Strike - How Did the Term STRIKE originate...?

STRIKE 

Do You Know How the Term STRIKE Originated...?

Going on a "strike" is a common phenomenon - especially in India.

From time to time everyone goes on strike - industrial workers, bankers, doctors, railwaymen, transporters, traders, students - even retired military veterans were on a hunger strike for OROP.

In a democracy - going on a strike as a protest and for making demands is quite normal. 

There is only one exception - Armed Forces Personnel.

Military Personnel (Army Soldiers, Navy Sailors and Air Force Airmen) are not permitted to strike work.

Yes - everyone can strike work - except military personnel.

If Military Personnel go on Strike - it is considered a Mutiny.

However - do you know that the word STRIKE originated from the Military - more specifically - from the Navy. 

Navy Sailors threatened to "strike down the sails" and immobilise their ships.

Yes - the word "Strike" was first recorded in 1768 - when British Sailors threatened to strike (take down) the sails on their ships - and cease all work until their grievances were settled. 

This they did - and a new word "Strike" entered the language. 

Quite ironical - isn't it...? 

Those who invented the word "Strike" are not permitted to go on Strike. 

The word STRIKE originated in the Navy (Military) 

The irony is - today - everyone is allowed to go on strike - except the Navy (Military) 

Ha Ha - those who invented the technique of strike cannot go on strike...

RUNNING WITH THE “IN-SURS” and HUNTING WITH THE “A-SURS” - MUSINGS ON HUMAN RESOURCE MANAGEMENT

MUSINGS ON HUMAN RESOURCE (HR) MANAGEMENT

RUNNING WITH THE “IN-SURS” and HUNTING WITH THE “A-SURS”

A few months ago, on a lazy Sunday morning, sitting under the shady trees of the cool green Wakad Park on the banks of Mula River in Pune, a very creative friend of mine, Dhananajay Joshi, an ex navy buddy, told me about his theory that that there are three types of professionals and senior executives:

1. CV Builders

2. Empire Builders

3. Institution Builders

Since he had to rush to Mumbai, he said that he would elaborate more on the subject the next time we meet.

In the meanwhile, I wrote about it briefly in my blog:

http://karvediat.blogspot.in/2013/06/types-of-executives.html

This morning, he called me up from Mumbai, and sent me an article on the topic by email.

So, here is a “guest post” - an article by Dhananjay Joshi titled: Running with the “In-Surs” And Hunting with the “A-Surs”

RUNNING WITH THE “IN-SURS” and HUNTING WITH THE “A-SURS”

(An Article by Dhananjay Joshi)

I study people in a non-scientific way.

A scientific probe robs people of their colourful humanity.

Maybe, my results lack repeatability, and, cannot be independently validated, but they are as interesting as the people I study.

(Notice I used the word “people” instead of “subjects”)

People in corporations can generally be coloured in two shades of grey:

1. Those who are “in-sur” (musically in-tune) with organizational objectives

And

2. Those who are “a-sur” (out of tune) with organizational objectives 

It is tough to identify either, because shades of grey blend.

Let’s make this task a little more black and white.

In most corporations, it’s easy to discern three people categories:

1. The CV Builders.  The only reason they work for is because it would look good on their CV. They are like butterflies. After the nectar from a flower is exhausted, they move on to the next. They have great drive and are ambitious. They are totally “in-sur” with themselves. It’s tough to say that they are not “in-sur” with the organization. An “a-sur” masquerading? Shades of grey?

2. The Private Empire Builders.  They love to create private empires with themselves as alternate power-centres. Just like a spider. Any movement in any department is reported to the centre. The spider creates this web, by promoting mediocrity over meritocracy. Mediocrity for ever remains subservient to the central spider. The boss now needs to negotiate with the alternate power centre to execute a project. It’s tough to say that the spiders are not “in-sur” with the organization, but the “a-sur” in them needs to be satiated first.  Shades of grey again.

3. The Organization Builders.  The reason they are still there is because they believe in the organization. These are the guys who actually speak up in meetings. To the “a-surs”, these guys are committing hara-kiri by speaking-up. These guys speak-up because they believe in what they say. They are so involved in the project that, pleasing the boss does not occur to them. They have enormous drive and little personal ambition. They are “in-sur” with the organization’s objectives. Now we are moving to the black and white.

If it is about moving to black and white, let’s look at it from the point of view of drive and personal ambition.

Visually it would look something like this.

The IN-SUR versus A-SUR Grid

Revisiting the CV Builders – they obviously have high drive, which is good for the organization. What differentiates them is that also have very high personal ambition. With high personal ambition comes the need to control and dominate others.  And anybody who finds the need to “enslave” others is “a-sur”. They do not see the need to “enroll” people instead.

The Organization Builders have low personal ambition, which works very well for the organization itself. They find no need to “control” others; what drives them is the ideation process. These guys often undersell themselves, because they do not know the art of hard-sell. The organization values their worth, but does not promote them. They are soft targets for the “a-surs”.

The Private Empire Builders have low to medium drive, but high personal ambition.  Their agenda naturally veers towards filling the drive void. These guys take refuge in being the alternate power centre. Their need for control is satisfied by being the spider.

In this scenario, a CEO has a tough task: – running with the “in-surs” and hunting with the “a-surs”.

(Dhananjay Joshi would love to receive your comments and feedback by email at: dhananjaynjoshi@gmail.com )

EFFECTIVE GRIEVANCE REDRESSAL for Good HR MANAGEMENT

EFFECTIVE GRIEVANCE REDRESSAL

A VITAL ASPECT OF HUMAN RESOURCE MANAGEMENT

7 IMPORTANT ATTRIBUTES OF A GOOD GRIEVANCE MANAGEMENT SYSTEM

By

VIKRAM KARVE

A good grievance redressal mechanism is a sine qua non of a well-designed and functional Human Resource (HR) Management System.

In order to be successful, a grievance redressal system must possess seven attributes:

SEVEN ATTRIBUTES OF AN EFFECTIVE GRIEVANCE REDRESSAL SYSTEM

1. SIMPLICITY

It must be a procedurally simple mechanism which is easy to use by every employee across the board.

It is best to have a simple form or an online drop down menu where an employee can effortlessly submit a grievance or complaint as he wishes to offline or online or even by SMS callback.

As one of my bosses used to say about grievance management:

“Don’t ask people to pour their hearts out and write long-winded sob-stories and essays – just give them a simple form to fill.”

Yes, a well-designed form can encapsulate the problem more objectively and avoid communications mismatches.

2. ACCESSIBILITY

All employees must have easy access to the mechanism and it should be quick and simple to lodge a grievance.

In earlier days, before the IT Boom and prior to the advent of Internet, there used to be cards or forms which could be filled up and put in easily accessible drop boxes which were located all over the workplace, canteens and shop-floors.

Nowadays, it can be an online system must be easily accessible 24/7 to all employees from their workplace and their homes as well.

If an employee has a grievance she (or he) must know where and how to submit it and the procedure must be fast and easy.

3. EFFECTIVENESS

The grievance redressal mechanism must be effective.

The system must work (and be seen to work) and there must be proper monitoring, follow-up and feedback to the employees and all concerned about the status and processing of the complaint.

The grievance redressal procedure must ensure that it is made unambiguously and clearly evident to all employees that there is an honest and transparent effort to resolve all grievances in a fair and just manner.

4. EFFICIENCY and PROMPTNESS

The redressal of grievances and resolution of complaints must be done promptly and speedily in an efficient manner within stipulated time frames so that employees develop faith in the system.

Remember – justice delayed is justice denied.

5. RESPONSIVENESS

The grievance redressal mechanism must be user-friendly and sensitive to the special needs of the employees.

It must be gender sensitized, culturally consonant and in harmony with the prevailing environment.

Most importantly, it must be modern and technologically savvy and in sync with contemporary times.

Whatever the nature of the grievance or complaint, it must not be trivialized.

Grievances must be treated with utmost empathy and this fact must be evident to all the employees.

There must constant two-way communication between the senior management and the complainant. 

Sometimes a proactive approach is highly appreciated by employees as it nips grievances in the bud.

An impression must be made on employees that all grievances are taken seriously, treated sympathetically and handled with genuine earnestness with the objective of resolving them amicably, speedily and to the entire satisfaction of all concerned.

6. NON-VINDICTIVE

An employee must be able to submit a complaint or grievance for redressal without fear of retribution from higher management.

The employee must have no fear of reprisal from those who he is complaining against even if they are his seniors.

Checks and balances must be put in place in order to ensure that there is absolutely no victimization or harassment of the employee who is submitting a grievance or making a complaint and whistle-blowers must be protected.

The system must be absolutely non-punitive and there must not be the slightest perception or even a shred of doubt in the mind of the employees that they will be “punished” for making a complaint.

7. FAIR JUST and TRANSPARENT SYSTEM

The grievance redressal mechanism must function without fear or favour.

There must be total transparency in the procedure and justice must be done and justice must also seen to be done in a free and fair manner. 

A good Human Resource Management System is Just Fair and Transparent.

While the 7 points given above are in the context of Human Resource Management Systems, I feel that all these 7 aspects are equally applicable to Grievance Handling Systems pertaining to Customer Relationship Management (CRM), Consumer Affairs, Public Relations, Client Service Organizations and the Service Industry.

VIKRAM KARVE

Copyright © Vikram Karve 2013

Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work. 

© vikram karve., all rights reserved.

NB:

All stories in this blog are a work of fiction. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve 2013. All Rights Reserved

Did you like this blog post?

I am sure you will like the 27 short stories from my recently published anthology of Short Fiction COCKTAIL
To order your COCKTAIL please click any of the links below:
http://www.flipkart.com/cocktail-vikram-karve-short-stories-book-8191091844?affid=nme
http://www.indiaplaza.in/cocktail-vikram-karve/books/9788191091847.htm
http://www.apkpublishers.com/books/short-stories/cocktail-by-vikram-karve.html

COCKTAIL ebook

If you prefer reading ebooks on Kindle or your ebook reader, please order Cocktail E-book by clicking the links below:
AMAZON
http://www.amazon.com/dp/B005MGERZ6
SMASHWORDS
http://www.smashwords.com/books/view/87925

Foodie Book:  Appetite for a Stroll
If your are a Foodie you will like my book of Food Adventures APPETITE FOR A STROLL. Do order a copy from FLIPKART:
http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9mr2o

About Vikram Karve

A creative person with a zest for life, Vikram Karve is a retired Naval Officer turned full time writer and blogger. Educated at IIT Delhi, IIT (BHU) Varanasi, The Lawrence School Lovedale and Bishops School Pune, Vikram has published two books: COCKTAIL a collection of fiction short stories about relationships (2011) and APPETITE FOR A STROLL a book of Foodie Adventures (2008) and is currently working on his novel and a book of vignettes and an anthology of short fiction. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles on a variety of topics including food, travel, philosophy, academics, technology, management, health, pet parenting, teaching stories and self help in magazines and published a large number of professional  and academic research papers in journals and edited in-house journals and magazines for many years, before the advent of blogging. Vikram has taught at a University as a Professor for 15 years and now teaches as a visiting faculty and devotes most of his time to creative writing and blogging. Vikram Karve lives in Pune India with his family and muse - his pet dog Sherry with whom he takes long walks thinking creative thoughts.

Vikram Karve Academic and Creative Writing Journal: http://karvediat.blogspot.com
Professional Profile Vikram Karve: http://www.linkedin.com/in/karve
Vikram Karve Facebook Page:  https://www.facebook.com/vikramkarve
Vikram Karve Creative Writing Blog: http://vikramkarve.sulekha.com/blog/posts.htm
Email: vikramwamankarve@gmail.com

Twitter: @vikramkarve

      

© vikram karve., all rights reserved.

TYPES OF EXECUTIVES

TYPES OF PROFESSIONALS or EXECUTIVES    

By

VIKRAM KARVE

I have a friend who has had a long professional experience in the industry and now is a recruitment consultant, headhunter and runs a placement agency.

He said that after years of experience in the field, he has realized that there are three types of professionals and senior executives:

1. CV Builders

2. Empire Builders

3. Institution Builders

I will discuss this with him the next time we meet. And then I may write in detail about it.

Till then, ask yourself – which type are you – CV Builder, Empire Builder or Institution Builder?

VIKRAM KARVE

Copyright © Vikram Karve 2013

Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this book review. 

© vikram karve., all rights reserved.

NB:

No part of this Blog may be reproduced or utilized in any form or by any means, electronic or mechanical including photocopying or by any information storage and retrieval system, without permission in writing from the Blog Author Vikram Karve who holds the copyright.

Copyright © Vikram Karve 2013 all rights reserved

CRUSH AND SQUEEZE MANAGEMENT

CRUSH AND SQUEEZE TECHNIQUE OF HUMAN RESOURCE (HR) MANAGEMENT
By
VIKRAM KARVE

Do you like sugarcane juice? 

They say sugarcane juice is healthy. 

Sugarcane juice strengthens your organs like your brain, heart, stomach, kidneys, eyes and sex organs, has plenty of protein and iron, prevents sore throat, cold and flu, and is a panacea for many ills.

Besides, sugarcane juice is a most refreshing drink – I just love a tall cool restorative glass of sugarcane juice on a hot dry afternoon to quench my thirst and beat the heat. 

Have you seen the way they extract sugarcane juice?

The sugarcane juice stall owner squeezes stalks of sugarcane through the roller crusher. 

First he pushes through the entire sugarcane stalk, at least twice, to squeeze the juice out. 

Then he folds the sugarcane stalk into halves and crushes it again and squeezes the juice out.

Then he repeats this crush and squeeze technique again and again till there is no juice left till and the crushed remains, the fibrous waste bagasse, is absolutely dry. 

Now the man knows that there is not a drop of juice left in the crushed sugarcane bagasse but still he will push it through the roller crusher once more just to make sure that he has extracted the juice till the very last drop.

Some organisations and bosses treat their employees the same way. 

These “hard taskmasters” want to extract work by “crushing and squeezing” their subordinates till the “last drop”. 

I have seen a person being made to slog even on the day of his retirement.

His boss made his life miserable and made him run around till the last minute of closing hours before on his last day at work, till there was no “juice” left in him. 

I call these guys who practice this “crush and squeeze” human resource management style as “Sugarcane Juice Managers” 

These ruthless taskmasters extract work from their subordinates until there in no “juice” left inside them and even after that they “crush and squeeze” them once more just to make sure that their subordinates have been exploited to the “last drop”.

I have seen many such ruthless “crush and squeeze” taskmasters in the navy and I am sure there are such “Sugarcane Juice Managers” out there in the civilian industry and corporate world too.

VIKRAM KARVE

Copyright © Vikram Karve 2013

Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work. 

© vikram karve., all rights reserved.

Did you like this article?

I am sure you will like the 27 short stories from my recently published anthology of Short Fiction COCKTAIL
To order your COCKTAIL please click any of the links below:
http://www.flipkart.com/cocktail-vikram-karve-short-stories-book-8191091844?affid=nme
http://www.indiaplaza.in/cocktail-vikram-karve/books/9788191091847.htm
http://www.apkpublishers.com/books/short-stories/cocktail-by-vikram-karve.html

COCKTAIL ebook

If you prefer reading ebooks on Kindle or your ebook reader, please order Cocktail E-book by clicking the links below:
AMAZON
http://www.amazon.com/dp/B005MGERZ6
SMASHWORDS
http://www.smashwords.com/books/view/87925

Foodie Book:  Appetite for a Stroll
If your are a Foodie you will like my book of Food Adventures APPETITE FOR A STROLL. Do order a copy from FLIPKART:
http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9mr2o

About Vikram Karve

A creative person with a zest for life, Vikram Karve is a retired Naval Officer turned full time writer and blogger. Educated at IIT Delhi, IIT (BHU) Varanasi, The Lawrence School Lovedale and Bishops School Pune, Vikram has published two books: COCKTAIL a collection of fiction short stories about relationships (2011) and APPETITE FOR A STROLL a book of Foodie Adventures (2008) and is currently working on his novel and a book of vignettes and an anthology of short fiction. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles on a variety of topics including food, travel, philosophy, academics, technology, management, health, pet parenting, teaching stories and self help in magazines and published a large number of professional  and academic research papers in journals and edited in-house journals and magazines for many years, before the advent of blogging. Vikram has taught at a University as a Professor for 15 years and now teaches as a visiting faculty and devotes most of his time to creative writing and blogging. Vikram Karve lives in Pune India with his family and muse - his pet dog Sherry with whom he takes long walks thinking creative thoughts.

Vikram Karve Academic and Creative Writing Journal: http://karvediat.blogspot.com
Professional Profile Vikram Karve: http://www.linkedin.com/in/karve
Vikram Karve Facebook Page:  https://www.facebook.com/vikramkarve
Vikram Karve Creative Writing Blog: http://vikramkarve.sulekha.com/blog/posts.htm
Email: vikramwamankarve@gmail.com

      

© vikram karve., all rights reserved.