Management-Gyan

The Hidden Pleasures Of Busywork

Nov 30, -0001 0 2 minutes 39 seconds to read

…

Smartphones Make You Tired And Unproductive

Nov 30, -0001 0 3 minutes 28 seconds to read

…

Why Executives Are Getting Older And Older

Nov 30, -0001 0 3 minutes 5 seconds to read

…

Management Tips For Actually Achieving Employee Work Life Balance In This Lifetime!

Nov 30, -0001 0 3 minutes 26 seconds to read

…

Are You Vain Enough To Get Ahead?

Nov 30, -0001 0 4 minutes 17 seconds to read

…

Tips For Avoiding Career Missteps

Nov 30, -0001 1 2 minutes 56 seconds to read

…

When It’s OK To Love Someone At The Office

Nov 30, -0001 0 2 minutes 50 seconds to read

…

More Proof That Hiring And Dating Aren’t So Different

Nov 30, -0001 0 2 minutes 19 seconds to read

…

Favoritism: Playing Out At An Office Near You

Nov 30, -0001 0 2 minutes 59 seconds to read

…

What To Do When Work Stress Eats Up The Evening

Nov 30, -0001 0 2 minutes 26 seconds to read

…

Time To Tune Out The Loudmouth

Nov 30, -0001 0 2 minutes 14 seconds to read

…

It’s Not A Failure To Fail

Nov 30, -0001 0 3 minutes 38 seconds to read

…

To Master Your Next Meeting, Just Say ‘Yeah’

Nov 30, -0001 0 1 minutes 37 seconds to read

…

What To Do When Co-Workers Won’t Leave You Alone

Nov 30, -0001 0 2 minutes 38 seconds to read

…

Mastering The Art Of Conveying Confidence

Nov 30, -0001 0 2 minutes 52 seconds to read

…

< previous12next >

No Laughing Matter

The Sweet Rewards of Power

By Madan Lamsal

. . .
read more »

NEPSE

Notice (8): Undefined variable: file [APP/View/Elements/side_bar.ctp, line 60]Code Context//    $file = 'http://aabhiyan:QUVLg8Wzs2F7G9N7@nepalstock.com.np/api/indexdata.xml';



    if(!$xml = simplexml_load_file($file)){
$viewFile = '/var/www/html/newbusinessage.com/app/View/Elements/side_bar.ctp'
$dataForView = array(
	'articles' => array(
		(int) 0 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 1 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 2 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 3 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 4 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 5 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 6 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 7 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 8 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 9 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 10 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 11 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 12 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 13 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 14 => array(
			'Article' => array(
				[maximum depth reached]
			)
		)
	),
	'current_user' => null,
	'logged_in' => false
)
$articles = array(
	(int) 0 => array(
		'Article' => array(
			'id' => '2730',
			'article_category_id' => '156',
			'title' => 'The Hidden Pleasures Of Busywork',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	Rote tasks&mdash;mindless at-work activities such as surfing the Web or deleting the inbox&mdash;may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.</div>
<div>
	&nbsp;</div>
<div>
	The study, led by Gloria Mark at the University of California, Irvine along with colleagues at Microsoft Research, examined how employees&rsquo; mood and attention change when performing various activities at work, such as responding to email or checking Facebook -1.47 per cent.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With rote work, you get a feeling of accomplishment, but you haven&rsquo;t exerted a lot of mental activity,&rdquo; says Dr. Mark. &ldquo;It gives you a feeling of fulfillment, but there&rsquo;s not frustration&nbsp;</div>
<div>
	or stress.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The researchers&rsquo; findings provide a picture of how boredom and focus change throughout the day&mdash;and what digital tasks make workers happiest.</div>
<div>
	&nbsp;</div>
<div>
	Focus, they found, peaks in the mid-afternoon from 2 to 3 p.m. and also rises in late morning, around 11 a.m., after workers have time to gear up. (After 3, however, workplace focus drops precipitously.) &nbsp;Meanwhile, people are most bored early in the afternoon, soon after lunch&mdash;and not surprisingly, on Mondays.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It takes time to ramp up and get into a focused and productive state,&rdquo; says Dr. Mark. &ldquo;You don&rsquo;t hit the ground running.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Although the sample was small&mdash;just 32 Microsoft workers in a wide range of job titles&mdash;the researchers studied them intensely, collecting more than 1,500 hours of observational data and 91,000 data points about mood and attention. Participants were regularly prompted by pop-up questionnaires on their work screens day asking them to report how engaged and challenged they were by the task they were doing at that moment.</div>
<div>
	&nbsp;</div>
<div>
	Workers may say they want a challenge, but the researchers found that employees were actually less happy doing work they rated as difficult, involving a lot of attention and engagement, such as reading and responding to emails.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Focus involves a kind of stress and people aren&rsquo;t generally happy when they are stressed,&rdquo; says Dr. Mark. By contrast, &ldquo;rote work is effortless, so you can get gratification for getting things done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Another mood booster? Facebook. The researchers found that occasionally &ldquo;grazing&rdquo; the social network seemed to provide a refreshing break for workers, boosting their happiness. &nbsp;Unlike responding to email or chit-chatting with colleagues, making a quick trip to Facebook doesn&rsquo;t require much focus or stress, Dr. Mark says.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The research will be presented at a panel on workplace distraction at the SXSW Interactive conference on Saturday, and is forthcoming for publication in April at the Proceedings of the Computer-Human Interaction Conference 2014. (blogs.wsj.com)</div>',
			'published' => true,
			'created' => '2014-03-10',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Rote tasks—mindless at-work activities such as surfing the Web or deleting the inbox—may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.',
			'sortorder' => '2575',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 1 => array(
		'Article' => array(
			'id' => '2702',
			'article_category_id' => '156',
			'title' => 'Smartphones Make You Tired And Unproductive',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn&rsquo;t just make it harder to get a decent night&rsquo;s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.</div>
<div>
	&nbsp;</div>
<div>
	That means the way most knowledge workers do their jobs&mdash;monitoring their iPhones for notes from the boss long after the office day is done and responding to colleagues at all hours&mdash;ultimately makes them less effective, posit researchers from University of Florida, Michigan State University and University of Washington.</div>
<div>
	&nbsp;</div>
<div>
	The scholars conducted two studies of workers&rsquo; nighttime technology habits, sleep duration and quality, energy and workplace engagement. In the first study, 82 mid- to high-level managers were asked every morning how many minutes they used their smartphone after 9:00 pm the night before and how many hours they slept. Then, they were asked to rate their agreement with statements like &ldquo;I feel drained&rdquo; and &ldquo;Right now, it would take a lot of effort for me to concentrate on something.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In the afternoon, they had to assess statements about work engagement, such as &ldquo;Today while working, I forgot everything else around me.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Prior studies have shown that staying focused and resisting distractions takes a lot of effort, so when smartphone use interferes with sleep, it takes a toll the next day.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;The benefit of smartphone use may&hellip;be offset by the inability of employees to fully recover from work activities while away from the office,&rdquo; the researchers write.</div>
<div>
	&nbsp;</div>
<div>
	After accounting for sleep quality, the researchers found that work-related smartphone use in the evening was associated with fewer hours of sleep. The subjects who recorded shorter nights also reported depleted reserves of self-control, and those who felt morning exhaustion also indicated they were less engaged during the day, a domino effect that shows how an unending workday ultimately leads to poorer work.</div>
<div>
	&nbsp;</div>
<div>
	The second study, which involved 161 workers, measured how late-night tech use&mdash;on smartphones, laptops, tablets and TV&mdash;can disrupt sleep and next-day work engagement.</div>
<div>
	&nbsp;</div>
<div>
	In her book, &ldquo;Sleeping With Your Smartphone,&rdquo; Harvard Business School professor Leslie Perlow studied executives at Boston Consulting Group who were given a chance to disconnect on a regular basis. The executives became more excited about their work, felt more satisfied about their professional and personal lives and even became more collaborative and efficient.</div>
<div>
	&nbsp;</div>
<div>
	Using any kind of electronic device affects sleep quantity and focus the following day, but smartphones are especially draining. That&rsquo;s partly because the always-on, always-handy phone the first device we turn to, says Christopher M. Barnes, an assistant professor of management at University of Washington&rsquo;s Michael G. Foster School of Business and a co-author of the paper. Having a screen so close to our faces probably doesn&rsquo;t help us prepare for sleep, he adds. The researchers don&rsquo;t yet know if there&rsquo;s a particular threshold at which smartphone use begins to affect sleep habits, but even 30 minutes before bedtime can take a toll, Barnes says.</div>
<div>
	&nbsp;</div>
<div>
	The fix, researchers say, is to put down the phone and enjoy the evening. But that&rsquo;s easier said than done, so long as managers send emails at 10:30 p.m. and expect responses by 10:31 pm. Barnes says real change will have to come from the top, with managers setting an example by not sending those messages in the first place, or at least toning down expectations on response time.</div>
<div>
	&nbsp;</div>
<div>
	The paper is forthcoming in the journal Organizational Behavior and Human Decisions Processes. <em>(blogs.wsj.com)</em></div>',
			'published' => true,
			'created' => '2014-03-03',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn’t just make it harder to get a decent night’s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.',
			'sortorder' => '2555',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 2 => array(
		'Article' => array(
			'id' => '2647',
			'article_category_id' => '156',
			'title' => 'Why Executives Are Getting Older And Older',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Rachel Feintzeig</strong></p>
<p>
	Is your boss a little grayer than you expected? Blame the recession.<br />
	<br />
	New research from the University of Pennsylvania&rsquo;s Wharton School and Madrid&rsquo;s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles&mdash;lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.<br />
	<br />
	For decades, executives bounced around from company to company, taking ever less time to climb to the top. But that was before the recession hit. In recent years, even top corporate leaders saw their paths stalled, says Peter Cappelli, one of the study&rsquo;s authors and a Wharton management professor.<br />
	<br />
	One problem is that the oldest generation of executives delayed their retirement post-2008, prohibiting the next employees in line from taking their seats. When companies did have vacancies, they found it difficult to lure fresh talent from the outside: workers were afraid to make changes amid the economic uncertainty.<br />
	<br />
	Cappelli and the IE&rsquo;s Rocio Bonet and Monika Hamori analyzed biographies of the top ten leaders of all FortuneFT.T 0.00% 100 companies dating back to 1980. The first stage of their study analyzed executives through 2001, and a recent update brought the research up to 2011.<br />
	<br />
	Cappelli predicts executives will start to move around more by 2015, even if the economy isn&rsquo;t booming by then.<br />
	<br />
	&ldquo;People wear out their welcome,&rdquo; he said, &ldquo;and even the people who are welcome don&rsquo;t want to stay any longer.&rdquo;<br />
	<br />
	Once a few executives start playing musical chairs, change will be swift and widespread, he added, with the trajectory once again pointing toward &ldquo;sharply declining tenure&rdquo; at organizations.<br />
	<br />
	The study, published in the Harvard Business Review, also found that the corner office has gotten more diverse over the last decade and that there are more female and foreign-born leaders. For example, 18% of the executives studied in 2011 were female, as compared to 11% in 2001 and 0% in 1980. The rate of foreign executives rose from 2% in 1980 to 11% in 2011. But those trends come with caveats.<br />
	<br />
	Companies with foreign executives in their top ranks are &ldquo;disproportionately&rdquo; based on the East and West Coasts, according to the study. Women rise to top jobs fast, according to Cappelli, but they seem to be on a different track than men, most often moving up in the marketing or human resources divisions of their companies rather than the operational side. And not all executive jobs are created equal, Cappelli said. A marketing or human resources executive has little chance of becoming CEO &ndash; General Motors&rsquo; Mary Barra not included.<br />
	<br />
	The data also highlights sharp disparities between career trajectories at firms. At some businesses, like Chevron Corp.CVX -1.68% and United Parcel Service of North America Inc., leaders stick around; 90% of the top leaders at those companies have been there their entire career. Other firms see more of a revolving door in the executive suite; Sears Roebuck &amp; Co.&rsquo;s average 2011 executive had only three years there. The variation between companies has to do with the stability of the company&rsquo;s product, how quickly their operating model is changing and how their boards react to that change, Cappelli said.<br />
	<br />
	The variation &ldquo;does reflect very different notions and &hellip; understandings of how you succeed in business,&rdquo; Cappelli said. &ldquo;The idea that there was a corporate model really seems to be blown up. Now there&rsquo;s several corporate models.&rdquo;</p>',
			'published' => true,
			'created' => '2014-02-23',
			'modified' => '2014-03-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Is your boss a little grayer than you expected? Blame the recession.
New research from the University of Pennsylvania’s Wharton School and Madrid’s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles—lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.',
			'sortorder' => '2496',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 3 => array(
		'Article' => array(
			'id' => '2609',
			'article_category_id' => '156',
			'title' => 'Management Tips For Actually Achieving Employee Work Life Balance In This Lifetime!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Management Gyan" src="/userfiles/images/lc1(3).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 300px; height: 398px;" />Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it&rsquo;s not just a work benefit and it&rsquo;s not just a personal goal &ndash; something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply. These six employee work life balance points are designed to get your workforce happy, adjusted and continually maintaining the balance that&rsquo;s best for all of you. Work on these employee work life balance points with your team leaders and have them worked on down to the least valuable employees. They&rsquo;ll see the difference &ndash; and you will too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Set Goals</strong></span></div>
<div>
	&nbsp;Your team leaders should be working with employees to understand the goals that they have determined themselves, and those can very well include personal &ndash; and outside of the office &ndash; goals too. Limits, achievements and dreams are all fair game.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Establish Rewards</strong></span></div>
<div>
	Understanding goals also means achieving them, and extra reasons for doing so. Work with your teams so that rewards are understood, established and fairly administered. And remember, flex-time and paid time off cost you virtually nothing.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Manage Time Wisely</strong></span></div>
<div>
	Obviously, we&rsquo;re all about good time management. Talk to your team leaders about better managing their own time, and taking better account of workers&rsquo; time. Make sure that time requirements and time-off notice restrictions are clearly posted and all of the available software that&rsquo;s designed just for the task is being used.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Make it Personal</strong></span></div>
<div>
	Your employees want to be treated like adults &ndash; especially the good ones. Freedom comes with responsibility, but your star performers are worth the risk. Make sure they understand consequences, and risks too. But letting them go now &ndash; letting them auto-manage and auto-decide and auto-progress - &nbsp;has all kinds of ways of paying you back. So does understanding, talking about it, and talking about it with all your people.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Train where necessary</strong></span></div>
<div>
	Again, we mentioned in our post on Employee Satisfaction that you need to be prepared for training. Achieving work life balance for your entire team, or your entire company, can take some serious re-allocation of resources. Stress management can be vital if it turns into a big project, but what employee is going to not love their company after that?</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Radiate Positivity</strong></span></div>
<div>
	Loving life and your job still starts with you. Somehow, we think you&rsquo;re up to the task.</div>
<div>
	&nbsp;</div>
<div>
	But don&rsquo;t underestimate the key criticisms and complaints of your key players. Listen carefully and improve everything you can for each of them. Celebrate their time off the way that they do, maybe not in the off hours, but when they get back. Everything that contributes to their well-being also contributes to the well being of the organization as a whole.</div>
<div>
	&nbsp;</div>
<div>
	Remember, you can also highlight the positive roles played in and around your workplace. Sometimes the dark clouds come up with the most insightful and brightest workplace tips. Pay attention to them.</div>
<div>
	&nbsp;</div>
<div>
	Some of these are long time propositions &ndash; and they may take some time. Workplace culture does sometimes meet stiff resistance, sometimes. You may be pleasantly surprised how quickly and efficiently people take to balance &ndash; and learn to love it. <em>(Nimbleschedule)</em></div>',
			'published' => true,
			'created' => '2014-02-18',
			'modified' => '2014-02-18',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it’s not just a work benefit and it’s not just a personal goal – something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply.',
			'sortorder' => '2458',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 4 => array(
		'Article' => array(
			'id' => '2566',
			'article_category_id' => '156',
			'title' => 'Are You Vain Enough To Get Ahead?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	You don&rsquo;t have to be a total narcissist to be a successful executive &ndash; but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems. But while a dose of self-confidence is necessary to raise your hand for the top job and steer a big corporation, too much can cause a leader and company to falter.</div>
<div>
	&nbsp;</div>
<div>
	The study, set to be published in the journal Personnel Psychology, analyzes 54 prior studies touching on narcissism. Some of those studies relied on surveys, which asked leaders whether they identify with statements like, &ldquo;If I ruled the world, it would be a much better place&rdquo; or &ldquo;I think I&rsquo;m a special person.&rdquo; Others analyzed clues in shareholder letters: the number of self-references, for example (is it just a string of &ldquo;I, I, I&rdquo;?), or the size of the executives&rsquo; photos.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s helpful to think of narcissism as distributed along a spectrum. &nbsp;On one end, self-doubt isn&rsquo;t a useful characteristic in a leader&mdash;they can look weak or have trouble making decisions, according to Peter Harms, one of the study&rsquo;s authors and a management professor at the University of Nebraska-Lincoln. But individuals on the other end don&rsquo;t take feedback well and can make reckless choices, he says.</div>
<div>
	&nbsp;</div>
<div>
	Examples of too much self-confidence abound in the world of politics. Harms cites Jonathan Edwards, the former North Carolina senator and presidential candidate who spent lots of time grooming his hair and had an extra-marital relationship on the campaign trail, as displaying the vanity and self-centered nature emblematic of narcissists.</div>
<div>
	&nbsp;</div>
<div>
	Another researcher went on the hunt for CEOs that display humility. Analyzing earnings call transcripts &ndash; comparing the number of times executives said &ldquo;me&rdquo; and &ldquo;mine&rdquo; versus &ldquo;we&rdquo; or &ldquo;our,&rdquo; for example &ndash; an Australian management expertcompiled a list of the least narcissistic American CEOs. The line-up included Target&rsquo;s Gregg Steinhafel, PepsiCo&rsquo;s Indra Nooyi and Bank of America&rsquo;s Brian Moynihan.</div>
<div>
	&nbsp;</div>
<div>
	Rodney Warrenfeltz, who administers personality tests to high-level leaders as a managing partner at Hogan Assessments, uses what he calls &ldquo;the bold scale&rdquo; to measure where the corporate executives he works with fall along the continuum. The test incorporates statements that participants have to check off as true or false, such as, &ldquo;I could get this country moving in the right direction.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Warrenfeltz says a bold score of 70 to 90 on the 100-point scale signifies someone is truly confident. Anything above that can indicate arrogance or entitlement.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;When things go wrong, they blame other people,&rdquo; he says of those who score at the very top of the scale. &ldquo;When things go right they take the credit.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In addition to narcissism, Harms, the University of Nebraska-Lincoln professor, studies other &ldquo;dark traits&rdquo; like Machiavellianism and psychopathy. (A 2010 study found that psychopaths are more likely to be found in the corner office than on the street.) At lower levels, these attributes can be useful in the corporate setting, he says&mdash;a little psychopathy often translates to being brave. A bit of Machiavellianism is really just political skill, being able to manipulate coworkers or sell people on an idea.</div>
<div>
	&nbsp;</div>
<div>
	Harry Kraemer, a former CEO of the health-care company Baxter International Inc., says being able to influence people is a crucial part of effective leadership. He also thinks executives need &ldquo;true self confidence,&rdquo; a mentality where positive thoughts abound: &ldquo;I know I&rsquo;m good, I know I can add value, I&rsquo;m going to make good decision, I&rsquo;m going to get a lot of stuff done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	But he also says humility is key. If an executive&rsquo;s ego gets out of hand, employees won&rsquo;t follow him or her.</div>
<div>
	&nbsp;</div>
<div>
	Unless, of course, you&rsquo;re someone like former Apple chief Steve Jobs&ndash; so intelligent and brilliant that the rules don&rsquo;t really apply.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If you&rsquo;re that one-in-10-million person, even though you&rsquo;ve got a mammoth ego, even though you don&rsquo;t treat people very well, you&rsquo;re so unusual that maybe people are willing to put up with it,&rdquo; Kraemer says.&nbsp;</div>
<div style="text-align: right;">
	<em>(www.blogs.wsj.com)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2014-02-09',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'You don’t have to be a total narcissist to be a successful executive – but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems.',
			'sortorder' => '2411',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 5 => array(
		'Article' => array(
			'id' => '2519',
			'article_category_id' => '156',
			'title' => 'Tips For Avoiding Career Missteps',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Chris Duchesne</strong></div>
<div>
	&nbsp;</div>
<div>
	There are some core mistakes that can derail any career if you aren&rsquo;t careful. Make sure you don&rsquo;t make them...</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Don&rsquo;t Quit Networking Once You Get a Job: People are usually vigilant about networking when looking for a job but stop once they&rsquo;re hired. Your long term career success is dependent on your ability to continue to build strong business connections as well as nurturing current relationships.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Put More Focus on Benefits: When looking for a job, weighing the options is about much more than base pay. The role, manager and compensation are all important factors in deciding whether to join a company, but benefit programs (such as work-hour flexibility, health and wellness programs and family leave policies) and company culture are critical factors as well. More than ever, the lines between work and home life are blurring and working for a company that understands that can save you a lot of stress and money.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Be the Driver of Your Own Destiny: Too many people depend on their manager or boss to set the tone for their career path. Your career success is dependent on being the driver of your own destiny. Be proactive in the assignments and responsibilities you take on. Talk to your manager/boss about what you want and where you see your career path going with the company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Social Media Profiles Professional: The lines between personal and professional are more blurred than ever before. Even if you have a personal profile page on Facebook or Twitter that you intend for your friends eyes only, keep it professional. Never post something that you wouldn&rsquo;t want your boss or prospective employer to see. In today&rsquo;s digital age it&rsquo;s easy for employers and prospective employers to find you online.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Your Skills Sharp: No matter what industry you are in, it&rsquo;s important to keep building on your skill set. It&rsquo;s not enough to graduate from college and call it a day. Education is an ongoing process and it is important to stay sharp and keep up with the latest industry trends if you want to be a key player at your company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Create a Five Year Plan: When you started out in your career you likely had a five year plan. It&rsquo;s important to keep this plan alive! Update it every year. Re-evaluate what you wanted to achieve last year, where you are now and how you would like to see the next five years go. It&rsquo;s a lot easier to make career decisions when you have a solid plan laid out.</div>
<div>
	&nbsp;</div>
<div>
	(Chris Duchesne is the VP of Global Workplace Solutions for Care.com. He brings more than 15 years of experience in HR technology to Care.com, the largest online care destination in the world with 8 million members spanning 16 countries.)</div>
<div>
	www.news.yahoo.com</div>',
			'published' => true,
			'created' => '2014-01-27',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'There are some core mistakes that can derail any career if you aren’t careful. Make sure you do..',
			'sortorder' => '2386',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 6 => array(
		'Article' => array(
			'id' => '2468',
			'article_category_id' => '156',
			'title' => 'When It’s OK To Love Someone At The Office',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	To get employees to spend more time in the office, try a little tenderness.</div>
<div>
	&nbsp;</div>
<div>
	New research out of the University of Pennsylvania&rsquo;s Wharton School and George Mason University shows that an office culture of &ldquo;companionate love&rdquo; can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Love has kind of been a taboo word,&rdquo; when it comes to work, says Sigal G. Barsade, a Wharton management professor. But &ldquo;this is where we spend most of our time.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Companionate love&ndash;as opposed to the passion associated with romantic relationships&ndash;is marked by feelings of caring, compassion and affection, says Ms. Barsade. Workers can show such love by buying a cup of coffee for a colleague who&rsquo;s been up late with a new baby or offering to cover for a co-worker during a doctor&rsquo;s appointment.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and George Mason management professor Olivia O&rsquo;Neill studied 185 employees working in a nursing home in the Northeast where managers were trying to cultivate a warm, caring environment. They found that employees in sections where co-workers showed more companionate love reported higher satisfaction, less emotional burnout and better teamwork than employees in less-demonstrative units. They were also absent from work less.</div>
<div>
	&nbsp;</div>
<div>
	Residents of the nursing home, who were also studied, benefited too. Researchers found residents in the more loving sections had better moods and took fewer trips to the emergency room than residents of other sections.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;In response to Tina Turner&rsquo;s famously haunting lyrics, love, actually, has very much to do with it,&rdquo; the authors write in the paper, set to be published by Administrative Science Quarterly in the next few months.</div>
<div>
	&nbsp;</div>
<div>
	Small acts of kindness and compassion in the workplace can be contagious, previous studies have found. For example, an accountant who&rsquo;s encouraged to take time off during a busy tax season to deal with a personal issue will feel more loyal to the company and will be more likely to respond compassionately when another colleague needs his help down the line.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It turns into this virtuous cycle,&rdquo; Ms. Barsade says.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and Ms. O&rsquo;Neill also surveyed 3,201 workers across industries including engineering, financial services and higher education about the emotional cultures of their workplaces. Respondents who worked in compassionate environments reported increased job satisfaction and greater commitment to the organization, they found.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade says leaders of all types of companies need to recognize that the emotional cultures of their workplaces are as important as the &ldquo;cognitive&rdquo; concepts they place front and center &ndash; like innovation or results. Executives can start by treating those around them with more compassion, she says, and also incorporate formal company-wide policies like flexible work hours.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If as a leader you foster a culture of companionate love, you will have more satisfied employees and a better work outcome,&rdquo; she says.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'New research out of the University of Pennsylvania’s Wharton School and George Mason University shows that an office culture of “companionate love” can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.',
			'sortorder' => '2310',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 7 => array(
		'Article' => array(
			'id' => '2201',
			'article_category_id' => '156',
			'title' => 'More Proof That Hiring And Dating Aren’t So Different',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	T<span style="font-size: 12px;">he back-and-forth of job interviews often feels like dating. &lsquo;Will they like me?&rsquo; candidates wonder. &lsquo;Will they stick around?&rsquo; companies ask.</span></div>
<div>
	&nbsp;</div>
<div>
	Turns out, hiring managers at elite professional firms really do tend to evaluate candidates as if they were potential romantic partners or new friends, according to recent research by Kellogg management professor Lauren Rivera.</div>
<div>
	&nbsp;</div>
<div>
	The Kellogg study found that employers tend to evaluate candidates on whether they&rsquo;d be likely to hang out with them, rather than strictly focusing on a person&rsquo;s qualifications for the job.</div>
<div>
	&nbsp;</div>
<div>
	Even dating site eHarmony is getting into the recruiting game. &nbsp;The company is developing a recruiting site to more effectively match companies to candidates, says Grant Langston, vice president of customer experience.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Where do people not experience a lot of compatibility?&rdquo; says Mr. Langston. &ldquo;One of the first things we came up with was jobs we are currently trying to isolate what are the things that make an employee a good fit.&rdquo; The product, which is in the early stages, may come out next year.</div>
<div>
	&nbsp;</div>
<div>
	According to the Kellogg research, professionals involved in hiring placed more emphasis on how comfortable or excited they were about candidates than on applicants&rsquo; cognitive or technical skills.</div>
<div>
	&nbsp;</div>
<div>
	That doesn&rsquo;t mean employers hire unqualified workers, Rivera says. But, she adds, her findings show that &ldquo;employers hire in a manner more closely resembling the choice of friends or romantic partners&rdquo; than what we might expect. Hiring managers pay especially close attention to criteria such as similar education level and schools attended, shared leisure pursuits and a mutual &ldquo;spark,&rdquo;&mdash; factors similar to those people use when choosing a friend or mate.</div>
<div>
	&nbsp;</div>
<div>
	In her study, comprised of 120 interviews with hiring professionals at elite U.S. investment banks, law firms and consulting firms, more than half of the hiring professionals ranked &ldquo;cultural fit&rdquo;&mdash;similarity of background, interests and self-presentation&mdash;as the most important factor in an interview.</div>
<div>
	&nbsp;</div>
<div>
	The danger, of course, is that workers from cultural backgrounds that don&rsquo;t match their evaluators&rsquo; backgrounds may be at a disadvantage when they&rsquo;re up for a job. Especially when it comes to elite jobs, people who come from lower socioeconomic backgrounds might not get the same consideration a well-off candidate would, Rivera says. (The Wall Street Journal)</div>',
			'published' => true,
			'created' => '2013-12-03',
			'modified' => '2013-12-16',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The back-and-forth of job interviews often feels like dating. ‘Will they like me?’ candidates wonder. ‘Will they stick around?’ companies ask.',
			'sortorder' => '2045',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 8 => array(
		'Article' => array(
			'id' => '2157',
			'article_category_id' => '156',
			'title' => 'Favoritism: Playing Out At An Office Near You',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By LAUREN WEBER</strong></div>
<div>
	&nbsp;</div>
<div>
	Here&rsquo;s a riddle: A company&rsquo;s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That&rsquo;s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.</div>
<div>
	&nbsp;</div>
<div>
	Their conclusion might help explain the lack of diversity in the skyscrapers and industrial parks of corporate America, and assist companies and regulatory agencies in coming up with effective plans to create more heterogeneous workplaces. &ldquo;It&rsquo;s not about reducing hatred but reducing excess liking, and these are not the same things,&rdquo; said Dan Hamermesh, an economist at the University of Texas and one of the authors of the paper.</div>
<div>
	&nbsp;</div>
<div>
	The paper gets deep into the dynamics of what we normally call discrimination, separating out hostility against an out-group (a group to which, say, a hiring manager does not belong) from preference for people similar to oneself. The authors refer to these attitudes as exophobia and endophilia.</div>
<div>
	&nbsp;</div>
<div>
	The distinction is a subtle one &ndash; at first glance, they seem like two sides of the same coin &ndash; but the authors point out that they can produce quite different real-world outcomes.</div>
<div>
	&nbsp;</div>
<div>
	For example, if a white boss is responsible for distributing $300 in bonus money to three workers, one white, one black and one Hispanic, each worker should get $100 presuming all other variables are equal. But an endophilic supervisor might give the white worker $110, leaving the other two $190, or $95 each. Meanwhile, an exophobic boss who is biased against African-Americans might give the black worker $90, leaving $210 for the others, or $105 each. &ldquo;In both cases the difference in outcomes between the white and the black worker is $15, but white-Hispanic relative wages differ under each alternative,&rdquo; the authors write.</div>
<div>
	&nbsp;</div>
<div>
	In an experiment conducted at the School of Business and Economics at Maastricht University, in the Netherlands, the researchers randomly revealed or concealed the names on students&rsquo; final exams, allowing some graders to infer the nationality and gender of the students. Most of the individuals were German or Dutch, and their names generally reflected their origins. Researchers also had access to the graders&rsquo; nationality and gender. In total, 1,495 exams scored by 42 graders were examined.</div>
<div>
	&nbsp;</div>
<div>
	Among those graders who&rsquo;d seen the names, the authors found &ldquo;substantial&rdquo; favoritism by nationality, but no evidence of discrimination. A student who matched the grader&rsquo;s nationality received a higher score if her name was visible, equivalent to moving from the median score to the 57th percentile. But in unmatched pairs, where discrimination would presumably be evident, grades were about the same whether names were revealed or not.</div>
<div>
	&nbsp;</div>
<div>
	On average, gender had no effect on scores. The authors point out that while discrimination still exists in some cases, favoritism is more pervasive, and suggest that anti-discrimination policies or workplace-diversity programs, which tend to focus on revealing and fighting biases, should instead be oriented toward helping workers and managers understand their unconscious preferences.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We&rsquo;re so hung up on accusing people of &hellip; discriminating against others, but maybe it&rsquo;s not the most efficient way to ameliorate the problem,&rdquo; said Hamermesh.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-12-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Here’s a riddle: A company’s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That’s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.',
			'sortorder' => '2011',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 9 => array(
		'Article' => array(
			'id' => '2108',
			'article_category_id' => '156',
			'title' => 'What To Do When Work Stress Eats Up The Evening',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	F<span style="font-size: 12px;">eeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day&rsquo;s wins. Forthcoming research &nbsp;from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.</span></div>
<div>
	&nbsp;</div>
<div>
	The study, conducted by researchers at the University of Minnesota, University of Florida and others, tracked a group of workers over 15 days, logging their blood pressure and reported stress symptoms, such as fatigue, difficulty concentrating and headaches, and observed changes as they wrote down their accomplishments, such as leading a successful sales call, or a presentation that earned a manager&rsquo;s praise.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s no surprise that positive thinking can ease tension. But it might prove more practical than employers&rsquo; current approaches for fighting workplace stress, such as offering flexible work arrangements or creating a new org chart that doesn&rsquo;t actually change daily life at the office, says Theresa Glomb, a work and organizations professor at University of Minnesota&rsquo;s Carlson School of Management and co-author of the report.</div>
<div>
	&nbsp;</div>
<div>
	(Need proof that the minimize-negative-stressors strategy isn&rsquo;t working very well? More than one-third of respondents to this American Psychological Association survey reported chronic work stress. And some tactics, such as offering unlimited vacation time and building community in an open office space, may do more harm than good.)</div>
<div>
	&nbsp;</div>
<div>
	Listing the good things that happened over the course of a day is valuable in its own right, but Glomb says the real impact comes from writing down why those things led to good feelings. That act highlights the resources and support a person has in their work life&mdash;such as skills, a good sense of humor, an encouraging family or a compassionate boss.</div>
<div>
	&nbsp;</div>
<div>
	The reflections don&rsquo;t have to be work-related, Glomb adds. Even a tasty lunch brought from home can be a workday accomplishment. In the experiment, about 40% of the end-of-day reflections had nothing to do with work, and reflecting on them still made the subjects calmer later that evening.</div>
<div>
	&nbsp;</div>
<div>
	Companies shouldn&rsquo;t rush to institute mandatory reflection time each day, Glomb warns, since that could just add another stressor for time-crunched workers. Instead, they can embed the exercise in the regular work day, perhaps by asking employees to share details of something that&rsquo;s going well in their lives at the start of a team meeting.&nbsp;</div>
<div>
	<em>(http://blogs.wsj.com/atwork)&nbsp;</em></div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-25',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Feeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day’s wins. Forthcoming research  from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.',
			'sortorder' => '1970',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 10 => array(
		'Article' => array(
			'id' => '2036',
			'article_category_id' => '156',
			'title' => 'Time To Tune Out The Loudmouth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong>--By Lindsay Gellman</strong></div>
<div>
	&nbsp;</div>
<div>
	<img alt="Management Gyan" src="/userfiles/images/mg%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 250px; height: 288px;" />It&rsquo;s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they&rsquo;re talking about perform better in problem-solving tasks than those that don&rsquo;t. That&rsquo;s according to a new study from the University of Utah and Idaho State University. &ldquo;We&rsquo;d hope that facts would be the currency of influence,&rdquo; says Bryan L. Bonner, lead author of the study and an associate professor at the University of Utah&rsquo;s David Eccles School of Business. &ldquo;But often, we guess at who&rsquo;s the expert&mdash;and we&rsquo;re wrong.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	People tend to rely too much on &ldquo;messy proxies for expertise&rdquo;&mdash;such as a speaker&rsquo;s confidence level, extroversion, gender and/or race&mdash;and not enough on the content of his or her contributions, when making judgments about expertise, says Mr. Bonner. Doing so can be costly if the group doesn&rsquo;t heed those with the most relevant knowledge, Mr. Bonner says. The correlation between a speaker&rsquo;s confidence and his or her expertise is often &ldquo;very small,&rdquo; he adds.</div>
<div>
	&nbsp;</div>
<div>
	The findings mainly apply to group problem-solving tasks for which there is a correct answer (or answers), such as estimating the number of product units your firm will ship next week or valuating a company, and less so to more subjective tasks, like generating ideas for a marketing campaign, Mr. Bonner says.</div>
<div>
	&nbsp;</div>
<div>
	So how to prevent chatterboxes from taking over a meeting you&rsquo;re running? Instead of launching right into a discussion, frame the meeting as a fact-gathering mission, Mr. Bonner says. Encourage everyone to contribute, he says, and keep a running list of facts to promote shared understanding.</div>
<div>
	&nbsp;</div>
<div>
	Mr. Bonner notes that sometimes, the most vocal team members do in fact know best. &ldquo;If you&rsquo;re listening to the confident people and they&rsquo;re right&mdash;great,&rdquo; he says. Just don&rsquo;t let the expertise of quieter colleagues get lost in the shuffle.</div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-28',
			'modified' => '2013-10-28',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'It’s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they’re talking about perform better in problem-solving tasks than those that don’t.',
			'sortorder' => '1886',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 11 => array(
		'Article' => array(
			'id' => '1986',
			'article_category_id' => '156',
			'title' => 'It’s Not A Failure To Fail',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Alan Iny</strong></div>
<div>
	&nbsp;</div>
<div>
	Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian&rsquo;s schoolboy struggles with what he calls &ldquo;the scourge of mathematics.&rdquo; So bad was his math ineptitude that the prep school he was attending declared him &ldquo;not college material&rdquo; and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.</div>
<div>
	&nbsp;</div>
<div>
	Failure is dreaded in much of the world, but it shouldn&rsquo;t be. If it&rsquo;s a failing grade due to laziness or lack of effort, it&rsquo;s not something to celebrate. But if you try something new and fail, you&rsquo;ve at least shown a willingness to take risks &ndash; one of the hallmarks of creativity.Virtually everyone fails at something at some time; it&rsquo;s not the end of the world. And it can often be the catalyst that ultimately leads to success. The advice is good in the lead song from the Fred Astaire-Ginger Rogers movie, Swing Time: &ldquo;Pick yourself up, dust yourself off, start all over again.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	It took Thomas Edison hundreds of tries before he successfully came up with a commercially viable incandescent light bulb. Oprah Winfrey, at age 22, was fired from a television reporting job because she wasn&rsquo;t right for TV, in the view of her then employer. The Beatles were let go by their first record label. (Hat tip: Business Insider&rsquo;s 15 People Who Failed Before Becoming Famous)</div>
<div>
	&nbsp;</div>
<div>
	The best thing, in my opinion, is to proactively fail. Go big; fall hard. And I&rsquo;m not alone.</div>
<div>
	&nbsp;</div>
<div>
	Grey advertising celebrates &ldquo;failures of daring and audacity&rdquo; with a quarterly Heroic Failures award. &ldquo;Better to attempt something astonishing and go down in flames than to gingerly hold back,&rdquo; the company says. In business, challenging who we are, what we do, and how we do it should be an ongoing and permanent process. When you stand still, you fall behind.</div>
<div>
	&nbsp;</div>
<div>
	Consider TV news. The old news format, which prevailed for more than three decades, presented &ldquo;news&rdquo; in regularly scheduled, usually 30-minute, packages. Ted Turner believed this concept was outdated. So, in 1980 his Turner Broadcasting System launched Cable News Network (CNN), offering news reports all day long, in real time.</div>
<div>
	&nbsp;</div>
<div>
	This &lsquo;new box&rsquo; for news, which seems obvious today, was by no means guaranteed to succeed. &nbsp;CNN lost money in its first years and was ridiculed for attempting to change people&rsquo;s perceptions about the news so dramatically. &nbsp;Over time, however, it came to be known for live coverage of events around the world, and regularly scooped other news outlets.</div>
<div>
	&nbsp;</div>
<div>
	Still, no good idea is good forever, and by the end of the 1990s CNN was struggling to regain a leading share of an industry that more subjective &lsquo;talk radio&rsquo; types of television had come to dominate.</div>
<div>
	&nbsp;</div>
<div>
	Breakthrough creativity requires recognizing and challenging your mental autopilot: the firmly held assumptions and beliefs that box you in, define who you are, and limit what you do. And this applies, even when your business &ndash; career, job, company &ndash; is doing well. Don&rsquo;t wait for a crisis to challenge the old and seek out the new.</div>
<div>
	&nbsp;</div>
<div>
	So the next time things are going swimmingly, remember this: Even when we&rsquo;re doing well, we need to be creative, put our imagination to work, and try to do something new and better. That is worthwhile regardless of where it leads.</div>
<div>
	&nbsp;</div>
<div>
	(<em>Alan Iny is senior global specialist in business creativity at The Boston Consulting Group (BCG) and co-author, with BCG senior adviser Luc de Brabandere, of the newly-published Thinking in New Boxes: A New Paradigm for Business Creativity.)</em></div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>',
			'published' => true,
			'created' => '2013-10-21',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian’s schoolboy struggles with what he calls “the scourge of mathematics.” So bad was his math ineptitude that the prep school he was attending declared him “not college material” and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.',
			'sortorder' => '1845',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 12 => array(
		'Article' => array(
			'id' => '1940',
			'article_category_id' => '156',
			'title' => 'To Master Your Next Meeting, Just Say ‘Yeah’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	&nbsp;</p>
<p>
	<strong>--By Rachel Emma Silverman</strong></p>
<p>
	The next time you&rsquo;re in a meeting and want to get people on your side, just say &lsquo;yeah.&rsquo;<br />
	<br />
	New research out of the Massachusetts Institute of Technology&nbsp; found that&nbsp; certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.<br />
	<br />
	Researchers Cynthia Rudin and Been Kim, a statistics professor and graduate student, respectively, at MIT&rsquo;s Sloan School of Management , analyzed vocabulary usage and dialogue patterns in 95 meetings to see which words appeared to sway colleagues most.<br />
	<br />
	Among the words most likely to result in accepted proposals: &lsquo;Yeah,&rsquo; &lsquo;give,&rsquo; &lsquo;start,&rsquo;<br />
	and &lsquo;discuss.&rsquo;<br />
	<br />
	While &lsquo;yeah&rsquo; may seem like an odd candidate for a persuasive word, it may have currency because it signals agreement with what others have previously said.&nbsp; Framing a suggestion as if it were an agreement, rather than a conflict, may win favor more easily in a group, according to Dr. Rudin.<br />
	<br />
	Some words turned out to be good for steering colleagues away from a topic. &lsquo;meeting&rsquo; was particularly effective when the speaker&rsquo;s proposal aimed to halt discussion of a particular issue, as in &ldquo;maybe this is something for the next meeting.&rdquo; Those suggestions were almost always accepted, the researchers found.<br />
	<br />
	&lsquo;Discuss&rsquo; was used in a similar fashion, to suggest how a meeting should be organized, as in &lsquo;Maybe we should discuss this further.&rsquo;<br />
	<br />
	The researchers also tried to identify standard dialogue patterns in meetings, and found employees rarely offered compliments after negative assessments. Doing so makes an employee sound disingenuous, the researchers wrote.<br />
	(http://blogs.wsj.com/atwork)<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-10-07',
			'modified' => '2013-10-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The next time you’re in a meeting and want to get people on your side, just say ‘yeah.’

New research out of the Massachusetts Institute of Technology  found that  certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.',
			'sortorder' => '1798',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 13 => array(
		'Article' => array(
			'id' => '1891',
			'article_category_id' => '156',
			'title' => 'What To Do When Co-Workers Won’t Leave You Alone',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today&rsquo;s &ldquo;Work &amp; Family&rdquo; column.</div>
<div>
	&nbsp;</div>
<div>
	Most people try on their own to solve the problem, fleeing to a conference room or working from home when they need to concentrate. But tackling the problem as a team works better, according to employers and consultants.The best solutions require agreeing with co-workers that interruptions are a problem and figuring out better ways to communicate.</div>
<div>
	&nbsp;</div>
<div>
	Some work teams adopt a shared signal that an employee is in deep-think and shouldn&rsquo;t be interrupted except for a crisis. About 30 employees at a Colorado-based beverage company strung fishing line across their cubicle doors, then hung bright-colored swimsuit cover-ups over the line to use as curtains when they wanted to concentrate, says Laura Stack, a productivity trainer, author and speaker. When the curtains were drawn, co-workers stayed away except for top-priority issues. Employees at a construction company donned orange armbands as a no-interruption signal, she says.</div>
<div>
	&nbsp;</div>
<div>
	To make team solutions work, Stack trains employees to prioritize their needs, similar to the way a triage nurse sorts patients into groups based on the urgency of their condition. &ldquo;Priority One&rdquo; issues are crises or emergencies that must be handled immediately; &ldquo;Priority Two&rdquo; issues might soon become a crisis, and so on. &ldquo;Priority Four&rdquo; is reserved for &ldquo;occupational hobbies &mdash; anything we are doing to avoid doing a Priority One or Priority Two task,&rdquo; Stack says; Priority Fours could be taken off your to-do list forever without harm. &nbsp;If co-workers agree up-front on what kinds of issues demand immediate attention, most can cut interruptions significantly, she says.</div>
<div>
	&nbsp;</div>
<div>
	Other work teams have to learn to say no, says Maura Thomas, a speaker and trainer on productivity and attention. &nbsp;&ldquo;People ask, &lsquo;How do I get the message across that I don&rsquo;t want to be interrupted? I try to keep typing when people are talking to me, but they just keep talking. Or I try to ignore them when they yell over the cubicle, but they just keep yelling. So I just give in to them.&rsquo; [These people] are using every technique except their words,&rdquo; Thomas says. She coaches employees on polite deferrals, saying, &ldquo;I&rsquo;m sorry, I really can&rsquo;t talk now. Could we meet later?&rdquo; When all members of a work group hear the same message, they&rsquo;re more likely to take such rejections in stride, she says.</div>
<div>
	&nbsp;</div>
<div>
	Thomas also has co-workers set regular limits on their availability. Rather than setting an &ldquo;open-door policy&rdquo; that implies 24/7 access, she suggests managers limit open-door time to a few hours a day. Other teams set daily quiet hours for everyone. (http://blogs.wsj.com/atwork)</div>',
			'published' => true,
			'created' => '2013-09-30',
			'modified' => '2013-10-07',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today’s “Work & Family” column.',
			'sortorder' => '1752',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 14 => array(
		'Article' => array(
			'id' => '1740',
			'article_category_id' => '156',
			'title' => 'Mastering The Art Of Conveying Confidence',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers &ndash; body language.</div>
<div>
	&nbsp;</div>
<div>
	People rely on nonverbal cues such as posture and eye contact to evaluate others very quickly after an initial meeting, forming a first impression within 15 to 20 seconds, says Noah Zandan, president of Quantified Impressions, an Austin, Texas, communications-analytics firm. No matter how hard a person tries to perfect a presentation or job-interview answers, 90% of listeners&rsquo; first impressions of a speaker remain unchanged after hearing the content of his or her message, Zandan says.</div>
<div>
	&nbsp;</div>
<div>
	Some young adults undermine that first impression by shifting their weight from one foot to another when speaking, Zandan says. Others lean to one side and thrust their chest and one shoulder forward in what he calls &ldquo;the heart posture,&rdquo; a pose that is common among young women in social-media photos and videos.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It&rsquo;s important to avoid any body language that makes you look youthful or unintelligent, or not in full command of what&rsquo;s going on,&rdquo; says Briar Goldberg, Quantified Impressions&rsquo; director of feedback.</div>
<div>
	&nbsp;</div>
<div>
	To raise body-language awareness, Stanford University professor Deborah Gruenfeld created a class for M.B.A. candidates called &ldquo;Acting with Power.&rdquo; The 36-student course, which teaches the use of posture and other nonverbal signals of status and authority, has had waiting lists of up to 100 students every term since it began six years ago.</div>
<div>
	&nbsp;</div>
<div>
	Many students enter the class with bad habits of slouching, standing on one foot or always crossing their legs when seated, says Gruenfeld, a professor of organizational behavior in Stanford&rsquo;s Graduate School of Business. Together with a co-instructor, Gruenfeld uses coaching and role-playing to teach the &ldquo;physical manifestations of status &ndash; ways of holding your head, moving your eyes, and sitting and standing and speaking&rdquo; that convey confidence, she says.</div>
<div>
	&nbsp;</div>
<div>
	Students learn to assume a &ldquo;squared-off stance, like a fortress,&rdquo; with feet spread wide and weight distributed evenly between them, to respond to a challenge or emphasize a point. Other students practice &ldquo;the ability to deliver a message with a straight face,&rdquo; without the nervous smile that signals low status, Gruenfeld says.</div>
<div>
	&nbsp;</div>
<div>
	Some students object to managing their body language, saying, &ldquo;I&rsquo;m really concerned about my authenticity. I don&rsquo;t want to be faking it,&rdquo; Gruenfeld says. She tells them that their current physical habits aren&rsquo;t really of their own making either. They&rsquo;re the result of conditioning by others, who have taught them since childhood to avoid behaving in ways that are &ldquo;above your rank.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Status is a key determinant of how relationships work,&rdquo; Gruenfeld says. To succeed in the workplace, &ldquo;you have to learn to use your body in a way&rdquo; that sends an authentic message about your role and relationships with others.&nbsp;</div>
<div>
	<em>(blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-09-02',
			'modified' => '2013-09-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers – body language.',
			'sortorder' => '1601',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	)
)
$current_user = null
$logged_in = false
include - APP/View/Elements/side_bar.ctp, line 60
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::_renderElement() - CORE/Cake/View/View.php, line 1224
View::element() - CORE/Cake/View/View.php, line 418
include - APP/View/Articles/index.ctp, line 157
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::render() - CORE/Cake/View/View.php, line 473
Controller::render() - CORE/Cake/Controller/Controller.php, line 968
Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117

Warning (2): simplexml_load_file() [<a href='http://php.net/function.simplexml-load-file'>function.simplexml-load-file</a>]: I/O warning : failed to load external entity &quot;&quot; [APP/View/Elements/side_bar.ctp, line 60]Code Context//    $file = 'http://aabhiyan:QUVLg8Wzs2F7G9N7@nepalstock.com.np/api/indexdata.xml';



    if(!$xml = simplexml_load_file($file)){
$viewFile = '/var/www/html/newbusinessage.com/app/View/Elements/side_bar.ctp'
$dataForView = array(
	'articles' => array(
		(int) 0 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 1 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 2 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 3 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 4 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 5 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 6 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 7 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 8 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 9 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 10 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 11 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 12 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 13 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 14 => array(
			'Article' => array(
				[maximum depth reached]
			)
		)
	),
	'current_user' => null,
	'logged_in' => false
)
$articles = array(
	(int) 0 => array(
		'Article' => array(
			'id' => '2730',
			'article_category_id' => '156',
			'title' => 'The Hidden Pleasures Of Busywork',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	Rote tasks&mdash;mindless at-work activities such as surfing the Web or deleting the inbox&mdash;may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.</div>
<div>
	&nbsp;</div>
<div>
	The study, led by Gloria Mark at the University of California, Irvine along with colleagues at Microsoft Research, examined how employees&rsquo; mood and attention change when performing various activities at work, such as responding to email or checking Facebook -1.47 per cent.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With rote work, you get a feeling of accomplishment, but you haven&rsquo;t exerted a lot of mental activity,&rdquo; says Dr. Mark. &ldquo;It gives you a feeling of fulfillment, but there&rsquo;s not frustration&nbsp;</div>
<div>
	or stress.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The researchers&rsquo; findings provide a picture of how boredom and focus change throughout the day&mdash;and what digital tasks make workers happiest.</div>
<div>
	&nbsp;</div>
<div>
	Focus, they found, peaks in the mid-afternoon from 2 to 3 p.m. and also rises in late morning, around 11 a.m., after workers have time to gear up. (After 3, however, workplace focus drops precipitously.) &nbsp;Meanwhile, people are most bored early in the afternoon, soon after lunch&mdash;and not surprisingly, on Mondays.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It takes time to ramp up and get into a focused and productive state,&rdquo; says Dr. Mark. &ldquo;You don&rsquo;t hit the ground running.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Although the sample was small&mdash;just 32 Microsoft workers in a wide range of job titles&mdash;the researchers studied them intensely, collecting more than 1,500 hours of observational data and 91,000 data points about mood and attention. Participants were regularly prompted by pop-up questionnaires on their work screens day asking them to report how engaged and challenged they were by the task they were doing at that moment.</div>
<div>
	&nbsp;</div>
<div>
	Workers may say they want a challenge, but the researchers found that employees were actually less happy doing work they rated as difficult, involving a lot of attention and engagement, such as reading and responding to emails.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Focus involves a kind of stress and people aren&rsquo;t generally happy when they are stressed,&rdquo; says Dr. Mark. By contrast, &ldquo;rote work is effortless, so you can get gratification for getting things done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Another mood booster? Facebook. The researchers found that occasionally &ldquo;grazing&rdquo; the social network seemed to provide a refreshing break for workers, boosting their happiness. &nbsp;Unlike responding to email or chit-chatting with colleagues, making a quick trip to Facebook doesn&rsquo;t require much focus or stress, Dr. Mark says.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The research will be presented at a panel on workplace distraction at the SXSW Interactive conference on Saturday, and is forthcoming for publication in April at the Proceedings of the Computer-Human Interaction Conference 2014. (blogs.wsj.com)</div>',
			'published' => true,
			'created' => '2014-03-10',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Rote tasks—mindless at-work activities such as surfing the Web or deleting the inbox—may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.',
			'sortorder' => '2575',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 1 => array(
		'Article' => array(
			'id' => '2702',
			'article_category_id' => '156',
			'title' => 'Smartphones Make You Tired And Unproductive',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn&rsquo;t just make it harder to get a decent night&rsquo;s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.</div>
<div>
	&nbsp;</div>
<div>
	That means the way most knowledge workers do their jobs&mdash;monitoring their iPhones for notes from the boss long after the office day is done and responding to colleagues at all hours&mdash;ultimately makes them less effective, posit researchers from University of Florida, Michigan State University and University of Washington.</div>
<div>
	&nbsp;</div>
<div>
	The scholars conducted two studies of workers&rsquo; nighttime technology habits, sleep duration and quality, energy and workplace engagement. In the first study, 82 mid- to high-level managers were asked every morning how many minutes they used their smartphone after 9:00 pm the night before and how many hours they slept. Then, they were asked to rate their agreement with statements like &ldquo;I feel drained&rdquo; and &ldquo;Right now, it would take a lot of effort for me to concentrate on something.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In the afternoon, they had to assess statements about work engagement, such as &ldquo;Today while working, I forgot everything else around me.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Prior studies have shown that staying focused and resisting distractions takes a lot of effort, so when smartphone use interferes with sleep, it takes a toll the next day.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;The benefit of smartphone use may&hellip;be offset by the inability of employees to fully recover from work activities while away from the office,&rdquo; the researchers write.</div>
<div>
	&nbsp;</div>
<div>
	After accounting for sleep quality, the researchers found that work-related smartphone use in the evening was associated with fewer hours of sleep. The subjects who recorded shorter nights also reported depleted reserves of self-control, and those who felt morning exhaustion also indicated they were less engaged during the day, a domino effect that shows how an unending workday ultimately leads to poorer work.</div>
<div>
	&nbsp;</div>
<div>
	The second study, which involved 161 workers, measured how late-night tech use&mdash;on smartphones, laptops, tablets and TV&mdash;can disrupt sleep and next-day work engagement.</div>
<div>
	&nbsp;</div>
<div>
	In her book, &ldquo;Sleeping With Your Smartphone,&rdquo; Harvard Business School professor Leslie Perlow studied executives at Boston Consulting Group who were given a chance to disconnect on a regular basis. The executives became more excited about their work, felt more satisfied about their professional and personal lives and even became more collaborative and efficient.</div>
<div>
	&nbsp;</div>
<div>
	Using any kind of electronic device affects sleep quantity and focus the following day, but smartphones are especially draining. That&rsquo;s partly because the always-on, always-handy phone the first device we turn to, says Christopher M. Barnes, an assistant professor of management at University of Washington&rsquo;s Michael G. Foster School of Business and a co-author of the paper. Having a screen so close to our faces probably doesn&rsquo;t help us prepare for sleep, he adds. The researchers don&rsquo;t yet know if there&rsquo;s a particular threshold at which smartphone use begins to affect sleep habits, but even 30 minutes before bedtime can take a toll, Barnes says.</div>
<div>
	&nbsp;</div>
<div>
	The fix, researchers say, is to put down the phone and enjoy the evening. But that&rsquo;s easier said than done, so long as managers send emails at 10:30 p.m. and expect responses by 10:31 pm. Barnes says real change will have to come from the top, with managers setting an example by not sending those messages in the first place, or at least toning down expectations on response time.</div>
<div>
	&nbsp;</div>
<div>
	The paper is forthcoming in the journal Organizational Behavior and Human Decisions Processes. <em>(blogs.wsj.com)</em></div>',
			'published' => true,
			'created' => '2014-03-03',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn’t just make it harder to get a decent night’s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.',
			'sortorder' => '2555',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 2 => array(
		'Article' => array(
			'id' => '2647',
			'article_category_id' => '156',
			'title' => 'Why Executives Are Getting Older And Older',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Rachel Feintzeig</strong></p>
<p>
	Is your boss a little grayer than you expected? Blame the recession.<br />
	<br />
	New research from the University of Pennsylvania&rsquo;s Wharton School and Madrid&rsquo;s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles&mdash;lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.<br />
	<br />
	For decades, executives bounced around from company to company, taking ever less time to climb to the top. But that was before the recession hit. In recent years, even top corporate leaders saw their paths stalled, says Peter Cappelli, one of the study&rsquo;s authors and a Wharton management professor.<br />
	<br />
	One problem is that the oldest generation of executives delayed their retirement post-2008, prohibiting the next employees in line from taking their seats. When companies did have vacancies, they found it difficult to lure fresh talent from the outside: workers were afraid to make changes amid the economic uncertainty.<br />
	<br />
	Cappelli and the IE&rsquo;s Rocio Bonet and Monika Hamori analyzed biographies of the top ten leaders of all FortuneFT.T 0.00% 100 companies dating back to 1980. The first stage of their study analyzed executives through 2001, and a recent update brought the research up to 2011.<br />
	<br />
	Cappelli predicts executives will start to move around more by 2015, even if the economy isn&rsquo;t booming by then.<br />
	<br />
	&ldquo;People wear out their welcome,&rdquo; he said, &ldquo;and even the people who are welcome don&rsquo;t want to stay any longer.&rdquo;<br />
	<br />
	Once a few executives start playing musical chairs, change will be swift and widespread, he added, with the trajectory once again pointing toward &ldquo;sharply declining tenure&rdquo; at organizations.<br />
	<br />
	The study, published in the Harvard Business Review, also found that the corner office has gotten more diverse over the last decade and that there are more female and foreign-born leaders. For example, 18% of the executives studied in 2011 were female, as compared to 11% in 2001 and 0% in 1980. The rate of foreign executives rose from 2% in 1980 to 11% in 2011. But those trends come with caveats.<br />
	<br />
	Companies with foreign executives in their top ranks are &ldquo;disproportionately&rdquo; based on the East and West Coasts, according to the study. Women rise to top jobs fast, according to Cappelli, but they seem to be on a different track than men, most often moving up in the marketing or human resources divisions of their companies rather than the operational side. And not all executive jobs are created equal, Cappelli said. A marketing or human resources executive has little chance of becoming CEO &ndash; General Motors&rsquo; Mary Barra not included.<br />
	<br />
	The data also highlights sharp disparities between career trajectories at firms. At some businesses, like Chevron Corp.CVX -1.68% and United Parcel Service of North America Inc., leaders stick around; 90% of the top leaders at those companies have been there their entire career. Other firms see more of a revolving door in the executive suite; Sears Roebuck &amp; Co.&rsquo;s average 2011 executive had only three years there. The variation between companies has to do with the stability of the company&rsquo;s product, how quickly their operating model is changing and how their boards react to that change, Cappelli said.<br />
	<br />
	The variation &ldquo;does reflect very different notions and &hellip; understandings of how you succeed in business,&rdquo; Cappelli said. &ldquo;The idea that there was a corporate model really seems to be blown up. Now there&rsquo;s several corporate models.&rdquo;</p>',
			'published' => true,
			'created' => '2014-02-23',
			'modified' => '2014-03-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Is your boss a little grayer than you expected? Blame the recession.
New research from the University of Pennsylvania’s Wharton School and Madrid’s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles—lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.',
			'sortorder' => '2496',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 3 => array(
		'Article' => array(
			'id' => '2609',
			'article_category_id' => '156',
			'title' => 'Management Tips For Actually Achieving Employee Work Life Balance In This Lifetime!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Management Gyan" src="/userfiles/images/lc1(3).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 300px; height: 398px;" />Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it&rsquo;s not just a work benefit and it&rsquo;s not just a personal goal &ndash; something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply. These six employee work life balance points are designed to get your workforce happy, adjusted and continually maintaining the balance that&rsquo;s best for all of you. Work on these employee work life balance points with your team leaders and have them worked on down to the least valuable employees. They&rsquo;ll see the difference &ndash; and you will too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Set Goals</strong></span></div>
<div>
	&nbsp;Your team leaders should be working with employees to understand the goals that they have determined themselves, and those can very well include personal &ndash; and outside of the office &ndash; goals too. Limits, achievements and dreams are all fair game.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Establish Rewards</strong></span></div>
<div>
	Understanding goals also means achieving them, and extra reasons for doing so. Work with your teams so that rewards are understood, established and fairly administered. And remember, flex-time and paid time off cost you virtually nothing.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Manage Time Wisely</strong></span></div>
<div>
	Obviously, we&rsquo;re all about good time management. Talk to your team leaders about better managing their own time, and taking better account of workers&rsquo; time. Make sure that time requirements and time-off notice restrictions are clearly posted and all of the available software that&rsquo;s designed just for the task is being used.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Make it Personal</strong></span></div>
<div>
	Your employees want to be treated like adults &ndash; especially the good ones. Freedom comes with responsibility, but your star performers are worth the risk. Make sure they understand consequences, and risks too. But letting them go now &ndash; letting them auto-manage and auto-decide and auto-progress - &nbsp;has all kinds of ways of paying you back. So does understanding, talking about it, and talking about it with all your people.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Train where necessary</strong></span></div>
<div>
	Again, we mentioned in our post on Employee Satisfaction that you need to be prepared for training. Achieving work life balance for your entire team, or your entire company, can take some serious re-allocation of resources. Stress management can be vital if it turns into a big project, but what employee is going to not love their company after that?</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Radiate Positivity</strong></span></div>
<div>
	Loving life and your job still starts with you. Somehow, we think you&rsquo;re up to the task.</div>
<div>
	&nbsp;</div>
<div>
	But don&rsquo;t underestimate the key criticisms and complaints of your key players. Listen carefully and improve everything you can for each of them. Celebrate their time off the way that they do, maybe not in the off hours, but when they get back. Everything that contributes to their well-being also contributes to the well being of the organization as a whole.</div>
<div>
	&nbsp;</div>
<div>
	Remember, you can also highlight the positive roles played in and around your workplace. Sometimes the dark clouds come up with the most insightful and brightest workplace tips. Pay attention to them.</div>
<div>
	&nbsp;</div>
<div>
	Some of these are long time propositions &ndash; and they may take some time. Workplace culture does sometimes meet stiff resistance, sometimes. You may be pleasantly surprised how quickly and efficiently people take to balance &ndash; and learn to love it. <em>(Nimbleschedule)</em></div>',
			'published' => true,
			'created' => '2014-02-18',
			'modified' => '2014-02-18',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it’s not just a work benefit and it’s not just a personal goal – something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply.',
			'sortorder' => '2458',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 4 => array(
		'Article' => array(
			'id' => '2566',
			'article_category_id' => '156',
			'title' => 'Are You Vain Enough To Get Ahead?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	You don&rsquo;t have to be a total narcissist to be a successful executive &ndash; but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems. But while a dose of self-confidence is necessary to raise your hand for the top job and steer a big corporation, too much can cause a leader and company to falter.</div>
<div>
	&nbsp;</div>
<div>
	The study, set to be published in the journal Personnel Psychology, analyzes 54 prior studies touching on narcissism. Some of those studies relied on surveys, which asked leaders whether they identify with statements like, &ldquo;If I ruled the world, it would be a much better place&rdquo; or &ldquo;I think I&rsquo;m a special person.&rdquo; Others analyzed clues in shareholder letters: the number of self-references, for example (is it just a string of &ldquo;I, I, I&rdquo;?), or the size of the executives&rsquo; photos.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s helpful to think of narcissism as distributed along a spectrum. &nbsp;On one end, self-doubt isn&rsquo;t a useful characteristic in a leader&mdash;they can look weak or have trouble making decisions, according to Peter Harms, one of the study&rsquo;s authors and a management professor at the University of Nebraska-Lincoln. But individuals on the other end don&rsquo;t take feedback well and can make reckless choices, he says.</div>
<div>
	&nbsp;</div>
<div>
	Examples of too much self-confidence abound in the world of politics. Harms cites Jonathan Edwards, the former North Carolina senator and presidential candidate who spent lots of time grooming his hair and had an extra-marital relationship on the campaign trail, as displaying the vanity and self-centered nature emblematic of narcissists.</div>
<div>
	&nbsp;</div>
<div>
	Another researcher went on the hunt for CEOs that display humility. Analyzing earnings call transcripts &ndash; comparing the number of times executives said &ldquo;me&rdquo; and &ldquo;mine&rdquo; versus &ldquo;we&rdquo; or &ldquo;our,&rdquo; for example &ndash; an Australian management expertcompiled a list of the least narcissistic American CEOs. The line-up included Target&rsquo;s Gregg Steinhafel, PepsiCo&rsquo;s Indra Nooyi and Bank of America&rsquo;s Brian Moynihan.</div>
<div>
	&nbsp;</div>
<div>
	Rodney Warrenfeltz, who administers personality tests to high-level leaders as a managing partner at Hogan Assessments, uses what he calls &ldquo;the bold scale&rdquo; to measure where the corporate executives he works with fall along the continuum. The test incorporates statements that participants have to check off as true or false, such as, &ldquo;I could get this country moving in the right direction.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Warrenfeltz says a bold score of 70 to 90 on the 100-point scale signifies someone is truly confident. Anything above that can indicate arrogance or entitlement.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;When things go wrong, they blame other people,&rdquo; he says of those who score at the very top of the scale. &ldquo;When things go right they take the credit.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In addition to narcissism, Harms, the University of Nebraska-Lincoln professor, studies other &ldquo;dark traits&rdquo; like Machiavellianism and psychopathy. (A 2010 study found that psychopaths are more likely to be found in the corner office than on the street.) At lower levels, these attributes can be useful in the corporate setting, he says&mdash;a little psychopathy often translates to being brave. A bit of Machiavellianism is really just political skill, being able to manipulate coworkers or sell people on an idea.</div>
<div>
	&nbsp;</div>
<div>
	Harry Kraemer, a former CEO of the health-care company Baxter International Inc., says being able to influence people is a crucial part of effective leadership. He also thinks executives need &ldquo;true self confidence,&rdquo; a mentality where positive thoughts abound: &ldquo;I know I&rsquo;m good, I know I can add value, I&rsquo;m going to make good decision, I&rsquo;m going to get a lot of stuff done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	But he also says humility is key. If an executive&rsquo;s ego gets out of hand, employees won&rsquo;t follow him or her.</div>
<div>
	&nbsp;</div>
<div>
	Unless, of course, you&rsquo;re someone like former Apple chief Steve Jobs&ndash; so intelligent and brilliant that the rules don&rsquo;t really apply.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If you&rsquo;re that one-in-10-million person, even though you&rsquo;ve got a mammoth ego, even though you don&rsquo;t treat people very well, you&rsquo;re so unusual that maybe people are willing to put up with it,&rdquo; Kraemer says.&nbsp;</div>
<div style="text-align: right;">
	<em>(www.blogs.wsj.com)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2014-02-09',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'You don’t have to be a total narcissist to be a successful executive – but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems.',
			'sortorder' => '2411',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 5 => array(
		'Article' => array(
			'id' => '2519',
			'article_category_id' => '156',
			'title' => 'Tips For Avoiding Career Missteps',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Chris Duchesne</strong></div>
<div>
	&nbsp;</div>
<div>
	There are some core mistakes that can derail any career if you aren&rsquo;t careful. Make sure you don&rsquo;t make them...</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Don&rsquo;t Quit Networking Once You Get a Job: People are usually vigilant about networking when looking for a job but stop once they&rsquo;re hired. Your long term career success is dependent on your ability to continue to build strong business connections as well as nurturing current relationships.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Put More Focus on Benefits: When looking for a job, weighing the options is about much more than base pay. The role, manager and compensation are all important factors in deciding whether to join a company, but benefit programs (such as work-hour flexibility, health and wellness programs and family leave policies) and company culture are critical factors as well. More than ever, the lines between work and home life are blurring and working for a company that understands that can save you a lot of stress and money.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Be the Driver of Your Own Destiny: Too many people depend on their manager or boss to set the tone for their career path. Your career success is dependent on being the driver of your own destiny. Be proactive in the assignments and responsibilities you take on. Talk to your manager/boss about what you want and where you see your career path going with the company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Social Media Profiles Professional: The lines between personal and professional are more blurred than ever before. Even if you have a personal profile page on Facebook or Twitter that you intend for your friends eyes only, keep it professional. Never post something that you wouldn&rsquo;t want your boss or prospective employer to see. In today&rsquo;s digital age it&rsquo;s easy for employers and prospective employers to find you online.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Your Skills Sharp: No matter what industry you are in, it&rsquo;s important to keep building on your skill set. It&rsquo;s not enough to graduate from college and call it a day. Education is an ongoing process and it is important to stay sharp and keep up with the latest industry trends if you want to be a key player at your company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Create a Five Year Plan: When you started out in your career you likely had a five year plan. It&rsquo;s important to keep this plan alive! Update it every year. Re-evaluate what you wanted to achieve last year, where you are now and how you would like to see the next five years go. It&rsquo;s a lot easier to make career decisions when you have a solid plan laid out.</div>
<div>
	&nbsp;</div>
<div>
	(Chris Duchesne is the VP of Global Workplace Solutions for Care.com. He brings more than 15 years of experience in HR technology to Care.com, the largest online care destination in the world with 8 million members spanning 16 countries.)</div>
<div>
	www.news.yahoo.com</div>',
			'published' => true,
			'created' => '2014-01-27',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'There are some core mistakes that can derail any career if you aren’t careful. Make sure you do..',
			'sortorder' => '2386',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 6 => array(
		'Article' => array(
			'id' => '2468',
			'article_category_id' => '156',
			'title' => 'When It’s OK To Love Someone At The Office',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	To get employees to spend more time in the office, try a little tenderness.</div>
<div>
	&nbsp;</div>
<div>
	New research out of the University of Pennsylvania&rsquo;s Wharton School and George Mason University shows that an office culture of &ldquo;companionate love&rdquo; can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Love has kind of been a taboo word,&rdquo; when it comes to work, says Sigal G. Barsade, a Wharton management professor. But &ldquo;this is where we spend most of our time.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Companionate love&ndash;as opposed to the passion associated with romantic relationships&ndash;is marked by feelings of caring, compassion and affection, says Ms. Barsade. Workers can show such love by buying a cup of coffee for a colleague who&rsquo;s been up late with a new baby or offering to cover for a co-worker during a doctor&rsquo;s appointment.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and George Mason management professor Olivia O&rsquo;Neill studied 185 employees working in a nursing home in the Northeast where managers were trying to cultivate a warm, caring environment. They found that employees in sections where co-workers showed more companionate love reported higher satisfaction, less emotional burnout and better teamwork than employees in less-demonstrative units. They were also absent from work less.</div>
<div>
	&nbsp;</div>
<div>
	Residents of the nursing home, who were also studied, benefited too. Researchers found residents in the more loving sections had better moods and took fewer trips to the emergency room than residents of other sections.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;In response to Tina Turner&rsquo;s famously haunting lyrics, love, actually, has very much to do with it,&rdquo; the authors write in the paper, set to be published by Administrative Science Quarterly in the next few months.</div>
<div>
	&nbsp;</div>
<div>
	Small acts of kindness and compassion in the workplace can be contagious, previous studies have found. For example, an accountant who&rsquo;s encouraged to take time off during a busy tax season to deal with a personal issue will feel more loyal to the company and will be more likely to respond compassionately when another colleague needs his help down the line.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It turns into this virtuous cycle,&rdquo; Ms. Barsade says.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and Ms. O&rsquo;Neill also surveyed 3,201 workers across industries including engineering, financial services and higher education about the emotional cultures of their workplaces. Respondents who worked in compassionate environments reported increased job satisfaction and greater commitment to the organization, they found.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade says leaders of all types of companies need to recognize that the emotional cultures of their workplaces are as important as the &ldquo;cognitive&rdquo; concepts they place front and center &ndash; like innovation or results. Executives can start by treating those around them with more compassion, she says, and also incorporate formal company-wide policies like flexible work hours.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If as a leader you foster a culture of companionate love, you will have more satisfied employees and a better work outcome,&rdquo; she says.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'New research out of the University of Pennsylvania’s Wharton School and George Mason University shows that an office culture of “companionate love” can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.',
			'sortorder' => '2310',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 7 => array(
		'Article' => array(
			'id' => '2201',
			'article_category_id' => '156',
			'title' => 'More Proof That Hiring And Dating Aren’t So Different',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	T<span style="font-size: 12px;">he back-and-forth of job interviews often feels like dating. &lsquo;Will they like me?&rsquo; candidates wonder. &lsquo;Will they stick around?&rsquo; companies ask.</span></div>
<div>
	&nbsp;</div>
<div>
	Turns out, hiring managers at elite professional firms really do tend to evaluate candidates as if they were potential romantic partners or new friends, according to recent research by Kellogg management professor Lauren Rivera.</div>
<div>
	&nbsp;</div>
<div>
	The Kellogg study found that employers tend to evaluate candidates on whether they&rsquo;d be likely to hang out with them, rather than strictly focusing on a person&rsquo;s qualifications for the job.</div>
<div>
	&nbsp;</div>
<div>
	Even dating site eHarmony is getting into the recruiting game. &nbsp;The company is developing a recruiting site to more effectively match companies to candidates, says Grant Langston, vice president of customer experience.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Where do people not experience a lot of compatibility?&rdquo; says Mr. Langston. &ldquo;One of the first things we came up with was jobs we are currently trying to isolate what are the things that make an employee a good fit.&rdquo; The product, which is in the early stages, may come out next year.</div>
<div>
	&nbsp;</div>
<div>
	According to the Kellogg research, professionals involved in hiring placed more emphasis on how comfortable or excited they were about candidates than on applicants&rsquo; cognitive or technical skills.</div>
<div>
	&nbsp;</div>
<div>
	That doesn&rsquo;t mean employers hire unqualified workers, Rivera says. But, she adds, her findings show that &ldquo;employers hire in a manner more closely resembling the choice of friends or romantic partners&rdquo; than what we might expect. Hiring managers pay especially close attention to criteria such as similar education level and schools attended, shared leisure pursuits and a mutual &ldquo;spark,&rdquo;&mdash; factors similar to those people use when choosing a friend or mate.</div>
<div>
	&nbsp;</div>
<div>
	In her study, comprised of 120 interviews with hiring professionals at elite U.S. investment banks, law firms and consulting firms, more than half of the hiring professionals ranked &ldquo;cultural fit&rdquo;&mdash;similarity of background, interests and self-presentation&mdash;as the most important factor in an interview.</div>
<div>
	&nbsp;</div>
<div>
	The danger, of course, is that workers from cultural backgrounds that don&rsquo;t match their evaluators&rsquo; backgrounds may be at a disadvantage when they&rsquo;re up for a job. Especially when it comes to elite jobs, people who come from lower socioeconomic backgrounds might not get the same consideration a well-off candidate would, Rivera says. (The Wall Street Journal)</div>',
			'published' => true,
			'created' => '2013-12-03',
			'modified' => '2013-12-16',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The back-and-forth of job interviews often feels like dating. ‘Will they like me?’ candidates wonder. ‘Will they stick around?’ companies ask.',
			'sortorder' => '2045',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 8 => array(
		'Article' => array(
			'id' => '2157',
			'article_category_id' => '156',
			'title' => 'Favoritism: Playing Out At An Office Near You',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By LAUREN WEBER</strong></div>
<div>
	&nbsp;</div>
<div>
	Here&rsquo;s a riddle: A company&rsquo;s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That&rsquo;s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.</div>
<div>
	&nbsp;</div>
<div>
	Their conclusion might help explain the lack of diversity in the skyscrapers and industrial parks of corporate America, and assist companies and regulatory agencies in coming up with effective plans to create more heterogeneous workplaces. &ldquo;It&rsquo;s not about reducing hatred but reducing excess liking, and these are not the same things,&rdquo; said Dan Hamermesh, an economist at the University of Texas and one of the authors of the paper.</div>
<div>
	&nbsp;</div>
<div>
	The paper gets deep into the dynamics of what we normally call discrimination, separating out hostility against an out-group (a group to which, say, a hiring manager does not belong) from preference for people similar to oneself. The authors refer to these attitudes as exophobia and endophilia.</div>
<div>
	&nbsp;</div>
<div>
	The distinction is a subtle one &ndash; at first glance, they seem like two sides of the same coin &ndash; but the authors point out that they can produce quite different real-world outcomes.</div>
<div>
	&nbsp;</div>
<div>
	For example, if a white boss is responsible for distributing $300 in bonus money to three workers, one white, one black and one Hispanic, each worker should get $100 presuming all other variables are equal. But an endophilic supervisor might give the white worker $110, leaving the other two $190, or $95 each. Meanwhile, an exophobic boss who is biased against African-Americans might give the black worker $90, leaving $210 for the others, or $105 each. &ldquo;In both cases the difference in outcomes between the white and the black worker is $15, but white-Hispanic relative wages differ under each alternative,&rdquo; the authors write.</div>
<div>
	&nbsp;</div>
<div>
	In an experiment conducted at the School of Business and Economics at Maastricht University, in the Netherlands, the researchers randomly revealed or concealed the names on students&rsquo; final exams, allowing some graders to infer the nationality and gender of the students. Most of the individuals were German or Dutch, and their names generally reflected their origins. Researchers also had access to the graders&rsquo; nationality and gender. In total, 1,495 exams scored by 42 graders were examined.</div>
<div>
	&nbsp;</div>
<div>
	Among those graders who&rsquo;d seen the names, the authors found &ldquo;substantial&rdquo; favoritism by nationality, but no evidence of discrimination. A student who matched the grader&rsquo;s nationality received a higher score if her name was visible, equivalent to moving from the median score to the 57th percentile. But in unmatched pairs, where discrimination would presumably be evident, grades were about the same whether names were revealed or not.</div>
<div>
	&nbsp;</div>
<div>
	On average, gender had no effect on scores. The authors point out that while discrimination still exists in some cases, favoritism is more pervasive, and suggest that anti-discrimination policies or workplace-diversity programs, which tend to focus on revealing and fighting biases, should instead be oriented toward helping workers and managers understand their unconscious preferences.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We&rsquo;re so hung up on accusing people of &hellip; discriminating against others, but maybe it&rsquo;s not the most efficient way to ameliorate the problem,&rdquo; said Hamermesh.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-12-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Here’s a riddle: A company’s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That’s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.',
			'sortorder' => '2011',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 9 => array(
		'Article' => array(
			'id' => '2108',
			'article_category_id' => '156',
			'title' => 'What To Do When Work Stress Eats Up The Evening',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	F<span style="font-size: 12px;">eeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day&rsquo;s wins. Forthcoming research &nbsp;from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.</span></div>
<div>
	&nbsp;</div>
<div>
	The study, conducted by researchers at the University of Minnesota, University of Florida and others, tracked a group of workers over 15 days, logging their blood pressure and reported stress symptoms, such as fatigue, difficulty concentrating and headaches, and observed changes as they wrote down their accomplishments, such as leading a successful sales call, or a presentation that earned a manager&rsquo;s praise.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s no surprise that positive thinking can ease tension. But it might prove more practical than employers&rsquo; current approaches for fighting workplace stress, such as offering flexible work arrangements or creating a new org chart that doesn&rsquo;t actually change daily life at the office, says Theresa Glomb, a work and organizations professor at University of Minnesota&rsquo;s Carlson School of Management and co-author of the report.</div>
<div>
	&nbsp;</div>
<div>
	(Need proof that the minimize-negative-stressors strategy isn&rsquo;t working very well? More than one-third of respondents to this American Psychological Association survey reported chronic work stress. And some tactics, such as offering unlimited vacation time and building community in an open office space, may do more harm than good.)</div>
<div>
	&nbsp;</div>
<div>
	Listing the good things that happened over the course of a day is valuable in its own right, but Glomb says the real impact comes from writing down why those things led to good feelings. That act highlights the resources and support a person has in their work life&mdash;such as skills, a good sense of humor, an encouraging family or a compassionate boss.</div>
<div>
	&nbsp;</div>
<div>
	The reflections don&rsquo;t have to be work-related, Glomb adds. Even a tasty lunch brought from home can be a workday accomplishment. In the experiment, about 40% of the end-of-day reflections had nothing to do with work, and reflecting on them still made the subjects calmer later that evening.</div>
<div>
	&nbsp;</div>
<div>
	Companies shouldn&rsquo;t rush to institute mandatory reflection time each day, Glomb warns, since that could just add another stressor for time-crunched workers. Instead, they can embed the exercise in the regular work day, perhaps by asking employees to share details of something that&rsquo;s going well in their lives at the start of a team meeting.&nbsp;</div>
<div>
	<em>(http://blogs.wsj.com/atwork)&nbsp;</em></div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-25',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Feeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day’s wins. Forthcoming research  from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.',
			'sortorder' => '1970',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 10 => array(
		'Article' => array(
			'id' => '2036',
			'article_category_id' => '156',
			'title' => 'Time To Tune Out The Loudmouth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong>--By Lindsay Gellman</strong></div>
<div>
	&nbsp;</div>
<div>
	<img alt="Management Gyan" src="/userfiles/images/mg%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 250px; height: 288px;" />It&rsquo;s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they&rsquo;re talking about perform better in problem-solving tasks than those that don&rsquo;t. That&rsquo;s according to a new study from the University of Utah and Idaho State University. &ldquo;We&rsquo;d hope that facts would be the currency of influence,&rdquo; says Bryan L. Bonner, lead author of the study and an associate professor at the University of Utah&rsquo;s David Eccles School of Business. &ldquo;But often, we guess at who&rsquo;s the expert&mdash;and we&rsquo;re wrong.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	People tend to rely too much on &ldquo;messy proxies for expertise&rdquo;&mdash;such as a speaker&rsquo;s confidence level, extroversion, gender and/or race&mdash;and not enough on the content of his or her contributions, when making judgments about expertise, says Mr. Bonner. Doing so can be costly if the group doesn&rsquo;t heed those with the most relevant knowledge, Mr. Bonner says. The correlation between a speaker&rsquo;s confidence and his or her expertise is often &ldquo;very small,&rdquo; he adds.</div>
<div>
	&nbsp;</div>
<div>
	The findings mainly apply to group problem-solving tasks for which there is a correct answer (or answers), such as estimating the number of product units your firm will ship next week or valuating a company, and less so to more subjective tasks, like generating ideas for a marketing campaign, Mr. Bonner says.</div>
<div>
	&nbsp;</div>
<div>
	So how to prevent chatterboxes from taking over a meeting you&rsquo;re running? Instead of launching right into a discussion, frame the meeting as a fact-gathering mission, Mr. Bonner says. Encourage everyone to contribute, he says, and keep a running list of facts to promote shared understanding.</div>
<div>
	&nbsp;</div>
<div>
	Mr. Bonner notes that sometimes, the most vocal team members do in fact know best. &ldquo;If you&rsquo;re listening to the confident people and they&rsquo;re right&mdash;great,&rdquo; he says. Just don&rsquo;t let the expertise of quieter colleagues get lost in the shuffle.</div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-28',
			'modified' => '2013-10-28',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'It’s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they’re talking about perform better in problem-solving tasks than those that don’t.',
			'sortorder' => '1886',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 11 => array(
		'Article' => array(
			'id' => '1986',
			'article_category_id' => '156',
			'title' => 'It’s Not A Failure To Fail',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Alan Iny</strong></div>
<div>
	&nbsp;</div>
<div>
	Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian&rsquo;s schoolboy struggles with what he calls &ldquo;the scourge of mathematics.&rdquo; So bad was his math ineptitude that the prep school he was attending declared him &ldquo;not college material&rdquo; and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.</div>
<div>
	&nbsp;</div>
<div>
	Failure is dreaded in much of the world, but it shouldn&rsquo;t be. If it&rsquo;s a failing grade due to laziness or lack of effort, it&rsquo;s not something to celebrate. But if you try something new and fail, you&rsquo;ve at least shown a willingness to take risks &ndash; one of the hallmarks of creativity.Virtually everyone fails at something at some time; it&rsquo;s not the end of the world. And it can often be the catalyst that ultimately leads to success. The advice is good in the lead song from the Fred Astaire-Ginger Rogers movie, Swing Time: &ldquo;Pick yourself up, dust yourself off, start all over again.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	It took Thomas Edison hundreds of tries before he successfully came up with a commercially viable incandescent light bulb. Oprah Winfrey, at age 22, was fired from a television reporting job because she wasn&rsquo;t right for TV, in the view of her then employer. The Beatles were let go by their first record label. (Hat tip: Business Insider&rsquo;s 15 People Who Failed Before Becoming Famous)</div>
<div>
	&nbsp;</div>
<div>
	The best thing, in my opinion, is to proactively fail. Go big; fall hard. And I&rsquo;m not alone.</div>
<div>
	&nbsp;</div>
<div>
	Grey advertising celebrates &ldquo;failures of daring and audacity&rdquo; with a quarterly Heroic Failures award. &ldquo;Better to attempt something astonishing and go down in flames than to gingerly hold back,&rdquo; the company says. In business, challenging who we are, what we do, and how we do it should be an ongoing and permanent process. When you stand still, you fall behind.</div>
<div>
	&nbsp;</div>
<div>
	Consider TV news. The old news format, which prevailed for more than three decades, presented &ldquo;news&rdquo; in regularly scheduled, usually 30-minute, packages. Ted Turner believed this concept was outdated. So, in 1980 his Turner Broadcasting System launched Cable News Network (CNN), offering news reports all day long, in real time.</div>
<div>
	&nbsp;</div>
<div>
	This &lsquo;new box&rsquo; for news, which seems obvious today, was by no means guaranteed to succeed. &nbsp;CNN lost money in its first years and was ridiculed for attempting to change people&rsquo;s perceptions about the news so dramatically. &nbsp;Over time, however, it came to be known for live coverage of events around the world, and regularly scooped other news outlets.</div>
<div>
	&nbsp;</div>
<div>
	Still, no good idea is good forever, and by the end of the 1990s CNN was struggling to regain a leading share of an industry that more subjective &lsquo;talk radio&rsquo; types of television had come to dominate.</div>
<div>
	&nbsp;</div>
<div>
	Breakthrough creativity requires recognizing and challenging your mental autopilot: the firmly held assumptions and beliefs that box you in, define who you are, and limit what you do. And this applies, even when your business &ndash; career, job, company &ndash; is doing well. Don&rsquo;t wait for a crisis to challenge the old and seek out the new.</div>
<div>
	&nbsp;</div>
<div>
	So the next time things are going swimmingly, remember this: Even when we&rsquo;re doing well, we need to be creative, put our imagination to work, and try to do something new and better. That is worthwhile regardless of where it leads.</div>
<div>
	&nbsp;</div>
<div>
	(<em>Alan Iny is senior global specialist in business creativity at The Boston Consulting Group (BCG) and co-author, with BCG senior adviser Luc de Brabandere, of the newly-published Thinking in New Boxes: A New Paradigm for Business Creativity.)</em></div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>',
			'published' => true,
			'created' => '2013-10-21',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian’s schoolboy struggles with what he calls “the scourge of mathematics.” So bad was his math ineptitude that the prep school he was attending declared him “not college material” and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.',
			'sortorder' => '1845',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 12 => array(
		'Article' => array(
			'id' => '1940',
			'article_category_id' => '156',
			'title' => 'To Master Your Next Meeting, Just Say ‘Yeah’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	&nbsp;</p>
<p>
	<strong>--By Rachel Emma Silverman</strong></p>
<p>
	The next time you&rsquo;re in a meeting and want to get people on your side, just say &lsquo;yeah.&rsquo;<br />
	<br />
	New research out of the Massachusetts Institute of Technology&nbsp; found that&nbsp; certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.<br />
	<br />
	Researchers Cynthia Rudin and Been Kim, a statistics professor and graduate student, respectively, at MIT&rsquo;s Sloan School of Management , analyzed vocabulary usage and dialogue patterns in 95 meetings to see which words appeared to sway colleagues most.<br />
	<br />
	Among the words most likely to result in accepted proposals: &lsquo;Yeah,&rsquo; &lsquo;give,&rsquo; &lsquo;start,&rsquo;<br />
	and &lsquo;discuss.&rsquo;<br />
	<br />
	While &lsquo;yeah&rsquo; may seem like an odd candidate for a persuasive word, it may have currency because it signals agreement with what others have previously said.&nbsp; Framing a suggestion as if it were an agreement, rather than a conflict, may win favor more easily in a group, according to Dr. Rudin.<br />
	<br />
	Some words turned out to be good for steering colleagues away from a topic. &lsquo;meeting&rsquo; was particularly effective when the speaker&rsquo;s proposal aimed to halt discussion of a particular issue, as in &ldquo;maybe this is something for the next meeting.&rdquo; Those suggestions were almost always accepted, the researchers found.<br />
	<br />
	&lsquo;Discuss&rsquo; was used in a similar fashion, to suggest how a meeting should be organized, as in &lsquo;Maybe we should discuss this further.&rsquo;<br />
	<br />
	The researchers also tried to identify standard dialogue patterns in meetings, and found employees rarely offered compliments after negative assessments. Doing so makes an employee sound disingenuous, the researchers wrote.<br />
	(http://blogs.wsj.com/atwork)<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-10-07',
			'modified' => '2013-10-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The next time you’re in a meeting and want to get people on your side, just say ‘yeah.’

New research out of the Massachusetts Institute of Technology  found that  certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.',
			'sortorder' => '1798',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 13 => array(
		'Article' => array(
			'id' => '1891',
			'article_category_id' => '156',
			'title' => 'What To Do When Co-Workers Won’t Leave You Alone',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today&rsquo;s &ldquo;Work &amp; Family&rdquo; column.</div>
<div>
	&nbsp;</div>
<div>
	Most people try on their own to solve the problem, fleeing to a conference room or working from home when they need to concentrate. But tackling the problem as a team works better, according to employers and consultants.The best solutions require agreeing with co-workers that interruptions are a problem and figuring out better ways to communicate.</div>
<div>
	&nbsp;</div>
<div>
	Some work teams adopt a shared signal that an employee is in deep-think and shouldn&rsquo;t be interrupted except for a crisis. About 30 employees at a Colorado-based beverage company strung fishing line across their cubicle doors, then hung bright-colored swimsuit cover-ups over the line to use as curtains when they wanted to concentrate, says Laura Stack, a productivity trainer, author and speaker. When the curtains were drawn, co-workers stayed away except for top-priority issues. Employees at a construction company donned orange armbands as a no-interruption signal, she says.</div>
<div>
	&nbsp;</div>
<div>
	To make team solutions work, Stack trains employees to prioritize their needs, similar to the way a triage nurse sorts patients into groups based on the urgency of their condition. &ldquo;Priority One&rdquo; issues are crises or emergencies that must be handled immediately; &ldquo;Priority Two&rdquo; issues might soon become a crisis, and so on. &ldquo;Priority Four&rdquo; is reserved for &ldquo;occupational hobbies &mdash; anything we are doing to avoid doing a Priority One or Priority Two task,&rdquo; Stack says; Priority Fours could be taken off your to-do list forever without harm. &nbsp;If co-workers agree up-front on what kinds of issues demand immediate attention, most can cut interruptions significantly, she says.</div>
<div>
	&nbsp;</div>
<div>
	Other work teams have to learn to say no, says Maura Thomas, a speaker and trainer on productivity and attention. &nbsp;&ldquo;People ask, &lsquo;How do I get the message across that I don&rsquo;t want to be interrupted? I try to keep typing when people are talking to me, but they just keep talking. Or I try to ignore them when they yell over the cubicle, but they just keep yelling. So I just give in to them.&rsquo; [These people] are using every technique except their words,&rdquo; Thomas says. She coaches employees on polite deferrals, saying, &ldquo;I&rsquo;m sorry, I really can&rsquo;t talk now. Could we meet later?&rdquo; When all members of a work group hear the same message, they&rsquo;re more likely to take such rejections in stride, she says.</div>
<div>
	&nbsp;</div>
<div>
	Thomas also has co-workers set regular limits on their availability. Rather than setting an &ldquo;open-door policy&rdquo; that implies 24/7 access, she suggests managers limit open-door time to a few hours a day. Other teams set daily quiet hours for everyone. (http://blogs.wsj.com/atwork)</div>',
			'published' => true,
			'created' => '2013-09-30',
			'modified' => '2013-10-07',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today’s “Work & Family” column.',
			'sortorder' => '1752',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 14 => array(
		'Article' => array(
			'id' => '1740',
			'article_category_id' => '156',
			'title' => 'Mastering The Art Of Conveying Confidence',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers &ndash; body language.</div>
<div>
	&nbsp;</div>
<div>
	People rely on nonverbal cues such as posture and eye contact to evaluate others very quickly after an initial meeting, forming a first impression within 15 to 20 seconds, says Noah Zandan, president of Quantified Impressions, an Austin, Texas, communications-analytics firm. No matter how hard a person tries to perfect a presentation or job-interview answers, 90% of listeners&rsquo; first impressions of a speaker remain unchanged after hearing the content of his or her message, Zandan says.</div>
<div>
	&nbsp;</div>
<div>
	Some young adults undermine that first impression by shifting their weight from one foot to another when speaking, Zandan says. Others lean to one side and thrust their chest and one shoulder forward in what he calls &ldquo;the heart posture,&rdquo; a pose that is common among young women in social-media photos and videos.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It&rsquo;s important to avoid any body language that makes you look youthful or unintelligent, or not in full command of what&rsquo;s going on,&rdquo; says Briar Goldberg, Quantified Impressions&rsquo; director of feedback.</div>
<div>
	&nbsp;</div>
<div>
	To raise body-language awareness, Stanford University professor Deborah Gruenfeld created a class for M.B.A. candidates called &ldquo;Acting with Power.&rdquo; The 36-student course, which teaches the use of posture and other nonverbal signals of status and authority, has had waiting lists of up to 100 students every term since it began six years ago.</div>
<div>
	&nbsp;</div>
<div>
	Many students enter the class with bad habits of slouching, standing on one foot or always crossing their legs when seated, says Gruenfeld, a professor of organizational behavior in Stanford&rsquo;s Graduate School of Business. Together with a co-instructor, Gruenfeld uses coaching and role-playing to teach the &ldquo;physical manifestations of status &ndash; ways of holding your head, moving your eyes, and sitting and standing and speaking&rdquo; that convey confidence, she says.</div>
<div>
	&nbsp;</div>
<div>
	Students learn to assume a &ldquo;squared-off stance, like a fortress,&rdquo; with feet spread wide and weight distributed evenly between them, to respond to a challenge or emphasize a point. Other students practice &ldquo;the ability to deliver a message with a straight face,&rdquo; without the nervous smile that signals low status, Gruenfeld says.</div>
<div>
	&nbsp;</div>
<div>
	Some students object to managing their body language, saying, &ldquo;I&rsquo;m really concerned about my authenticity. I don&rsquo;t want to be faking it,&rdquo; Gruenfeld says. She tells them that their current physical habits aren&rsquo;t really of their own making either. They&rsquo;re the result of conditioning by others, who have taught them since childhood to avoid behaving in ways that are &ldquo;above your rank.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Status is a key determinant of how relationships work,&rdquo; Gruenfeld says. To succeed in the workplace, &ldquo;you have to learn to use your body in a way&rdquo; that sends an authentic message about your role and relationships with others.&nbsp;</div>
<div>
	<em>(blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-09-02',
			'modified' => '2013-09-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers – body language.',
			'sortorder' => '1601',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	)
)
$current_user = null
$logged_in = false
simplexml_load_file - [internal], line ??
include - APP/View/Elements/side_bar.ctp, line 60
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::_renderElement() - CORE/Cake/View/View.php, line 1224
View::element() - CORE/Cake/View/View.php, line 418
include - APP/View/Articles/index.ctp, line 157
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::render() - CORE/Cake/View/View.php, line 473
Controller::render() - CORE/Cake/Controller/Controller.php, line 968
Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117

file not found!

Notice (8): Undefined variable: file [APP/View/Elements/side_bar.ctp, line 133]Code Context  //  $file = 'http://aabhiyan:QUVLg8Wzs2F7G9N7@nepalstock.com.np/api/subindexdata.xml';



    if(!$xml = simplexml_load_file($file)){
$viewFile = '/var/www/html/newbusinessage.com/app/View/Elements/side_bar.ctp'
$dataForView = array(
	'articles' => array(
		(int) 0 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 1 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 2 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 3 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 4 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 5 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 6 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 7 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 8 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 9 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 10 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 11 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 12 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 13 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 14 => array(
			'Article' => array(
				[maximum depth reached]
			)
		)
	),
	'current_user' => null,
	'logged_in' => false
)
$articles = array(
	(int) 0 => array(
		'Article' => array(
			'id' => '2730',
			'article_category_id' => '156',
			'title' => 'The Hidden Pleasures Of Busywork',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	Rote tasks&mdash;mindless at-work activities such as surfing the Web or deleting the inbox&mdash;may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.</div>
<div>
	&nbsp;</div>
<div>
	The study, led by Gloria Mark at the University of California, Irvine along with colleagues at Microsoft Research, examined how employees&rsquo; mood and attention change when performing various activities at work, such as responding to email or checking Facebook -1.47 per cent.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With rote work, you get a feeling of accomplishment, but you haven&rsquo;t exerted a lot of mental activity,&rdquo; says Dr. Mark. &ldquo;It gives you a feeling of fulfillment, but there&rsquo;s not frustration&nbsp;</div>
<div>
	or stress.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The researchers&rsquo; findings provide a picture of how boredom and focus change throughout the day&mdash;and what digital tasks make workers happiest.</div>
<div>
	&nbsp;</div>
<div>
	Focus, they found, peaks in the mid-afternoon from 2 to 3 p.m. and also rises in late morning, around 11 a.m., after workers have time to gear up. (After 3, however, workplace focus drops precipitously.) &nbsp;Meanwhile, people are most bored early in the afternoon, soon after lunch&mdash;and not surprisingly, on Mondays.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It takes time to ramp up and get into a focused and productive state,&rdquo; says Dr. Mark. &ldquo;You don&rsquo;t hit the ground running.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Although the sample was small&mdash;just 32 Microsoft workers in a wide range of job titles&mdash;the researchers studied them intensely, collecting more than 1,500 hours of observational data and 91,000 data points about mood and attention. Participants were regularly prompted by pop-up questionnaires on their work screens day asking them to report how engaged and challenged they were by the task they were doing at that moment.</div>
<div>
	&nbsp;</div>
<div>
	Workers may say they want a challenge, but the researchers found that employees were actually less happy doing work they rated as difficult, involving a lot of attention and engagement, such as reading and responding to emails.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Focus involves a kind of stress and people aren&rsquo;t generally happy when they are stressed,&rdquo; says Dr. Mark. By contrast, &ldquo;rote work is effortless, so you can get gratification for getting things done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Another mood booster? Facebook. The researchers found that occasionally &ldquo;grazing&rdquo; the social network seemed to provide a refreshing break for workers, boosting their happiness. &nbsp;Unlike responding to email or chit-chatting with colleagues, making a quick trip to Facebook doesn&rsquo;t require much focus or stress, Dr. Mark says.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The research will be presented at a panel on workplace distraction at the SXSW Interactive conference on Saturday, and is forthcoming for publication in April at the Proceedings of the Computer-Human Interaction Conference 2014. (blogs.wsj.com)</div>',
			'published' => true,
			'created' => '2014-03-10',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Rote tasks—mindless at-work activities such as surfing the Web or deleting the inbox—may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.',
			'sortorder' => '2575',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 1 => array(
		'Article' => array(
			'id' => '2702',
			'article_category_id' => '156',
			'title' => 'Smartphones Make You Tired And Unproductive',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn&rsquo;t just make it harder to get a decent night&rsquo;s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.</div>
<div>
	&nbsp;</div>
<div>
	That means the way most knowledge workers do their jobs&mdash;monitoring their iPhones for notes from the boss long after the office day is done and responding to colleagues at all hours&mdash;ultimately makes them less effective, posit researchers from University of Florida, Michigan State University and University of Washington.</div>
<div>
	&nbsp;</div>
<div>
	The scholars conducted two studies of workers&rsquo; nighttime technology habits, sleep duration and quality, energy and workplace engagement. In the first study, 82 mid- to high-level managers were asked every morning how many minutes they used their smartphone after 9:00 pm the night before and how many hours they slept. Then, they were asked to rate their agreement with statements like &ldquo;I feel drained&rdquo; and &ldquo;Right now, it would take a lot of effort for me to concentrate on something.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In the afternoon, they had to assess statements about work engagement, such as &ldquo;Today while working, I forgot everything else around me.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Prior studies have shown that staying focused and resisting distractions takes a lot of effort, so when smartphone use interferes with sleep, it takes a toll the next day.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;The benefit of smartphone use may&hellip;be offset by the inability of employees to fully recover from work activities while away from the office,&rdquo; the researchers write.</div>
<div>
	&nbsp;</div>
<div>
	After accounting for sleep quality, the researchers found that work-related smartphone use in the evening was associated with fewer hours of sleep. The subjects who recorded shorter nights also reported depleted reserves of self-control, and those who felt morning exhaustion also indicated they were less engaged during the day, a domino effect that shows how an unending workday ultimately leads to poorer work.</div>
<div>
	&nbsp;</div>
<div>
	The second study, which involved 161 workers, measured how late-night tech use&mdash;on smartphones, laptops, tablets and TV&mdash;can disrupt sleep and next-day work engagement.</div>
<div>
	&nbsp;</div>
<div>
	In her book, &ldquo;Sleeping With Your Smartphone,&rdquo; Harvard Business School professor Leslie Perlow studied executives at Boston Consulting Group who were given a chance to disconnect on a regular basis. The executives became more excited about their work, felt more satisfied about their professional and personal lives and even became more collaborative and efficient.</div>
<div>
	&nbsp;</div>
<div>
	Using any kind of electronic device affects sleep quantity and focus the following day, but smartphones are especially draining. That&rsquo;s partly because the always-on, always-handy phone the first device we turn to, says Christopher M. Barnes, an assistant professor of management at University of Washington&rsquo;s Michael G. Foster School of Business and a co-author of the paper. Having a screen so close to our faces probably doesn&rsquo;t help us prepare for sleep, he adds. The researchers don&rsquo;t yet know if there&rsquo;s a particular threshold at which smartphone use begins to affect sleep habits, but even 30 minutes before bedtime can take a toll, Barnes says.</div>
<div>
	&nbsp;</div>
<div>
	The fix, researchers say, is to put down the phone and enjoy the evening. But that&rsquo;s easier said than done, so long as managers send emails at 10:30 p.m. and expect responses by 10:31 pm. Barnes says real change will have to come from the top, with managers setting an example by not sending those messages in the first place, or at least toning down expectations on response time.</div>
<div>
	&nbsp;</div>
<div>
	The paper is forthcoming in the journal Organizational Behavior and Human Decisions Processes. <em>(blogs.wsj.com)</em></div>',
			'published' => true,
			'created' => '2014-03-03',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn’t just make it harder to get a decent night’s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.',
			'sortorder' => '2555',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 2 => array(
		'Article' => array(
			'id' => '2647',
			'article_category_id' => '156',
			'title' => 'Why Executives Are Getting Older And Older',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Rachel Feintzeig</strong></p>
<p>
	Is your boss a little grayer than you expected? Blame the recession.<br />
	<br />
	New research from the University of Pennsylvania&rsquo;s Wharton School and Madrid&rsquo;s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles&mdash;lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.<br />
	<br />
	For decades, executives bounced around from company to company, taking ever less time to climb to the top. But that was before the recession hit. In recent years, even top corporate leaders saw their paths stalled, says Peter Cappelli, one of the study&rsquo;s authors and a Wharton management professor.<br />
	<br />
	One problem is that the oldest generation of executives delayed their retirement post-2008, prohibiting the next employees in line from taking their seats. When companies did have vacancies, they found it difficult to lure fresh talent from the outside: workers were afraid to make changes amid the economic uncertainty.<br />
	<br />
	Cappelli and the IE&rsquo;s Rocio Bonet and Monika Hamori analyzed biographies of the top ten leaders of all FortuneFT.T 0.00% 100 companies dating back to 1980. The first stage of their study analyzed executives through 2001, and a recent update brought the research up to 2011.<br />
	<br />
	Cappelli predicts executives will start to move around more by 2015, even if the economy isn&rsquo;t booming by then.<br />
	<br />
	&ldquo;People wear out their welcome,&rdquo; he said, &ldquo;and even the people who are welcome don&rsquo;t want to stay any longer.&rdquo;<br />
	<br />
	Once a few executives start playing musical chairs, change will be swift and widespread, he added, with the trajectory once again pointing toward &ldquo;sharply declining tenure&rdquo; at organizations.<br />
	<br />
	The study, published in the Harvard Business Review, also found that the corner office has gotten more diverse over the last decade and that there are more female and foreign-born leaders. For example, 18% of the executives studied in 2011 were female, as compared to 11% in 2001 and 0% in 1980. The rate of foreign executives rose from 2% in 1980 to 11% in 2011. But those trends come with caveats.<br />
	<br />
	Companies with foreign executives in their top ranks are &ldquo;disproportionately&rdquo; based on the East and West Coasts, according to the study. Women rise to top jobs fast, according to Cappelli, but they seem to be on a different track than men, most often moving up in the marketing or human resources divisions of their companies rather than the operational side. And not all executive jobs are created equal, Cappelli said. A marketing or human resources executive has little chance of becoming CEO &ndash; General Motors&rsquo; Mary Barra not included.<br />
	<br />
	The data also highlights sharp disparities between career trajectories at firms. At some businesses, like Chevron Corp.CVX -1.68% and United Parcel Service of North America Inc., leaders stick around; 90% of the top leaders at those companies have been there their entire career. Other firms see more of a revolving door in the executive suite; Sears Roebuck &amp; Co.&rsquo;s average 2011 executive had only three years there. The variation between companies has to do with the stability of the company&rsquo;s product, how quickly their operating model is changing and how their boards react to that change, Cappelli said.<br />
	<br />
	The variation &ldquo;does reflect very different notions and &hellip; understandings of how you succeed in business,&rdquo; Cappelli said. &ldquo;The idea that there was a corporate model really seems to be blown up. Now there&rsquo;s several corporate models.&rdquo;</p>',
			'published' => true,
			'created' => '2014-02-23',
			'modified' => '2014-03-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Is your boss a little grayer than you expected? Blame the recession.
New research from the University of Pennsylvania’s Wharton School and Madrid’s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles—lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.',
			'sortorder' => '2496',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 3 => array(
		'Article' => array(
			'id' => '2609',
			'article_category_id' => '156',
			'title' => 'Management Tips For Actually Achieving Employee Work Life Balance In This Lifetime!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Management Gyan" src="/userfiles/images/lc1(3).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 300px; height: 398px;" />Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it&rsquo;s not just a work benefit and it&rsquo;s not just a personal goal &ndash; something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply. These six employee work life balance points are designed to get your workforce happy, adjusted and continually maintaining the balance that&rsquo;s best for all of you. Work on these employee work life balance points with your team leaders and have them worked on down to the least valuable employees. They&rsquo;ll see the difference &ndash; and you will too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Set Goals</strong></span></div>
<div>
	&nbsp;Your team leaders should be working with employees to understand the goals that they have determined themselves, and those can very well include personal &ndash; and outside of the office &ndash; goals too. Limits, achievements and dreams are all fair game.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Establish Rewards</strong></span></div>
<div>
	Understanding goals also means achieving them, and extra reasons for doing so. Work with your teams so that rewards are understood, established and fairly administered. And remember, flex-time and paid time off cost you virtually nothing.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Manage Time Wisely</strong></span></div>
<div>
	Obviously, we&rsquo;re all about good time management. Talk to your team leaders about better managing their own time, and taking better account of workers&rsquo; time. Make sure that time requirements and time-off notice restrictions are clearly posted and all of the available software that&rsquo;s designed just for the task is being used.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Make it Personal</strong></span></div>
<div>
	Your employees want to be treated like adults &ndash; especially the good ones. Freedom comes with responsibility, but your star performers are worth the risk. Make sure they understand consequences, and risks too. But letting them go now &ndash; letting them auto-manage and auto-decide and auto-progress - &nbsp;has all kinds of ways of paying you back. So does understanding, talking about it, and talking about it with all your people.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Train where necessary</strong></span></div>
<div>
	Again, we mentioned in our post on Employee Satisfaction that you need to be prepared for training. Achieving work life balance for your entire team, or your entire company, can take some serious re-allocation of resources. Stress management can be vital if it turns into a big project, but what employee is going to not love their company after that?</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Radiate Positivity</strong></span></div>
<div>
	Loving life and your job still starts with you. Somehow, we think you&rsquo;re up to the task.</div>
<div>
	&nbsp;</div>
<div>
	But don&rsquo;t underestimate the key criticisms and complaints of your key players. Listen carefully and improve everything you can for each of them. Celebrate their time off the way that they do, maybe not in the off hours, but when they get back. Everything that contributes to their well-being also contributes to the well being of the organization as a whole.</div>
<div>
	&nbsp;</div>
<div>
	Remember, you can also highlight the positive roles played in and around your workplace. Sometimes the dark clouds come up with the most insightful and brightest workplace tips. Pay attention to them.</div>
<div>
	&nbsp;</div>
<div>
	Some of these are long time propositions &ndash; and they may take some time. Workplace culture does sometimes meet stiff resistance, sometimes. You may be pleasantly surprised how quickly and efficiently people take to balance &ndash; and learn to love it. <em>(Nimbleschedule)</em></div>',
			'published' => true,
			'created' => '2014-02-18',
			'modified' => '2014-02-18',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it’s not just a work benefit and it’s not just a personal goal – something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply.',
			'sortorder' => '2458',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 4 => array(
		'Article' => array(
			'id' => '2566',
			'article_category_id' => '156',
			'title' => 'Are You Vain Enough To Get Ahead?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	You don&rsquo;t have to be a total narcissist to be a successful executive &ndash; but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems. But while a dose of self-confidence is necessary to raise your hand for the top job and steer a big corporation, too much can cause a leader and company to falter.</div>
<div>
	&nbsp;</div>
<div>
	The study, set to be published in the journal Personnel Psychology, analyzes 54 prior studies touching on narcissism. Some of those studies relied on surveys, which asked leaders whether they identify with statements like, &ldquo;If I ruled the world, it would be a much better place&rdquo; or &ldquo;I think I&rsquo;m a special person.&rdquo; Others analyzed clues in shareholder letters: the number of self-references, for example (is it just a string of &ldquo;I, I, I&rdquo;?), or the size of the executives&rsquo; photos.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s helpful to think of narcissism as distributed along a spectrum. &nbsp;On one end, self-doubt isn&rsquo;t a useful characteristic in a leader&mdash;they can look weak or have trouble making decisions, according to Peter Harms, one of the study&rsquo;s authors and a management professor at the University of Nebraska-Lincoln. But individuals on the other end don&rsquo;t take feedback well and can make reckless choices, he says.</div>
<div>
	&nbsp;</div>
<div>
	Examples of too much self-confidence abound in the world of politics. Harms cites Jonathan Edwards, the former North Carolina senator and presidential candidate who spent lots of time grooming his hair and had an extra-marital relationship on the campaign trail, as displaying the vanity and self-centered nature emblematic of narcissists.</div>
<div>
	&nbsp;</div>
<div>
	Another researcher went on the hunt for CEOs that display humility. Analyzing earnings call transcripts &ndash; comparing the number of times executives said &ldquo;me&rdquo; and &ldquo;mine&rdquo; versus &ldquo;we&rdquo; or &ldquo;our,&rdquo; for example &ndash; an Australian management expertcompiled a list of the least narcissistic American CEOs. The line-up included Target&rsquo;s Gregg Steinhafel, PepsiCo&rsquo;s Indra Nooyi and Bank of America&rsquo;s Brian Moynihan.</div>
<div>
	&nbsp;</div>
<div>
	Rodney Warrenfeltz, who administers personality tests to high-level leaders as a managing partner at Hogan Assessments, uses what he calls &ldquo;the bold scale&rdquo; to measure where the corporate executives he works with fall along the continuum. The test incorporates statements that participants have to check off as true or false, such as, &ldquo;I could get this country moving in the right direction.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Warrenfeltz says a bold score of 70 to 90 on the 100-point scale signifies someone is truly confident. Anything above that can indicate arrogance or entitlement.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;When things go wrong, they blame other people,&rdquo; he says of those who score at the very top of the scale. &ldquo;When things go right they take the credit.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In addition to narcissism, Harms, the University of Nebraska-Lincoln professor, studies other &ldquo;dark traits&rdquo; like Machiavellianism and psychopathy. (A 2010 study found that psychopaths are more likely to be found in the corner office than on the street.) At lower levels, these attributes can be useful in the corporate setting, he says&mdash;a little psychopathy often translates to being brave. A bit of Machiavellianism is really just political skill, being able to manipulate coworkers or sell people on an idea.</div>
<div>
	&nbsp;</div>
<div>
	Harry Kraemer, a former CEO of the health-care company Baxter International Inc., says being able to influence people is a crucial part of effective leadership. He also thinks executives need &ldquo;true self confidence,&rdquo; a mentality where positive thoughts abound: &ldquo;I know I&rsquo;m good, I know I can add value, I&rsquo;m going to make good decision, I&rsquo;m going to get a lot of stuff done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	But he also says humility is key. If an executive&rsquo;s ego gets out of hand, employees won&rsquo;t follow him or her.</div>
<div>
	&nbsp;</div>
<div>
	Unless, of course, you&rsquo;re someone like former Apple chief Steve Jobs&ndash; so intelligent and brilliant that the rules don&rsquo;t really apply.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If you&rsquo;re that one-in-10-million person, even though you&rsquo;ve got a mammoth ego, even though you don&rsquo;t treat people very well, you&rsquo;re so unusual that maybe people are willing to put up with it,&rdquo; Kraemer says.&nbsp;</div>
<div style="text-align: right;">
	<em>(www.blogs.wsj.com)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2014-02-09',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'You don’t have to be a total narcissist to be a successful executive – but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems.',
			'sortorder' => '2411',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 5 => array(
		'Article' => array(
			'id' => '2519',
			'article_category_id' => '156',
			'title' => 'Tips For Avoiding Career Missteps',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Chris Duchesne</strong></div>
<div>
	&nbsp;</div>
<div>
	There are some core mistakes that can derail any career if you aren&rsquo;t careful. Make sure you don&rsquo;t make them...</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Don&rsquo;t Quit Networking Once You Get a Job: People are usually vigilant about networking when looking for a job but stop once they&rsquo;re hired. Your long term career success is dependent on your ability to continue to build strong business connections as well as nurturing current relationships.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Put More Focus on Benefits: When looking for a job, weighing the options is about much more than base pay. The role, manager and compensation are all important factors in deciding whether to join a company, but benefit programs (such as work-hour flexibility, health and wellness programs and family leave policies) and company culture are critical factors as well. More than ever, the lines between work and home life are blurring and working for a company that understands that can save you a lot of stress and money.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Be the Driver of Your Own Destiny: Too many people depend on their manager or boss to set the tone for their career path. Your career success is dependent on being the driver of your own destiny. Be proactive in the assignments and responsibilities you take on. Talk to your manager/boss about what you want and where you see your career path going with the company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Social Media Profiles Professional: The lines between personal and professional are more blurred than ever before. Even if you have a personal profile page on Facebook or Twitter that you intend for your friends eyes only, keep it professional. Never post something that you wouldn&rsquo;t want your boss or prospective employer to see. In today&rsquo;s digital age it&rsquo;s easy for employers and prospective employers to find you online.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Your Skills Sharp: No matter what industry you are in, it&rsquo;s important to keep building on your skill set. It&rsquo;s not enough to graduate from college and call it a day. Education is an ongoing process and it is important to stay sharp and keep up with the latest industry trends if you want to be a key player at your company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Create a Five Year Plan: When you started out in your career you likely had a five year plan. It&rsquo;s important to keep this plan alive! Update it every year. Re-evaluate what you wanted to achieve last year, where you are now and how you would like to see the next five years go. It&rsquo;s a lot easier to make career decisions when you have a solid plan laid out.</div>
<div>
	&nbsp;</div>
<div>
	(Chris Duchesne is the VP of Global Workplace Solutions for Care.com. He brings more than 15 years of experience in HR technology to Care.com, the largest online care destination in the world with 8 million members spanning 16 countries.)</div>
<div>
	www.news.yahoo.com</div>',
			'published' => true,
			'created' => '2014-01-27',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'There are some core mistakes that can derail any career if you aren’t careful. Make sure you do..',
			'sortorder' => '2386',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 6 => array(
		'Article' => array(
			'id' => '2468',
			'article_category_id' => '156',
			'title' => 'When It’s OK To Love Someone At The Office',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	To get employees to spend more time in the office, try a little tenderness.</div>
<div>
	&nbsp;</div>
<div>
	New research out of the University of Pennsylvania&rsquo;s Wharton School and George Mason University shows that an office culture of &ldquo;companionate love&rdquo; can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Love has kind of been a taboo word,&rdquo; when it comes to work, says Sigal G. Barsade, a Wharton management professor. But &ldquo;this is where we spend most of our time.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Companionate love&ndash;as opposed to the passion associated with romantic relationships&ndash;is marked by feelings of caring, compassion and affection, says Ms. Barsade. Workers can show such love by buying a cup of coffee for a colleague who&rsquo;s been up late with a new baby or offering to cover for a co-worker during a doctor&rsquo;s appointment.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and George Mason management professor Olivia O&rsquo;Neill studied 185 employees working in a nursing home in the Northeast where managers were trying to cultivate a warm, caring environment. They found that employees in sections where co-workers showed more companionate love reported higher satisfaction, less emotional burnout and better teamwork than employees in less-demonstrative units. They were also absent from work less.</div>
<div>
	&nbsp;</div>
<div>
	Residents of the nursing home, who were also studied, benefited too. Researchers found residents in the more loving sections had better moods and took fewer trips to the emergency room than residents of other sections.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;In response to Tina Turner&rsquo;s famously haunting lyrics, love, actually, has very much to do with it,&rdquo; the authors write in the paper, set to be published by Administrative Science Quarterly in the next few months.</div>
<div>
	&nbsp;</div>
<div>
	Small acts of kindness and compassion in the workplace can be contagious, previous studies have found. For example, an accountant who&rsquo;s encouraged to take time off during a busy tax season to deal with a personal issue will feel more loyal to the company and will be more likely to respond compassionately when another colleague needs his help down the line.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It turns into this virtuous cycle,&rdquo; Ms. Barsade says.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and Ms. O&rsquo;Neill also surveyed 3,201 workers across industries including engineering, financial services and higher education about the emotional cultures of their workplaces. Respondents who worked in compassionate environments reported increased job satisfaction and greater commitment to the organization, they found.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade says leaders of all types of companies need to recognize that the emotional cultures of their workplaces are as important as the &ldquo;cognitive&rdquo; concepts they place front and center &ndash; like innovation or results. Executives can start by treating those around them with more compassion, she says, and also incorporate formal company-wide policies like flexible work hours.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If as a leader you foster a culture of companionate love, you will have more satisfied employees and a better work outcome,&rdquo; she says.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'New research out of the University of Pennsylvania’s Wharton School and George Mason University shows that an office culture of “companionate love” can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.',
			'sortorder' => '2310',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 7 => array(
		'Article' => array(
			'id' => '2201',
			'article_category_id' => '156',
			'title' => 'More Proof That Hiring And Dating Aren’t So Different',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	T<span style="font-size: 12px;">he back-and-forth of job interviews often feels like dating. &lsquo;Will they like me?&rsquo; candidates wonder. &lsquo;Will they stick around?&rsquo; companies ask.</span></div>
<div>
	&nbsp;</div>
<div>
	Turns out, hiring managers at elite professional firms really do tend to evaluate candidates as if they were potential romantic partners or new friends, according to recent research by Kellogg management professor Lauren Rivera.</div>
<div>
	&nbsp;</div>
<div>
	The Kellogg study found that employers tend to evaluate candidates on whether they&rsquo;d be likely to hang out with them, rather than strictly focusing on a person&rsquo;s qualifications for the job.</div>
<div>
	&nbsp;</div>
<div>
	Even dating site eHarmony is getting into the recruiting game. &nbsp;The company is developing a recruiting site to more effectively match companies to candidates, says Grant Langston, vice president of customer experience.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Where do people not experience a lot of compatibility?&rdquo; says Mr. Langston. &ldquo;One of the first things we came up with was jobs we are currently trying to isolate what are the things that make an employee a good fit.&rdquo; The product, which is in the early stages, may come out next year.</div>
<div>
	&nbsp;</div>
<div>
	According to the Kellogg research, professionals involved in hiring placed more emphasis on how comfortable or excited they were about candidates than on applicants&rsquo; cognitive or technical skills.</div>
<div>
	&nbsp;</div>
<div>
	That doesn&rsquo;t mean employers hire unqualified workers, Rivera says. But, she adds, her findings show that &ldquo;employers hire in a manner more closely resembling the choice of friends or romantic partners&rdquo; than what we might expect. Hiring managers pay especially close attention to criteria such as similar education level and schools attended, shared leisure pursuits and a mutual &ldquo;spark,&rdquo;&mdash; factors similar to those people use when choosing a friend or mate.</div>
<div>
	&nbsp;</div>
<div>
	In her study, comprised of 120 interviews with hiring professionals at elite U.S. investment banks, law firms and consulting firms, more than half of the hiring professionals ranked &ldquo;cultural fit&rdquo;&mdash;similarity of background, interests and self-presentation&mdash;as the most important factor in an interview.</div>
<div>
	&nbsp;</div>
<div>
	The danger, of course, is that workers from cultural backgrounds that don&rsquo;t match their evaluators&rsquo; backgrounds may be at a disadvantage when they&rsquo;re up for a job. Especially when it comes to elite jobs, people who come from lower socioeconomic backgrounds might not get the same consideration a well-off candidate would, Rivera says. (The Wall Street Journal)</div>',
			'published' => true,
			'created' => '2013-12-03',
			'modified' => '2013-12-16',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The back-and-forth of job interviews often feels like dating. ‘Will they like me?’ candidates wonder. ‘Will they stick around?’ companies ask.',
			'sortorder' => '2045',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 8 => array(
		'Article' => array(
			'id' => '2157',
			'article_category_id' => '156',
			'title' => 'Favoritism: Playing Out At An Office Near You',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By LAUREN WEBER</strong></div>
<div>
	&nbsp;</div>
<div>
	Here&rsquo;s a riddle: A company&rsquo;s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That&rsquo;s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.</div>
<div>
	&nbsp;</div>
<div>
	Their conclusion might help explain the lack of diversity in the skyscrapers and industrial parks of corporate America, and assist companies and regulatory agencies in coming up with effective plans to create more heterogeneous workplaces. &ldquo;It&rsquo;s not about reducing hatred but reducing excess liking, and these are not the same things,&rdquo; said Dan Hamermesh, an economist at the University of Texas and one of the authors of the paper.</div>
<div>
	&nbsp;</div>
<div>
	The paper gets deep into the dynamics of what we normally call discrimination, separating out hostility against an out-group (a group to which, say, a hiring manager does not belong) from preference for people similar to oneself. The authors refer to these attitudes as exophobia and endophilia.</div>
<div>
	&nbsp;</div>
<div>
	The distinction is a subtle one &ndash; at first glance, they seem like two sides of the same coin &ndash; but the authors point out that they can produce quite different real-world outcomes.</div>
<div>
	&nbsp;</div>
<div>
	For example, if a white boss is responsible for distributing $300 in bonus money to three workers, one white, one black and one Hispanic, each worker should get $100 presuming all other variables are equal. But an endophilic supervisor might give the white worker $110, leaving the other two $190, or $95 each. Meanwhile, an exophobic boss who is biased against African-Americans might give the black worker $90, leaving $210 for the others, or $105 each. &ldquo;In both cases the difference in outcomes between the white and the black worker is $15, but white-Hispanic relative wages differ under each alternative,&rdquo; the authors write.</div>
<div>
	&nbsp;</div>
<div>
	In an experiment conducted at the School of Business and Economics at Maastricht University, in the Netherlands, the researchers randomly revealed or concealed the names on students&rsquo; final exams, allowing some graders to infer the nationality and gender of the students. Most of the individuals were German or Dutch, and their names generally reflected their origins. Researchers also had access to the graders&rsquo; nationality and gender. In total, 1,495 exams scored by 42 graders were examined.</div>
<div>
	&nbsp;</div>
<div>
	Among those graders who&rsquo;d seen the names, the authors found &ldquo;substantial&rdquo; favoritism by nationality, but no evidence of discrimination. A student who matched the grader&rsquo;s nationality received a higher score if her name was visible, equivalent to moving from the median score to the 57th percentile. But in unmatched pairs, where discrimination would presumably be evident, grades were about the same whether names were revealed or not.</div>
<div>
	&nbsp;</div>
<div>
	On average, gender had no effect on scores. The authors point out that while discrimination still exists in some cases, favoritism is more pervasive, and suggest that anti-discrimination policies or workplace-diversity programs, which tend to focus on revealing and fighting biases, should instead be oriented toward helping workers and managers understand their unconscious preferences.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We&rsquo;re so hung up on accusing people of &hellip; discriminating against others, but maybe it&rsquo;s not the most efficient way to ameliorate the problem,&rdquo; said Hamermesh.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-12-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Here’s a riddle: A company’s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That’s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.',
			'sortorder' => '2011',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 9 => array(
		'Article' => array(
			'id' => '2108',
			'article_category_id' => '156',
			'title' => 'What To Do When Work Stress Eats Up The Evening',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	F<span style="font-size: 12px;">eeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day&rsquo;s wins. Forthcoming research &nbsp;from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.</span></div>
<div>
	&nbsp;</div>
<div>
	The study, conducted by researchers at the University of Minnesota, University of Florida and others, tracked a group of workers over 15 days, logging their blood pressure and reported stress symptoms, such as fatigue, difficulty concentrating and headaches, and observed changes as they wrote down their accomplishments, such as leading a successful sales call, or a presentation that earned a manager&rsquo;s praise.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s no surprise that positive thinking can ease tension. But it might prove more practical than employers&rsquo; current approaches for fighting workplace stress, such as offering flexible work arrangements or creating a new org chart that doesn&rsquo;t actually change daily life at the office, says Theresa Glomb, a work and organizations professor at University of Minnesota&rsquo;s Carlson School of Management and co-author of the report.</div>
<div>
	&nbsp;</div>
<div>
	(Need proof that the minimize-negative-stressors strategy isn&rsquo;t working very well? More than one-third of respondents to this American Psychological Association survey reported chronic work stress. And some tactics, such as offering unlimited vacation time and building community in an open office space, may do more harm than good.)</div>
<div>
	&nbsp;</div>
<div>
	Listing the good things that happened over the course of a day is valuable in its own right, but Glomb says the real impact comes from writing down why those things led to good feelings. That act highlights the resources and support a person has in their work life&mdash;such as skills, a good sense of humor, an encouraging family or a compassionate boss.</div>
<div>
	&nbsp;</div>
<div>
	The reflections don&rsquo;t have to be work-related, Glomb adds. Even a tasty lunch brought from home can be a workday accomplishment. In the experiment, about 40% of the end-of-day reflections had nothing to do with work, and reflecting on them still made the subjects calmer later that evening.</div>
<div>
	&nbsp;</div>
<div>
	Companies shouldn&rsquo;t rush to institute mandatory reflection time each day, Glomb warns, since that could just add another stressor for time-crunched workers. Instead, they can embed the exercise in the regular work day, perhaps by asking employees to share details of something that&rsquo;s going well in their lives at the start of a team meeting.&nbsp;</div>
<div>
	<em>(http://blogs.wsj.com/atwork)&nbsp;</em></div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-25',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Feeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day’s wins. Forthcoming research  from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.',
			'sortorder' => '1970',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 10 => array(
		'Article' => array(
			'id' => '2036',
			'article_category_id' => '156',
			'title' => 'Time To Tune Out The Loudmouth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong>--By Lindsay Gellman</strong></div>
<div>
	&nbsp;</div>
<div>
	<img alt="Management Gyan" src="/userfiles/images/mg%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 250px; height: 288px;" />It&rsquo;s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they&rsquo;re talking about perform better in problem-solving tasks than those that don&rsquo;t. That&rsquo;s according to a new study from the University of Utah and Idaho State University. &ldquo;We&rsquo;d hope that facts would be the currency of influence,&rdquo; says Bryan L. Bonner, lead author of the study and an associate professor at the University of Utah&rsquo;s David Eccles School of Business. &ldquo;But often, we guess at who&rsquo;s the expert&mdash;and we&rsquo;re wrong.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	People tend to rely too much on &ldquo;messy proxies for expertise&rdquo;&mdash;such as a speaker&rsquo;s confidence level, extroversion, gender and/or race&mdash;and not enough on the content of his or her contributions, when making judgments about expertise, says Mr. Bonner. Doing so can be costly if the group doesn&rsquo;t heed those with the most relevant knowledge, Mr. Bonner says. The correlation between a speaker&rsquo;s confidence and his or her expertise is often &ldquo;very small,&rdquo; he adds.</div>
<div>
	&nbsp;</div>
<div>
	The findings mainly apply to group problem-solving tasks for which there is a correct answer (or answers), such as estimating the number of product units your firm will ship next week or valuating a company, and less so to more subjective tasks, like generating ideas for a marketing campaign, Mr. Bonner says.</div>
<div>
	&nbsp;</div>
<div>
	So how to prevent chatterboxes from taking over a meeting you&rsquo;re running? Instead of launching right into a discussion, frame the meeting as a fact-gathering mission, Mr. Bonner says. Encourage everyone to contribute, he says, and keep a running list of facts to promote shared understanding.</div>
<div>
	&nbsp;</div>
<div>
	Mr. Bonner notes that sometimes, the most vocal team members do in fact know best. &ldquo;If you&rsquo;re listening to the confident people and they&rsquo;re right&mdash;great,&rdquo; he says. Just don&rsquo;t let the expertise of quieter colleagues get lost in the shuffle.</div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-28',
			'modified' => '2013-10-28',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'It’s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they’re talking about perform better in problem-solving tasks than those that don’t.',
			'sortorder' => '1886',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 11 => array(
		'Article' => array(
			'id' => '1986',
			'article_category_id' => '156',
			'title' => 'It’s Not A Failure To Fail',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Alan Iny</strong></div>
<div>
	&nbsp;</div>
<div>
	Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian&rsquo;s schoolboy struggles with what he calls &ldquo;the scourge of mathematics.&rdquo; So bad was his math ineptitude that the prep school he was attending declared him &ldquo;not college material&rdquo; and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.</div>
<div>
	&nbsp;</div>
<div>
	Failure is dreaded in much of the world, but it shouldn&rsquo;t be. If it&rsquo;s a failing grade due to laziness or lack of effort, it&rsquo;s not something to celebrate. But if you try something new and fail, you&rsquo;ve at least shown a willingness to take risks &ndash; one of the hallmarks of creativity.Virtually everyone fails at something at some time; it&rsquo;s not the end of the world. And it can often be the catalyst that ultimately leads to success. The advice is good in the lead song from the Fred Astaire-Ginger Rogers movie, Swing Time: &ldquo;Pick yourself up, dust yourself off, start all over again.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	It took Thomas Edison hundreds of tries before he successfully came up with a commercially viable incandescent light bulb. Oprah Winfrey, at age 22, was fired from a television reporting job because she wasn&rsquo;t right for TV, in the view of her then employer. The Beatles were let go by their first record label. (Hat tip: Business Insider&rsquo;s 15 People Who Failed Before Becoming Famous)</div>
<div>
	&nbsp;</div>
<div>
	The best thing, in my opinion, is to proactively fail. Go big; fall hard. And I&rsquo;m not alone.</div>
<div>
	&nbsp;</div>
<div>
	Grey advertising celebrates &ldquo;failures of daring and audacity&rdquo; with a quarterly Heroic Failures award. &ldquo;Better to attempt something astonishing and go down in flames than to gingerly hold back,&rdquo; the company says. In business, challenging who we are, what we do, and how we do it should be an ongoing and permanent process. When you stand still, you fall behind.</div>
<div>
	&nbsp;</div>
<div>
	Consider TV news. The old news format, which prevailed for more than three decades, presented &ldquo;news&rdquo; in regularly scheduled, usually 30-minute, packages. Ted Turner believed this concept was outdated. So, in 1980 his Turner Broadcasting System launched Cable News Network (CNN), offering news reports all day long, in real time.</div>
<div>
	&nbsp;</div>
<div>
	This &lsquo;new box&rsquo; for news, which seems obvious today, was by no means guaranteed to succeed. &nbsp;CNN lost money in its first years and was ridiculed for attempting to change people&rsquo;s perceptions about the news so dramatically. &nbsp;Over time, however, it came to be known for live coverage of events around the world, and regularly scooped other news outlets.</div>
<div>
	&nbsp;</div>
<div>
	Still, no good idea is good forever, and by the end of the 1990s CNN was struggling to regain a leading share of an industry that more subjective &lsquo;talk radio&rsquo; types of television had come to dominate.</div>
<div>
	&nbsp;</div>
<div>
	Breakthrough creativity requires recognizing and challenging your mental autopilot: the firmly held assumptions and beliefs that box you in, define who you are, and limit what you do. And this applies, even when your business &ndash; career, job, company &ndash; is doing well. Don&rsquo;t wait for a crisis to challenge the old and seek out the new.</div>
<div>
	&nbsp;</div>
<div>
	So the next time things are going swimmingly, remember this: Even when we&rsquo;re doing well, we need to be creative, put our imagination to work, and try to do something new and better. That is worthwhile regardless of where it leads.</div>
<div>
	&nbsp;</div>
<div>
	(<em>Alan Iny is senior global specialist in business creativity at The Boston Consulting Group (BCG) and co-author, with BCG senior adviser Luc de Brabandere, of the newly-published Thinking in New Boxes: A New Paradigm for Business Creativity.)</em></div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>',
			'published' => true,
			'created' => '2013-10-21',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian’s schoolboy struggles with what he calls “the scourge of mathematics.” So bad was his math ineptitude that the prep school he was attending declared him “not college material” and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.',
			'sortorder' => '1845',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 12 => array(
		'Article' => array(
			'id' => '1940',
			'article_category_id' => '156',
			'title' => 'To Master Your Next Meeting, Just Say ‘Yeah’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	&nbsp;</p>
<p>
	<strong>--By Rachel Emma Silverman</strong></p>
<p>
	The next time you&rsquo;re in a meeting and want to get people on your side, just say &lsquo;yeah.&rsquo;<br />
	<br />
	New research out of the Massachusetts Institute of Technology&nbsp; found that&nbsp; certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.<br />
	<br />
	Researchers Cynthia Rudin and Been Kim, a statistics professor and graduate student, respectively, at MIT&rsquo;s Sloan School of Management , analyzed vocabulary usage and dialogue patterns in 95 meetings to see which words appeared to sway colleagues most.<br />
	<br />
	Among the words most likely to result in accepted proposals: &lsquo;Yeah,&rsquo; &lsquo;give,&rsquo; &lsquo;start,&rsquo;<br />
	and &lsquo;discuss.&rsquo;<br />
	<br />
	While &lsquo;yeah&rsquo; may seem like an odd candidate for a persuasive word, it may have currency because it signals agreement with what others have previously said.&nbsp; Framing a suggestion as if it were an agreement, rather than a conflict, may win favor more easily in a group, according to Dr. Rudin.<br />
	<br />
	Some words turned out to be good for steering colleagues away from a topic. &lsquo;meeting&rsquo; was particularly effective when the speaker&rsquo;s proposal aimed to halt discussion of a particular issue, as in &ldquo;maybe this is something for the next meeting.&rdquo; Those suggestions were almost always accepted, the researchers found.<br />
	<br />
	&lsquo;Discuss&rsquo; was used in a similar fashion, to suggest how a meeting should be organized, as in &lsquo;Maybe we should discuss this further.&rsquo;<br />
	<br />
	The researchers also tried to identify standard dialogue patterns in meetings, and found employees rarely offered compliments after negative assessments. Doing so makes an employee sound disingenuous, the researchers wrote.<br />
	(http://blogs.wsj.com/atwork)<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-10-07',
			'modified' => '2013-10-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The next time you’re in a meeting and want to get people on your side, just say ‘yeah.’

New research out of the Massachusetts Institute of Technology  found that  certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.',
			'sortorder' => '1798',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 13 => array(
		'Article' => array(
			'id' => '1891',
			'article_category_id' => '156',
			'title' => 'What To Do When Co-Workers Won’t Leave You Alone',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today&rsquo;s &ldquo;Work &amp; Family&rdquo; column.</div>
<div>
	&nbsp;</div>
<div>
	Most people try on their own to solve the problem, fleeing to a conference room or working from home when they need to concentrate. But tackling the problem as a team works better, according to employers and consultants.The best solutions require agreeing with co-workers that interruptions are a problem and figuring out better ways to communicate.</div>
<div>
	&nbsp;</div>
<div>
	Some work teams adopt a shared signal that an employee is in deep-think and shouldn&rsquo;t be interrupted except for a crisis. About 30 employees at a Colorado-based beverage company strung fishing line across their cubicle doors, then hung bright-colored swimsuit cover-ups over the line to use as curtains when they wanted to concentrate, says Laura Stack, a productivity trainer, author and speaker. When the curtains were drawn, co-workers stayed away except for top-priority issues. Employees at a construction company donned orange armbands as a no-interruption signal, she says.</div>
<div>
	&nbsp;</div>
<div>
	To make team solutions work, Stack trains employees to prioritize their needs, similar to the way a triage nurse sorts patients into groups based on the urgency of their condition. &ldquo;Priority One&rdquo; issues are crises or emergencies that must be handled immediately; &ldquo;Priority Two&rdquo; issues might soon become a crisis, and so on. &ldquo;Priority Four&rdquo; is reserved for &ldquo;occupational hobbies &mdash; anything we are doing to avoid doing a Priority One or Priority Two task,&rdquo; Stack says; Priority Fours could be taken off your to-do list forever without harm. &nbsp;If co-workers agree up-front on what kinds of issues demand immediate attention, most can cut interruptions significantly, she says.</div>
<div>
	&nbsp;</div>
<div>
	Other work teams have to learn to say no, says Maura Thomas, a speaker and trainer on productivity and attention. &nbsp;&ldquo;People ask, &lsquo;How do I get the message across that I don&rsquo;t want to be interrupted? I try to keep typing when people are talking to me, but they just keep talking. Or I try to ignore them when they yell over the cubicle, but they just keep yelling. So I just give in to them.&rsquo; [These people] are using every technique except their words,&rdquo; Thomas says. She coaches employees on polite deferrals, saying, &ldquo;I&rsquo;m sorry, I really can&rsquo;t talk now. Could we meet later?&rdquo; When all members of a work group hear the same message, they&rsquo;re more likely to take such rejections in stride, she says.</div>
<div>
	&nbsp;</div>
<div>
	Thomas also has co-workers set regular limits on their availability. Rather than setting an &ldquo;open-door policy&rdquo; that implies 24/7 access, she suggests managers limit open-door time to a few hours a day. Other teams set daily quiet hours for everyone. (http://blogs.wsj.com/atwork)</div>',
			'published' => true,
			'created' => '2013-09-30',
			'modified' => '2013-10-07',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today’s “Work & Family” column.',
			'sortorder' => '1752',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 14 => array(
		'Article' => array(
			'id' => '1740',
			'article_category_id' => '156',
			'title' => 'Mastering The Art Of Conveying Confidence',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers &ndash; body language.</div>
<div>
	&nbsp;</div>
<div>
	People rely on nonverbal cues such as posture and eye contact to evaluate others very quickly after an initial meeting, forming a first impression within 15 to 20 seconds, says Noah Zandan, president of Quantified Impressions, an Austin, Texas, communications-analytics firm. No matter how hard a person tries to perfect a presentation or job-interview answers, 90% of listeners&rsquo; first impressions of a speaker remain unchanged after hearing the content of his or her message, Zandan says.</div>
<div>
	&nbsp;</div>
<div>
	Some young adults undermine that first impression by shifting their weight from one foot to another when speaking, Zandan says. Others lean to one side and thrust their chest and one shoulder forward in what he calls &ldquo;the heart posture,&rdquo; a pose that is common among young women in social-media photos and videos.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It&rsquo;s important to avoid any body language that makes you look youthful or unintelligent, or not in full command of what&rsquo;s going on,&rdquo; says Briar Goldberg, Quantified Impressions&rsquo; director of feedback.</div>
<div>
	&nbsp;</div>
<div>
	To raise body-language awareness, Stanford University professor Deborah Gruenfeld created a class for M.B.A. candidates called &ldquo;Acting with Power.&rdquo; The 36-student course, which teaches the use of posture and other nonverbal signals of status and authority, has had waiting lists of up to 100 students every term since it began six years ago.</div>
<div>
	&nbsp;</div>
<div>
	Many students enter the class with bad habits of slouching, standing on one foot or always crossing their legs when seated, says Gruenfeld, a professor of organizational behavior in Stanford&rsquo;s Graduate School of Business. Together with a co-instructor, Gruenfeld uses coaching and role-playing to teach the &ldquo;physical manifestations of status &ndash; ways of holding your head, moving your eyes, and sitting and standing and speaking&rdquo; that convey confidence, she says.</div>
<div>
	&nbsp;</div>
<div>
	Students learn to assume a &ldquo;squared-off stance, like a fortress,&rdquo; with feet spread wide and weight distributed evenly between them, to respond to a challenge or emphasize a point. Other students practice &ldquo;the ability to deliver a message with a straight face,&rdquo; without the nervous smile that signals low status, Gruenfeld says.</div>
<div>
	&nbsp;</div>
<div>
	Some students object to managing their body language, saying, &ldquo;I&rsquo;m really concerned about my authenticity. I don&rsquo;t want to be faking it,&rdquo; Gruenfeld says. She tells them that their current physical habits aren&rsquo;t really of their own making either. They&rsquo;re the result of conditioning by others, who have taught them since childhood to avoid behaving in ways that are &ldquo;above your rank.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Status is a key determinant of how relationships work,&rdquo; Gruenfeld says. To succeed in the workplace, &ldquo;you have to learn to use your body in a way&rdquo; that sends an authentic message about your role and relationships with others.&nbsp;</div>
<div>
	<em>(blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-09-02',
			'modified' => '2013-09-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers – body language.',
			'sortorder' => '1601',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	)
)
$current_user = null
$logged_in = false
$xml = false
include - APP/View/Elements/side_bar.ctp, line 133
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::_renderElement() - CORE/Cake/View/View.php, line 1224
View::element() - CORE/Cake/View/View.php, line 418
include - APP/View/Articles/index.ctp, line 157
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::render() - CORE/Cake/View/View.php, line 473
Controller::render() - CORE/Cake/Controller/Controller.php, line 968
Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117

Warning (2): simplexml_load_file() [<a href='http://php.net/function.simplexml-load-file'>function.simplexml-load-file</a>]: I/O warning : failed to load external entity &quot;&quot; [APP/View/Elements/side_bar.ctp, line 133]Code Context  //  $file = 'http://aabhiyan:QUVLg8Wzs2F7G9N7@nepalstock.com.np/api/subindexdata.xml';



    if(!$xml = simplexml_load_file($file)){
$viewFile = '/var/www/html/newbusinessage.com/app/View/Elements/side_bar.ctp'
$dataForView = array(
	'articles' => array(
		(int) 0 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 1 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 2 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 3 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 4 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 5 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 6 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 7 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 8 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 9 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 10 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 11 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 12 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 13 => array(
			'Article' => array(
				[maximum depth reached]
			)
		),
		(int) 14 => array(
			'Article' => array(
				[maximum depth reached]
			)
		)
	),
	'current_user' => null,
	'logged_in' => false
)
$articles = array(
	(int) 0 => array(
		'Article' => array(
			'id' => '2730',
			'article_category_id' => '156',
			'title' => 'The Hidden Pleasures Of Busywork',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	Rote tasks&mdash;mindless at-work activities such as surfing the Web or deleting the inbox&mdash;may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.</div>
<div>
	&nbsp;</div>
<div>
	The study, led by Gloria Mark at the University of California, Irvine along with colleagues at Microsoft Research, examined how employees&rsquo; mood and attention change when performing various activities at work, such as responding to email or checking Facebook -1.47 per cent.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;With rote work, you get a feeling of accomplishment, but you haven&rsquo;t exerted a lot of mental activity,&rdquo; says Dr. Mark. &ldquo;It gives you a feeling of fulfillment, but there&rsquo;s not frustration&nbsp;</div>
<div>
	or stress.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	The researchers&rsquo; findings provide a picture of how boredom and focus change throughout the day&mdash;and what digital tasks make workers happiest.</div>
<div>
	&nbsp;</div>
<div>
	Focus, they found, peaks in the mid-afternoon from 2 to 3 p.m. and also rises in late morning, around 11 a.m., after workers have time to gear up. (After 3, however, workplace focus drops precipitously.) &nbsp;Meanwhile, people are most bored early in the afternoon, soon after lunch&mdash;and not surprisingly, on Mondays.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It takes time to ramp up and get into a focused and productive state,&rdquo; says Dr. Mark. &ldquo;You don&rsquo;t hit the ground running.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Although the sample was small&mdash;just 32 Microsoft workers in a wide range of job titles&mdash;the researchers studied them intensely, collecting more than 1,500 hours of observational data and 91,000 data points about mood and attention. Participants were regularly prompted by pop-up questionnaires on their work screens day asking them to report how engaged and challenged they were by the task they were doing at that moment.</div>
<div>
	&nbsp;</div>
<div>
	Workers may say they want a challenge, but the researchers found that employees were actually less happy doing work they rated as difficult, involving a lot of attention and engagement, such as reading and responding to emails.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Focus involves a kind of stress and people aren&rsquo;t generally happy when they are stressed,&rdquo; says Dr. Mark. By contrast, &ldquo;rote work is effortless, so you can get gratification for getting things done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Another mood booster? Facebook. The researchers found that occasionally &ldquo;grazing&rdquo; the social network seemed to provide a refreshing break for workers, boosting their happiness. &nbsp;Unlike responding to email or chit-chatting with colleagues, making a quick trip to Facebook doesn&rsquo;t require much focus or stress, Dr. Mark says.</div>
<div>
	&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	The research will be presented at a panel on workplace distraction at the SXSW Interactive conference on Saturday, and is forthcoming for publication in April at the Proceedings of the Computer-Human Interaction Conference 2014. (blogs.wsj.com)</div>',
			'published' => true,
			'created' => '2014-03-10',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Rote tasks—mindless at-work activities such as surfing the Web or deleting the inbox—may sound a bit mind-numbing. But new research has found that people are actually happiest on the job doing unchallenging assignments.',
			'sortorder' => '2575',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 1 => array(
		'Article' => array(
			'id' => '2702',
			'article_category_id' => '156',
			'title' => 'Smartphones Make You Tired And Unproductive',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn&rsquo;t just make it harder to get a decent night&rsquo;s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.</div>
<div>
	&nbsp;</div>
<div>
	That means the way most knowledge workers do their jobs&mdash;monitoring their iPhones for notes from the boss long after the office day is done and responding to colleagues at all hours&mdash;ultimately makes them less effective, posit researchers from University of Florida, Michigan State University and University of Washington.</div>
<div>
	&nbsp;</div>
<div>
	The scholars conducted two studies of workers&rsquo; nighttime technology habits, sleep duration and quality, energy and workplace engagement. In the first study, 82 mid- to high-level managers were asked every morning how many minutes they used their smartphone after 9:00 pm the night before and how many hours they slept. Then, they were asked to rate their agreement with statements like &ldquo;I feel drained&rdquo; and &ldquo;Right now, it would take a lot of effort for me to concentrate on something.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In the afternoon, they had to assess statements about work engagement, such as &ldquo;Today while working, I forgot everything else around me.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Prior studies have shown that staying focused and resisting distractions takes a lot of effort, so when smartphone use interferes with sleep, it takes a toll the next day.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;The benefit of smartphone use may&hellip;be offset by the inability of employees to fully recover from work activities while away from the office,&rdquo; the researchers write.</div>
<div>
	&nbsp;</div>
<div>
	After accounting for sleep quality, the researchers found that work-related smartphone use in the evening was associated with fewer hours of sleep. The subjects who recorded shorter nights also reported depleted reserves of self-control, and those who felt morning exhaustion also indicated they were less engaged during the day, a domino effect that shows how an unending workday ultimately leads to poorer work.</div>
<div>
	&nbsp;</div>
<div>
	The second study, which involved 161 workers, measured how late-night tech use&mdash;on smartphones, laptops, tablets and TV&mdash;can disrupt sleep and next-day work engagement.</div>
<div>
	&nbsp;</div>
<div>
	In her book, &ldquo;Sleeping With Your Smartphone,&rdquo; Harvard Business School professor Leslie Perlow studied executives at Boston Consulting Group who were given a chance to disconnect on a regular basis. The executives became more excited about their work, felt more satisfied about their professional and personal lives and even became more collaborative and efficient.</div>
<div>
	&nbsp;</div>
<div>
	Using any kind of electronic device affects sleep quantity and focus the following day, but smartphones are especially draining. That&rsquo;s partly because the always-on, always-handy phone the first device we turn to, says Christopher M. Barnes, an assistant professor of management at University of Washington&rsquo;s Michael G. Foster School of Business and a co-author of the paper. Having a screen so close to our faces probably doesn&rsquo;t help us prepare for sleep, he adds. The researchers don&rsquo;t yet know if there&rsquo;s a particular threshold at which smartphone use begins to affect sleep habits, but even 30 minutes before bedtime can take a toll, Barnes says.</div>
<div>
	&nbsp;</div>
<div>
	The fix, researchers say, is to put down the phone and enjoy the evening. But that&rsquo;s easier said than done, so long as managers send emails at 10:30 p.m. and expect responses by 10:31 pm. Barnes says real change will have to come from the top, with managers setting an example by not sending those messages in the first place, or at least toning down expectations on response time.</div>
<div>
	&nbsp;</div>
<div>
	The paper is forthcoming in the journal Organizational Behavior and Human Decisions Processes. <em>(blogs.wsj.com)</em></div>',
			'published' => true,
			'created' => '2014-03-03',
			'modified' => '2014-03-10',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'For a productive day at work tomorrow, give the smartphone a rest tonight. Reading and sending work email on a smartphone late into the evening doesn’t just make it harder to get a decent night’s sleep. New research findings show it also exhausts workers by morning and leaves them disengaged by the next afternoon.',
			'sortorder' => '2555',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 2 => array(
		'Article' => array(
			'id' => '2647',
			'article_category_id' => '156',
			'title' => 'Why Executives Are Getting Older And Older',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	<strong>By Rachel Feintzeig</strong></p>
<p>
	Is your boss a little grayer than you expected? Blame the recession.<br />
	<br />
	New research from the University of Pennsylvania&rsquo;s Wharton School and Madrid&rsquo;s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles&mdash;lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.<br />
	<br />
	For decades, executives bounced around from company to company, taking ever less time to climb to the top. But that was before the recession hit. In recent years, even top corporate leaders saw their paths stalled, says Peter Cappelli, one of the study&rsquo;s authors and a Wharton management professor.<br />
	<br />
	One problem is that the oldest generation of executives delayed their retirement post-2008, prohibiting the next employees in line from taking their seats. When companies did have vacancies, they found it difficult to lure fresh talent from the outside: workers were afraid to make changes amid the economic uncertainty.<br />
	<br />
	Cappelli and the IE&rsquo;s Rocio Bonet and Monika Hamori analyzed biographies of the top ten leaders of all FortuneFT.T 0.00% 100 companies dating back to 1980. The first stage of their study analyzed executives through 2001, and a recent update brought the research up to 2011.<br />
	<br />
	Cappelli predicts executives will start to move around more by 2015, even if the economy isn&rsquo;t booming by then.<br />
	<br />
	&ldquo;People wear out their welcome,&rdquo; he said, &ldquo;and even the people who are welcome don&rsquo;t want to stay any longer.&rdquo;<br />
	<br />
	Once a few executives start playing musical chairs, change will be swift and widespread, he added, with the trajectory once again pointing toward &ldquo;sharply declining tenure&rdquo; at organizations.<br />
	<br />
	The study, published in the Harvard Business Review, also found that the corner office has gotten more diverse over the last decade and that there are more female and foreign-born leaders. For example, 18% of the executives studied in 2011 were female, as compared to 11% in 2001 and 0% in 1980. The rate of foreign executives rose from 2% in 1980 to 11% in 2011. But those trends come with caveats.<br />
	<br />
	Companies with foreign executives in their top ranks are &ldquo;disproportionately&rdquo; based on the East and West Coasts, according to the study. Women rise to top jobs fast, according to Cappelli, but they seem to be on a different track than men, most often moving up in the marketing or human resources divisions of their companies rather than the operational side. And not all executive jobs are created equal, Cappelli said. A marketing or human resources executive has little chance of becoming CEO &ndash; General Motors&rsquo; Mary Barra not included.<br />
	<br />
	The data also highlights sharp disparities between career trajectories at firms. At some businesses, like Chevron Corp.CVX -1.68% and United Parcel Service of North America Inc., leaders stick around; 90% of the top leaders at those companies have been there their entire career. Other firms see more of a revolving door in the executive suite; Sears Roebuck &amp; Co.&rsquo;s average 2011 executive had only three years there. The variation between companies has to do with the stability of the company&rsquo;s product, how quickly their operating model is changing and how their boards react to that change, Cappelli said.<br />
	<br />
	The variation &ldquo;does reflect very different notions and &hellip; understandings of how you succeed in business,&rdquo; Cappelli said. &ldquo;The idea that there was a corporate model really seems to be blown up. Now there&rsquo;s several corporate models.&rdquo;</p>',
			'published' => true,
			'created' => '2014-02-23',
			'modified' => '2014-03-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Is your boss a little grayer than you expected? Blame the recession.
New research from the University of Pennsylvania’s Wharton School and Madrid’s IE Business School has found that the age of executives is on the rise, as is the time spent in their roles—lingering effects of a financial crisis that eroded career growth at the highest levels of the corporate ladder.',
			'sortorder' => '2496',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 3 => array(
		'Article' => array(
			'id' => '2609',
			'article_category_id' => '156',
			'title' => 'Management Tips For Actually Achieving Employee Work Life Balance In This Lifetime!',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<img alt="Management Gyan" src="/userfiles/images/lc1(3).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 300px; height: 398px;" />Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it&rsquo;s not just a work benefit and it&rsquo;s not just a personal goal &ndash; something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply. These six employee work life balance points are designed to get your workforce happy, adjusted and continually maintaining the balance that&rsquo;s best for all of you. Work on these employee work life balance points with your team leaders and have them worked on down to the least valuable employees. They&rsquo;ll see the difference &ndash; and you will too.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Set Goals</strong></span></div>
<div>
	&nbsp;Your team leaders should be working with employees to understand the goals that they have determined themselves, and those can very well include personal &ndash; and outside of the office &ndash; goals too. Limits, achievements and dreams are all fair game.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Establish Rewards</strong></span></div>
<div>
	Understanding goals also means achieving them, and extra reasons for doing so. Work with your teams so that rewards are understood, established and fairly administered. And remember, flex-time and paid time off cost you virtually nothing.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Manage Time Wisely</strong></span></div>
<div>
	Obviously, we&rsquo;re all about good time management. Talk to your team leaders about better managing their own time, and taking better account of workers&rsquo; time. Make sure that time requirements and time-off notice restrictions are clearly posted and all of the available software that&rsquo;s designed just for the task is being used.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Make it Personal</strong></span></div>
<div>
	Your employees want to be treated like adults &ndash; especially the good ones. Freedom comes with responsibility, but your star performers are worth the risk. Make sure they understand consequences, and risks too. But letting them go now &ndash; letting them auto-manage and auto-decide and auto-progress - &nbsp;has all kinds of ways of paying you back. So does understanding, talking about it, and talking about it with all your people.</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Train where necessary</strong></span></div>
<div>
	Again, we mentioned in our post on Employee Satisfaction that you need to be prepared for training. Achieving work life balance for your entire team, or your entire company, can take some serious re-allocation of resources. Stress management can be vital if it turns into a big project, but what employee is going to not love their company after that?</div>
<div>
	&nbsp;</div>
<div>
	<span style="font-size:16px;"><strong>Radiate Positivity</strong></span></div>
<div>
	Loving life and your job still starts with you. Somehow, we think you&rsquo;re up to the task.</div>
<div>
	&nbsp;</div>
<div>
	But don&rsquo;t underestimate the key criticisms and complaints of your key players. Listen carefully and improve everything you can for each of them. Celebrate their time off the way that they do, maybe not in the off hours, but when they get back. Everything that contributes to their well-being also contributes to the well being of the organization as a whole.</div>
<div>
	&nbsp;</div>
<div>
	Remember, you can also highlight the positive roles played in and around your workplace. Sometimes the dark clouds come up with the most insightful and brightest workplace tips. Pay attention to them.</div>
<div>
	&nbsp;</div>
<div>
	Some of these are long time propositions &ndash; and they may take some time. Workplace culture does sometimes meet stiff resistance, sometimes. You may be pleasantly surprised how quickly and efficiently people take to balance &ndash; and learn to love it. <em>(Nimbleschedule)</em></div>',
			'published' => true,
			'created' => '2014-02-18',
			'modified' => '2014-02-18',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Employee Work Life Balance is big issue for any company struggling to keep a big group of people productive and happy. Yet it’s not just a work benefit and it’s not just a personal goal – something your employees do on the yoga mat. Building productivity for the long run is something every workplace needs to consider, and consider deeply.',
			'sortorder' => '2458',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 4 => array(
		'Article' => array(
			'id' => '2566',
			'article_category_id' => '156',
			'title' => 'Are You Vain Enough To Get Ahead?',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	You don&rsquo;t have to be a total narcissist to be a successful executive &ndash; but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems. But while a dose of self-confidence is necessary to raise your hand for the top job and steer a big corporation, too much can cause a leader and company to falter.</div>
<div>
	&nbsp;</div>
<div>
	The study, set to be published in the journal Personnel Psychology, analyzes 54 prior studies touching on narcissism. Some of those studies relied on surveys, which asked leaders whether they identify with statements like, &ldquo;If I ruled the world, it would be a much better place&rdquo; or &ldquo;I think I&rsquo;m a special person.&rdquo; Others analyzed clues in shareholder letters: the number of self-references, for example (is it just a string of &ldquo;I, I, I&rdquo;?), or the size of the executives&rsquo; photos.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s helpful to think of narcissism as distributed along a spectrum. &nbsp;On one end, self-doubt isn&rsquo;t a useful characteristic in a leader&mdash;they can look weak or have trouble making decisions, according to Peter Harms, one of the study&rsquo;s authors and a management professor at the University of Nebraska-Lincoln. But individuals on the other end don&rsquo;t take feedback well and can make reckless choices, he says.</div>
<div>
	&nbsp;</div>
<div>
	Examples of too much self-confidence abound in the world of politics. Harms cites Jonathan Edwards, the former North Carolina senator and presidential candidate who spent lots of time grooming his hair and had an extra-marital relationship on the campaign trail, as displaying the vanity and self-centered nature emblematic of narcissists.</div>
<div>
	&nbsp;</div>
<div>
	Another researcher went on the hunt for CEOs that display humility. Analyzing earnings call transcripts &ndash; comparing the number of times executives said &ldquo;me&rdquo; and &ldquo;mine&rdquo; versus &ldquo;we&rdquo; or &ldquo;our,&rdquo; for example &ndash; an Australian management expertcompiled a list of the least narcissistic American CEOs. The line-up included Target&rsquo;s Gregg Steinhafel, PepsiCo&rsquo;s Indra Nooyi and Bank of America&rsquo;s Brian Moynihan.</div>
<div>
	&nbsp;</div>
<div>
	Rodney Warrenfeltz, who administers personality tests to high-level leaders as a managing partner at Hogan Assessments, uses what he calls &ldquo;the bold scale&rdquo; to measure where the corporate executives he works with fall along the continuum. The test incorporates statements that participants have to check off as true or false, such as, &ldquo;I could get this country moving in the right direction.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Warrenfeltz says a bold score of 70 to 90 on the 100-point scale signifies someone is truly confident. Anything above that can indicate arrogance or entitlement.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;When things go wrong, they blame other people,&rdquo; he says of those who score at the very top of the scale. &ldquo;When things go right they take the credit.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	In addition to narcissism, Harms, the University of Nebraska-Lincoln professor, studies other &ldquo;dark traits&rdquo; like Machiavellianism and psychopathy. (A 2010 study found that psychopaths are more likely to be found in the corner office than on the street.) At lower levels, these attributes can be useful in the corporate setting, he says&mdash;a little psychopathy often translates to being brave. A bit of Machiavellianism is really just political skill, being able to manipulate coworkers or sell people on an idea.</div>
<div>
	&nbsp;</div>
<div>
	Harry Kraemer, a former CEO of the health-care company Baxter International Inc., says being able to influence people is a crucial part of effective leadership. He also thinks executives need &ldquo;true self confidence,&rdquo; a mentality where positive thoughts abound: &ldquo;I know I&rsquo;m good, I know I can add value, I&rsquo;m going to make good decision, I&rsquo;m going to get a lot of stuff done.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	But he also says humility is key. If an executive&rsquo;s ego gets out of hand, employees won&rsquo;t follow him or her.</div>
<div>
	&nbsp;</div>
<div>
	Unless, of course, you&rsquo;re someone like former Apple chief Steve Jobs&ndash; so intelligent and brilliant that the rules don&rsquo;t really apply.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If you&rsquo;re that one-in-10-million person, even though you&rsquo;ve got a mammoth ego, even though you don&rsquo;t treat people very well, you&rsquo;re so unusual that maybe people are willing to put up with it,&rdquo; Kraemer says.&nbsp;</div>
<div style="text-align: right;">
	<em>(www.blogs.wsj.com)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2014-02-09',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'You don’t have to be a total narcissist to be a successful executive – but a solid dash of ego can help. Self-aggrandizing individuals with a need for impact and power are slightly more likely to become leaders than the general population, according to a new study from researchers at the University of Illinois at Urbana-Champaign, the University of Nebraska at Lincoln and personality testing firm Hogan Assessment Systems.',
			'sortorder' => '2411',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 5 => array(
		'Article' => array(
			'id' => '2519',
			'article_category_id' => '156',
			'title' => 'Tips For Avoiding Career Missteps',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Chris Duchesne</strong></div>
<div>
	&nbsp;</div>
<div>
	There are some core mistakes that can derail any career if you aren&rsquo;t careful. Make sure you don&rsquo;t make them...</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Don&rsquo;t Quit Networking Once You Get a Job: People are usually vigilant about networking when looking for a job but stop once they&rsquo;re hired. Your long term career success is dependent on your ability to continue to build strong business connections as well as nurturing current relationships.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Put More Focus on Benefits: When looking for a job, weighing the options is about much more than base pay. The role, manager and compensation are all important factors in deciding whether to join a company, but benefit programs (such as work-hour flexibility, health and wellness programs and family leave policies) and company culture are critical factors as well. More than ever, the lines between work and home life are blurring and working for a company that understands that can save you a lot of stress and money.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Be the Driver of Your Own Destiny: Too many people depend on their manager or boss to set the tone for their career path. Your career success is dependent on being the driver of your own destiny. Be proactive in the assignments and responsibilities you take on. Talk to your manager/boss about what you want and where you see your career path going with the company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Social Media Profiles Professional: The lines between personal and professional are more blurred than ever before. Even if you have a personal profile page on Facebook or Twitter that you intend for your friends eyes only, keep it professional. Never post something that you wouldn&rsquo;t want your boss or prospective employer to see. In today&rsquo;s digital age it&rsquo;s easy for employers and prospective employers to find you online.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Keep Your Skills Sharp: No matter what industry you are in, it&rsquo;s important to keep building on your skill set. It&rsquo;s not enough to graduate from college and call it a day. Education is an ongoing process and it is important to stay sharp and keep up with the latest industry trends if you want to be a key player at your company.</div>
<div>
	&nbsp;</div>
<div>
	&bull;<span class="Apple-tab-span" style="white-space:pre"> </span>Create a Five Year Plan: When you started out in your career you likely had a five year plan. It&rsquo;s important to keep this plan alive! Update it every year. Re-evaluate what you wanted to achieve last year, where you are now and how you would like to see the next five years go. It&rsquo;s a lot easier to make career decisions when you have a solid plan laid out.</div>
<div>
	&nbsp;</div>
<div>
	(Chris Duchesne is the VP of Global Workplace Solutions for Care.com. He brings more than 15 years of experience in HR technology to Care.com, the largest online care destination in the world with 8 million members spanning 16 countries.)</div>
<div>
	www.news.yahoo.com</div>',
			'published' => true,
			'created' => '2014-01-27',
			'modified' => '2014-02-09',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'There are some core mistakes that can derail any career if you aren’t careful. Make sure you do..',
			'sortorder' => '2386',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 6 => array(
		'Article' => array(
			'id' => '2468',
			'article_category_id' => '156',
			'title' => 'When It’s OK To Love Someone At The Office',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Feintzeig</strong></div>
<div>
	&nbsp;</div>
<div>
	To get employees to spend more time in the office, try a little tenderness.</div>
<div>
	&nbsp;</div>
<div>
	New research out of the University of Pennsylvania&rsquo;s Wharton School and George Mason University shows that an office culture of &ldquo;companionate love&rdquo; can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Love has kind of been a taboo word,&rdquo; when it comes to work, says Sigal G. Barsade, a Wharton management professor. But &ldquo;this is where we spend most of our time.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	Companionate love&ndash;as opposed to the passion associated with romantic relationships&ndash;is marked by feelings of caring, compassion and affection, says Ms. Barsade. Workers can show such love by buying a cup of coffee for a colleague who&rsquo;s been up late with a new baby or offering to cover for a co-worker during a doctor&rsquo;s appointment.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and George Mason management professor Olivia O&rsquo;Neill studied 185 employees working in a nursing home in the Northeast where managers were trying to cultivate a warm, caring environment. They found that employees in sections where co-workers showed more companionate love reported higher satisfaction, less emotional burnout and better teamwork than employees in less-demonstrative units. They were also absent from work less.</div>
<div>
	&nbsp;</div>
<div>
	Residents of the nursing home, who were also studied, benefited too. Researchers found residents in the more loving sections had better moods and took fewer trips to the emergency room than residents of other sections.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;In response to Tina Turner&rsquo;s famously haunting lyrics, love, actually, has very much to do with it,&rdquo; the authors write in the paper, set to be published by Administrative Science Quarterly in the next few months.</div>
<div>
	&nbsp;</div>
<div>
	Small acts of kindness and compassion in the workplace can be contagious, previous studies have found. For example, an accountant who&rsquo;s encouraged to take time off during a busy tax season to deal with a personal issue will feel more loyal to the company and will be more likely to respond compassionately when another colleague needs his help down the line.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It turns into this virtuous cycle,&rdquo; Ms. Barsade says.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade and Ms. O&rsquo;Neill also surveyed 3,201 workers across industries including engineering, financial services and higher education about the emotional cultures of their workplaces. Respondents who worked in compassionate environments reported increased job satisfaction and greater commitment to the organization, they found.</div>
<div>
	&nbsp;</div>
<div>
	Ms. Barsade says leaders of all types of companies need to recognize that the emotional cultures of their workplaces are as important as the &ldquo;cognitive&rdquo; concepts they place front and center &ndash; like innovation or results. Executives can start by treating those around them with more compassion, she says, and also incorporate formal company-wide policies like flexible work hours.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;If as a leader you foster a culture of companionate love, you will have more satisfied employees and a better work outcome,&rdquo; she says.</div>',
			'published' => true,
			'created' => '2014-01-20',
			'modified' => '2014-01-27',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'New research out of the University of Pennsylvania’s Wharton School and George Mason University shows that an office culture of “companionate love” can lead to less worker absenteeism and increased employee satisfaction, as measured by surveys and personnel records.',
			'sortorder' => '2310',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 7 => array(
		'Article' => array(
			'id' => '2201',
			'article_category_id' => '156',
			'title' => 'More Proof That Hiring And Dating Aren’t So Different',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Rachel Emma Silverman</strong></div>
<div>
	&nbsp;</div>
<div>
	T<span style="font-size: 12px;">he back-and-forth of job interviews often feels like dating. &lsquo;Will they like me?&rsquo; candidates wonder. &lsquo;Will they stick around?&rsquo; companies ask.</span></div>
<div>
	&nbsp;</div>
<div>
	Turns out, hiring managers at elite professional firms really do tend to evaluate candidates as if they were potential romantic partners or new friends, according to recent research by Kellogg management professor Lauren Rivera.</div>
<div>
	&nbsp;</div>
<div>
	The Kellogg study found that employers tend to evaluate candidates on whether they&rsquo;d be likely to hang out with them, rather than strictly focusing on a person&rsquo;s qualifications for the job.</div>
<div>
	&nbsp;</div>
<div>
	Even dating site eHarmony is getting into the recruiting game. &nbsp;The company is developing a recruiting site to more effectively match companies to candidates, says Grant Langston, vice president of customer experience.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Where do people not experience a lot of compatibility?&rdquo; says Mr. Langston. &ldquo;One of the first things we came up with was jobs we are currently trying to isolate what are the things that make an employee a good fit.&rdquo; The product, which is in the early stages, may come out next year.</div>
<div>
	&nbsp;</div>
<div>
	According to the Kellogg research, professionals involved in hiring placed more emphasis on how comfortable or excited they were about candidates than on applicants&rsquo; cognitive or technical skills.</div>
<div>
	&nbsp;</div>
<div>
	That doesn&rsquo;t mean employers hire unqualified workers, Rivera says. But, she adds, her findings show that &ldquo;employers hire in a manner more closely resembling the choice of friends or romantic partners&rdquo; than what we might expect. Hiring managers pay especially close attention to criteria such as similar education level and schools attended, shared leisure pursuits and a mutual &ldquo;spark,&rdquo;&mdash; factors similar to those people use when choosing a friend or mate.</div>
<div>
	&nbsp;</div>
<div>
	In her study, comprised of 120 interviews with hiring professionals at elite U.S. investment banks, law firms and consulting firms, more than half of the hiring professionals ranked &ldquo;cultural fit&rdquo;&mdash;similarity of background, interests and self-presentation&mdash;as the most important factor in an interview.</div>
<div>
	&nbsp;</div>
<div>
	The danger, of course, is that workers from cultural backgrounds that don&rsquo;t match their evaluators&rsquo; backgrounds may be at a disadvantage when they&rsquo;re up for a job. Especially when it comes to elite jobs, people who come from lower socioeconomic backgrounds might not get the same consideration a well-off candidate would, Rivera says. (The Wall Street Journal)</div>',
			'published' => true,
			'created' => '2013-12-03',
			'modified' => '2013-12-16',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The back-and-forth of job interviews often feels like dating. ‘Will they like me?’ candidates wonder. ‘Will they stick around?’ companies ask.',
			'sortorder' => '2045',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 8 => array(
		'Article' => array(
			'id' => '2157',
			'article_category_id' => '156',
			'title' => 'Favoritism: Playing Out At An Office Near You',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By LAUREN WEBER</strong></div>
<div>
	&nbsp;</div>
<div>
	Here&rsquo;s a riddle: A company&rsquo;s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That&rsquo;s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.</div>
<div>
	&nbsp;</div>
<div>
	Their conclusion might help explain the lack of diversity in the skyscrapers and industrial parks of corporate America, and assist companies and regulatory agencies in coming up with effective plans to create more heterogeneous workplaces. &ldquo;It&rsquo;s not about reducing hatred but reducing excess liking, and these are not the same things,&rdquo; said Dan Hamermesh, an economist at the University of Texas and one of the authors of the paper.</div>
<div>
	&nbsp;</div>
<div>
	The paper gets deep into the dynamics of what we normally call discrimination, separating out hostility against an out-group (a group to which, say, a hiring manager does not belong) from preference for people similar to oneself. The authors refer to these attitudes as exophobia and endophilia.</div>
<div>
	&nbsp;</div>
<div>
	The distinction is a subtle one &ndash; at first glance, they seem like two sides of the same coin &ndash; but the authors point out that they can produce quite different real-world outcomes.</div>
<div>
	&nbsp;</div>
<div>
	For example, if a white boss is responsible for distributing $300 in bonus money to three workers, one white, one black and one Hispanic, each worker should get $100 presuming all other variables are equal. But an endophilic supervisor might give the white worker $110, leaving the other two $190, or $95 each. Meanwhile, an exophobic boss who is biased against African-Americans might give the black worker $90, leaving $210 for the others, or $105 each. &ldquo;In both cases the difference in outcomes between the white and the black worker is $15, but white-Hispanic relative wages differ under each alternative,&rdquo; the authors write.</div>
<div>
	&nbsp;</div>
<div>
	In an experiment conducted at the School of Business and Economics at Maastricht University, in the Netherlands, the researchers randomly revealed or concealed the names on students&rsquo; final exams, allowing some graders to infer the nationality and gender of the students. Most of the individuals were German or Dutch, and their names generally reflected their origins. Researchers also had access to the graders&rsquo; nationality and gender. In total, 1,495 exams scored by 42 graders were examined.</div>
<div>
	&nbsp;</div>
<div>
	Among those graders who&rsquo;d seen the names, the authors found &ldquo;substantial&rdquo; favoritism by nationality, but no evidence of discrimination. A student who matched the grader&rsquo;s nationality received a higher score if her name was visible, equivalent to moving from the median score to the 57th percentile. But in unmatched pairs, where discrimination would presumably be evident, grades were about the same whether names were revealed or not.</div>
<div>
	&nbsp;</div>
<div>
	On average, gender had no effect on scores. The authors point out that while discrimination still exists in some cases, favoritism is more pervasive, and suggest that anti-discrimination policies or workplace-diversity programs, which tend to focus on revealing and fighting biases, should instead be oriented toward helping workers and managers understand their unconscious preferences.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;We&rsquo;re so hung up on accusing people of &hellip; discriminating against others, but maybe it&rsquo;s not the most efficient way to ameliorate the problem,&rdquo; said Hamermesh.</div>',
			'published' => true,
			'created' => '2013-11-25',
			'modified' => '2013-12-03',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Here’s a riddle: A company’s workforce is composed of 80% white men. Is there discrimination going on? Or is it favoritism? That’s the question posed in a new paper by economists at Maastricht University and the University of Texas, who found that favoritism is a far more powerful force than outright bias.',
			'sortorder' => '2011',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 9 => array(
		'Article' => array(
			'id' => '2108',
			'article_category_id' => '156',
			'title' => 'What To Do When Work Stress Eats Up The Evening',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Melissa Korn</strong></div>
<div>
	&nbsp;</div>
<div>
	F<span style="font-size: 12px;">eeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day&rsquo;s wins. Forthcoming research &nbsp;from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.</span></div>
<div>
	&nbsp;</div>
<div>
	The study, conducted by researchers at the University of Minnesota, University of Florida and others, tracked a group of workers over 15 days, logging their blood pressure and reported stress symptoms, such as fatigue, difficulty concentrating and headaches, and observed changes as they wrote down their accomplishments, such as leading a successful sales call, or a presentation that earned a manager&rsquo;s praise.</div>
<div>
	&nbsp;</div>
<div>
	It&rsquo;s no surprise that positive thinking can ease tension. But it might prove more practical than employers&rsquo; current approaches for fighting workplace stress, such as offering flexible work arrangements or creating a new org chart that doesn&rsquo;t actually change daily life at the office, says Theresa Glomb, a work and organizations professor at University of Minnesota&rsquo;s Carlson School of Management and co-author of the report.</div>
<div>
	&nbsp;</div>
<div>
	(Need proof that the minimize-negative-stressors strategy isn&rsquo;t working very well? More than one-third of respondents to this American Psychological Association survey reported chronic work stress. And some tactics, such as offering unlimited vacation time and building community in an open office space, may do more harm than good.)</div>
<div>
	&nbsp;</div>
<div>
	Listing the good things that happened over the course of a day is valuable in its own right, but Glomb says the real impact comes from writing down why those things led to good feelings. That act highlights the resources and support a person has in their work life&mdash;such as skills, a good sense of humor, an encouraging family or a compassionate boss.</div>
<div>
	&nbsp;</div>
<div>
	The reflections don&rsquo;t have to be work-related, Glomb adds. Even a tasty lunch brought from home can be a workday accomplishment. In the experiment, about 40% of the end-of-day reflections had nothing to do with work, and reflecting on them still made the subjects calmer later that evening.</div>
<div>
	&nbsp;</div>
<div>
	Companies shouldn&rsquo;t rush to institute mandatory reflection time each day, Glomb warns, since that could just add another stressor for time-crunched workers. Instead, they can embed the exercise in the regular work day, perhaps by asking employees to share details of something that&rsquo;s going well in their lives at the start of a team meeting.&nbsp;</div>
<div>
	<em>(http://blogs.wsj.com/atwork)&nbsp;</em></div>',
			'published' => true,
			'created' => '2013-11-11',
			'modified' => '2013-11-25',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Feeling the pinch of work stress in the evening? Before heading home for the night, take a moment to savor the day’s wins. Forthcoming research  from the Academy of Management Journal shows that workers reported lower stress levels in the evenings after spending a few minutes jotting down positive events at the end of the day, along with why those things made them feel good.',
			'sortorder' => '1970',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 10 => array(
		'Article' => array(
			'id' => '2036',
			'article_category_id' => '156',
			'title' => 'Time To Tune Out The Loudmouth',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	<strong>--By Lindsay Gellman</strong></div>
<div>
	&nbsp;</div>
<div>
	<img alt="Management Gyan" src="/userfiles/images/mg%20(Copy).jpg" style="float: right; margin: 0px 0px 0px 10px;width: 250px; height: 288px;" />It&rsquo;s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they&rsquo;re talking about perform better in problem-solving tasks than those that don&rsquo;t. That&rsquo;s according to a new study from the University of Utah and Idaho State University. &ldquo;We&rsquo;d hope that facts would be the currency of influence,&rdquo; says Bryan L. Bonner, lead author of the study and an associate professor at the University of Utah&rsquo;s David Eccles School of Business. &ldquo;But often, we guess at who&rsquo;s the expert&mdash;and we&rsquo;re wrong.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	People tend to rely too much on &ldquo;messy proxies for expertise&rdquo;&mdash;such as a speaker&rsquo;s confidence level, extroversion, gender and/or race&mdash;and not enough on the content of his or her contributions, when making judgments about expertise, says Mr. Bonner. Doing so can be costly if the group doesn&rsquo;t heed those with the most relevant knowledge, Mr. Bonner says. The correlation between a speaker&rsquo;s confidence and his or her expertise is often &ldquo;very small,&rdquo; he adds.</div>
<div>
	&nbsp;</div>
<div>
	The findings mainly apply to group problem-solving tasks for which there is a correct answer (or answers), such as estimating the number of product units your firm will ship next week or valuating a company, and less so to more subjective tasks, like generating ideas for a marketing campaign, Mr. Bonner says.</div>
<div>
	&nbsp;</div>
<div>
	So how to prevent chatterboxes from taking over a meeting you&rsquo;re running? Instead of launching right into a discussion, frame the meeting as a fact-gathering mission, Mr. Bonner says. Encourage everyone to contribute, he says, and keep a running list of facts to promote shared understanding.</div>
<div>
	&nbsp;</div>
<div>
	Mr. Bonner notes that sometimes, the most vocal team members do in fact know best. &ldquo;If you&rsquo;re listening to the confident people and they&rsquo;re right&mdash;great,&rdquo; he says. Just don&rsquo;t let the expertise of quieter colleagues get lost in the shuffle.</div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-10-28',
			'modified' => '2013-10-28',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'It’s time to tune out the loudmouth who monopolizes meetings. Teams often struggle to determine whether those with the strongest personality necessarily have the sharpest insight, but new research suggests that groups that take the time to sort out actual experts from loudmouths who only sound like they know what they’re talking about perform better in problem-solving tasks than those that don’t.',
			'sortorder' => '1886',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 11 => array(
		'Article' => array(
			'id' => '1986',
			'article_category_id' => '156',
			'title' => 'It’s Not A Failure To Fail',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Alan Iny</strong></div>
<div>
	&nbsp;</div>
<div>
	Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian&rsquo;s schoolboy struggles with what he calls &ldquo;the scourge of mathematics.&rdquo; So bad was his math ineptitude that the prep school he was attending declared him &ldquo;not college material&rdquo; and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.</div>
<div>
	&nbsp;</div>
<div>
	Failure is dreaded in much of the world, but it shouldn&rsquo;t be. If it&rsquo;s a failing grade due to laziness or lack of effort, it&rsquo;s not something to celebrate. But if you try something new and fail, you&rsquo;ve at least shown a willingness to take risks &ndash; one of the hallmarks of creativity.Virtually everyone fails at something at some time; it&rsquo;s not the end of the world. And it can often be the catalyst that ultimately leads to success. The advice is good in the lead song from the Fred Astaire-Ginger Rogers movie, Swing Time: &ldquo;Pick yourself up, dust yourself off, start all over again.&rdquo;</div>
<div>
	&nbsp;</div>
<div>
	It took Thomas Edison hundreds of tries before he successfully came up with a commercially viable incandescent light bulb. Oprah Winfrey, at age 22, was fired from a television reporting job because she wasn&rsquo;t right for TV, in the view of her then employer. The Beatles were let go by their first record label. (Hat tip: Business Insider&rsquo;s 15 People Who Failed Before Becoming Famous)</div>
<div>
	&nbsp;</div>
<div>
	The best thing, in my opinion, is to proactively fail. Go big; fall hard. And I&rsquo;m not alone.</div>
<div>
	&nbsp;</div>
<div>
	Grey advertising celebrates &ldquo;failures of daring and audacity&rdquo; with a quarterly Heroic Failures award. &ldquo;Better to attempt something astonishing and go down in flames than to gingerly hold back,&rdquo; the company says. In business, challenging who we are, what we do, and how we do it should be an ongoing and permanent process. When you stand still, you fall behind.</div>
<div>
	&nbsp;</div>
<div>
	Consider TV news. The old news format, which prevailed for more than three decades, presented &ldquo;news&rdquo; in regularly scheduled, usually 30-minute, packages. Ted Turner believed this concept was outdated. So, in 1980 his Turner Broadcasting System launched Cable News Network (CNN), offering news reports all day long, in real time.</div>
<div>
	&nbsp;</div>
<div>
	This &lsquo;new box&rsquo; for news, which seems obvious today, was by no means guaranteed to succeed. &nbsp;CNN lost money in its first years and was ridiculed for attempting to change people&rsquo;s perceptions about the news so dramatically. &nbsp;Over time, however, it came to be known for live coverage of events around the world, and regularly scooped other news outlets.</div>
<div>
	&nbsp;</div>
<div>
	Still, no good idea is good forever, and by the end of the 1990s CNN was struggling to regain a leading share of an industry that more subjective &lsquo;talk radio&rsquo; types of television had come to dominate.</div>
<div>
	&nbsp;</div>
<div>
	Breakthrough creativity requires recognizing and challenging your mental autopilot: the firmly held assumptions and beliefs that box you in, define who you are, and limit what you do. And this applies, even when your business &ndash; career, job, company &ndash; is doing well. Don&rsquo;t wait for a crisis to challenge the old and seek out the new.</div>
<div>
	&nbsp;</div>
<div>
	So the next time things are going swimmingly, remember this: Even when we&rsquo;re doing well, we need to be creative, put our imagination to work, and try to do something new and better. That is worthwhile regardless of where it leads.</div>
<div>
	&nbsp;</div>
<div>
	(<em>Alan Iny is senior global specialist in business creativity at The Boston Consulting Group (BCG) and co-author, with BCG senior adviser Luc de Brabandere, of the newly-published Thinking in New Boxes: A New Paradigm for Business Creativity.)</em></div>
<div>
	<em>(http://blogs.wsj.com/atwork)</em></div>',
			'published' => true,
			'created' => '2013-10-21',
			'modified' => '2013-11-11',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Philip Terzian, a prominent Washington journalist, wrote a column earlier this year that every professional should read. The column details Terzian’s schoolboy struggles with what he calls “the scourge of mathematics.” So bad was his math ineptitude that the prep school he was attending declared him “not college material” and sent him packing. He moved on, graduated from Villanova University, and has had a long and successful career, including stints at the Los Angeles Times, the Providence Journal and the Weekly Standard.',
			'sortorder' => '1845',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 12 => array(
		'Article' => array(
			'id' => '1940',
			'article_category_id' => '156',
			'title' => 'To Master Your Next Meeting, Just Say ‘Yeah’',
			'sub_title' => '',
			'summary' => null,
			'content' => '<p>
	&nbsp;</p>
<p>
	<strong>--By Rachel Emma Silverman</strong></p>
<p>
	The next time you&rsquo;re in a meeting and want to get people on your side, just say &lsquo;yeah.&rsquo;<br />
	<br />
	New research out of the Massachusetts Institute of Technology&nbsp; found that&nbsp; certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.<br />
	<br />
	Researchers Cynthia Rudin and Been Kim, a statistics professor and graduate student, respectively, at MIT&rsquo;s Sloan School of Management , analyzed vocabulary usage and dialogue patterns in 95 meetings to see which words appeared to sway colleagues most.<br />
	<br />
	Among the words most likely to result in accepted proposals: &lsquo;Yeah,&rsquo; &lsquo;give,&rsquo; &lsquo;start,&rsquo;<br />
	and &lsquo;discuss.&rsquo;<br />
	<br />
	While &lsquo;yeah&rsquo; may seem like an odd candidate for a persuasive word, it may have currency because it signals agreement with what others have previously said.&nbsp; Framing a suggestion as if it were an agreement, rather than a conflict, may win favor more easily in a group, according to Dr. Rudin.<br />
	<br />
	Some words turned out to be good for steering colleagues away from a topic. &lsquo;meeting&rsquo; was particularly effective when the speaker&rsquo;s proposal aimed to halt discussion of a particular issue, as in &ldquo;maybe this is something for the next meeting.&rdquo; Those suggestions were almost always accepted, the researchers found.<br />
	<br />
	&lsquo;Discuss&rsquo; was used in a similar fashion, to suggest how a meeting should be organized, as in &lsquo;Maybe we should discuss this further.&rsquo;<br />
	<br />
	The researchers also tried to identify standard dialogue patterns in meetings, and found employees rarely offered compliments after negative assessments. Doing so makes an employee sound disingenuous, the researchers wrote.<br />
	(http://blogs.wsj.com/atwork)<br />
	&nbsp;</p>',
			'published' => true,
			'created' => '2013-10-07',
			'modified' => '2013-10-21',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'The next time you’re in a meeting and want to get people on your side, just say ‘yeah.’

New research out of the Massachusetts Institute of Technology  found that  certain words seem to help participants appear more persuasive in meetings and increased the chances that their ideas would win acceptance from the group.',
			'sortorder' => '1798',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 13 => array(
		'Article' => array(
			'id' => '1891',
			'article_category_id' => '156',
			'title' => 'What To Do When Co-Workers Won’t Leave You Alone',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today&rsquo;s &ldquo;Work &amp; Family&rdquo; column.</div>
<div>
	&nbsp;</div>
<div>
	Most people try on their own to solve the problem, fleeing to a conference room or working from home when they need to concentrate. But tackling the problem as a team works better, according to employers and consultants.The best solutions require agreeing with co-workers that interruptions are a problem and figuring out better ways to communicate.</div>
<div>
	&nbsp;</div>
<div>
	Some work teams adopt a shared signal that an employee is in deep-think and shouldn&rsquo;t be interrupted except for a crisis. About 30 employees at a Colorado-based beverage company strung fishing line across their cubicle doors, then hung bright-colored swimsuit cover-ups over the line to use as curtains when they wanted to concentrate, says Laura Stack, a productivity trainer, author and speaker. When the curtains were drawn, co-workers stayed away except for top-priority issues. Employees at a construction company donned orange armbands as a no-interruption signal, she says.</div>
<div>
	&nbsp;</div>
<div>
	To make team solutions work, Stack trains employees to prioritize their needs, similar to the way a triage nurse sorts patients into groups based on the urgency of their condition. &ldquo;Priority One&rdquo; issues are crises or emergencies that must be handled immediately; &ldquo;Priority Two&rdquo; issues might soon become a crisis, and so on. &ldquo;Priority Four&rdquo; is reserved for &ldquo;occupational hobbies &mdash; anything we are doing to avoid doing a Priority One or Priority Two task,&rdquo; Stack says; Priority Fours could be taken off your to-do list forever without harm. &nbsp;If co-workers agree up-front on what kinds of issues demand immediate attention, most can cut interruptions significantly, she says.</div>
<div>
	&nbsp;</div>
<div>
	Other work teams have to learn to say no, says Maura Thomas, a speaker and trainer on productivity and attention. &nbsp;&ldquo;People ask, &lsquo;How do I get the message across that I don&rsquo;t want to be interrupted? I try to keep typing when people are talking to me, but they just keep talking. Or I try to ignore them when they yell over the cubicle, but they just keep yelling. So I just give in to them.&rsquo; [These people] are using every technique except their words,&rdquo; Thomas says. She coaches employees on polite deferrals, saying, &ldquo;I&rsquo;m sorry, I really can&rsquo;t talk now. Could we meet later?&rdquo; When all members of a work group hear the same message, they&rsquo;re more likely to take such rejections in stride, she says.</div>
<div>
	&nbsp;</div>
<div>
	Thomas also has co-workers set regular limits on their availability. Rather than setting an &ldquo;open-door policy&rdquo; that implies 24/7 access, she suggests managers limit open-door time to a few hours a day. Other teams set daily quiet hours for everyone. (http://blogs.wsj.com/atwork)</div>',
			'published' => true,
			'created' => '2013-09-30',
			'modified' => '2013-10-07',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Interruptions at the office are more than an annoyance. Research shows they fuel a sense of overload and add to stress, physical ailments and anxiety, as reported in today’s “Work & Family” column.',
			'sortorder' => '1752',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	),
	(int) 14 => array(
		'Article' => array(
			'id' => '1740',
			'article_category_id' => '156',
			'title' => 'Mastering The Art Of Conveying Confidence',
			'sub_title' => '',
			'summary' => null,
			'content' => '<div>
	&nbsp;</div>
<div>
	<strong>--By Sue Shellenbarger</strong></div>
<div>
	&nbsp;</div>
<div>
	Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers &ndash; body language.</div>
<div>
	&nbsp;</div>
<div>
	People rely on nonverbal cues such as posture and eye contact to evaluate others very quickly after an initial meeting, forming a first impression within 15 to 20 seconds, says Noah Zandan, president of Quantified Impressions, an Austin, Texas, communications-analytics firm. No matter how hard a person tries to perfect a presentation or job-interview answers, 90% of listeners&rsquo; first impressions of a speaker remain unchanged after hearing the content of his or her message, Zandan says.</div>
<div>
	&nbsp;</div>
<div>
	Some young adults undermine that first impression by shifting their weight from one foot to another when speaking, Zandan says. Others lean to one side and thrust their chest and one shoulder forward in what he calls &ldquo;the heart posture,&rdquo; a pose that is common among young women in social-media photos and videos.</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;It&rsquo;s important to avoid any body language that makes you look youthful or unintelligent, or not in full command of what&rsquo;s going on,&rdquo; says Briar Goldberg, Quantified Impressions&rsquo; director of feedback.</div>
<div>
	&nbsp;</div>
<div>
	To raise body-language awareness, Stanford University professor Deborah Gruenfeld created a class for M.B.A. candidates called &ldquo;Acting with Power.&rdquo; The 36-student course, which teaches the use of posture and other nonverbal signals of status and authority, has had waiting lists of up to 100 students every term since it began six years ago.</div>
<div>
	&nbsp;</div>
<div>
	Many students enter the class with bad habits of slouching, standing on one foot or always crossing their legs when seated, says Gruenfeld, a professor of organizational behavior in Stanford&rsquo;s Graduate School of Business. Together with a co-instructor, Gruenfeld uses coaching and role-playing to teach the &ldquo;physical manifestations of status &ndash; ways of holding your head, moving your eyes, and sitting and standing and speaking&rdquo; that convey confidence, she says.</div>
<div>
	&nbsp;</div>
<div>
	Students learn to assume a &ldquo;squared-off stance, like a fortress,&rdquo; with feet spread wide and weight distributed evenly between them, to respond to a challenge or emphasize a point. Other students practice &ldquo;the ability to deliver a message with a straight face,&rdquo; without the nervous smile that signals low status, Gruenfeld says.</div>
<div>
	&nbsp;</div>
<div>
	Some students object to managing their body language, saying, &ldquo;I&rsquo;m really concerned about my authenticity. I don&rsquo;t want to be faking it,&rdquo; Gruenfeld says. She tells them that their current physical habits aren&rsquo;t really of their own making either. They&rsquo;re the result of conditioning by others, who have taught them since childhood to avoid behaving in ways that are &ldquo;above your rank.&rdquo;&nbsp;</div>
<div>
	&nbsp;</div>
<div>
	&ldquo;Status is a key determinant of how relationships work,&rdquo; Gruenfeld says. To succeed in the workplace, &ldquo;you have to learn to use your body in a way&rdquo; that sends an authentic message about your role and relationships with others.&nbsp;</div>
<div>
	<em>(blogs.wsj.com/atwork)</em></div>
<div>
	&nbsp;</div>',
			'published' => true,
			'created' => '2013-09-02',
			'modified' => '2013-09-23',
			'keywords' => 'the corporate weekly from Nepal, nepali corporate events – news – interviews – reviews, nepali corporate focus, nepali corporate status and news, news from nepali corporate industry, corporate happenings – events – news from nepal',
			'description' => 'Most people work hard pulling down degrees and polishing resumes in hopes of impressing hiring managers. But many neglect to master one of the most important hot buttons for employers – body language.',
			'sortorder' => '1601',
			'image' => null,
			'article_date' => '0000-00-00 00:00:00',
			'homepage' => false,
			'breaking_news' => false,
			'main_news' => false,
			'in_scroller' => false,
			'user_id' => '0'
		)
	)
)
$current_user = null
$logged_in = false
$xml = false
simplexml_load_file - [internal], line ??
include - APP/View/Elements/side_bar.ctp, line 133
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::_renderElement() - CORE/Cake/View/View.php, line 1224
View::element() - CORE/Cake/View/View.php, line 418
include - APP/View/Articles/index.ctp, line 157
View::_evaluate() - CORE/Cake/View/View.php, line 971
View::_render() - CORE/Cake/View/View.php, line 933
View::render() - CORE/Cake/View/View.php, line 473
Controller::render() - CORE/Cake/Controller/Controller.php, line 968
Dispatcher::_invoke() - CORE/Cake/Routing/Dispatcher.php, line 200
Dispatcher::dispatch() - CORE/Cake/Routing/Dispatcher.php, line 167
[main] - APP/webroot/index.php, line 117

file not found!

Latest

173 People Die in Disaster Incidents since June 10

Crusher Federation Urges PM Oli for Industry Renewal

Prime Minister Calls for Enhancing 'Hello Sarkar' Service

Bardiya National Park Sees Increase in Tourist Arrivals

Experts, Manpower Agencies at Odds Over Draft of Labour Migration Policy

Lower Seti Hydropower Project Acquires o500 Ropanis of Land

Government Proposes Formation of New Authority to Regulate Cooperatives

Sugar Prices Surge ahead of Festive Season amid Govt’s Failure to Import Sugar

BFIN to Host Conference in Kathmandu on Wednesday

Price of Gold Reaches All-Time High in Nepal

FOREX

Currency	Unit	Buy	Sell
U.S. Dollar	1	121.23	121.83
European Euro	1	131.65	132.31
UK Pound Sterling	1	142.47	143.18
Swiss Franc	1	124.29	124.90
Australian Dollar	1	71.69	72.05
Canadian Dollar	1	83.90	84.32
Japanese Yen	10	10.94	11.00
Chinese Yuan	1	17.17	17.26
Saudi Arabian Riyal	1	32.27	32.43
UAE Dirham	1	33.01	33.17
Malaysian Ringgit	1	27.36	27.50
South Korean Won	100	9.77	9.82

Update: 2020-03-25 | Source: Nepal Rastra Bank (NRB)

Bullion

Fine Gold	1 tola	77000.00
Tejabi Gold	1 tola	76700.00
Silver	1 tola	720.00

Update : 2020-03-25

Source: Federation of Nepal Gold and Silver Dealers' Association

Petroleum

Petrol	1 Liter	106.00
Diesel	1 Liter	95.00
Kerosene	1 Liter	95.00
LP Gas	1 Cylinder	1375.00