too. Not one of us can have a completely objective view as we cannot possibly have access to, and filter, all knowledge available, so we must accept that our views are bound to be subjective. Our understanding and responses are all very personal, and our views extremely varied. We tend to make each new thing fit in with the picture we have already started in our heads, but we often have to go back and adjust the picture if we want to be honest about our view of reality as we continually expand it. We are taking in vast amounts of information from others all the time, so need to ensure we are processing that to develop our own true reflection of who we are.

Anarchism … teaches the possibility of a society in which the needs of life may be fully supplied for all, and in which the opportunities for complete development of mind and body shall be the heritage of all … [It] teaches that the present unjust organisation of the production and distribution of wealth must finally be completely destroyed, and replaced by a system which will insure to each the liberty to work, without first seeking a master to whom he [or she] must surrender a tithe of his [or her] product, which will guarantee his liberty of access to the sources and means of production … Out of the blindly submissive, it makes the discontented; out of the unconsciously dissatisfied, it makes the consciously dissatisfied … Anarchism seeks to arouse the consciousness of oppression, the desire for a better society, and a sense of the necessity for unceasing warfare against capitalism and the State.

The humanitarian philosophies that have been developed (sometimes under some religious banner and invariably in the face of religious opposition) are human inventions, as the name implies - and our species deserves the credit. I am a devout atheist - nothing else makes any sense to me and I must admit to being bewildered by those, who in the face of what appears so obvious, still believe in a mystical creator. However I can see that the promise of infinite immortality is a more palatable proposition than the absolute certainty of finite mortality which those of us who are subject to free thought (as opposed to free will) have to look forward to and many may not have the strength of character to accept it. Thus I am a supporter of Amnesty International, a humanist and an atheist. I believe in a secular, democratic society in which women and men have total equality, and individuals can pursue their lives as they wish, free of constraints - religious or otherwise. I feel that the difficult ethical and social problems which invariably arise must be solved, as best they can, by discussion and am opposed to the crude simplistic application of dogmatic rules invented in past millennia and ascribed to a plethora of mystical creators - or the latest invention; a single creator masquerading under a plethora of pseudonyms. Organisations which seek political influence by co-ordinated effort disturb me and thus I believe religious and related pressure groups which operate in this way are acting antidemocratically and should play no part in politics. I also have problems with those who preach racist and related ideologies which seem almost indistinguishable from nationalism, patriotism and religious conviction.

The New Economy brings the need to tap people’s curiosity, quest for knowledge and understanding, in order to develop a sustainable society.

Taking measures to ensure stability could assure the long-term economic growth and welfare at a global level

All groups and Organisation are unique

Engage the whole community with a common purpose to build an innovative and sustainable enterprise.

ReThink Real Success: Keeping your word to others and never lying to yourself

Don't be ashamed to be high maintenance when it comes to your development.

There is no such thing as time management. There is only the mindset that optimally manages the self and its actions.

Developing ALL staff to their fullest potential, on a daily basis, is the most powerful and humane approach, to building a high-performance organisation, that positively changes the world.

Human nature is not taken into account, it is excluded, it's not supposed to exist! They don't recognise that humanity, developing by a historical living process, will become at last a normal society, but they believe that a social system that has come out of some mathematical brain is going to organise all humanity at once and make it just and sinless in an instant, quicker than any living process! That's why they instinctively dislike history, 'nothing but ugliness and stupidity in it,' and they explain it all as stupidity! That's why they so dislike the living process of life; they don't want a living soul! The living soul demands life, the soul won't obey the rules of mechanics, the soul is an object of suspicion, the soul is retrograde! But what they want though it smells of death and can be made of india-rubber, at least is not alive, has no will, is servile and won't revolt! And it comes in the end to their reducing everything to the building of walls and the planning of rooms and passages in a phalanstery! The phalanstery is ready, indeed, but your human nature is not ready for the phalanstery--it wants life, it hasn't completed its vital process, it's too soon for the graveyard! You can't skip over nature by logic.

Over centuries, organised perpetrator groups have observed and studied the way in which extreme childhood traumas, such as accidents, bereavement, war, natural disasters, repeated hospitalisations and surgeries, and (most commonly) child abuse (sexual, physical, and emotional) cause a child's mind to be split into compartments. Occult groups originally utilised this phenomenon to create alternative identities and what they believed to be “possession” by various spirits. In the twentieth century, probably beginning with the Nazis, other organised groups developed ways to harm children and deliberately structure their victims' minds in such a way that they would not remember what happened, or that if they began to remember they would disbelieve their own memories. Consequently, the memories of what has happened to a survivor are hidden within his or her inside parts.

Darwin has interested us in the history of Nature’s Technology, i.e., in the formation of the organs of plants and animals, which organs serve as instruments of production for sustaining life. Does not the history of the productive organs of man, of organs that are the material basis of all social organisation, deserve equal attention? And would not such a history be easier to compile, since, as Vico says, human history differs from natural history in this, that we have made the former, but not the latter? Technology discloses man’s mode of dealing with Nature, the process of production by which he sustains his life, and thereby also lays bare the mode of formation of his social relations, and of the mental conceptions that flow from them. Every history of religion, even, that fails to take account of this material basis, is uncritical. It is, in reality, much easier to discover by analysis the earthly core of the misty creations of religion, than, conversely, it is, to develop from the actual relations of life the corresponding celestialised forms of those relations. The latter method is the only materialistic, and therefore the only scientific one. The weak points in the abstract materialism of natural science, a materialism that excludes history and its process, are at once evident from the abstract and ideological conceptions of its spokesmen, whenever they venture beyond the bounds of their own speciality. [Chapter Fifteen: Machinery and Modern Industry; Footnote 4]

Ritual abuse is highly organised and, obviously, secretive. It is often linked with other major crimes such as child pornography, child prostitution, the drugs industry, trafficking, and many other illegal and heinous activities. Ritual abuse is organised sexual, physical and psychological abuse, which can be systematic and sustained over a long period of time. It involves the use of rituals - things which the abusers 'need' to do, or 'need' to have in place - but it doesn't have to have a belief system. There doesn't have to be God or the Devil, or any other deity for it to be considered 'ritual'. It involves using patterns of learning and development to keep the abuse going and to make sure the child stays quiet. There has been, and still is a great deal of debate about whether or not such abuse exists anywhere in the world. There are many people who constantly deny that there is even such a thing as ritual abuse. All I can say is that I know there is. Not only have I been a victim of it myself, but I have been dealing with survivors of this type of abuse for almost 30 years. If there are survivors, there must be something that they have survived. The things is, most sexual abuse of children is ritualised in some way. Abusers use repetition, routine and ritual to forced children into the patterns of behaviour they require. Some abusers want their victims to wear certain clothing, to say certain things. They might bathe them or cut them, they might burn them or abuse them only on certain days of the week. They might do a hundred other things which are ritualistic, but aren't always called that - partly, I think because we have a terror of the word and of accepting just how premeditated abuse actually is. Abusers instill fear in their victims and ensure silence; they do all they can to avoid being caught. Sexual abuse of a child is rarely a random act. It involves thorough planning and preparation beforehand. They threaten the children with death, with being taken into care, with no one believing them, which physical violence or their favourite teddy being taken away. They are told that their mum will die, or their dad will hate them, the abusers say everyone will think it's their fault, that everyone already knows they are bad. Nothing is too big or small for an abuser to use as leverage. There is unmistakable proof that abusers do get together in order to share children, abuse more children, and even learn from each other. As more cases have come into the public eye in recent years, this has become increasingly obvious. More and more of this type of abuse is coming to light. I definitely think it is the word ritual which causes people to question, to feel uncomfortable, or even just disbelieve. It seems almost incredible that such things would happen, but too many of us know exactly how bad the lives of many children are. A great deal of child pornography shows children being abused in a ritualised setting, and many have now come forward to share their experiences, but there is a still tendency to say it just couldn't happen. p204-205

If your Product or Service be the Backbone of the Organisation; Production and Operations be the Brain; Business Development and Marketing is considered as the Heart of the Organisation. For a Healthy and Prospering Company both Heart and Brain are Vital and Inseparable.

The most obvious and the most distinctive features of the History of Civilisation, during the last fifty years, is the wonderful increase of industrial production by the application of machinery, the improvement of old technical processes and the invention of new ones, accompanied by an even more remarkable development of old and new means of locomotion and intercommunication. By this rapid and vast multiplication of the commodities and conveniences of existence, the general standard of comfort has been raised, the ravages of pestilence and famine have been checked, and the natural obstacles, which time and space offer to mutual intercourse, have been reduced in a manner, and to an extent, unknown to former ages. The diminution or removal of local ignorance and prejudice, the creation of common interests among the most widely separated peoples, and the strengthening of the forces of the organisation of the commonwealth against those of political or social anarchy, thus effected, have exerted an influence on the present and future fortunes of mankind the full significance of which may be divined, but cannot, as yet, be estimated at its full value.

I was amazed, shocked, and sickened by what I heard throughout the day, over and over, by many victims' stories. I can think of no one with whom I didn't recognize a common thread. These monsters, these evil priests, used the same words and methods on all of us. With each session, I would find something that sent a cold chill down my spine. It amazed and frightened me that the actual words used on me, to rape me, to rape me, were the same as the words used on so many others from all over the United States. You would think that all these priests either were educated in how to concur and rape us, or they met privately with each other to compare notes and develop their plan of attack on us. The pattern was so much the same, with the same words, that you would swear it was scripted and disbursed to these priests. Do they secretly have closed-door meetings on how to abuse us? A chilling thought. Neary's routine of saying the “Our Father” during the rape and making me say it with him, repeating the “thy will be done” over and over, the absolution given me after he “finished,” the threats of having God take my parents away, the lectures about offering my suffering up to God, etc., etc., etc. My experience was identical, word-for-word, to that of many others. The exact words during the abuse were not just close, but exactly the same, as if it were some kind of abuse ritual. Ritual abuse is not limited to the religious definition and can include compulsive, abusive behavior performed in an exact series of steps with little variation. How could these similarities occur without the priests taking the same “abuse seminar” together some place, somehow? Was it taught in the seminary? In some dark corner? It goes beyond coincidence—the similarities in deeds and verbiage that these predators use on us. It truly chilled me to the very marrow of my bones.

...because the great beauty of embryo development, the bit that human beings find so hard to grasp, is that it is a totally decentralised process...no cell need wait for instructions from authority; every cell can act on its own information and the signals it receives from its neighbours. We do not organise societies that way...Perhaps we should try.

Educational achievements of US students (or a lack thereof) are scrutinized with every new edition of the Organisation for Economic Co-operation and Development’s Program for International Student Assessment, or PISA. The latest results (2018) for 15-year-olds show that, in math, the United States ranks just below Russia, Slovakia, and Spain, but far

All of the administrative methods used in professional circles- confidentiality, whatever else is in vogue- are just tools. Tools that governing bodies can deploy, under the guise of fairness. Some of the most corrupt organisations I have worked with have the most finely developed guidelines that they work to. These guidelines gives them more rope to hang their victims.

I'm just asking you to accept that there are some people who will go to extraordinary lengths to cover up the facts that they are abusing children. What words are there to describe what happened to me, what was done to me? Some call it ritual abuse, others call it organised abuse. There are those that call it satanic. I've heard all the phrases, not just in relation to me, but also with regard to those I work with and try to help. Do you know what I think? It doesn't matter how you dress it up, it doesn't matter what label you put on it. It is abuse, pure and simple. It is adults abusing children. It is adults deciding - actually making a conscious decision, a conscious choices that what they want, what they convince themselves they need, is more important than anything else; certainly more important than the safety or feelings or sanity of a child. However, there can be differences which are layered on top of that abuse. I'm not saying that some abuse is worse than others, or that someone 'wins' the competition to have the worst abuse inflicted on them, but ritual and organised abuse is at the extreme end of the spectrum. If we try to think of a continuum where there are lots of different things imposed on children (or, for that matter, anyone who is forced into these things — and that force can take many forms, it can be threats and promises, as well as kicks and punches), then ritual and organised abuse is intense and complicated. It often involves multiple abusers of both sexes. There can be extreme violence, mind control, systematic torture and even, in some cases, a complex belief system which is sometimes described as religion. I say 'described as' religion because, to me, I think that when this aspect is involved, it is window dressing. I'm not religious. I cried many times for God to save me. I was always ignored — how could I believe? However, I think that ritual abusers who do use religious imagery or 'beliefs' are doing so to justify it all to themselves, or to confuse the victim, or to hide their activities. Ritual abuse is highly organised and, obviously, secretive. It is often linked with other major crimes such as child pornography, child prostitution, the drugs industry, trafficking, and many other illegal and heinous activities. Ritual abuse is organised sexual, physical and psychological abuse, which can be systematic and sustained over a long period of time. It involves the use of rituals - things which the abusers 'need' to do, or 'need' to have in place - but it doesn't have to have a belief system. There doesn't have to be God or the Devil, or any other deity for it to be considered 'ritual'. It involves using patterns of learning and development to keep the abuse going and to make sure the child stays quiet.

Despite all technical change in the advanced countries, to this day India, with a much smaller cultivated area than the US, produces annually a larger total tonnage of cereals, root crops, oil crops, sugar crops, fruits and vegetables. The precise figures are 858 million tonnes in India and 676 million tonnes in the US in 2007, the latest year for which the data from the United Nations Food and Agriculture Organisation is available. As for China, its even more intensive cultivation, developed over centuries, and consequent high land productivity were legendary; Britain’s agricultural yields at that time, properly measured over the same production period, were pathetic in comparison. By 2007 China produced 1,308 million tonnes from an area substantially less than that of India and of the US.

Since McDougall contrasts the behaviour of a highly organised group with what has just been described, we shall be particularly interested to learn in what this organisation consists, and by what factors it is produced. The author enumerates five principal conditions ' for raising collective mental life to a higher level. The first and fundamental condition is that there should be some degree of continuity of existence in the group. This may be either material or formal: the former, if the same individuals persist in the group for some time; and the latter, if there is developed within the group a system of fixed positions which are occupied by a succession of individuals. The second condition is that in the individual member of the group some definite idea should be formed of the nature, composition, functions and capacities of the group, so that from this he may develop an emotional relation to the group as a whole. The third is that the group should be brought into interaction (perhaps in the form of rivalry) with other groups similar to it but differing from it in many respects. The fourth is that the group should possess traditions, customs and habits, and especially such as determine the relations of its members to one another. The fifth is that the group should have a definite structure, expressed in the specialisation and differentiation of the functions of its constituents. According to McDougall, if these conditions are fulfilled, the psychological disadvantages of the group formation are removed. The collective lowering of intellectual ability is avoided by withdrawing the performance of intellectual tasks from the group and reserving them for individual members of it.

We cannot see how the evidence afforded by the unquestioned progressive development of organised existence—crowned as it has been by the recent creation of the earth's greatest wonder, MAN, can be set aside, or its seemingly necessary result withheld for a moment. When Mr. Lyell finds, as a witty friend lately reported that there had been found, a silver-spoon in grauwacke, or a locomotive engine in mica-schist, then, but not sooner, shall we enrol ourselves disciples of the Cyclical Theory of Geological formations.

Everything with them is ‘the influence of environment,’ and nothing else. Their favourite phrase! From which it follows that, if society is normally organised, all crime will cease at once, since there will be nothing to protest against and all men will become righteous in one instant. Human nature is not taken into account, it is excluded, it’s not supposed to exist! They don’t recognise that humanity, developing by a historical living process, will become at last a normal society, but they believe that a social system that has come out of some mathematical brain is going to organise all humanity at once and make it just and sinless in an instant, quicker than any living process! That’s why they instinctively dislike history, ‘nothing but ugliness and stupidity in it,’ and they explain it all as stupidity! That’s why they so dislike the living process of life; they don’t want a living soul! The living soul demands life, the soul won’t obey the rules of mechanics, the soul is an object of suspicion, the soul is retrograde! But what they want though it smells of death and can be made of India-rubber, at least is not alive, has no will, is servile and won’t revolt! And it comes in the end to their reducing everything to the building of walls and the planning of rooms and passages in a phalanstery! The phalanstery is ready, indeed, but your human nature is not ready for the phalanstery—it wants life, it hasn’t completed its vital process, it’s too soon for the graveyard! You can’t skip over nature by logic. Logic presupposes three possibilities, but there are millions! Cut away a million, and reduce it all to the question of comfort! That’s the easiest solution of the problem! It’s seductively clear and you musn’t think about it. That’s the great thing, you mustn’t think! The whole secret of life in two pages of print!

OGAREV (nostalgically):     Ah, Saint-Simon. The rehabilitation of the flesh. SASHA:    What's that? OGAREV:    We all get our bodies back, taken from us by Christian guilt. Yes, that was a good one, Saint-Simon's Utopia … the organisation of society by experts, and as much you-know-what as you want. HERZEN:    Pardon me, it was the development of man's whole nature, moral, intellectual, artistic—not just our sensuality … in the case of which, some of us didn't need encouragement. OGAREV:     Yes, but without the shame, without the confessing and swearing never to do it again. HERZEN:     I meant you. OGAREV:     I meant me, too.

The ‘Regal Seven (key) Ingredients of a Successful Company’ is: Pursue the goal of Profit Maximization keeping in mind the shareholders interests. To be achieved by developing and rendering Quality Goods and Services at a Reasonable Price. By inculcating Value and Ethics within the structure Through Sound People Management principles devised and effectively implemented. Further organizing Learning Programs and instill concept of ‘Learning and Earning’ Develop/Construct Customer Satisfaction. Build-Build-Build ; Build vision based values, Build your staff, Build customer satisfaction ; and witness your organization being built in the market.

Clearly, just imprinting a document in clay is not enough to guarantee efficient, accurate and convenient data processing. That requires methods of organisation like catalogues, methods of reproduction like photocopy machines, methods of rapid and accurate retrieval like computer algorithms, and pedantic (but hopefully cheerful) librarians who know how to use these tools. Inventing such methods proved to be far more difficult than inventing writing. Many writing systems developed independently in cultures distant in time and place from each other. Every decade archaeologists discover another few forgotten scripts. Some of them might prove to be even older than the Sumerian scratches in clay. But most of them remain curiosities because those who invented them failed to invent efficient ways of cataloguing and retrieving data. What set apart Sumer, as well as pharaonic Egypt, ancient China and the Inca Empire, is that these cultures developed good techniques of archiving, cataloguing and retrieving written records. They obviously had no computers or photocopying machines, but they did have catalogues, and far more importantly, they did create special schools in which professional scribes, clerks, librarians and accountants were rigorously trained in the secrets of data-processing.

If Germany hadn't had the good fortune to let me take power in 1933, Europe to-day would no longer exist. The fact is that since I've been in power, I've had only a single idea: to re-arm. That's how I was able, last summer, to decide to attack Russia. Confronted with the innumerable populations of the East, we cannot exist except on condition that all Germanics are united. They must compose the nucleus around which Europe will federate. On the day when we've solidly organised Europe, we shall be able to look towards Africa. And, who knows? perhaps one day we shall be able to entertain other ambitions. There are three ways of settling the social question. The privileged class rules the people. The insurgent proletariat exterminates the possessing class. Or else a third formula gives each man the opportunity to develop himself according to his talents. When a man is competent, it matters little to me if he's the son of a caretaker. And, by the way, I'm not stopping the descendants of our military heroes from going once more through the same tests. I wouldn't feel I had the right to demand of each man the supreme sacrifice, if I hadn't myself gone through the whole 1914-18 war in the front line. Turning towards the Danish guest, the Fuehrer commented: For you, things are easier than they were for us. Our past helps you. Our beginnings were wretched. And if I'd disappeared before we were successful, everything would at once have returned into oblivion.

When wise old rat Nicodemus is talking to Mrs Frisby about how they live compared to humans, he says: ‘A rat civilisation would probably never have built skyscrapers, since rats prefer to live underground. But think of the endless subways-below-subways-below-subways they would have had.’ I read that huddled in the story corner of Mrs Pugh’s class, and it felt like fireworks going off in my head. It wasn’t just watermelons but the whole world that could be different. It wasn’t preordained, or immutable or, indeed, even anything special. Just ours. Built and organised for us, by us, developed to serve our needs. I closed the book gently, almost reverently, almost as awed by its power to provide me with such new, previously unthinkable thoughts as I was by the thought itself.

Theory is, of course, critical to the development of specific analyses of women’s situation. Explicitly or implicitly, empirical phenomena must be organised in terms of a theoretical construct in order to be grasped conceptually. At the same time, theory is, by its very nature, severely limited. As a structure of concepts, a theoretical framework simply provides guidance for the understanding of actual societies, past and present. However indispensable this theoretical guidance may be, specific strategies, programmes, or tactics for change cannot be deduced directly from theory. Nor can the phenomenon of variation in women’s situation over time, and in different societies, be addressed solely by means of theory. These are matters for concrete analysis and historical investigation.

Their favourite phrase! From which it follows that, if society is normally organised, all crime will cease at once, since there will be nothing to protest against and all men will become righteous in one instant. Human nature is not taken into account, it is excluded, it's not supposed to exist! They don't recognise that humanity, developing by a historical living process, will become at last a normal society, but they believe that a social system that has come out of some mathematical brain is going to organise all humanity at once and make it just and sinless in an instant, quicker than any living process! That's why they instinctively dislike history, 'nothing but ugliness and stupidity in it,' and they explain it all as stupidity! That's why they so dislike the living process of life; they don't want a living soul! The living soul demands life, the soul won't obey the rules of mechanics, the soul is an object of suspicion, the soul is retrograde! But what they want though it smells of death and can be made of India-rubber, at least is not alive, has no will, is servile and won't revolt! And it comes in the end to their reducing everything to the building of walls and the planning of rooms and passages in a phalanstery! The phalanstery is ready, indeed, but your human nature is not ready for the phalanstery—it wants life, it hasn't completed its vital process, it's too soon for the graveyard! You can't skip over nature by logic. Logic presupposes three possibilities, but there are millions! Cut away a million, and reduce it all to the question of comfort! That's the easiest solution of the problem! It's seductively clear and you musn't think about it. That's the great thing, you mustn't think! The whole secret of life in two pages of print!

Then came the Scientific Revolution and the idea of progress. The idea of progress is built on the notion that if we admit our ignorance and invest resources in research, things can improve. This idea was soon translated into economic terms. Whoever believes in progress believes that geographical discoveries, technological inventions and organisational developments can increase the sum total of human production, trade and wealth. New trade routes in the Atlantic could flourish without ruining old routes in the Indian Ocean. New goods could be produced without reducing the production of old ones. For instance, one could open a new bakery specialising in chocolate cakes and croissants without causing bakeries specialising in bread to go bust. Everybody would simply develop new tastes and eat more. I can be wealthy without your becoming poor; I can be obese without your dying of hunger. The entire global pie can grow.

You find nothing like that among humans. Yes, human groups may have distinct social systems, but these are not genetically determined, and they seldom endure for more than a few centuries. Think of twentieth-century Germans, for example. In less than a hundred years the Germans organised themselves into six very different systems: the Hohenzollern Empire, the Weimar Republic, the Third Reich, the German Democratic Republic (aka communist East Germany), the Federal Republic of Germany (aka West Germany), and finally democratic reunited Germany. Of course the Germans kept their language and their love of beer and bratwurst. But is there some unique German essence that distinguishes them from all other nations, and that has remained unchanged from Wilhelm II to Angela Merkel? And if you do come up with something, was it also there 1,000 years ago, or 5,000 years ago? The (unratified) Preamble of the European Constitution begins by stating that it draws inspiration ‘from the cultural, religious and humanist inheritance of Europe, from which “have developed the universal values of the inviolable and inalienable rights of the human person, democracy, equality, freedom and the rule of law’.3 This may easily give one the impression that European civilisation is defined by the values of human rights, democracy, equality and freedom. Countless speeches and documents draw a direct line from ancient Athenian democracy to the present-day EU, celebrating 2,500 years of European freedom and democracy. This is reminiscent of the proverbial blind man who takes hold of an elephant’s tail and concludes that an elephant is a kind of brush. Yes, democratic ideas have been part of European culture for centuries, but they were never the whole. For all its glory and impact, Athenian democracy was a half-hearted experiment that survived for barely 200 years in a small corner of the Balkans. If European civilisation for the past twenty-five centuries has been defined by democracy and human rights, what are we to make of Sparta and Julius Caesar, of the Crusaders and the conquistadores, of the Inquisition and the slave trade, of Louis XIV and Napoleon, of Hitler and Stalin? Were they all intruders from some foreign civilisation?

The nations whose chief support was in the chase, whose chief interest was in the battle, whose chief pleasure was in the banquet, would take small care respecting the shapes of leaves and flowers; and notice little in the forms of the forest trees which sheltered them, except the signs indicative of the wood which would make the toughest lance, the closest roof, or the clearest fire. The affectionate observation of the grace and outward character of vegetation is the sure sign of a more tranquil and gentle existence, sustained by the gifts, and gladdened by the splendour, of the earth. In that careful distinction of species, and richness of delicate and undisturbed organisation, which characterise the Gothic design, there is the history of rural and thoughtful life, influenced by habitual tenderness, and devoted to subtle inquiry; and every discriminating and delicate touch of the chisel, as it rounds the petal or guides the branch, is a prophecy of the development of the entire body of the natural sciences, beginning with that of medicine, of the recovery of literature, and the establishment of the most necessary principles of domestic wisdom and national peace.

The socialists who took over India from the British, and have only run it further into ground, and created both the problems listed at the beginning of this article, are advocating more socialist measures to solve these problems, unchallenged. The Delhi ruling elite has become an echo chamber, in which the Left’s narrative passes as high knowledge. Nobody in Delhi’s ruling class ever ventures outside this echo chamber, nobody even peaks outside, and nobody learns economics. They have no idea as to what money is, where it comes from, where it goes; what jobs are, how jobs are created, and where they come from, and where and why they disappear. In fact they have successfully convinced people that we have already created enough and needed prosperity and the only problem that needs to be solved is that of just and fair redistribution, for which they, the Leftists, need some more powers, some more laws, and some more government rules and regulations and departments to enforce them. This in a country in which only 3 crores out of 125 crore pay income tax, and in which per capita income is less than 1/30th of the developed world, and only about 4 percent hold jobs in the organised sector.

We had heard rumours of what people referred to as a ‘phantom accounting system’, also called zappers and phantom ware. This phenomenon was unheard of in South Africa at the time. The more formal term used to describe this kind of criminal financial-management software is a ‘sales-suppression system’. The Organisation for Economic Cooperation and Development (OECD), in which South Africa has observer status, issued a guide on these systems in 2013.10 On the surface, the technology seems like a supposedly normal accounting system, used mainly by retailers. It has all the expected features: it records stock, sales, invoices, receipts and taxes. It can print daily, weekly and monthly accounting records. Yet the software has a feature that can blank out certain sales and receipts. You can set it to suppress, for instance, every fourth sale, or random sales of a particular value, whichever you prefer. The effect is that, on paper, your stock, sales and receipts would balance for tax purposes. All you would have to do is click on a secret place on the screen, or type a particular code on the keyboard, and the unrecorded sales and receipts would reflect. One would then be able to take this money out of the company’s takings for the day, week or month, and people would be none the wiser.

The nudge movement spawned by Thaler and Sunstein has been spectacularly successful around the globe. A 2017 review in the Economist described how policy makers were beginning to embrace insights from behavioral science: In 2009 Barack Obama appointed Mr Sunstein as head of the White House’s Office of Information and Regulatory Affairs. The following year Mr Thaler advised Britain’s government when it established BIT, which quickly became known as the “nudge unit”. If BIT did not save the government at least ten times its running cost (£500,000 a year), it was to be shut down after two years. Not only did BIT stay open, saving about 20 times its running cost, but it marked the start of a global trend. Now many governments are turning to nudges to save money and do better. In 2014 the White House opened the Social and Behavioural Sciences Team. A report that year by Mark Whitehead of Aberystwyth University counted 51 countries in which “centrally directed policy initiatives” were influenced by behavioural sciences. Nonprofit organisations such as Ideas42, set up in 2008 at Harvard University, help run dozens of nudge-style trials and programmes around the world. In 2015 the World Bank set up a group that is now applying behavioural sciences in 52 poor countries. The UN is turning to nudging to help hit the “sustainable development goals”, a list of targets it has set for 2030.32

People in their sixties usually exercise power over people in their twenties, even though twentysomethings are much stronger than their elders. The typical plantation owner in Alabama in the mid-nineteenth century could have been wrestled to the ground in seconds by any of the slaves cultivating his cotton fields. Boxing matches were not used to select Egyptian pharaohs or Catholic popes. In forager societies, political dominance generally resides with the person possessing the best social skills rather than the most developed musculature. In organised crime, the big boss is not necessarily the strongest man. He is often an older man who very rarely uses his own fists; he gets younger and fitter men to do the dirty jobs for him. A guy who thinks that the way to take over the syndicate is to beat up the don is unlikely to live long enough to learn from his mistake. Even among chimpanzees, the alpha male wins his position by building a stable coalition with other males and females, not through mindless violence. In fact, human history shows that there is often an inverse relation between physical prowess and social power. In most societies, it’s the lower classes who do the manual labour. This may reflect Homo sapiens’ position in the food chain. If all that counted were raw physical abilities, Sapiens would have found themselves on a middle rung of the ladder. But their mental and social skills placed them at the top. It is therefore only natural that the chain of power within the species will also be determined by mental and social abilities more than by brute force. It is therefore hard to believe that the most influential and most stable social hierarchy in history is founded on men’s ability physically to coerce women.

In the course of this book I will be setting out a case, developed from my experience as a manager and consultant, that many of the management approaches that are taken for granted in organisations, and which are taught on management courses and replicated by management consultants, actually get in the way of doing good work and hinder rather than help. They promise what they cannot deliver because they are predicated on ideas of predictability and control and imply powers of intervention on the part of managers and consultants which they cannot possess. People in organisations do not fit into two-by-two grids, and are not parts of wholes. The interweaving of intentions, hopes, aspirations and behaviour of people who are both inside and outside organisations, who behave both rationally and irrationally, will bring about outcomes which no one has predicted and which no one has planned.

So here is a principal difference that I am offering between my understanding of what happens in organisations and many of the conventional books on management. I am suggesting that what happens between people every day at work, whether it is perceived to have gone well or badly, is more important for thinking about how to work better together than trying to develop a new tool or framework. I am encouraging managers and consultants to pay attention to the kinds of interaction in which they find themselves caught, including noticing the strong feelings that often get evoked at work including in themselves as managers, as a helpful way of thinking about how they might continue to participate. In doing so, they will be uncovering of some taken for granted ideas about the management of organisation as a means of opening them up to further questioning. As I mentioned in Chapter 1, this is a method to encourage managers and consultants to think about what they are doing, to become reflexive about how they interact with others. I am doing so in the belief that it offers an understanding and methods more appropriate for coming to terms with the complexity of situations that face managers and staff in the day-to-day practice of their work. In other words, instead of encouraging managers and consultants to think of an organisation as a thing that they can act upon and change from one state to another, rather they think of themselves as co-participants, perhaps powerful ones, in the ongoing web of relationships to which they are contributing. To reflect upon how they are contributing, and how their contribution is reflected back to them by the reactions of others, and what happens as a result is important data to take into account when deciding what to do next.

The US is exceptional. It’s exceptionally big, with two and a half times the population of any other member of the Organisation for Economic Cooperation and Development (OECD), an organisation that includes most of the world’s richest countries.

Monitor, transparently, and enforce the separation of Democracy powers: Legislative; Executive; Judicial

Glorify Sustainable Organisations since they benefit all society

Ban privileges. The rules of the game should be the same to all players, regardless of their size, location, or any other criteria

TRUST AND FAIRNESS DEVELOP HARMONY

One word then can sum up these two studies: suggestion is always an idea isolated from the great mass ' L. Laurent, Des ^tats seconds, variations pathologiques du champ de la conscience, 1892, p. 155. ' Myers, Proc. Soc. Psy. Research, 1889, p. 524. Suggestion and Subconscious Acts 267 of the other thoughts; it has an independent development. " The suggested idea or group of ideas," said M. Charcot, very justly, " find themselves in their isolation sheltered against the control of that great collection of personal ideas, a long time accumulated and organised, which constitute consciousness properly so called, the Ego.

..Thus it can be said that ‘Human Rights’ is an ever expanding subject, which grows in leaps and bounds with the evolution of knowledge, development of the society and the advancement of the world at large, thereby encompassing within its ambit newer forms of right/s as and when recognized as an inalienable ‘right’ , along with wrapped-in duties; duties, on the part of the state, the government, the human rights organizations on one hand, and duties incumbent on individuals as responsible beings owing their allegiance to the society, the society itself , and the world at large on the other...

The public debate, however, ignores this complexity for a more reassuring simplicity, encapsulated in Ken Robinson’s lament: ‘we keep trying to build a better steam engine’. Whenever education is discussed in the media, politicians and parents alike inevitably retreat into a ‘when I was at school’ certainty, based upon little more than a nostalgic belief that, if it worked for them, it should work for everyone. They are apparently oblivious to the challenge to formal education that the rise of the informal presents. Why, for example, should the end-users of formal education – students – be satisfied with attending a physical centre five days a week, using technology that, in many schools, is slower and more restrictive than the tablet or mobile phone that they carry with them (but are usually prevented from using) when in school? Why should we continue to group young people by the year they were born, to study subjects copied from 19th-century universities, when their passion outside school is to develop skills, learning alongside people of all ages, effectively organising their own ‘curriculum’?

it. In other words, 95 percent of workers in construction sector hardly have any kind of social security coverage,” the study added, and warned that a “daunting and complicated task confronting the policymakers is to address the issue of informal employment within the organised sector. This issue of informalisation of employment poses a serious challenge in achieving decent work and thereby achieving more inclusive growth and sustainable development”.

JANUARY IN PY7 This can be a difficult month of adjustment for those who have become addicted to continual progress. But we all must learn to accept the things we cannot change, and this is an irrevocable year of consolidation. If it be in disagreement with your wants, then examine them and act wisely, or this could become a year of significant loss for you. FEBRUARY IN PY7 If you have not yet succeeded in accepting the need to focus on stabilising this year, then quiet your mind and body, turn inward and rely on your intuition for guidance. Take time to embrace periods of silence and meditate whenever possible. Be especially attentive to stabilising your love life. MARCH IN PY7 Your level of personal understanding is strengthened during this month when the mind number 3 prevails. Things become clearer and your life becomes more readily understood, unless you refuse to accept the inevitable and choose instead to play the role of the victim. APRIL IN PY7 Those who have refused to slow down and consolidate can expect this to be a month of material sacrifice – financially and, perhaps, in health. How else will the universe teach you? Ideally, it is a month for practical organising and for discarding unwanted aspects of life. MAY IN PY7 Focus on stabilising your love life this month, not only with your partner but also with your children and or close family. Be more free with them in your personal expression – let them see how loving you really are. JUNE IN PY7 When one door closes, look for the one (or maybe two) that opens. But don’t rush in (leave that to the fools). Develop creative patience, take your time and consider all aspects before making your move, for the best might be somewhat camouflaged yet worthy of investigation.

The suggested idea or group of ideas," said M. Charcot, very justly, " find themselves in their isolation sheltered against the control of that great collection of personal ideas, a long time accumulated and organised, which constitute consciousness properly so called, the Ego." ' " With certain subjects it is possible to call forth, by means of suggestion or intimation, a coherent group of associated ideas which install themsehes in the mind in tlie fashion of a parasite, remain isolated from all the rest, and may be explained outwardly by corresponding motor phenomena." " We ask permission to preserve this striking metaphor: Suggestions, with their automatic and independent development, are real parasites in thought.

Nimble consistently beats ‘inflexible’ because it learns, innovates and adapts faster and better in a volatile world, and it reliably trounces ‘undisciplined’ because it finds the right place between opportunity and risk. The most powerful way to prepare yourself, your team and your organisation to survive and thrive in a fast, unpredictable, competitive and complex world is to ‘first be nimble’ — in other words, to first develop the capability and resilience to adapt.

In the postwar period, democratic politics was transformed not only by the switch to oil, but by the development of two new methods of governing democracies, both made possible by the growing use of energy from oil. One of these was an arrangement for managing the value of money and limiting the power of financial speculation, which was said to have destroyed interwar democracy – a system built with the pipelines, oil agreements and oligarchies that organised the supply and pricing of oil. It was accompanied by the construction of the Cold War, which provided a framework for the policing of the postwar Middle East that replaced the need for mandates, trusteeships, development programmes and other scaffoldings for imperial power. The other new mode of governing democracies was the manufacture of ‘the economy’ – an object whose experts began to displace democratic debate and whose mechanisms set limits to egalitarian demands.

Limitless Leaders focus on 1. Consciously Constructive development of their people's ADAPTAGILITY capacity... to thrive in uncertainty, ever-changing, challenging, complexities, AND opportunities 2. Teamworking, connection, communication trust and collaboration 3. Limitless Leadership skills and mindsets on ALL levels of the organisation 4. A High Performance Culture, context and climate, that unleashes and engages fullest potentials and possibilities.

human life care free and happy if the development of the organising power of man

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

Boys evaluate themselves and feel ‘less’ that what they want to be; but it is not the comparison to others that is the problem here — it is the belief that they cannot be as developed, skilful, athletic, intelligent, mature and strong as they would like to be: this is what ‘breaks’ the boy as he looks upon those who are ‘more’ than him in some way. The comparison to others only exposes a desire in them, to be more, just as those others have become more in their way; but the trauma of the realisation that they would never be that, is what shatters the inner self. It is the death of hope — the hope all children are born with — that shatters the boy’s inner self into pieces which he then spends a lifetime trying to collect and organise in hope of putting up a facade that would somehow make life easier and worth living. ‘It’s just who I am’, such a heart-broken boy would say to himself as he comes face-to-face with his own limitations. Having been deprived of what was needed to help him become the man he would have liked to be, having then been judged for being something he wouldn’t particularly have chosen to be, he then judges himself and believes that this is the hand he had been dealt by fate... Then, disappointed by his own self and lacking a strong, wise presence to direct him away from making unhealthy agreements that would shape his future personality and life, he has only one choice: to look at himself as he currently is, and make a judgement based on what he sees. What follows is always tragic... Not fully possessing the 'natural' feelings of self worth, confidence and boyish wonder, (which only come as that ‘seed’ is nurtured with much love and physical affection, first by the mother, later by the father) the boy does not feel whole, strong, and 'good enough' to think that he is indeed a man, that he does have the seed of manhood within himself... Therefore, instead of being fully open and eager to receive more and learn more, he shuts down, covering what he sees as emptiness in him, with falsehood, pretending the empty places have been filled, that he is indeed a strong, confident man. He learns to feel scorn for the ‘needy’ little boy within and he ‘moves on’ into adulthood without him. From that moment on, a part of him — that little boy; that particular aspect of himself he has been disappointed in — is pushed out of reach, out of sight, and out of his conscious life.

In this state of impotent expertness, however, or in some equally unsound state, economics must struggle on—a science that is no science, a floundering lore wallowing in a mud of statistics—until either the study of the material organisation of production on the one hand as a development of physics and geography, or the study of social aggregation on the other, renders enduring foundations possible.

Many organizations, oblivious that good work culture has the propensity to propel the organization to the next well, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.

The lessons of other people are between them and God. We cannot force, organise, cajole, intimidate, deceive or plead with anyone to do or know anything they do not sincerely and honestly wish for themselves. Of all people, this applies foremost to our partners and our children. Forgiveness, compassion, and letting be are spiritually vital qualities. This allows others the space to grow in their own time and in their way. Although we cannot force the issue of another’s development, being around a spiritually aware individual provides many growth opportunities.

Hence, leadership has to swim in the currents that breed issue after issue to transform the organisation into a care cathedral.

Roy Vagelos, Merck’s CEO at the time, asked the WHO to fund Mectizan, but the answer was no. He pleaded with the US Agency for International Development and the US Department of State. Still no. That’s why Roy urgently needed money. Roy then went to one final, and radical, source of funding – Merck itself. On 21 October 1987, Roy announced that Merck would give Mectizan away for free, ‘as much as needed, for as long as needed’, to anyone anywhere in the world who needed it. Merck established the Mectizan Donation Program (MDP), which brought together the WHO, the World Bank, UNICEF, dozens of Ministries of Health and over 30 non-governmental organisations to oversee and fund the distribution of Mectizan.

As Faridabad is Haryana's industrial hub and one of Delhi's major satellite city, the demand for real estate in this area is rapidly rising. The Mansha group has established itself as the top and most successful developer of real estate in India, including a number of builders in Faridabad. Mansha covers the following segments: luxury floors in Faridabad, commercial space, and office space building. We give the greatest services that are well connected to the rest of the city and are reasonably priced, according to our vast knowledge of the market and its dynamics. The organisation is working in Faridabad, where it is developing cutting-edge shops, apartments, and shopping malls.

the idea is to go to areas where the CCP’s enemies are weak or not well represented, organise the population there and then use them to encircle the enemy’s strongholds. In global terms, the CCP has drawn a parallel between ‘the countryside’ and ‘the developing world’. That is to say, the developing world is seen as a region in which it is comparatively easy for the CCP to establish itself. Once enough developing countries are on China’s side, it becomes easier for the CCP to chip away at the developed world’s grip on power.

Other fronts for engaging with foreigners are the so-called people’s organisations. ‘The people’ and their ‘friendship’ with foreigners are concepts with special meanings in Chinese politics—meanings that few in the West understand. The Party’s cynical, opportunistic concept of friendship was explained in 2017 by Xi Jinping, who told cadres that their friends outside the Party are not their ‘own personal resources’, but should be made ‘friends for the Party’ or ‘for the public good’. He went on to say, ‘Of course, friendships made outside the party will develop into personal friendships. But personal friendships must comply with the work for the public good. Principles, discipline, and rules must be maintained.’65

Be innovative in leading people. Within our organisations we are continously innovating procedures, systems and technology but we fail to consider how we can innovate in our leadership.

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

make a fundamental change in the relationship between nations, organisations, religions and politics start to listen, learn and offer badly needed resources stop trying to impose our will on the rest of the world train our armies to offer constructive resolution to conflict not destructive work on our inner life and develop our humanity.

The Chicago boys and their mentors had the good sense to maintain the highly efficient, nationalized copper producer Codelco, the world’s largest. That’s, of course, a radical violation of market principles, of neoliberal principles, but worthwhile since the company was the source of much of Chile’s export earnings and the basis of the state’s fiscal revenues. In general, it was close to a perfect experiment. It looked like a great success, if you ignored the human costs. In 1982, Friedman published the second edition of his manifesto, Capitalism and Freedom, celebrating the triumph of the cause. The timing was auspicious. In 1982 the Chilean economy crashed and had to be bailed out by state intervention. The state then controlled more of the economy than it had under Allende. Analysts who had their eyes open called it “the Chicago road to socialism.” The prominent OECD (Organisation for Economic Co-operation and Development) economist Javier Santiso described the “paradox [that] able economists committed to laissez-faire showed the world yet another road to a de facto socialized banking system

MICHAEL CRONIN: My three main concerns can, I suppose, be summed up as follows: (1) How can we find a space in the current public conversation for a perspective that is critical of the marriage campaign but from a queer, gay-affirmative and anti-homophobic perspective? As Pantigate demonstrates, once the referendum campaign gets going, that will become even more difficult, probably impossible. (2) How can we manage to engage in a political discussion while acknowledging that this is an issue in which people are so deeply invested emotionally and affectively? For instance, I find it very uncomfortable and challenging to express my opposition publicly as someone who, firstly, is a potential beneficiary of the change, and, secondly, am opposing something that is deeply important to individuals who I respect and love, and opposing subcultural organisations that were very important to my own formation. (3) How can we develop a perspective on this that acknowledges that this is simultaneously a victory and a defeat? It is a progressive development that will make our society more inclusive, tolerant and affirmative of loving relationships and different families. But it will also entrench inequality – between the married and the unmarried, the secure and the precarious – and is another indication of how the utopian hopes of 1970s gay liberation and lesbian feminism have been thoroughly defeated.

Step 6: When Filofax grew enormously in the 1980s as an expensive, aspirational product, the absence of a generic niche description became a problem for the leader. People began to use ‘filofax’ to describe the category, which meant that every competitor could describe their product as a filofax (note the lower case f ). In 1986 David Collischon wisely coined the term ‘personal organiser’ to describe the category and encouraged everyone to use the term. Marketing experts are adamant that it is easier for us to think first about a category generally, and then about the brand. ‘I need a personal organiser to keep all my bits of paper.What brand should I ask for in the shop? Well, Filofax is the best known.’ This is an easier and more natural way of thinking than, ‘I need a Filofax.’ The clear benefit of a personal organiser was that it helped people be better organised . If the term ‘personal organiser’ had not gained widespread currency the benefit of the new category would have been much less clear, and Filofax’s brand name would have become devalued. Contrast the confusion caused in the electronic-organiser niche. When this developed in the 1990s, the leading brand was PalmPilot. But what was the category name? As Al and Laura Ries comment, ‘Some people call the Palm an electronic organiser. Others call the Palm a handheld computer. And still others, a PDA (personal digital assistant). All of these names are too long and complicated. They lack the clarity and simplicity a good category name should possess. If . . . a personal computer that fits on your lap is called a laptop computer, then the logical name for a computer that fits in the palm of your hand is a palm computer . . . Of course, Palm Computer pre-empted Palm as a brand name, leaving a nascent industry struggling to find an appropriate generic name . . . Palm Computer should have been just as concerned with choosing an appropriate generic name as it was in choosing an appropriate brand name.’9

The book follows the social model of disability, a tool developed by disabled people as a guide for social action. It draws a distinction between impairment and disability. Disability consists of the barriers that a person with impairment experiences as a result of the way in which society is organised that excludes or devalues them. According to this analysis, preferred terminology in Britain is to describe people as disabled - because they are disabled by society - not people with disabilities, which makes no sense from a social model perspective.

Dolphin Investor is a person who invests in Sustainable Innovations, believing in collaboration, trust and transparency, to create and empower meritocratic organisations, developing a better world for this and generations to come.

[Socialists] don’t recognise that humanity, developing by a historical living process, will become at last a normal society, but they believe that a social system that has come out of some mathematical brain is going to organise all humanity at once and make it just and sinless in an instant, quicker than any living process!

It's time to get rid of the micromanagement style. Develop microencouragement. It's our role to innovate in how we lead the people our organisation.

When we realise obstacles are a rite of passage on the journey towards success, we see the them as mile stones rather than mill stones.

Talent alone is not enough, although it certainly helps. To get through the door at an elite sporting organisation talent is a prerequisite. We would be naive to think any differently, but in high-stakes environments it is the interaction between grit, talent and character that critically impacts an individual’s development and growth.

● 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.

Future proof your organisation by prioritizing service excellence and leadership innovation.

Consequently, both political and business organisations are hunting down the leaders who have an aptitude to inspire others to dream more, learn more, do more and achieve more.

India will never, within any time that we can foresee, be an efficient country, organised and governed on Western lines. In her development to self-government we have got to be prepared to accept a degree of inefficiency comparable to that in China, Iraq or Egypt . . . [W] e cannot continue to resist reform because it will make the administration less efficient.’ - Wavell to Churchill, July 1944

In the past you may have been able to depend upon an organisation to plan and support your development, but in today’s fast-moving, ever-changing and far less secure world it would be irresponsible not to recognise that your development, career and life plans are your responsibility, and yours alone.

In comparing social with cerebral organisations one important feature of the brain should be kept in mind; we find no boss in the brain, no oligarchic ganglion or glandular Big Brother. Within our heads our very lives depend on equality of opportunity, on specialisation with versatility, on free communication and just restraint, a freedom without interference. Here too local minorities can and do control their own means of production and expression in free and equal intercourse with their neighbours. If we must identify biological and political systems our own brains would seem to illustrate the capacity and limitations of an anarcho-syndicalist community. ~ Grey Walter ‘The Development and Significance of Cybernetics

You can do as much leadership development programmes, seminars or workshops, if you don't like people, if you don't love your team, you will not enjoy being leader. Leading is about people and their wellbeing the first foundation to the organisations wellbeing.

It’s not a matter of having enough raw talent. Talent needs to be channeled and developed in order to become something more than a momentary spark. Actor and comedian Jerry Seinfeld, arguably the most influential comedian of his generation, wrote in his book Is This Anything?: Whenever I came up with a funny bit, whether it happened on a stage, in a conversation or working it out on my preferred canvas, the big yellow legal pad, I kept it in one of those old-school accordion folders . . . A lot of people I’ve talked to seemed surprised that I’ve kept all these notes. I don’t understand why they think that. I don’t understand why I’ve kept anything else. What could possibly be of more value?