companies changed!!! so do their logos.............

BIBLE-FRUITS OF THE SPIRIT

Love Love must be sincere.  Hate what is evil; cling to what is good.  Be devoted to one another in  brotherly love.  Honor one another above yourselves.  Never be lacking in zeal, but keep  your spiritual fervor, serving the Lord.  Be joyful in hope, patient in affliction, faithful in prayer.   Share with God's people who are in need.  Practice hospitality.  Romans 12:9-13 Dear friends, let us love one another, for love comes from God.  Everyone who loves has  been born of God and knows God.  Whoever does not love does not know God, because  God is love.  1 John 4:7-8 Joy Be joyful always; pray continually;  give thanks in all circumstances, for this is God's will for  you in Christ Jesus.  1 Thessalonians 5:16-18 May the God of hope fill you with all joy and peace as you trust in him, so that you may  overflow with hope by the power of the Holy Spirit.  Romans 15:13 Peace Let the peace of Christ rule in your hearts, since as members of one body you were called to  peace.  And be thankful.  Let the word of Christ dwell in you richly as you teach and admonish  one another with all wisdom, and as you sing psalms, hymns and spiritual songs with gratitude  in your hearts to God.  And whatever you do, whether in word or deed, do it all in the name of  the Lord Jesus, giving thanks to God the Father through him.  Colossians 3:15-17 But the wisdom that comes from heaven is first of all pure, then peace-loving, considerate,  submissive, full of mercy and good fruit, impartial and sincere.  Peacemakers who sow in  peace raise a harvest of righteousness. James 3:17-18 Patience Be completely humble and gentle; be patient, bearing with one another in love.  Make every  effort to keep the unity of the Spirit through the bond of peace.  There is one body and one  Spirit - just as you were called to one hope when you were called - one Lord, one faith, one  baptism; one God and Father of all, who is over all and through all and in all.   Ephesians 4:2-6 Be patient, then, brothers, until the Lord's coming.  See how the farmer waits for the land to  yield its valuable crop and how patient he is for the autumn and spring rains.  You too, be  patient and stand firm, because the Lord's coming is near. James 5:7-8 Kindness Therefore, as God's chosen people, holy and dearly loved, clothe yourselves with  compassion, kindness, humility, gentleness and patience.  Bear with each other and forgive  whatever grievances you may have against one another.  Forgive as the Lord forgave you.   And over all these virtues put on love, which binds them all together in perfect unity.  Colossians 3:12-14 For this very reason, make every effort to add to your faith goodness; and to goodness,  knowledge; and to knowledge, self-control; and to self-control, perseverance; and to  perseverance, godliness; and to godliness, brotherly kindness; and to brotherly kindness,  love.  For if you possess these qualities in increasing measure, they will keep you from being  ineffective and unproductive in your knowledge of our Lord Jesus Christ.  2 Peter 1:5-8

experience of reading the autobiography of APJ Abdul Kalam

 I got the opportunity o read the autobiography of Dr. APJ Abdul Kalam. when I thought of reading the book i was little skeptic bout the relevance of reading the entire book. I started reading with little excitement as it wsa given as a part of assignment, but later when I read few pages I started liking the way things have been described in it. Even a small incident is described so well that its hard to avoid reading further. Form the book i came to know bout how a child who belonged to a middle class family can reach such great heights on the basis of his will power and positive thinking. Dr. Kalam shows such qualities that are required in every leader for the growth of the nation. I lernt many things and he acts as a source of inspiration for me. In the book he mostly guided the youth so that they can achieve the goals of their life and work for the progress of the nation. The book also guides us about various concepts like Change, Leadership, Team spirit and many more which can be very useful in developing our mindset.

The overall experiencewas very good and I consider myself fortunate for getting the opportunity to read this book.

don't quit

Don't Quit

When things go wrong as they sometimes will,

When the road you're trudging seems all uphill,

When funds are low and the debts are high,

And you want to smile, but you have to sigh.

When care is pressing you down a bit.

Rest, if you must, but don't you quit.

Life is queer with its twists and turns

As every one of us sometimes learns.

And many a failure turns about

When he might have won had he stuck it out:

Don't give up though the pace seems slow -

You may succeed with another blow.

Success is failure turned inside out -

The silver tint of the clouds of doubt.

And you never can tell how close you are.

It may be near when it seems so far:

So stick to the fight when you're hardest hit

It's when things seem worst that you must not quit.

kaamyabi

HARTA JO NAHI MUSHKILO SE KABHI,
JISKA MAQSAD HAI MANJIL KO PANA,
DHOOP MEIN DEKHKAR THODI SI CHHAYA,
JISNE SIKHA NAHI BAITH JANA,
AAG JISME "LAGAN" KI JALTI HAI,
"KAAAAAMYABI" USI KO MILTI HAI...

Team Spirit

"Exponential gains in organization effectiveness are possible at the intersection of team and spirit. Despite the potency of this synergy of team and spirit, the notion is still incompletely understood by modern enterprises. To realize the possibility of spirited, high performing teams requires a shift in awareness, a shift in values, and with it a shift in the way teams work."

Many corporations including Tata Consultancy Services, Nestle, Fiat, Bharat Petroleum, Wiproand Maruti are encouraging employees to participate in corporate training at ashrams and spiritual retreats where they learn to synergise and be at peace. Isha Foudation's Wholeness Programme, Art of Living's APEX, Prasanna Trust's Corporate Harmony, Tej Gyan Foundation's Wisdom Training and Brahmakumaris' Management Programme — are some of the packages popular with corporations. They are in fact tailormade to teach mind management, yoga and spiritual psychology. The duration of courses range from one day to a whole week.

How to Merge Corporate Cultures

Mergers and acquisitions can create strange bedfellows, but the drawbacks of companies' cultures not meshing together can have an 

impact on the bottom line.

Merging Your Corporate Cultures: Do Your Due Diligence

Nancy Rothbard, a management professor at Wharton School at the University of Pennsylvannia, says recent studies show the failure rate of mergers is close to 75 percent, and the majority don't produce the expected financial returns for years after the merger has taken place.

"In some of the research, there's been a lot of discussion on how the culture piece has been really central to why they fail," she says.

That happens because most companies don't consider the differences in corporate cultures when analyzing a potential merger in the first place.

"Often the things that are harder to assess are the qualitative aspects," she says. "It often can create a lot of challenge for getting the best out of employees."

You can get a jump on this problem by thinking ahead: While the legal team is scrutinizing the proposed merger, have someone elsetake a look at the cultural differences between the two companies. This way, you're not just plopping new employees into an unfamiliar environment and expecting them to sink or swim.

Culture clash is too often a scapegoat when mergers go wrong, says Joe Aberger, the president of Pritchett, a strategy firm that specializes in mergers and corporate culture and is headquartered in Dallas. Factoring it into the preparations for the merger helps avoid scapegoating.

"Executives would rather blame culture than shouldering the blame for destroying millions of dollars of shareholder value," he says. "You can't get lost in analyzing culture. You need to keep your eye on the bottom line."

Merging Your Corporate Cultures: Don't Try to Change Everything

One mistake companies often make is assuming they need to completely throw out the pre-existing cultures after the merger. In fact, companies that do it successfully converge on a few shared values, some common operating principles, and standard  processes, but leave other aspects as they were.

"You don't need one common culture for everyone to work together," Aberger says. "Sometimes value can be squandered in pursuit of unnecessary consistency between companies."

Experts say there's no such thing as a merger of equals: one company always brings the dominant culture. Smart companies will go out of their way to be protectionist and preserve certain parts of the smaller entity, Rothbard says.

"There may be certain aspects of the culture you want to preserve and value in the firm you're merging with," she says. "Make sure you don't destroy what made that company a really great company to buy or to merge with."

Start by identifying which aspects of the culture are most important to the bottom line; the rest you may be able to leave untouched.

"Don't try to change everything," Aberger says. "Be very mission critical in your approach."

Rothbard says to make sure not to establish a system of "haves" and "have nots" in the office, which can quickly create tension.

Merging Your Corporate Cultures: Communicate Expectations

To combat that "first day of high school" feeling after a merger, communication is key. This can be done through regular updates, employee surveys, one-on-one lunches, and meetings.

"You absolutely have got to empower people to have a voice in defining what the new corporate culture is going to be," Sprouse says. "What you want to do is find aspects of both cultures that work in the new combined culture."

Rothbard says something that often sinks mergers is when employees don't know what's expected of them in the new environment.

"When people move from one firm to another, they have cultural baggage they bring with them, in terms of how you think you should be behaving to be effective in their job," she says. She cited a hypothetical example of discount insurance company Geicomerging with a higher-end insurance firm. Should employees of the new company go after a few high-premium customers or stick with Geico's model of signing on lots of low-end customers?

"That can be a very, very delicate operation," she says.

Sprouse says to make sure not to focus just on the central office either. If you have sites outside the main headquarters, make an extra effort to keep them in the loop.

Most of all, don't expect all this to happen right away. Like any new relationship, it takes time to settle in, usually much longer than you may be expecting.

"Often times we don't know what it is about the culture that may be incompatible," Rothbard says. "It takes time: When we have these skirmishes as things flare up, values and behaviors pan out."

one of the inspirational video to boost you up!!!!!!!!!!!

SUCCESS STORY OF RATAN TATA

Here is a Real Story of Ratan Tata.

So many people around the world want to know that "What is the Net
Worth of Ratan Tata"?

TATA Group is running 96 businesses and out of which 28 Companies are
publically listed on the various stock exchanges.
Tata Group is world's top 50 Group according to Market capitalization
and Reputation.

Have you ever thought why Ratan tata's name is not in the list of
billionaire' s club? why Ratan Tata is not a billionaire on the Forbes
magazine list of billionaire people of the world?

The reason is that, TATA Group's 96 companies are held by its main
Company "TATA Sons" and the main owner of this TATA Sons is not Ratan
Tata but various charitable organizations developed and run by TATA
Group.

Out of which JRD TATA Trust & Sir Ratan Tata Trust are the main.
65% ownership of TATA Sons which is the key holding company of the
other 96 TATA Group Company is held by various charitable
organizations.

So this 65% ownership ownership of Tatasons Limited is not reflected
on Ratan Tata's personal Financial Statement but on the various
charitable organizations. and this is the reason why Ratan Tata is not
in the list of Billionaire club.

if we put this 65% ownership of Tata Sons in Ratan TATA's own personal
financial statement then Ratan Tata's Net worth can become more than $
70 billion. and that's much more than the Warren Buffet's Current Net
Worth of $ 62 billion, the world's richest person according to Forbes
magazine 2008.


However, it doesn't mean that Ratan Tata is poor. In one interviews he
had told the reporter that, "I have my own Capital". He is the
chairman of Tata Group so obviously he earns lots of money every year
as a bonus, remuneration and salary. However, Ratan Tata's Net worth
is not $ 1 Billion.

He is not a billionaire on paper. but in reality he is the richest
person of the world. His net worth in reality is more than Bill Gates
and Warren Buffet.
SO the good thing about Tata Group is that, They do Charity out of
their Money...

And that is the reason TATA Group has generated so much of Goodwill
over last 5 generations.

CULTURE AND EMPOWERMENT

The following six values with corresponding practices are imbedded in an organizational culture developing the full potential of its employees.

1. Self Responsibility: Individuals take responsibility to have their job, team, function, organization, the way they wish it to be. This is the counterpoint to being a victim within the organization.

2. Authentic Communication: Individual communication is open, honest, transparent, and vulnerable. Individuals are talking about the real issues going on in the organization.

3. Trust: Individuals feel safe enough to try out new behaviors and take risks without fear of reprimand or put down by their superiors or colleagues if they make mistakes. There is a genuine sense of good will that pervades the organization.

4. Personal and Group Process Skills: Individuals and the organization have established protocols and developed skills which are regularly deployed to resolve interpersonal issues that come up in project management. Issues are resolved quickly and cleanly.

5. Learning and Growing: Individuals are encouraged and rewarded to work on the real growth issues necessary for professional and personal development within the framework of the organization. Individuals are ever challenging themselves and supporting each other to develop and grow.

6. Caring: The organizational leadership demonstrate in tangible ways concern for individual employee well being. Employees feel valued and are inspired to give their very best effort on behalf of the organization.

successful changes in some organizations

Nokia’s Changes Management

The organization is an essential part of the business that composes of different creative minds and if the ideas are insufficient, the brainstorming steps in. Sometimes, organizational change happens for the good of the business, they are only inviting the fresh ideas to come.

Organizational Change on Nokia

Some firms have had to change dramatically to stay in business. Nokia began life as a lumber company, making the equipment and supplies needed to cut down forests in Finland. It moved through into paper and from there into the ‘paperless office’ world of IT – and from there into mobile telephones.

Organizational Change Models

There are two possible organizational change models that the Nokia used in establishing their efforts that falls under the Strategic Planning model. There is various kind of approach and two are picked-up for careful examination. The two models are Alignment Model and Scenario Planning Model.

Alignment Model

This kind of model ensures the strong alignment among the organization’s mission and its resources to effectively operate the organization. This model is useful for organizations that need to fine-tune strategies or find out why they are not working. An organization might also choose this model if it is experiencing a large number of issues around internal efficiencies. Overall steps include:

1.      The planning group outlines the organization’s mission, programs, resources, and needed support.
2. Identify what’s working well and what needs adjustment.
3. Identify how these adjustments should be made.
4. Include the adjustments as strategies in the strategic plan

Scenario Planning

This approach might be used in conjunction with other models to ensure planners truly undertake strategic thinking. The model may be useful, particularly in identifying strategic issues and goals.

1. Comes with the selection of several external forces and imagining the related changes which might influence the organization.

2. For each change in a force, discuss three different future organizational scenarios which might arise with the organization as a result of each change. Reviewing the worst-case scenario often provokes strong motivation to change the organization.

3. Suggestions are formulated what the organization might do, or potential strategies, in each of the

three scenarios to respond to each change.

Nokia changes smartphone management ahead of Nokia World

Nokia has decided to replace its CEO Olli-Pekka Kallasvuo with Stephen Elop, from Microsoft. The market applauded the move with a 5 percent rise in Nokia's share price. Kallasvuo will remain in place until 20 September. Shortly after the appointment, Nokia announced that Anssi Vanjoki, head of its unit Mobile Solutions (smartphones), has decided to resign, with a notice period of six months.
The management changes follow a restructuring and are clearly aimed at dealing with Nokia's weak spot: smartphones, and especially smartphones in North America. The company is currently going up against Apple (iPhone, iPad), Research In Motion (BlackBerry) and the numerous Android phones hitting the market. Rumours of Kallasvuo's departure have been brewing for some time.

SONY

Sony announced a major management change . Mr. Stringer takes now also over as President of Sony Corporation in addition to his current responsibilities of Chairman and CEO. Mr. Stringer has now all strings (pun intended) in his hands to turn Sony around. 

Sony says that the changes, effective April 1 will fundamentally reorganize the company’s electronics and game businesses to improve profitability and strengthen competitiveness in the midst of the continued global economic crisis. They will also accelerate the production of innovative networked products and services by strategically integrating these two business groups.
At the heart of the Sony reorganization is the formation of two new business groups: Networked Products & Services Group and the The New Consumer Products Group (“the New Sony CPG”).

The Networked Products & Services Group will include Sony Computer Entertainment (“SCE”); personal computers (VAIO); new mobile products, including the current WALKMAN lines; and Sony Media Software and Services, which develops a common service platform across Sony products.

The group also plans to incubate new products leveraging Sony’s best technologies. Integral to this process is the utilization and expansion of thePlayStation Network service platform, which currently has 20 million registered accounts globally. 
This unit is led by Kazuo Hirai. 

The New Consumer Products Group (“the New CPG”) will include the current Television, Digital Imaging, Home Audio and Video businesses. The New CPG will focus on profitability and sustained growth by enhancing product innovation and competitiveness and improving the speed and efficiency of operations. The New CPG will also concentrate resources on further development and growth in emerging markets.

HERO HONDA

Hero Honda Motors on Friday said it has changed its name to Hero MotoCorp following the exit of its erstwhile Japanese promoter, Honda, from the company.

The company is also in the process of introducing a new global brand identity in London next month.

"Hero Honda Motors Ltd  was on Friday formally renamed as Hero MotoCorp Ltd. In the run-up to the unveiling of its new global brand identity, the world's largest two-wheeler manufacturer received the necessary statutory approval from the Registrar of Companies on Friday for the changeover to the new name," the company said.

Earlier last month, the shareholders of the company had approved the changing of the name.

"It is not just a change of name, it marks the ushering in of a new era that will unlock the immense potential of this company to build its own capabilities to grow beyond boundaries and set new benchmarks," Hero MotoCorp chairman Brijmohan Lall said.

Commenting on the development, Hero MotoCorp managing director and chief executive officer Pawan Munjal said: "It marks the beginning of a new era of innovations -- be it in the field of technology and product development or customer satisfaction and expanding our footprint across global markets."

Decision Making( Heuristics)

Heuristics are simple rules of thumbs for problem solving that follow a logic that is quite different from consequential logic. They have long been regarded, as an inferior technique for decision making that is the source of irrational decision behavior. Recently, decision making researchers have demonstrated that some heuristics are highly efficient and can compete with complex decision models in some application domains

Heuristic principle is a method of decision making that proceeds along an empirical lines, using rules of thumb, to find solutions or answers (Stoner & Freeman, 1992, p. 259). In politics, heuristics defined as shortcuts voters use to decide between candidates (Allen & Wilson, 2009). Heuristics can speed up decision making, but they are fallible if individuals rely too heavily or taint them with their own biases. There are two advantages of employing heuristics in decision making: (1) heuristics have reasonable rationales, so they generally produce correct results, (2) they save enormous amounts of time for the decision makers (Stoner & Freeman, 1992, p. 262). This heuristic enables us to be rational actors in many situations. However, it fails miserably when the consequences turn out to be much different from what we anticipated. In the latter circumstances, the rational actor may well become the rational fool.

Second Year of PGDM

After completing Summer Internship I am back to college now. It seems very unusual after spending a long duration of two and half months with family at home once I am back. But this is starting of my career and I have long way to go. Now I became senior and work load has also been doubled.Whole day spends in HR concepts and Articles. No leisure time but life has to move on so I am.