Funny (and Not So Funny) Short Stories: Blind Shots

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

Blind Shots

This case belongs to the era of the recent past when computers, systems, systems analysis, system design, systems analysis and design, management information systems (MIS), information technology (IT) etc had not become the day-to-day things.

Very few organizations had taken on to computers and fewer organizations had systems- even the manual management or business systems, forget about the computer ones. Those companies who had installed some semblance of management or business systems in their organizations used to have a department called “systems and procedures department” or “organization and methods department" (standard abbreviation being O&M). This department used to formulate certain organizational systems and procedures.

In this kind of illiterate environment, a premium industrial engineering and management institute dared to start a six months long educational course on systems design. Yes, it's title was “systems design”. They sent out the brochures of this course to many leading companies. The course fees were pretty steep and therefore, company sponsorships were necessary.

A top shot of the corporate office of a technologically sophisticated company designing and manufacturing highly technical products received this brochure. He was highly excited about it since he was already somewhat computer and system literate. He wished to spread that literacy to many people in the organization. Being in a hierarchical position where he could decide the things, decided to depute two senior executives from one of its manufacturing units geographically distantly located from the city where company had its corporate office. He could not have deputed more number of people to this six months long course on “systems design” because of three reasons: the course was very expensive, there were budgetary constraints and the company could not have spared out more people at a stretch for six long months.

However, with reference to deputation of even these two executives to the course, a problem had crept in. Due to the notorious inefficiency of the postal department (and may be, also of the institute that was going to run the course on systems design), this top shot in the corporate office received the brochure of the course much too late. Yet, he was hung on sending two executives to get wiser on systems design.

So, he got a telex sent out to the chief of manufacturing unit communicating the decision of the corporate office to depute two senior executives to the systems design course (Telex was used for communicating since Internet and emails came much later. Why, even fax came much later). The decision on who should be deputed was, however, left to the chief of manufacturing unit. In those days, a telex message would be sent in telegraphic language since each additional word on the telex would cost quite a bit. So, not too much was written in the telex.

The chief of the manufacturing unit had just about a day to decide on the names of the executives whom he would depute for this course. The course was starting the day after and a day would be required for travel. He had also to decide from which departments these two executive would be drawn. So everything was urgent on this issue.

However, the chief of manufacturing unit just did not have any clue on what this term “system design” meant. He could not have got the clarification on it from the corporate top shot since both were almost at the same hierarchical levels and he would prefer not to show his ignorance to the corporate office. Internet and World Wide Web were not available in those days where he could have found a few million web sites explaining the term “systems design”. He could not have consulted any of his subordinates (he was number one in the unit) since he could not expose his ignorance to his subordinates too. He had to decide about it the first thing the next morning as soon as he was in the office. He had just about the evening to decide.

With all these thoughts crowding his mind, he went home that day. Over the dinner, he saw his wife who was looking brighter than usual that evening. He noticed this aspect of her and he had the intuition that the wife would have the key to solve his problem. Couple of times earlier, he had experienced that consultations with wife helped. It is well known that top executives' wives know better about many aspects of the company where their husbands work. The gossips on who got promotions and who got fired reach the husband executives from their wives earlier than through the normal formal organizational communication channels which are normally pretty sluggish.

So, he asked her as to whom would she choose for deputation to the systems design course if she was given the choice. She was quite confused on this jargon “systems design”. She asked her husband about it and he replied that he too was not too sure about it and yet, he must take the decision by tomorrow morning.

She then said, “OK, forget it and darling, don’t you worry, it’s rather simple. See, you have this design department where your guys design some systems- those hydraulic and pneumatic systems etc. So pick up one senior manager from there and I know that a friend of mine keeps talking about her husband designing some systems and procedures for your factory. So pick him up; my friend will be quite happy and will continue to feel obliged to me”.

The chief of the unit was mighty convinced about the logic put up by his better half. Next day morning he issued out his instructions to depute these two guys from these two departments. And here we had one hydraulic systems design engineer/manager attending a very expensive six month long duration course on “systems design” at the premium management educational institute!!

The great part is yet to come: when this hydraulic systems design executive returned from the six months course, on being asked as to how the course was, he told his friends, “It was great. The food was wonderful, the campus was beautiful. And look, I have already put on weight. But, frankly, I don’t know why was I sent- it had nothing to do with hydraulic systems at all. Yet, anyway, it was a great paid holiday.”

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/


(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: Corporation or Mercenaries?

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

Corporation or Mercenaries?

Lately, Mr Powor was seen as the most powerful and feared person in this particular unit of a famed multinational company. He was the vice president (human resources) of the unit- quite an upstart executive and recently recruited from outside. Why was he becoming more and more important? You will get the answer soon after you read the next few paragraphs.

The unit’s local management and corporate management of the company had dismal record of managing this unit. The unit was just not breaking even despite all the mumbo-jumbo things the company management was trying, forget about making any profit. The company, as a whole, was majorly in the sellers’ market except for a few units spread in different countries all over the world. In these units, including this particular unit about which we are writing this story, the product lines presented a challenge from competition and the top and the senior management just did not seem to have any grip over the situations presented in this kind of buyers’ market and tough competition.

Easiest of the solutions which most companies use to get out of any problems faced by the company is to lay off the employees. There are various names given to this lay off procedure: some management calls it downsizing and others who position themselves as more scientifically refined management, nowadays, call it as an ongoing process of rightsizing. In stark reality, both mean firing the people, the same people who contributed pretty decently all along and who were promised great careers in the company at the time of their recruitment (i.e. at the time of selling the jobs to them and luring them into the company). Perhaps, many of them left a better job to pick up the new one because of the promises made to them.

Presently, Mr Shomy, the executive director, the number one of this particular unit, called Mr Powor at his residence. A part of his residence was used as his home office for the company’s business. Being invited for a meeting at his home office was seen as a prestige point among various executives of the unit. It was well known that whosoever was invited at Mr Shomy’s home was about to become his pet or favorite executive and that executive was likely to be showered with lots of authority soon. There used to be competition among the executives of the unit to do something or anything to please the boss which would trigger this kind of invitation.

So, Mr Powor met Mr Shomy at his home office. As he was entering the premises of Mr Shomy’s residence, he saw the unit’s senior vice president (manufacturing) Mr Lenny, the number two of the unit, drive away through the other gate of the premises.

The meeting between Mr Shomy and Mr Powor started over the drinks with small talk and soon Mr Shomy took Mr Powor into confidence, “Mr Powor, you are aware that our unit has a critical objective of breaking even and registering some profit by this year end. I have worked out among other things, some interventions to achieve the same. I want you to take charge on the HR front. This is the time to test your expertise. You should show me a reduction of 30% in unit’s payroll in next one month. Mr Lenny and I have drawn up a list of eight executives who are not contributing much in the organization. Their absence from the organization, thus, does not matter. So, you can work to see them part with the company. You too can examine on your own if Mr Lenny and my assessment is correct about these eight managers. If you feel the same way as we feel, you can go ahead with these eight persons without reverting to me. I will support you fully and I am giving you all the authority. But show me the results. One major consideration in your appointment was your expertise in downsizing in your earlier assignments. But, I do not want any trouble. Can you handle it on your own?”

Mr Powor was delighted to be taken in confidence by the boss. He assured the boss, “Sir, leave it to me. I will work it out without any problems.”

The meeting was over and Mr Powor came out of Mr Shomy’s office quite satisfied with himself.

Within a week, most employees were gossiping the ouster of a senior manager on some charges of a framed up corruption on him. In next two days, the employees were talking in a hush hush manner about another incident of another senior manager being kicked out. The reason was not known. Some said, “Oh, that manager had a fight with Mr Powor in his office and there was a show down. And the manager was advised to resign or the matters could go worse for him.”

Mr Powor, having achieved these initial successes, became more bold and confident. It was a long weekend and day prior to it; six managers were stopped at the security gate (the entrance of the unit) by the security department and were asked to wait in the security department’s office. Chief security officer and Mr Powor were seated in the office of chief security officer. They had invited the unit’s chief medical officer (the doctor) to join them and so, he too was there. Each manager was called inside the office one by one. And then, Mr Powor said to each one of them, “The management has decided that your services are no more required by the organization and either you put in your resignation letter or here is the pink slip. We are giving you one month’s pay in this envelope towards the notice period, take it and you need not have to attend the office from now on. We wish you good luck.”

After this drama was over, chief medical officer asked Mr Powor, “Why was I required to be present in this meeting?” To this, Mr Powor clarified, “In the event of any shock or trauma to any of these six managers due to their sudden removal from the organization, medical attention would have become necessary. After all, we are a huge and reputed multinational company and cannot take any chances. I always take care of such vital things. Thanks for coming.”

By laying off eight well paid managers in the manners described above, Mr Powor was satisfied that he had achieved the target of 30% reduction in the payroll of the unit. He decided to present his report to the executive director, the first thing after the long weekend.

Mr Powor enjoyed that weekend the most in his life. After all, he was a very important member of the top management team now, being very close to the executive director and so, even sky was not the limit for him as far as growth in this company was concerned. He whistled and hummed.

With a cheerful mood, Mr Powor drove to his office the first day morning after the long weekend only to be stopped at the security gate by the security guard. Mr Powor was offended badly but composed himself and asked, “What’s the matter. Is there any trouble in the plant?”

The security guard said, “There must be some. I have been instructed that there is a top level meeting at the security gate office and your presence is required in it.” He then escorted Mr Powor to the office of the chief security officer. Mr Lenny, the senior vice president (manufacturing) was already present there.”

Mr Powor asked, “Where is the boss (meaning Mr Shomy, the executive director)? Isn’t he coming?” To which Mr Lenny crisply said, “No. Just you, the chief security officer and me.”

They sat around the table. Without wasting even a second, Mr Lenny spoke, “I have to communicate to you, on behalf of the management of the organization that your services are no longer required in the organization. The local news paper people have started enquiring about the incidents of sudden recent departure of eight senior managers. We could get a very bad publicity and our management has come to conclusion on deeper investigation that you handled the entire thing in an absolutely messy way. We will now tackle the issue with the press but we do not wish you to be around. Here is twelve month’s severance pay, as a very special case as against the normal one month’s. Please go back home and pack up and leave the town with your family within couple of days. You will not meet any of the news paper guys.”

Mr Lenny handed over the envelope containing the money to Mr Powor and advised the chief security officer to ensure safe arrival of Mr Powor to his house.

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/


(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: Training Works

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

Training Works

Around twenty vice presidents and general managers of a well known large company in the corporate sector were attentively listening to my concluding remarks in the two days seminar on “time management”. I was telling them that time management was not about accounting the hours and minutes of one’s day or doing all kinds of activities with the aim of minimizing the time taken on them but it was all about how well one spent his time on the objectives, projects, tasks and activities that were most important to him.

To help them understand this concept better, I left them with a question, the answer to which would uncover their most important objectives and related activities. I advised them to answer the question with lots of thinking. The question read like this, “What couple of things could you do (which you are not doing now or are not doing them seriously) that if you did them persistently, would make a tremendous difference in your personal and professional life?”

I left them at that.

Then, I got busy with my other clients for next few months. I also used to frequently visit the earlier mentioned company on my various management consultancy assignments there.

On one such occasion when I was on a visit to this company for consultations and after a hectic meeting was relaxing a bit in its board room, a gentleman knocked at the door, opened it slightly, looked at me enquiringly and said, “Excuse me, can I see you for a while? I won’t take much of your time though”. I said, “Please come and have a seat.”

He mentioned without wasting much of time, “I was one of the participants of your very first time management seminar that you conducted for the top and the senior managers of our company a few months ago. I was quite influenced by your seminar, Now, I am hugely benefited by implementing what you told and I wish to share that with you. Can I take a lift in your car in the evening so that I can tell you in detail all about it?”

I said, “It suits me, you are most welcome.”

After finishing my job that day, as I was about to get into my car, that gentleman was already there waiting for me. I let him in. I drove the car out of the company premises and as we were on the main road, he said, “First of all, I wish to thank you from the bottom of my heart. You literally changed my life.”

Then, he proceeded to tell me his entire story, “I was not very happy with what I was doing all along. The shop floor job never suited me. Yet I continued with it. With my intelligence and hard work, it was not difficult for me to succeed even in that kind of shop floor oriented production job that I really detested badly. I got promotions pretty fast but frankly I wasn’t just cut out for it intellectually. Something was seriously missing. Outwardly everything looked fine to me and to others because I was a fast promoted person to the extent that I am one of the youngest general managers in the company. But inwardly, I knew that I was not comfortable.”

He paused and continued again, “And then, I heard your talk on time management and particularly the question you gave us to answer towards the conclusion of the seminar. It haunted me for a few days. I started looking at it and understanding it with lots of seriousness. I started finding its answer and one day it occurred to me that I should switch over to a job that is closer to my heart and mind. I asked myself- what is that? The answer was staring at me; I needed a job which would use my analytical, systems and management skills. Also the job should provide me with better career progression. What was it? I went on playing with many answers and finally zeroed in on ERP (enterprise resource planning) as my new area of action. Once I was clear about it, I hurried up and took a three months evening course on ERP and on one specific ERP package in one of the most reputed institutes. It was an expensive program and yet, I was happy investing the amount. Luckily, my existing company is already going ahead implementing ERP and knowing that I am a qualified ERP professional offered me to head the new ERP department. I have already accepted the offer and started the ERP implementation work in the company. I am really enjoying every minute of my time now. I feel as if it is the start of a new life for me, full of rewards that I like. I sincerely wish to thank you. You and your time management program changed my life. Thanks.”

We had reached his home and he got down from the car. I drove away the car in the direction of my home feeling once more convinced that training does work.

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/


(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: Right the First Time?

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

Right the First Time?

Japanese, we hear and read, have become famous for doing every thing right the first time. What with their TQM, zero defect programs, kaizen and gemba kaizen etc.

However, in many other countries, it is opposite; right the first time? No. Never. It is not even right the second time or the third time.

A friend of mine who is a business manager in one of the reputed organizations in a big city was narrating me an experience. He wanted to organize a training program for the managerial staff in his company on "productivity". For this, he was in search of a good video film on "productivity" with around 20 to 30 minutes of running time. He came to know that an organization devoting itself fully to the cause of productivity training was having such videos. He contacted the organization personally. He was put to a clerk who was supposed to show him the list of videos the organization had and also to arrange a preview of videos which my friend would select.

My friend had to sit in front of the clerk for nearly half an hour before the file containing the list of videos was traced. After the list was traced, it was found to be an old version. The clerk said, "I think that we have received some twenty more videos since then". Let me check my other records. Other records were equally difficult to locate. So, he stretched his memory and and updated that list- God alone knows how much and how accurately updated that list was!

My friend scanned through the list and selected two videos titled "Productivity" and "Productivity is Every One's Business". In the list against the titles of the videos was written the language in which narration was for the video. On checking with the clerk, he ensured that the narration for the two selected videos was in English, which is what my friend required.

Then, my friend met the officer in that organization who asked my friend to come again the next day for the preview. He instructed the clerk to ensure that at 4 PM sharp the next day everything would be in readiness for showing the videos. The clerk nodded in confirmation.

As per the program, the next day, my friend reached the productivity organization at 4 PM and met the officer. The officer asked my friend to sit down and asked, "Yes gentleman, what can I do for you? From which company you are? etc." My friend some how checked his annoyance and keeping his cool said, "I met you yesterday and you asked me to come today at 4 PM for preview of those videos, you remember?"

The officer looked amused. "Yes, yes, now I remember. I never thought that you would really be so serious about them and also be so punctual". He called the clerk and ordered him to do the needful and asked my friend to follow the clerk.

The clerk gave a big yawn first and then called his computer cum LCD operator, "Listen, show these videos to the gentleman". The operator quipped, "But how's that possible? We have already given the projection screen to ABC Company this morning only". The clerk went on, "Doesn't matter, project on the wall; after all this gentleman wants to have just a peek at them. Even if the projection on the wall is not very decent, don't worry".

Well, that's that. The operator took him to a small dingy room which was supposed to be the computer laboratory cum the projection room for LCD projector. In an almirah, the DVDs and VCDs containing the videos were kept one on other quite haphazardly. The operator took nearly twenty minutes to pull out the jackets of the DVDs on which were written the titles of the videos that my friend wanted to see. The operator connected the LCD to the computer but LCD's lamp would not light up. He started fiddling with the wires, plugs and adapters and in the process, got a mild electric shock. He smiled at my friend, "That's part of the job. This is not the first time". Finally, the LCD and computer, both started. My friend adjusted himself on to a broken stool trying himself to keep away from the open electrical wiring all around. And what did he see on the wall, a video titled, "Do it Right the First Time".

"My God, this is not the video I wanted to see", my friend said. The operator was not much disturbed though. He said, "Doesn't matter. The video you want to see must be in the jacket meant for the video "Do it Right the First Time". So, he took out the DVD from the jacket labelled "Do it Right the First time" and loaded into the computer.

This time the title that came on the screen-wall was, "Right Methods, Right Answers".

And that was the beginning of an unending research project. The operator was taking out DVDs/VCDs one by one from each jacket (right method!) and started showing their titles to my friend through projection on the wall-screen. Not a single video was kept in it's proper jacket. "Effective Executive" video was kept in "Negative Attitudes" and "Negative Attitudes" video was kept in the jacket meant for "Modern Scientific Management" and so on.

It took the operator exactly one hour before he stumbled on "Productivity". My friend, at last, took a deep breath and the operator beamed as if he had made the greatest achievement in the world.

"Yes, the title came all right- "Productivity". Only the title was in English- narration in the film that followed was in some language other than English.

Just above this dingy small computer laboratory cum LCD projector room, in the lecture hall of this productivity organization, a training program was being conducted by the same organization. The name of the program was "How to Solve the Problems Systematically?"
 

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/


(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: I Did Not Have Heart to Fire Him

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

I Did Not Have Heart to Fire Him

Chief construction manager Whitekar of one of the unit’s of Marvel Millennia, the multi unit, multi product conglomerate was having conference with his two senior civil engineers. One of the senior civil engineers said, “What is the purpose in making all the detailed engineering calculations and thoroughly comparing the quotes from the various construction contractors when we know for sure that this time also the management will award the contract to our permanent civil construction contractor Darub & Co. It seems that our company treats Darub & Co as its son-in-law.”

Chief construction manager Whitekar was in his usual pensive mood. He replied, “I agree with you that couple of times management went out of way to award the contract to Darub & Co while all our analysis showed that the other contractors were more deserving. No doubt, the quality of construction of Darub & Co is of quite high order but their commercial terms are also very steep. In those two or three cases, the other contractors were as good as Darub & Co quality wise and yet they were considerably cheaper also. I suppose that there was no harm to allot the contract to them and management should have done so.”

The other senior civil engineer said, “That’s why Mr Whitekar, we do not intend wasting our time in elaborate comparisons of various offers we have received this time for the new construction of buildings for the expansion project. It is a huge order and irrespective of what we do, it will be given to Darub & Co. I heard that our company and our management are quite indebted to Darub & Co for whatsoever reasons. I hear that kind of gossip.”

Whitekar dismissed this line of thinking of his staff, “Let us do a thorough professional job this time too. It’s a big project with lots of money involved. And so, we will do our job well and we will recommend whosoever is the winner as per us. We will forward our recommendations to the top management and there ends our job. It is the prerogative of the top management to award the contract to anyone whom they want to. Let us not waste time. Let us get on with our job; we have the deadline to meet.” He also added, “If we do our job well, management will have to be guided by our analysis; this time the stakes are far higher.”

The conference was over that day.

A few days later the CEO of the company was reviewing the analysis and recommendations made by Whitekar. These recommendations were forwarded by Moitra who was Whitekar’s boss and was Group President for all the construction and building activities of all the units of the company. Moitra had endorsed the views of Whitekar.

The CEO of Marvel Millennia was quite disturbed to see that Darub & Co was a bad runner up, way behind the building contractor whom Whitekar and Moitra had recommended after thorough technical and commercial analyses. Marvel Millennia management had almost got used to seeing Darub & Co as number one and it suited the management since the promoters and management of Darub & Co had proved to be of great financial assistance to Marvel Millennia on its rainy days. The CEO was in a serious dilemma.

He had a conference with the CEO of Darub & Co and asked him to look at the discrepancies and deficiencies of his proposal for the building and construction activities of the huge expansion project. He said, “Please review your entire proposal and revert to me in two days.”

Accordingly, the CEO of Darub & Co had marathon meetings with his civil engineering staff. One brilliant engineer pointed out a discrepancy in Whitekar’s workout. It was a controversial civil engineering technical angle which Darub & Co had tackled in a particularly different manner as compared to what interpretations Mr Whitekar had made on that point. If Darub & Co’s point of view and their subsequent calculations based on that assumption were to be taken as correct, Darub & Co’s proposal stood out as the winner.

While all this was a controversial issue, yet when presented by the CEO of Darub & Co to the CEO of Marvel Millennia, it appealed to the CEO of Marvel Millennia hell of a lot. His dilemma was sorted out and that too with all the justifications. Finally, the contract order was awarded to Darub & Co.

The CEO of Marvel Millennia called Moitra to his office and said, “Your civil engineering staff must be more careful. They made a critical mistake which we found out here in the corporate office. But for that, I would have been in a very embarrassing situation. The contract would have wrongly gone to the other company which would have been a disastrous mistake on our part. I suggest that you transfer one of your more competent chief construction managers from one of the other units in place of Whitekar. Looks like Whitekar has lost the touch. He should retire gracefully now.”

The CEO had almost asked Moitra to fire Whitekar. Moitra went to his office with a foggy mind. He did not know what to do, how to break this news to Whitekar. Moitra had tremendous respect for Whitekar. Whitekar was a gem of a professional and gem of a civil engineer. He decided to sleep over the matter.

Next day morning, Moitra mustered lots of courage to execute his CEO’s decision on Whitekar. Instead of summoning Whitekar to his office, he preferred to do this dirty work of firing Whitekar in Whitekar’s office itself. He felt it was more civil that way. With heavy heart and mind he walked to Whitekar’s cabin. The door to Whitekar’s cabin had a peep hole in it. He stopped at the door and peeped inside. Whitekar was leaning over a big civil engineering drawing spread all across his table and was keenly pondering over some thing. He gave the impression of professionalism personified. Whitekar was absorbed deeply in his work as if he would never stop working for Marvel Millennia and would never stop being the professional manager and the civil engineer that he was.

Moitra had no heart to disturb Whitekar from his serious and genuine work. He retracted his steps and started walking backwards to his own cabin. He rolled up his sleeves and said to himself, “I will have to tackle the CEO or I am doomed.”

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/


(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: Alphonsos or Papayas?

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

Alphonsos or Papayas?

Everyone in the factory was excited. The latest gossip was that the Chairman of their group companies was visiting their factory for the first time and that too, along with his wife. When there is smoke, there must be fire. The local management soon officially confirmed the grapevine.

In a feudal and family setup, the top positions of a corporation are always kept within the family. They are passed on from generation to generation automatically. Though the days of kings and queens are long gone, these dynastic rulers are literally treated like kings and queens till date by their subjects (employees) in their organizations. The subjects believe that if they can please their king and queen, they would get benefited. The king and queen will notice their acts of pleasing them and will shower baksheesh upon them.

In anticipation of all of this, all and sundry of the factory got into the top gear to make appropriate preparations to welcome Mr and Mrs Chairman. Particularly, the top most two managers of the unit were more busy than everyone else. Both, Bartantia and Lalkhera took up the job of pleasing Mr and Mrs Chairman as their crusade.

The employees of the factory unit were divided into two camps- the Bartantia camp and the Lalkhera camp. The members of each camp had total loyalty to their respective leaders. The two leaders competed very well particularly on such occasions.

Among other things, Bartantia and Lalkhera were concentrating more on planning their strategy for the ceremonial lunch that was to be staged for the king and the queen. They believed in the well known cliche that route to reach any one's heart and mind was through the stomach- so a great lunch was important. Each one was guiding his own camp accordingly. While details for each course of the lunch was being worked out to the last detail, the decision on the selection of the main fruit dish was yet to be taken.

The two camps soon contacted the other 26 group companies, separately, in order to find out the favorite fruits of Mr Chairman and Mrs Chairman. Ultimately, after lots of data collection and lots of data processing, Bartantia camp came to the conclusion that the super bosses liked the top most variety of the mangoes called Alphonso. They reported their findings and recommendation of Alphonso mango to their boss Bartantia. Simultaneously, Lalkhera camp, after detailed investigations, recommended that the king and queen liked the seedless variety of papayas. Lalkhera's prior knowledge about the choice fruit of Chairman and his wife thus got confirmed.

In fact, in anticipation of such an opportunity some day in future, Lalkhera had already planted the papaya trees almost an year ago in the factory canteen (among other departments, he was also in charge of factory's canteen and horticulture) and now the same papaya trees were giving the seedless papayas. In a way, he was a step ahead of Bartantia. Bartantia, on the other hand, would have to work hard to locate the Alphonsos since it was not the mango season. He would have to hunt for this variety of high quality mangoes and will have to get them from Mumbai at exorbitant price. Well, price won't be any issue at all when the party was meant for the king and the queen but the search would require efforts.

The final menu was compiled in collaboration of the two camps. The terms and conditions of feeding the super guests were drawn up. It was decided that each course would be introduced to the guests by either Bartantia or Lalkhera depending on who had thought of it and for which he would take the credit of selecting the course and getting it properly cooked by the chief chef under his personal guidance. That way both Bartantia and Lalkhera will get equal praise, particularly from Mrs Chairman- that always matters more under this kind of situations.

Finally, the day dawned and Mr and Mrs Chairman did arrive in the factory unit. And finally, it was also the ceremonial lunch time. Only senior executives were invited for the lunch.

Everything went off very well as per the blue print. The last course was fruits. The head waiter of the canteen brought two dishes full with the fruits and placed them in front of the Chairman and his wife. Bartantia sang songs in praise of the Alphonsos and narrated in details as to how he could get them all the way from Mumbai after lots of search though it wasn't the mango season. Simultaneously, Lalkhera sang songs of the seedless papayas that he had particularly planted in the factory since he knew that they were the favorite fruits of Mr and Mrs Chairman.

Mr and Mrs Chairman picked up a few pieces of cut fruits from each of the two dishes. Almost at the same time both quipped, "Bartantia, why, your Alphonsos are tasting like papayas?" They had finished their lunch and got up from their seats. Everyone else, including Bartantia and Lalkhera also had to conclude their lunch.

As all of them were walking out of the dining hall after the lunch, Bartantia stayed back only for a moment, picked up one piece of fruit from each dish, tasted it and to him too both the pieces tasted like papaya. He wondered, "Then, what happened to the Alphonsos?"

And then, he knew the trick Lalkhera had played on him by instructing his canteen's head waiter not to serve the Alphonsos at all. He also saw and heard Mr and Mrs Chairman profusely thanking Lalkhera for the delicious lunch he had organized, particularly their favorite seedless papayas. They even shook hands with Lalkhera. Bartantia was a mere onlooker. 

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/

(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: Designation Burst

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

 

Designation Burst

 

At 78, senior Dolatia was still fond of going to his vulgarly ostentatious corner office at the top floor of corporate office of Dolatia Group.

Dolatias had mopped up literally billions from the gullible public that hoped to become rich by dealing in the Dolatia shares. It was another matter that even after passage of five years since tons of money was collected, the investors did not see any dividend check.

On the other hand, the company had purchased three huge mansions and some twelve up-market cars of the latest models and gave them to the three directors of the company (and indirectly, to their wives and their grown up children) apart from the fat salaries the three executive directors were already drawing since the inception of the company. One of the executive directors was also the CEO of the company. And who were they? You guessed it right- they were all Dolatia clan- the senior Dolatia and his two sons.

As per very private inner circle of Dolatias, Dolatias used to boast of their uncanny talent of grabbing people's money and using it to their personal advantage. They used to believe that if you can get milk from others' cows, you don't have to use your own. They also used to boast of having hired highly intelligent "servants" from all over the world, at a pretty cheap price to run their company. To them the highly skilled "professionals" were no more than the domestic help.

In the mean time, the old man Dolatia was suffering from bouts of amnesia. So he won't remember the names of his servants (the executives of the company). Nevertheless he was very fond of summoning them and giving them orders on business matters.

On one usual day, he called a senior executive to his sprawling cabin. This gentleman was the Senior Chief Vice President- Manufacturing, perhaps the most important and most useful person in the company. Dolatia always seemed very courteous to any onlooker. He offered him seat to sit down. One dared not sit down in front of Dolatia unless offered a seat by him.

Dolatia looked at the new arrival quizzically and threw a question at him, "Who are you?"

Most senior executives in the organization were aware of Dolatia's amnesia condition. They knew that he had no control over his memory; he used to forget things every now and then. So they won't mind his obnoxious behavior. The Senior Chief Vice President- Manufacturing said politely, "Sir, I am Philip Mathew, your Senior Chief Vice President- Manufacturing."

Dolatia retorted in an irritating tone, "Look Mathew, I am not asking that- your designation. That- I have bestowed upon you. I keep distributing those things from time to time- chief, senior, senior chief, chief assistant, senior chief assistant and so many of them. I keep them in my pockets always. All I am asking you is, "Are you a babu (a clerk or an administrator) or an engineer?" Based on that I will decide whether I should assign the work, I have in mind, to you or to someone else who is more suitable for that type of work. It's a top level job and I must have the right person to do it."

In summary, Dolatia had just about two classifications of his senior people- a babu (a clerk or an administrator) or an engineer; designations really did not matter.

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/


(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: Reschedule Your Wedding Date

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

 

Reschedule Your Wedding Date

 

Niranjan, the number two in the department was jubilant today after a long time.

He was almost 35 and practically gave up the thought of ever finding a suitable match in marriage. Despite working hard to get married, he was a failure and ultimately, decided to live and die a bachelor.

It was sheer stroke of luck that finally some girl found him suitable for a husband and this morning he got such a note of confirmation from her. His joys knew no bounds. He distributed sweets to all and sundry, including his departmental head Swamy.
 

Swamy used to report to a person nicknamed "Terror", the real name Tara Singh. Tara Singh "Terror" was a senior manager in the management setup and was the boss of several departments of the organization including that of Swamy's. He was from the old school of "X theory of management". He believed that if he started the day by shouting at around 10% of the people reporting to him, all the other people in all the departments also got the right message and the work in the company went on with smooth efficiency. He could then relax in his cabin and perform some religious prayers in the first one hour of the start of the office. He was quite a religious person and was fond of saying his prayers in the confines of his office. 

 

But, all in all, he was a terror to his subordinates because he always communicated with them only by shouting at them from time to time.
 

Niranjan dismissed all his fears about his boss's boss in the heat of the joy of fixing up of his marriage. While on the other days he would contemplate a hundred times prior to knocking at the door of "Terror's" cabin only to finally walk away from it, today he did no such thing. He straight away entered the den of Tara Singh and gave him the good news. He even told him the date of his wedding and simultaneously invited him and his family to attend the wedding.

Tara Singh, being an X theory manager used to patronize his subordinates at such delicate moments and win their hearts. He congratulated Niranjan sumptuously, offered him a cup of tea and assured him about his presence with his wife at his wedding reception by noting down the date of the wedding in his appointment diary. Thus, the date totally sank in the head of Tara Singh- he had a great memory for such details.

Then, things were forgotten for a while till the day Swamy entered the cabin of "Terror" to beg for his vacation. He spoke up hesitatingly, "Sir, I have some urgent personal work to attend to and will be away for a week in the second week of December. I want your authorization for the vacation".

Tara Singh "Terror" roared, "How can you two senior guys remain absent from the work at the same time? I understand that Niranjan is also planning leave around the same time (He was remembering the wedding date of Niranjan absolutely clearly). You know my policy. At a time, on one single day, only one person can take leave between two of you. Now please don't waste my time. Talk to Niranjan and settle your dates of vacation accordingly." Swamy had no courage to argue with his boss- he was highly scared of him.

Swamy, highly disappointed, walked up to his office and called Niranjan to his cabin. Swamy was pressed with some really urgent personal work around the dates Niranjan was to get married and he wanted to manipulate Niranjan but he won't know how to do it. He was giving it a lot of thought.

In the mean time Niranjan already seated himself in front of Swamy. He asked, "Why have you called me?"

 

Swamy said, "Niranjan, I have an urgent piece of personal work in the second week of December. You will have to look after the department as usual in my absence." Niranjan reminded Swamy of his impending marriage that was to take place in the second week in December. To which Swamy reminded the policy of "Terror" to Niranjan that both of them just could not go on vacation at the same time.

Then, he seriously proposed to Niranjan this way, "Niranjan, my personal work is like a life and death issue. I have to take the vacation and there is no other alternative but to attend to it in second week of December. You have not distributed your wedding invitation cards as yet. I suggest that you better reschedule your marriage, fix some other date."

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/

(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: How Can an Airline Goof So Much?

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

 

How Can an Airline Goof So Much?

It's no fib; this is a true story but unbelievable.

I was flying from Kolkata to Delhi. The aircraft took off and was well high up in the sky. The "fasten your seat belt" sign was switched off by the pilot and initial discipline that is usually imposed on the travelers during the take off activity, was lifted. The passengers started adjusting themselves in a more relaxed environment now. Some pushed back their seats, others started pulling out the in-flight magazines from the front pockets and still others started dozing off and so on. Usually, I do no such things in the aircraft; I am on guard normally to notice any abnormalities that might be taking place in the cabin. In a way, I am a bit of an observant.

In this process of my observations, I found that all of a sudden a passenger sitting around three rows ahead of me got up from his seat a bit over-excitedly. He appeared very nervous. Clumsily he opened the overhead baggage locker and started pulling out his luggage. And with the other hand he was making a gesture to the air hostess to stop the aircraft with a half shout. The words were not coming out from his mouth because of his nervousness. He was finding it hard to speak out.

Then, I became more keen to find out as to what was to happen next. The person sitting next to this gentleman asked, "What's the matter? Why are you taking out your luggage and what is it that you are requesting the air hostess to stop the aircraft in mid air?"

The nervous gentleman told, "When I asked you as to when will this aircraft reach Mumbai, you told me that this aircraft is going to Delhi and not Mumbai. Then I realized that I had boarded a wrong aircraft. I have the ticket with me to go to Mumbai and I have to go to Mumbai and not Delhi. I am obviously in the wrong aircraft."

His neighbor then called the air hostess and asked for a drink of water for the other person to calm him down. The air hostess- quite a young lady, in the mean time, had heard the half cry of the person to stop the aircraft in mid air. Now that she knew the whole matter, she just couldn't control and burst out into a giggle. That made our nervous gentleman more nervous and he asked her to summon the chief stewardess. The young air hostess briefed the chief stewardess before she came for the rescue.

She assured, "There is no problem. There is a connecting flight from Delhi to Mumbai and as soon as we land in Delhi, we will put you into the Mumbai bound aircraft at no extra cost. Just relax and don't worry at all." She offered him another glass of water.

Till date I am not able to imagine and understand as to how that miracle took place. Despite so many checks and scrutinies at different stages of ticket checking-in, security checks and boarding check-ups, how could the passenger board a wrong aircraft and also found out an empty seat in the aircraft as if it was meant for him.

Be careful in your future travel expeditions. Don't entirely depend on the airlines' check-in processes. Keep your senses open to board the correct flight.

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/

(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

For “out of box thinking” articles by Shyam Bhatawdekar, refer: (Out of Box Ideas) http://wow-idea.blogspot.com/

Read other blogs of Shyam Bhatawdekar at: (Home Page for Writings of Shyam Bhatawdekar) http://writings-of-shyam.blogspot.com/

Funny (and Not So Funny) Short Stories: They Can Behave Like Kids

You may like to read the stories for children at http://stories-children.blogspot.com/ and tell them to your or other children.

For everything you wanted to know on building leadership and management, refer Shyam Bhatawdekar’s website: http://shyam.bhatawdekar.com/

(Also, refer our High Quality Management Encyclopedia at: http://management-universe.blogspot.com/)

They Can Behave Like Kids

There is a child in every grown-up. And therefore, grown-ups can behave like kids when it suits them.

It's no different with very senior managers in the corporate world. They too can and do act like kids.

This story is about the two such grown-up and very senior managers of a large corporation; both vying for the top slot in the yet to be commissioned new manufacturing facility. For its own reasons, the company had appointed two top managers; one project manager to commission the project and the other, a manufacturing manager to set up the systems and then to run the facility on a regular basis (perhaps with the idea that the project manager would shift to another expansion site after commissioning this one, though it was not made very clear by the corporate office). The project completion time was estimated at around two years. The story relates to the early days of the project.

The reporting relationship was quite hazy and both these managers reported in parallel to the chief boss in the corporate office. Corporate office was situated geographically in a far away distant city from the one where the new manufacturing unit was being set up. Therefore, on a day-to-day basis, the project manager and manufacturing manager would run the local setup as they pleased. Both were very overzealous to prove their superiority in the organization's hierarchy in their own ways.

Slowly, they built up their own followers in the organization to show their power position. These two managers would try to avoid each other as much as possible. They would communicate through their respective subordinates most of the time.

The manufacturing manager had a habit of reaching the factory site earlier than the project manager. He would then park his car in the first slot of parking and that happened to be right in front of the project manager's cabin. The project manager did not like it at all. As per his thinking, he was number one in the organization and the number one parking slot where the manufacturing manager was in habit of parking the car was supposed to be his parking slot. On top of it, it was also right in front of his cabin and had more parking space. And with these sets of logic, he should be parking his car there and the manufacturing manager should park his car in other parking slots.

On the other hand, as per manufacturing manager's thinking, he was number one in the organization and he had a right over the parking slot number one. Parking slot number one was bigger in space and it being number one parking slot, had to go to the person who was number one in the organization.

It is to be noted that the parking slots were not allotted to any one specifically till then.

Both used to discuss these things with their respective subordinates and the subordinates of one camp used to discuss with the subordinates of the other camp. In a way, both the managers and both the camps knew all.

Yet, the stalemate continued. The manufacturing manager would reach the factory earlier than the project manager and park his car in the parking slot which the project manager thought belonged to him rightfully.

So finally, project manager being in-charge of everything that goes with the project construction and commissioning, asked his subordinates to formally allot the parking slots by painting the name and designation of the people on the floor space of each parking slot. On parking slot number one which was also in front of his office, he got his name and designation painted on its floor space. Parking slot number two was allotted to the manufacturing manager. The gossip about this allotment reached the ears of the manufacturing manager too.

The next morning he drove to the factory an hour before his usual time and deliberately parked his car in parking slot number one. He was in no mood to be dictated by the project manager. He went first to the factory and he was number one and he had all the rights to park his car in the bigger parking slot number one. The project manager also started from his home earlier than the normal time to press his claim on the parking slot number one which was now legitimately allotted to him. But he was shocked to find that manufacturing manager had already reached the factory site and had parked his car disregarding the official allotment.

He was furious. He went to his cabin and ordered his administrative manager to puncture the tyres of the the manufacturing manager's car. He instructed him to do it secretly so that nobody would know about it.

Then everyone at the factory site was busy throughout the day. As usual, the entire staff went home by the buses at the close of the working hours in the evening. Only project manager and his administrative manager were waiting in the cabin and watching the parking slots. As soon as the manufacturing manager walked towards his car and started inspecting the flat tyres, the project manager along with his administrative manager walked past him, got into the car, looked meaningfully in the eyes of the manufacturing manager and drove away.

The manufacturing manager was left alone in the evening at the factory site inspecting his car's flat tyres.

The stories being published on these pages here are available in the form of a book: eBook version titled "Funny (and Not So Funny Short Stories" from Nuubuu http://nbuu.co/1 and Printed book from Amazon.