Academic and Creative Writing Journal Vikram Karve: officership

Showing posts with label officership. Show all posts

Thursday, January 5, 2017

OLQ – Officer Like Qualities : Von Manstein Matrix

Here is an article I wrote long back (during my teaching days) maybe 25 years ago in the 1990’s.

I am sure it is applicable even today.

Why don’t you read it and tell me...

VON MANSTEIN MATRIX and OLQ (OFFICER LIKE QUALITIES)
How to Categorize Human Resources
Four Types of Officers
By
VIKRAM KARVE
Human Resources are the most precious asset of an organisation.

Hence – before we try to “manage” Human Resources it may be prudent to classify your employees into suitable categories based on certain attributes.

The Von Manstein Matrix is an excellent paradigm to categorize your organisation’s Human Resources – especially the Executive or Officer level employees.

General Von Manstein identified Four Types of Officers in the German Officer Corps of the Army.

Though this model was postulated for the Army – I think this categorisation applies to employees most organisations even today.

THE FOUR TYPES OF OFFICERS

1. LAZY and STUPID

As per Von Manstein – the first category of officers comprises the lazy and stupid individuals.

He suggests that they be left alone as they do no harm.

Yes – by and large – the Lazy and Stupid Officers are quite Harmless.

Lazy and Stupid people rarely do much active harm.

The only harm they sometimes cause is more often based on missing opportunities and stifling the creativity of those who report to them.

Sometimes they are the unavoidable “baggage” or “passengers” that you have to carry along.

You see many of this type in the Army who are hanging around and achieving nothing much for the organization – but being carried along as “passengers” – which is feasible in a mammoth organization with huge inertia.

In the Army – this category comprises passed over officers who are superseded for promotion and have no future in the Army but are hanging around till they reach the age of superannuation. Since they have no scope in civvy-street too – they may even seek re-employment in the Army and continue to be “passengers” easily absorbed and carried along by the huge manpower intensive organisation.

2. HARD-WORKING and INTELLIGENT

The second category comprises the hard-working and intelligent individuals.

These are excellent staff officers who ensure every detail is accurate.

The hardworking and intelligent officers make competent administrators and efficient line managers – who can take orders from above and deliver the desired results.

However – such hardworking and intelligent are best kept at the mid-management level where they perform the best.

In the Army – such hardworking and intelligent officers are best suited as mid-level staff officers (upto the rank of Colonel).

3. HARD-WORKING and STUPID

In the third category are the hard-working and stupid individuals.

These “hardworking idiots” are a nuisance and menace – according to Von Manstein.

They must be fired and removed from the organisation at once – because all they do is to create irrelevant work for everybody.

These hardworking idiots force everyone around them to perform pointless tasks and are a pain in the neck for everyone around them.

In the Army – these hardworking and stupid officers are the ones you see slogging away sincerely in junior ranks wondering why they did not get promoted to high rank despite their hard work.

4. LAZY and INTELLIGENT

And finally – there are the lazy and intelligent individuals.

These select few are suited for the highest office.

Laziness stimulates creativity – because lazy people are always looking for easier, simpler, and less laborious ways to do things – so lazy people always try and innovate.

And – by chance – if a lazy person is also intelligent – he or she will certainly be a fantastic and ingenious innovator.

Lazy people are natural delegators – so they find it very attractive to let their subordinates get on with their work without interference from above.

That is why Lazy, Intelligent Officers make Natural Leaders as they focus on the essentials – and they ignore anything that might create unnecessary work – whether for themselves or other people.

It is the lazy intelligent individuals who indeed make great strategists and leaders.

In the Army – these are the officers who become Generals and Senior Commanders.

Yes – being Lazy and Intelligent is considered the highest level of OLQ (or “Officer Like Quality”) in the Military.

ESSENCE OF GENERAL VON MANSTEIN’S OFFICER MANAGEMENT STRATEGY

“There are only Four types of Officers.

First – there are the lazy stupid ones. Leave them alone, they do no harm.

Second – there are the hard-working intelligent ones. They make excellent staff officers, ensuring that every detail is properly considered.

Third – there are the hard-working stupid ones. These people are a menace, and must be fired at once. They create irrelevant work for everybody.

Finally – there are the intelligent lazy ones. They are suited for the highest office...”

MORAL OF THE STORY

Lazy and Intelligent Officers have the highest OLQ (Officer Like Quality)

Conversely – if you want to rise to high rank in the Army – try to be “Lazy and Intelligent”...

VIKRAM KARVE

Copyright © Vikram Karve
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Disclaimer:

1. This story is a spoof, satire, pure fiction, just for fun and humor, no offence is meant to anyone, so take it with a pinch of salt and have a laugh.

2. All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the stories are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

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.

I wrote this article 25 years ago in 1991 and have posted it online a number of times including at urls: http://creative.sulekha.com/von-manstein-matrix_441822_blog and http://karvediat.blogspot.in/2011/05/von-manstein-matrix-organization.html and http://karvediat.blogspot.in/2010/10/human-resource-management-von-manstein.html and http://karvediat.blogspot.in/2014/03/olq-officer-like-qualities-von-manstein.html and http://karvediat.blogspot.in/2012/01/hr-management-von-manstein-matrix.html and http://karvediat.blogspot.in/2013/06/hr-management-types-of-human-resources.html etc

Monday, June 6, 2016

Humor in Uniform – Micromanagement

MILITARY MICROMANAGEMENT

I can never forget this anecdote narrated by General Eric Vas [Lt Gen EA Vas (15 May 1923 – 18 Aug 2009)] – he narrated this story during a lecture he delivered at the Institute of Armament Technology (IAT) Girinagar Pune on “Leadership” more than 30 years ago – in the mid-1980s.

In the early years of his military career as an Army Officer – when he was a Company Commander in an infantry battalion – while taking rounds of his battalion deployed in mountainous terrain – he found that a post was dangerously sited – it was directly in the enemy line of fire.

He told the post commander – an NCO – to move the post to a safer location which he indicated.

During his next rounds a few days later – he found the post at the same location.

When he angrily asked the NCO why they had not relocated the post – the NCO said that “the men were happy in the present location”.

Seeing the reluctance of the men to relocate the post – he gave express orders that the post was to be moved immediately – and – he personally supervised the relocation of the post to a new safer location.

One week later – when he paid a surprise visit – he found that the post was back at the previous dangerous location.

He asked the JCO why his orders were not being obeyed.

He told the JCO to explain to the NCO and soldiers that the present location was dangerous – and – all of them would die the moment the first shot was fired.

The JCO spoke to the NCO and soldiers for some time.

Then – the JCO came back to Eric Vas and said in Hindi:

“ साहब – वोह बोल रहे हैं कि वोह यहाँ खुश हैं ”

“ Sahab – woh bol rahe hain ki woh yahan khush hai ”

(Sir – they are saying that they are happy here at this location)

“But please tell them that this place is dangerous – and – they will all die – वोह मरेंगे...” an exasperated Eric Vas said to the JCO.

The JCO replied:

“ साहब – अगर वोह खुश हैं – तो रहने दो – वोह मरेंगे – लेकिन खुशी से मरेंगे ”

“Sahab – agar woh yahan khush hain to rehene do – woh marenge – lekin khushi se marenge”

(Sir – if they are happy here – let them be – they will die – but they will die happily)

Moral of the Story:
In the Military – as an Officer – Never Try to Micromanage

VIKRAM KARVE

This anecdote was posted online by me earlier at urls: https://www.quora.com/profile/Vikram-Karve/Writing-by-VIKRAM-KARVE/Military-Micromanagement and http://karvediat.blogspot.in/2014/03/humor-in-uniform-lesson-in.html etc

Thursday, June 4, 2015

Humor in Uniform - SPIT AND POLISH

Humor in Uniform

SPIT AND POLISH

An Apocryphal Story

Re-told by

VIKRAM KARVE

This morning – I decided to clean my bookcase – and while delving through my collection of books – I saw a delightful book called “The Psychology of Military Humour” by Brigadier J. Nazareth which I had acquired long back.

While browsing through this book, I came across an anecdote about the celebrated Russian Second World War General Georgy Konstantinovich Zhukov (Marshal of the Soviet Union) (01 December 1896 – 18 June 1974).

Since the book mentioned the anecdote very briefly, I did a bit of searching on the internet, in order to enable me to relate the story in a more elaborate manner.

Whether this “shoe-shining story” is true, or a part of folklore, we do not know – what is important is the lesson to be learnt from the story.

SPIT AND POLISH

When he was handpicked to command the newly created mechanized regiment – the training principle Zhukov introduced was:

If you do not know how to do it – we will teach you how to do it

If you do not want to do it – we will make you do it

Once – when he was the Regimental Commander – Zhukov decided to carry out a surprise inspection of the soldiers who were on duty.

He was accompanied by the Adjutant.

Zhukov was satisfied with the appearance and ‘turn-out’ of the soldiers – except one soldier – whose boots were poorly polished.

Zhukov asked the Adjutant what he thought of the soldier’s boots.

The Adjutant asked the soldier to explain why his boots were not polished properly and warned the soldier that he would be punished for improper turnout in uniform.

Zhukov interrupted and said to the Adjutant: “I am asking you – not him. The important thing is not that the soldier’s boots are not polished properly – what is more important is why you did not pay attention to the matter. There is apparently no one else in this regiment except the Commander to help him clean his boots…”

Zhukov ordered the Adjutant to bring a stool and boot polishing equipment.

A Stool and Boot Polishing Material was promptly brought.

Zhukov told the soldier to put one foot on the stool and watch attentively.

Then – Zhukov began polishing the soldier’s boot – showing the soldier exactly how to polish boots.

After a few minutes the boot was shining.

Zhukov then gave the brush to the soldier and told him to polish the other boot to the same level of shine – and then report to him for inspection.

MORAL OF THE STORY

In the Military – an officer is supposed to know how to do a task – before he orders his subordinates to do it.

That is why military training is so elaborate with a “hands on” approach.

However – this is not so in the civil services – where “generalists” rule the roost – and these clueless “administrators” sometimes pass vague and impracticable orders to specialists.

With the advent of “high-tech” weapons and modern military technology – this attitude seems to be creeping in the defence services too – and I have seen occasions when a “generalist” senior officer (who has stopped learning) tries to “bullshit” a technical specialist.

Of course – “Bullshit” does not work any longer.

If an officer does not know how to do a task – how can he teach or supervise his subordinates to do that task?

There is no substitute for continual learning and professionalism.

VIKRAM KARVE

Disclaimer:

1. This article is a spoof, just for fun and humor, no offence is meant to anyone, so take it with a pinch of salt and have a laugh.

2. All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the story are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

Sunday, December 14, 2014

Military Officer Like Qualities (OLQ) = MORAL ASCENDANCY

Military Officer Like Qualities (OLQ) = MORAL ASCENDANCY

Ramblings of a Retired Navy Veteran

VIKRAM KARVE

As a young officer in the Navy, I used to ask myself:

“If I remove my badges of rank, then why should a sailor willingly obey me?”

The answer I gave to myself was that a sailor will obey me if he “respects” me.

And to respect me, the sailor should feel that I am “better” than the sailor.

Yes, an officer will be respected by his men only if his men believe that the officer is “better” than them.

Those days, I could not exactly define what the term “better” meant.

Now, I realize that the term “better” means “moral ascendancy”.

Your juniors will willingly obey you if they “respect” you.

And you must have “moral ascendancy” over your subordinates in order to gain their “respect”.

Thus, “moral ascendancy” in officers, especially senior officers, is an essential prerequisite for discipline in the Army, Navy and Air Force.

Moral Ascendancy is the most important Officer Like Quality (OLQ) for a Defence Officer.

You have to attain moral ascendancy before you demand respect.

Genuine respect does not come from authority.

Genuine respect comes from “moral ascendancy”.

A good officer never has to use the power of his rank to command his men – his men will willingly obey him because of his “moral ascendancy”.

That is why the most important aspect of selection and training of officers is to ensure that they have “moral ascendancy” over the men they are going to command.

VIKRAM KARVE

Disclaimer:

All stories in this blog are a work of fiction. Events, Places, Settings and Incidents narrated in the story are a figment of my imagination. The characters do not exist and are purely imaginary. Any resemblance to persons, living or dead, is purely coincidental.

Copyright Notice:

Extracted from my article CORRUPTION IN DISCIPLINE OUT Ealier Posted by me Vikram Karve in my blog academic and creative writing journal at 10/05/2014 02:17:00 PM at url: http://karvediat.blogspot.in/2014/10/why-corruption-in-military-is-most.html

Monday, March 31, 2014

HUMOR IN UNIFORM - CRUSH-AND-SQUEEZE “FAUJI” STYLE HUMAN RESOURCE (HR) MANAGEMENT

HUMOUR IN UNIFORM

CRUSH-AND-SQUEEZE “FAUJI” STYLE HUMAN RESOURCE (HR) MANAGEMENT

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.

Sugarcane juice 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 in which 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 the totally crushed sugarcane through the roller crusher once more just to make sure that he has extracted the juice till the very last drop.

I narrated this metaphorical example of “crush and squeeze” style of Human Resource (HR) Management at the farewell party of a Navy Short Service Commission (SSC) Officer.

His permanent commission “hard taskmaster” boss wanted to extract the “last drop” from the hapless SSC Officer by “crushing and squeezing” him and making him slog even on the last day of his service till there was no “juice” left in the poor young man.

As I talked to the SSC Officer, I felt sad for him.

He was being released after 7 years service (those days SSC was for 7 years - and the SSC tenure keeps varying from 5, 7, 10 or 14 years from time to time as per requirements of the service)

The SSC Officer was still in his late 20’s, married with a small child.

He was feeling quite insecure about his future.

The 7 years he had slogged in the navy had passed in a jiffy and suddenly he was thrown out on the “civvy” street and left to fend for himself.

You may say that I am generalizing, but I have observed that Short Service Commission (SSC) Officers get a raw deal.

I have seen many Permanent Commission (PC) Officers who consider themselves prima donnas and have a “superiority complex” vis-à-vis Short Service Commission (SSC) Officers.

Many PC Officers feel that SSC Officers are merely in a “supporting role” and their role is to fill up junior vacancies at the bottom of the pyramid, and then leave, thereby improving the promotion prospects of the PC Officers.

The yeoman’s contribution of SSC Officers is not acknowledged and hence they do not get the recognition and respect they deserve.

In a metaphorical sense, like the “sugarcane”, SSC Officers are “crushed and squeezed” till all the “juice” is extracted from them, and then they are shoved out of the defence services and left to fend for themselves in the civilian world.

Well, I have experienced this “crush and squeeze” applied to me by one boss who was after my blood right till my farewell PLD

Have you seen such “crush and squeeze” types?

HUMOR IN UNIFORM - A LESSON IN MICROMANAGEMENT

HUMOUR IN UNIFORM - A LESSON IN MICROMANAGEMENT

I can never forget this anecdote narrated by General Eric Vas [Lt Gen EA Vas (15 May 1923-18 Aug 2009)] during a lecture he delivered at IAT Pune on “Leadership” many years ago.

While taking rounds of his infantry battalion deployed in mountainous terrain, he found that a post was dangerously sited – it was directly in the enemy line of fire.

He told the post commander, an NCO, to move the post to a safer location which he indicated.

During his next rounds a few days later, he found the post at the same location.

When he angrily asked the NCO why they had not relocated the post, the NCO said that they were happy in the present location.

Seeing the reluctance of the men to relocate the post, he gave express orders that the post was to be moved immediately and personally supervised the relocation of the post to a new safer location.

Next week when he paid a surprise visit, he found that the post was back at the previous dangerous location.

He asked the JCO why his orders were not being obeyed.

He told the JCO to explain to the NCO and soldiers that the present location was dangerous and they would die the moment the first shot was fired.

The JCO spoke to the NCO and soldiers for some time.

Then the JCO came back to Eric Vas and said in hindi, “साहब, वोह बोल रहे हैं कि वोह यहाँ खुश हैं [Sahab, woh bol rahe hain ki woh yahan khush hai (Sir, they are saying that they are happy here at this location)]”

“But tell them that this place is dangerous and they will all die,” an exasperated Eric Vas said to the JCO.

The JCO replied, “साहब, अगर वोह खुश हैं तो रहने दो – वोह मरेंगे – लेकिन खुशी से मरेंगे [Sahab, agar woh yahan khush hain to rehene do – woh marenge – lekin khushi se marenge (Sir, if they are happy here, let them be – they will die – but they will die happily)]”

Sunday, March 9, 2014

A US NAVY SAILOR'S VIEW OF THE INDIAN NAVY - DO WE NEED TO INTROSPECT AND TAKE CORRECTIVE ACTION

A US NAVY SAILOR'S VIEW OF THE INDIAN NAVY
DO WE NEED TO INTROSPECT AND TAKE CORRECTIVE ACTION

Article : Indian Navy ship nearly collided with U.S. tanker

US Navy Officer says:

“Indian Sailors appear unprofessional, clueless and poorly trained. Indian Navy Leadership Style extremely hierarchical, over-centralized, even feudal. Officers are generally clueless and have almost zero seamanship skills...”

Click the link below and read on:

http://www.sunday-guardian.com/news/indian-navy-ship-nearly-collided-with-us-tanker

Hope the feedback is taken in the right spirit.

The Navy needs to introspect and take corrective action, especially in view of the recent spate of accidents

Saturday, February 8, 2014

LEADERSHIP MANTRA - HOW TO MAKE PEOPLE OBEY YOU

HUMAN RESOURCE (HR) MANAGEMENT - EFFECTIVE LEADERSHIP GUIDE

LEADERSHIP MANTRA

HOW TO MAKE PEOPLE OBEY YOUR ORDERS

WILLING OBEDIENCE IS BETTER THAN FORCED OBEDIENCE

An Apocryphal Story

VIKRAM KARVE

In the Navy there is a maxim: “WILLING OBEDIENCE IS BETTER THAN FORCED OBEDIENCE”

Here is a apocryphal story that demonstrates how to elicit willing obedience.

Do you want to know the secret of how to make people obey you?

Read on ...

WILLING OBEDIENCE IS BETTER THAN FORCED OBEDIENCE

LEADERSHIP MANTRA – THEORY and PRACTICE

“As a leader, you must ensure that whatever instructions you give and all the orders you pass are properly obeyed,” a renowned Management Guru pontificated to his audience at the leadership training workshop he was conducting for policemen.

The eager beaver trainees listened in rapt attention as the Management Guru thundered, “Enforcement of orders – that’s the key to effective leadership – you must be able to enforce all orders and ensure compliance of all instructions and rules by the public.”

At the end of the training, a wizened policeman came up to the Management Guru and said, “Sir, all this is fine in theory, but it does not work in practice. It is easy to give lectures but practical implementation is a different matter altogether.”

“What do you mean?” the Guru asked.

“From where I come, it is impossible to make anyone obey orders. There is just no discipline in that place – the people out there just do not obey instructions. They are most unmanageable and disobedient,” the cop said.

“From where do you come?”

“Pune,” the cop said.

“Okay. I am coming to Pune next week. We will discuss there,” the Guru said.

FORCED OBEDIENCE

A few days later, the policeman took the Management Guru on a tour of Pune City.

“See,” the cop said pointing towards a NO PARKING sign, “look at the number of vehicles parked in the “No Parking” Zone. We keep trying to educate everyone, we fine defaulters, tow away wrongly parked vehicles – but it is of no use. No one seems to be bothered about obeying rules, so we too have stopped bothering about it.”

The Cop took the Guru to a garden park.

There was a sign DO NOT PLUCK FLOWERS

But there was a woman plucking flowers right next to the signpost.

DO NOT LITTER THE LAWN a signboard said.

But people were throwing all sorts of waste, including paper plates and dumping remains of their food on the lawn.

Of course, no one bothered about the DO NOT EAT FOOD IN THE GARDEN notice too and there were a large number of people eating food sitting on the lawns of the garden.

It was a similar situation everywhere.

Every instruction was ignored.

People were spitting despite DO NOT SPIT signs.

People were driving the wrong way into one-way streets ignoring NO ENTRY traffic signs.

Many persons were seen merrily smoking cigarettes in NO SMOKING areas.

The traffic on the roads was totally chaotic as drivers jumped traffic signals and cared two hoots about following traffic rules.

It was impossible to walk on the pavement due to encroachments.

The policeman was right – the people of this town just did not obey any instructions and nobody seemed to be bothered about rules and regulations.

“So,” the policeman said gleefully to the Guru, “what do have to say now?”

“Come to the park in the evening at six o’clock,” the Guru told the policeman, “I will show you how to get these people to obey orders.”

“Really?” said the disbelieving policeman, “okay I’ll come, and I’ll bring my bosses too. We will all like to see how you are going to achieve this miracle – making people of Pune obey instructions, just imagine?”

WILLING OBEDIENCE

In the evening a posse of cops and the policeman reached the park.

They were bewildered at what they saw.

On the lawns of the garden, the Management Guru had put up a big signboard.

On this signboard was boldly written:

“ DO NOT EAT STONES ”

A number of people were looking at the notice with amusement.

Some stood there staring at the notice and laughing.

Others looked at the notice and then walked away smiling.

But no one was eating stones.

Yes, not a single person was eating stones.

Everyone was obeying the order written on the signboard: “ DO NOT EAT STONES ”

The triumphant Guru looked at the flabbergasted policemen and said: “Do you see anyone disobeying this order? Do you see even a single person eating stones?”

Before the dumbfounded cops could say anything, the Guru said:

“Always remember one thing:

“Willing obedience is always better than forced obedience”

VIKRAM KARVE

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

Disclaimer:

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.

Copyright Notice:

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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
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Email: vikramkarve@hotmail.com

Twitter: @vikramwkarve

Academic and Creative Writing Journal Vikram Karve

Thursday, January 5, 2017

OLQ – Officer Like Qualities : Von Manstein Matrix

Monday, June 6, 2016

Humor in Uniform – Micromanagement

Thursday, June 4, 2015

Humor in Uniform - SPIT AND POLISH

Sunday, December 14, 2014

Military Officer Like Qualities (OLQ) = MORAL ASCENDANCY

Monday, March 31, 2014

HUMOR IN UNIFORM - CRUSH-AND-SQUEEZE “FAUJI” STYLE HUMAN RESOURCE (HR) MANAGEMENT

HUMOR IN UNIFORM - A LESSON IN MICROMANAGEMENT

Sunday, March 9, 2014

A US NAVY SAILOR'S VIEW OF THE INDIAN NAVY - DO WE NEED TO INTROSPECT AND TAKE CORRECTIVE ACTION

Saturday, February 8, 2014

LEADERSHIP MANTRA - HOW TO MAKE PEOPLE OBEY YOU

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