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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] ) ) ), 'current_user' => null, 'logged_in' => false ) $articles = array( (int) 0 => array( 'Article' => array( 'id' => '1653', 'article_category_id' => '156', 'title' => 'When Your Joke Bombs At The Office', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Sue Shellenbarger</strong></div> <div> </div> <div> Using humour well at work can boost your career and make you popular among co-workers. But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.</div> <div> </div> <div> Skilled humourists quickly turn the joke on themselves, says Michael Kerr, a speaker, trainer and author on workplace humour. He suggests having a few recovery lines in mind, such as “Beam me up – NOW, Scotty,” or “Where’s my stunt double?” or, “If you’re going to mess up, I always said, go big or go home.” A deft recovery can be even funnier than an original joke. It’s wise to do a post-mortem later, critiquing your timing and motives, humour consultants say. Workplace humour should always be positive, aimed at bringing people together or easing stress. If your joke failed because you were putting people down, driving a wedge between co-workers, or conveying a racist, ageist or sexist attitude, then give it up. Another common misstep is poor timing, or failure to read your audience’s mood and attitude. And never try to be funny when you’re nervous or not feeling upbeat yourself, experts say. Another common problem is overdoing it; “people who use too much humour can lose credibility” in the workplace, says Kevin Cruthirds, an assistant professor of management at the University of Texas, Brownsville, and co-author of a widely cited 2006 study on humour in the workplace.</div> <div> </div> <div> If your humour passes all those tests, just try again.</div> <div> </div> <div> Any office humourist has to accept that some jokes will bomb, says Zach Ward, managing director of ImprovBoston, a comedy theater and school where people often enroll to improve their interpersonal skills at work. “We have to be willing to fail and joke again,” says Ward. “Failing at humour isn’t the end of the world.” And if your good-natured, appropriate attempts at humour get laughs elsewhere but draw only deadly stares at the office, “then maybe you’re in a work environment where you can’t have fun,” suggesting you might be happier elsewhere, he adds. Margot Carmichael Lester considers humour so important in the workplace that she’s willing to risk an occasional flop. In an administrative job years ago, she accidentally threw away her boss’s paycheck while sorting the mail. Figuring that she would soon be fired anyway, she wrote and distributed a satirical press release to a few close co-workers, saying, “One way to make a lasting impression is to throw away the boss’s paycheck. Once you’ve done that, nobody is going to forget you.”</div> <div> </div> <div> A colleague shared it with the boss. To her surprise, he thought it was so funny that he congratulated her – and kept her on. (The paycheck was later recovered.) “I’ve made some bad jokes or those that nobody got,” says Ms. Lester, owner of The Word Factory, a Carrboro, N.C. content creator. But she keeps making jokes anyway; business is hard enough, she says. “At some point you really have to laugh, or you’re going to cry.” <em>(http://blogs.wsj.com/atwork)</em></div>', 'published' => true, 'created' => '2013-08-19', 'modified' => '0000-00-00', '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' => 'Using humour well at work can boost your career and make you popular among co-workers. But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.', 'sortorder' => '1514', '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' => '1608', 'article_category_id' => '156', 'title' => 'Why Should A Humble Leader Be Put At The Helm Of An Organization?', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> The moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies. Of all the virtues expected of an executive or government official, humility is especially important, yet it largely has been overlooked in the realm of economics. This is probably due to an incomplete or misguided notion of what it means to be humble, why it’s important, and how being modest contributes to the success and reputation of an organization as well as of its leader. </div> <div> </div> <div> In his working paper “Reputacion y Humildad en la Direccion de Empresas (Reputation and Humility in Running a Business),” Professor Antonio Argandona of the Instituto de Estudios Superiores de la Empresa at the University of Navarra in Spain aims to set the record straight, offering ideas for reflection on this essential virtue. People often think that humility is incompatible with showing the authority necessary in being a leader, Argandona writes. That couldn’t be farther from the truth. A leader who is truly humble, and is perceived as being so by others, ultimately will have far more authority than an arrogant leader. </div> <div> </div> <div> Self-knowledge is the first and foremost expression of humility. People who are humble neither overestimate their virtues nor disparage themselves. Having high self-esteem does not make them pretentious. They constantly evaluate themselves, and realize that they are not infallible. This self-awareness includes recognizing what they owe to others. Humble individuals do not take credit for all of their strengths and achievements. Instead they value and appreciate the help they receive from others. Another quality associated with humility, Argandona writes, is a sense of transcendence, the tendency to act according to an ambitious ideal. That is why being humble also entails being demanding of oneself. Humility often goes hand in hand with other virtues, such as objectivity, simplicity, the desire to learn and patience with others </div> <div> </div> <div> Humble leaders don’t boast about their strengths, but they don’t deny or conceal them either. Nor will they hide their shortcomings, deficiencies and mistakes. They neither seek praise from others nor feel hurt by criticism. They are grateful to discover how others perceive them, since it can raise their self-awareness. When it comes to evaluating others, humble individuals are aware that everyone else is probably better than they are in some way, so they tend to judge others less severely than they would judge themselves. Humble leaders also tend to avoid comparing their qualities, merits, knowledge and achievements with those of others. If forced to do so, they try not to rate themselves as superior. They pass judgment if necessary, but look for the silver lining whenever possible. </div> <div> </div> <div> This openness gives way to additional virtues associated with humility, Argandona writes, such as generosity, respect and a spirit of service. In particular humble leaders acknowledge the merits of their peers. They request, accept and acknowledge their ideas, suggestions and tips. They never are envious of the successes and qualities of others. </div> <div> </div> <div> Why should a humble leader be put at the helm of an organization? </div> <div> </div> <div> For one thing, Argandona writes, they tend to make fewer mistakes. Their natural inclination for introspection and their willingness to accept outside criticism generally give them a good idea of what their limitations and capabilities are. Their interpersonal relationships tend to be more genuine and simple, since they do not crave flattery. They tend to be sincere both in their criticism and in their praise, highlighting the positive aspects of the other person’s behavior without skipping over the negative ones, which can help them improve. They tend to seek collaboration, to offset their shortcomings and to capitalize on the standout qualities of fellow team members, and will likely pay more attention to the common good of the organization than to their own self-interests. </div> <div> </div> <div> Acknowledging their limitations drives them toward the active pursuit of excellence. (The New York Times)</div> <div> </div>', 'published' => true, 'created' => '2013-08-12', 'modified' => '0000-00-00', '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 moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies.', 'sortorder' => '1469', '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' => '1562', 'article_category_id' => '156', 'title' => 'Mirroring The Boss In Just The Right Way', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Ray A. Smith</strong></div> <div> </div> <div> Eager to move up the corporate ladder? Take note of what the executive suite is wearing. <span style="font-size: 12px;">Conventional career wisdom holds that dressing like the boss helps advance one’s career. But sometimes the boss can be hard to emulate. Say, he’s a 6’3” male in a suit and tie and you’re a curvy 5’3” female who prefers dresses. Or maybe she loves brights and you’re more of an earth tones person. On the other hand, you don’t want your looks to be too similar— read Mini-Mi—either. The issue of taking style cues cuts across a range of industries, including ones where there is a leisure component – which can mean separate “boss” styles depending on what day of the week, or time of the day it is. </span></div> <div> </div> <div> Sarah Cruse “is not a buttoned-up kind of suit person, but there are times she needs to be,” said Marion Gellatly, founder of Powerful Presence, an image-consulting firm in Pebble Beach, Calif. Ms. Gellatly was referring to a long-standing client she has been helping dress a little more executive suite. A few months into a new job as a general manager of a hotel and golf club, Ms. Cruse worried that what she was wearing didn’t properly represent “a high-end corporation” and didn’t look managerial enough. She said she noticed the way one of her higher ups, a woman, and their joint boss, a man, dressed. </div> <div> </div> <div> “She was immaculate in her presentation, always put together,” said Ms. Cruse. “Our boss is an impeccable dresser, whether in a suit, casual jacket, or jeans and a sweater. As a representative of his operation, it was important I learned how to dress the part, while still carrying my own personality.” Ms. Gellatly and Ms. Cruse laid out a plan to shop for colorful and patterned dresses and skirts, but also, to nod to the polished look of her higher ups, neutral jackets she could wear over them, and the occasional suit. The goal was to conform, but in a way that suited her. “[Ms. Cruse] has a lively personality,” said Ms. Gellatly, a former president of the Association of Image Consultants International. “We can’t put her into a conservative suit and have that be authentic to who she is.” </div> <div> </div> <div> Lois Barth, a business and lifestyle coach, offers these tips: “It’s important to retain your own sensibility with clothing, to an extent, while still adjusting to the new boss, depending on who the “boss” is. In other words if it’s a CEO or someone who sets the vision of the company, that’s more of an issue than a middle manager, who is less about the vision and more about the day-to-day carrying out of the vision. You have more wiggle room in honoring what your clothing is with a middle manager.” If the CEO wears a suit, and you are wearing a dress shirt and pants or a dressy blouse and a skirt, “maybe there’s a middle ground of a sports jacket” or blazer, she said. “Adapting and adjusting are important, but not mimicking.” </div> <div> </div> <div> Ms. Barth says you can personalize with accessories. “Maybe there’s a cool scarf you can add to the outfit to keep it you.” If the boss is into bright colors or eclectic accessories and that’s not what you’re into, she said you can dip in rather than dive. “You can go with “alignment attire” where you’re capturing the essence of them, with an artsy tie or a pin that has some color, but not mimicking.” </div> <div> </div> <div> The most important thing is to be comfortable in the look. It shouldn’t feel forced. Find ways to adapt the boss’s style in a way that suits you. </div> <div> (blogs.wsj.com/atwork)</div> <div> </div>', 'published' => true, 'created' => '2013-08-05', 'modified' => '0000-00-00', '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' => 'Eager to move up the corporate ladder? Take note of what the executive suite is wearing.', 'sortorder' => '1423', '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' => '1517', 'article_category_id' => '156', 'title' => 'Killer Resume Tip - Highlight Potential Over Achievement', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Rachel Emma Silverman</strong></div> <div> </div> <div> It’s not what you have achieved, but what you might achieve. </div> <div> A new study by scholars at Stanford and Harvard found that in a wide variety of settings people get more excited about individuals with potential and promise than those with actual, proven performance — and are more willing to hire and pay more for these high-potential candidates. (We’ve noted here that many companies prefer to hire– and even pay a premium for– snazzy outsiders, rather than promote tried-and-true insiders, even though the latter often perform better. </div> <div> </div> <div> “If your résumé hints more at your potential, rather than your achievement, people are going to think you are a more exciting and more interesting candidate than otherwise,” says co-author Michael Norton, an associate professor at Harvard Business School. </div> <div> </div> <div> However, he adds, you need to have actual accomplishments to back up the claims of potential. “If you have no achievements that could be a problem,” he says. </div> <div> </div> <div> The researchers used eight experiments to come to their conclusion that potential (e.g., “this person could win an award for his work”) is more powerful than performance (e.g. “this person has won an award for his work”). </div> <div> </div> <div> In one study, 77 subjects evaluated two hypothetical applicants for a management job. One rated very highly on a test measuring leadership potential but more moderately on a test measuring actual leadership achievement. The other candidate rated highly on a test measuring leadership achievement, but more moderately on the test measuring potential. The subjects were more excited about the candidate with the thinner résumé of achievement, the researchers found. </div> <div> </div> <div> The researchers also had participants simulate managing an NBA team, evaluating players based on actual scoring stats for a five-year league veteran or on projected stats for an incoming rookie with five years of predicted outcomes. The subjects showed a clear preference for the untested rookie and were willing to pay some 20% more — which translated to $1 million more — than the proven veteran. </div> <div> </div> <div> In another study, the researchers ran two Facebook ads for a comedian. One touted his achievements (”Critics say he has become the next big thing”) while another offered his potential (“Critics say he could become the next big thing.”) The ad showing the comedian’s potential were more than twice as likely to be clicked and garner a “like” than the former. </div> <div> </div> <div> The researchers don’t know for sure why potential is seen as more appealing than performance, but one theory is that potential carries with it a sense of uncertainty — the candidate could achieve greatness or not. </div> <div> </div> <div> While experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit, says Dr Norton. He adds that with unknown candidates, people tend to focus on upside potential, and “not nearly as much on the downside risk.” </div> <div> </div> <div> How can these lessons be applied to your own workplace or job search? The study’s authors suggest emphasizing potential in résumés and job-recommendation letters-while also providing evidence to support that claim. “When endorsing individuals for jobs, promotions, or graduate school, then, it seems prudent to highlight their potential as a means of engaging recruiters,’ employers,’ and university admissions officers’ interest,” they write. </div> <div> </div> <div> Moreover, those making hiring decisions should be aware of these biases when evaluating candidates, so they don’t ignore candidates, especially well-known internal ones, with demonstrated expertise. When managers are too wowed by potential, “you can start to make decisions that aren’t in the best interest of the organization.” </div> <div> </div> <div> The findings have implications beyond hiring, too. For example, the authors suggest framing support of a teammate or project — say when angling for scarce company resources—in terms of potential rather than achievement as a way to make that support “more engaging and persuasive. </div> <div> </div> <div> The paper was published in the Journal of Personality and Social Psychology which was co-authored by Zakary Tormala and Jayson Jia of Stanford Graduate School of Business and Michael Norton of Harvard Business School.<span style="font-size:11px;"><em> (The Wall Street Journal)</em></span></div> <div> </div>', 'published' => true, 'created' => '2013-07-29', 'modified' => '0000-00-00', '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' => 'Experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit.', 'sortorder' => '1378', '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' => '1429', 'article_category_id' => '156', 'title' => 'Office Politics, Crushing Workload? Think Before You Make A Grand Exit', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> “ I QUIT!” Which put-upon worker hasn’t fantasized about saying those words and walking out the door? Wisely, most don’t go that far, at least not then and there. </div> <div> </div> <div> It’s fairly common to feel a passing urge to quit your job when you’ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees’ minds these days, she said. </div> <div> Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment. </div> <div> </div> <div> Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said. </div> <div> But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added. </div> <div> </div> <div> Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised. </div> <div> </div> <div> Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said. </div> <div> </div> <div> Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit “Take This Job and Shove It,” in which Johnny Paycheck sings that the boss is a fool who “thinks he’s cool,” but also that his “woman done left” and took away all his reasons for working. </div> <div> </div> <div> The song’s title still resonates, and for good reason. “I’ve been there. We’ve all been there,” said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he’s a “take this job and shove it kind of guy,” he said, “but I have people around me who will save me from myself.” </div> <div> </div> <div> Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it’s no longer intolerable, Molitor said. </div> <div> </div> <div> Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn’t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it’s wise to write down your points in advance, she added: “That forces you to be coherent.” </div> <div> </div> <div> After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch. </div> <div> </div> <div> Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it’s generally a bad idea and “just darn rude” to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards. </div> <div> </div> <div> In most cases, though, you can give notice. Try to be gracious when resigning, because “how you end things is incredibly important,” Sutton said. </div> <div> </div> <div> According to the “peak end rule,” as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way. </div> <div> </div> <div> “I’m a big fan of quitting,” he said, so long as it’s done for the right reasons and in the right way.<em> (The Economic Times)</em></div> <div> </div>', 'published' => true, 'created' => '2013-07-15', 'modified' => '0000-00-00', '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' => 'Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary', 'sortorder' => '1291', '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' => '1354', 'article_category_id' => '156', 'title' => 'The One Question To Ask In An Exit Interview', 'sub_title' => '', 'summary' => null, 'content' => '<p> <strong style="font-size: 12px;">--By Lauren Weber</strong></p> <p> Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door. But these interviews can give management insights that could prevent future turnover, if only human-resource managers asked the right questions, experts say. </p> <p> Generally, HR pros open an exit interview by asking “Why are you leaving?” </p> <p> While useful to a point, HR could be asking a far more revealing question: “What made you start looking for another job in the first place?” says Sharlyn Lauby, who blogs at www. hrbartender.com and is president of HR consulting firm ITM Group, Inc. The standard questions tend to yield a few canned answers, says Lauby, such as salary (“I’ll be making more money in the new position”) or work-life balance issues (“My commute will be shorter” or “With my new schedule, I can make it to my kid’s soccer games”). These answers might lead the HR manager to recommend that a company review its compensation policies or decide to offer telecommuting options. </p> <p> By finding out what spurred valued staffers to look elsewhere, managers can get to the real reasons employees feel disengaged or unhappy. Revelations about bad bosses or other organizational dysfunction — both topics that workers are discouraged to bring up in exit conversations so as not to burn bridges — may emerge in the process of recounting why the workers agreed to take that call from a recruiter or clicked on a link to a job posted by a friend on Facebook FB -0.26% or Twitter. Such insights could lead a company to take meaningful action, such as offering more management training or addressing other problems driving workers away. </p> <p> There are other reasons why HR execs fail to glean useful information from exit interviews, says Lauby. People on their way out often don’t want to be too candid, partly so they can be confident of receiving a positive reference in the future. Or they’re just apathetic: What’s the point of enduring an awkward conversation about a company’s or boss’s shortcomings when you only have to put up with those problems for a few more days? </p> <p> To encourage candor, Karen Skillings, an HR manager at Munich Reinsurance America Inc., says she assures departing employees that their answers are confidential and can help the company make positive changes. Skillings said that her company uses exit conversations as “a data point.” Information is entered into a database to help HR leaders to identify trends in, say, compensation issues or whether employees are leaving in large numbers for particular competitors. </p> <p> For those who see their exit interview as a chance to deal a blow to their boss’s career, well, don’t hold your breath. Complaints about a particular colleague or manager will occasionally get results, she said, adding “we may step in to provide feedback or coaching to that manager.” However, such situations are rare, she noted. (The Wall Street Journal)</p> <p> </p>', 'published' => true, 'created' => '2013-07-08', 'modified' => '0000-00-00', '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' => 'Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door.', 'sortorder' => '1216', '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' => '1269', 'article_category_id' => '156', 'title' => 'Coercive Leadership May Lead To Innovation Erosion', 'sub_title' => '', 'summary' => null, 'content' => '<p> <span style="font-size: 12px;">Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world. </span></p> <p> According to the study, while good leadership is synonymous with flexibly tailoring the approach to suit the situation, one-third (36%) of leaders have mastered none or only one leadership style, compared to a quarter (26%) who are able to adopt a range of four or more styles. </p> <p> This has a negative effect on working environments, with over half (55%) of leaders creating de-motivating climates. By contrast, just 19% of leaders are fostering high-performance workplaces. Compared to the global average of 55%, leaders in India are far from the ideal workplace environment, with 70% of leaders found creating a de-motivating climate for their employees. Both Brazil and China were found to have performed better in this aspect. The research also showed that 2 in every 3 Indian leaders (62%) opt for the ‘coercive’ leadership style, compared to just 37% globally. </p> <p> Mohinish Sinha, leadership and talent practice leader at Hay Group India said in a release: “The leadership style in place directly affects the way people feel about working for an organisation - by creating what we call a ‘climate’. So the more leaders can improve the climate they create, the higher the performance of their team will be.” According to Sinha: “While the ‘coercive’ leadership style works well in a crisis or during a period of significant change, its overuse may lead to an erosion of innovation. It is the ‘coaching’ style of leadership that is most preferred in the Asian context - 81% of the most high-performing organisations had leaders using it as a dominant style. We find a ‘coaching’ leader focuses on building long-term capability, even at the expense of short-term performance.” </p> <p> Leaders in EMEA (Europe, the Middle East and Africa) are the least flexible, with only one in five (22 per cent) able to use the recommended four or more leadership styles. Consequently, almost 57% are creating de-motivating climates. </p> <p> In addition, two-thirds (66%) of Asian leaders create de-motivating climates - the worst of any global region - where just one quarter (24%) have mastered four or more leadership styles. A majority of Asian leaders (48%) have been found to be using the ‘coercive’ style of leadership. North American leaders create the most positive working environments - fewer than half (49%) of employees state that the organisational climate is de-motivating. However, there is still room for improvement. </p> <p> (The Economic Times)</p> <div> </div>', 'published' => true, 'created' => '2013-07-01', 'modified' => '0000-00-00', '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' => 'Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world.', 'sortorder' => '1131', '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 = falseinclude - 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
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But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.</div> <div> </div> <div> Skilled humourists quickly turn the joke on themselves, says Michael Kerr, a speaker, trainer and author on workplace humour. He suggests having a few recovery lines in mind, such as “Beam me up – NOW, Scotty,” or “Where’s my stunt double?” or, “If you’re going to mess up, I always said, go big or go home.” A deft recovery can be even funnier than an original joke. It’s wise to do a post-mortem later, critiquing your timing and motives, humour consultants say. Workplace humour should always be positive, aimed at bringing people together or easing stress. If your joke failed because you were putting people down, driving a wedge between co-workers, or conveying a racist, ageist or sexist attitude, then give it up. Another common misstep is poor timing, or failure to read your audience’s mood and attitude. And never try to be funny when you’re nervous or not feeling upbeat yourself, experts say. Another common problem is overdoing it; “people who use too much humour can lose credibility” in the workplace, says Kevin Cruthirds, an assistant professor of management at the University of Texas, Brownsville, and co-author of a widely cited 2006 study on humour in the workplace.</div> <div> </div> <div> If your humour passes all those tests, just try again.</div> <div> </div> <div> Any office humourist has to accept that some jokes will bomb, says Zach Ward, managing director of ImprovBoston, a comedy theater and school where people often enroll to improve their interpersonal skills at work. “We have to be willing to fail and joke again,” says Ward. “Failing at humour isn’t the end of the world.” And if your good-natured, appropriate attempts at humour get laughs elsewhere but draw only deadly stares at the office, “then maybe you’re in a work environment where you can’t have fun,” suggesting you might be happier elsewhere, he adds. Margot Carmichael Lester considers humour so important in the workplace that she’s willing to risk an occasional flop. In an administrative job years ago, she accidentally threw away her boss’s paycheck while sorting the mail. Figuring that she would soon be fired anyway, she wrote and distributed a satirical press release to a few close co-workers, saying, “One way to make a lasting impression is to throw away the boss’s paycheck. Once you’ve done that, nobody is going to forget you.”</div> <div> </div> <div> A colleague shared it with the boss. To her surprise, he thought it was so funny that he congratulated her – and kept her on. (The paycheck was later recovered.) “I’ve made some bad jokes or those that nobody got,” says Ms. Lester, owner of The Word Factory, a Carrboro, N.C. content creator. But she keeps making jokes anyway; business is hard enough, she says. “At some point you really have to laugh, or you’re going to cry.” <em>(http://blogs.wsj.com/atwork)</em></div>', 'published' => true, 'created' => '2013-08-19', 'modified' => '0000-00-00', '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' => 'Using humour well at work can boost your career and make you popular among co-workers. But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.', 'sortorder' => '1514', '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' => '1608', 'article_category_id' => '156', 'title' => 'Why Should A Humble Leader Be Put At The Helm Of An Organization?', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> The moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies. Of all the virtues expected of an executive or government official, humility is especially important, yet it largely has been overlooked in the realm of economics. This is probably due to an incomplete or misguided notion of what it means to be humble, why it’s important, and how being modest contributes to the success and reputation of an organization as well as of its leader. </div> <div> </div> <div> In his working paper “Reputacion y Humildad en la Direccion de Empresas (Reputation and Humility in Running a Business),” Professor Antonio Argandona of the Instituto de Estudios Superiores de la Empresa at the University of Navarra in Spain aims to set the record straight, offering ideas for reflection on this essential virtue. People often think that humility is incompatible with showing the authority necessary in being a leader, Argandona writes. That couldn’t be farther from the truth. A leader who is truly humble, and is perceived as being so by others, ultimately will have far more authority than an arrogant leader. </div> <div> </div> <div> Self-knowledge is the first and foremost expression of humility. People who are humble neither overestimate their virtues nor disparage themselves. Having high self-esteem does not make them pretentious. They constantly evaluate themselves, and realize that they are not infallible. This self-awareness includes recognizing what they owe to others. Humble individuals do not take credit for all of their strengths and achievements. Instead they value and appreciate the help they receive from others. Another quality associated with humility, Argandona writes, is a sense of transcendence, the tendency to act according to an ambitious ideal. That is why being humble also entails being demanding of oneself. Humility often goes hand in hand with other virtues, such as objectivity, simplicity, the desire to learn and patience with others </div> <div> </div> <div> Humble leaders don’t boast about their strengths, but they don’t deny or conceal them either. Nor will they hide their shortcomings, deficiencies and mistakes. They neither seek praise from others nor feel hurt by criticism. They are grateful to discover how others perceive them, since it can raise their self-awareness. When it comes to evaluating others, humble individuals are aware that everyone else is probably better than they are in some way, so they tend to judge others less severely than they would judge themselves. Humble leaders also tend to avoid comparing their qualities, merits, knowledge and achievements with those of others. If forced to do so, they try not to rate themselves as superior. They pass judgment if necessary, but look for the silver lining whenever possible. </div> <div> </div> <div> This openness gives way to additional virtues associated with humility, Argandona writes, such as generosity, respect and a spirit of service. In particular humble leaders acknowledge the merits of their peers. They request, accept and acknowledge their ideas, suggestions and tips. They never are envious of the successes and qualities of others. </div> <div> </div> <div> Why should a humble leader be put at the helm of an organization? </div> <div> </div> <div> For one thing, Argandona writes, they tend to make fewer mistakes. Their natural inclination for introspection and their willingness to accept outside criticism generally give them a good idea of what their limitations and capabilities are. Their interpersonal relationships tend to be more genuine and simple, since they do not crave flattery. They tend to be sincere both in their criticism and in their praise, highlighting the positive aspects of the other person’s behavior without skipping over the negative ones, which can help them improve. They tend to seek collaboration, to offset their shortcomings and to capitalize on the standout qualities of fellow team members, and will likely pay more attention to the common good of the organization than to their own self-interests. </div> <div> </div> <div> Acknowledging their limitations drives them toward the active pursuit of excellence. (The New York Times)</div> <div> </div>', 'published' => true, 'created' => '2013-08-12', 'modified' => '0000-00-00', '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 moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies.', 'sortorder' => '1469', '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' => '1562', 'article_category_id' => '156', 'title' => 'Mirroring The Boss In Just The Right Way', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Ray A. Smith</strong></div> <div> </div> <div> Eager to move up the corporate ladder? Take note of what the executive suite is wearing. <span style="font-size: 12px;">Conventional career wisdom holds that dressing like the boss helps advance one’s career. But sometimes the boss can be hard to emulate. Say, he’s a 6’3” male in a suit and tie and you’re a curvy 5’3” female who prefers dresses. Or maybe she loves brights and you’re more of an earth tones person. On the other hand, you don’t want your looks to be too similar— read Mini-Mi—either. The issue of taking style cues cuts across a range of industries, including ones where there is a leisure component – which can mean separate “boss” styles depending on what day of the week, or time of the day it is. </span></div> <div> </div> <div> Sarah Cruse “is not a buttoned-up kind of suit person, but there are times she needs to be,” said Marion Gellatly, founder of Powerful Presence, an image-consulting firm in Pebble Beach, Calif. Ms. Gellatly was referring to a long-standing client she has been helping dress a little more executive suite. A few months into a new job as a general manager of a hotel and golf club, Ms. Cruse worried that what she was wearing didn’t properly represent “a high-end corporation” and didn’t look managerial enough. She said she noticed the way one of her higher ups, a woman, and their joint boss, a man, dressed. </div> <div> </div> <div> “She was immaculate in her presentation, always put together,” said Ms. Cruse. “Our boss is an impeccable dresser, whether in a suit, casual jacket, or jeans and a sweater. As a representative of his operation, it was important I learned how to dress the part, while still carrying my own personality.” Ms. Gellatly and Ms. Cruse laid out a plan to shop for colorful and patterned dresses and skirts, but also, to nod to the polished look of her higher ups, neutral jackets she could wear over them, and the occasional suit. The goal was to conform, but in a way that suited her. “[Ms. Cruse] has a lively personality,” said Ms. Gellatly, a former president of the Association of Image Consultants International. “We can’t put her into a conservative suit and have that be authentic to who she is.” </div> <div> </div> <div> Lois Barth, a business and lifestyle coach, offers these tips: “It’s important to retain your own sensibility with clothing, to an extent, while still adjusting to the new boss, depending on who the “boss” is. In other words if it’s a CEO or someone who sets the vision of the company, that’s more of an issue than a middle manager, who is less about the vision and more about the day-to-day carrying out of the vision. You have more wiggle room in honoring what your clothing is with a middle manager.” If the CEO wears a suit, and you are wearing a dress shirt and pants or a dressy blouse and a skirt, “maybe there’s a middle ground of a sports jacket” or blazer, she said. “Adapting and adjusting are important, but not mimicking.” </div> <div> </div> <div> Ms. Barth says you can personalize with accessories. “Maybe there’s a cool scarf you can add to the outfit to keep it you.” If the boss is into bright colors or eclectic accessories and that’s not what you’re into, she said you can dip in rather than dive. “You can go with “alignment attire” where you’re capturing the essence of them, with an artsy tie or a pin that has some color, but not mimicking.” </div> <div> </div> <div> The most important thing is to be comfortable in the look. It shouldn’t feel forced. Find ways to adapt the boss’s style in a way that suits you. </div> <div> (blogs.wsj.com/atwork)</div> <div> </div>', 'published' => true, 'created' => '2013-08-05', 'modified' => '0000-00-00', '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' => 'Eager to move up the corporate ladder? Take note of what the executive suite is wearing.', 'sortorder' => '1423', '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' => '1517', 'article_category_id' => '156', 'title' => 'Killer Resume Tip - Highlight Potential Over Achievement', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Rachel Emma Silverman</strong></div> <div> </div> <div> It’s not what you have achieved, but what you might achieve. </div> <div> A new study by scholars at Stanford and Harvard found that in a wide variety of settings people get more excited about individuals with potential and promise than those with actual, proven performance — and are more willing to hire and pay more for these high-potential candidates. (We’ve noted here that many companies prefer to hire– and even pay a premium for– snazzy outsiders, rather than promote tried-and-true insiders, even though the latter often perform better. </div> <div> </div> <div> “If your résumé hints more at your potential, rather than your achievement, people are going to think you are a more exciting and more interesting candidate than otherwise,” says co-author Michael Norton, an associate professor at Harvard Business School. </div> <div> </div> <div> However, he adds, you need to have actual accomplishments to back up the claims of potential. “If you have no achievements that could be a problem,” he says. </div> <div> </div> <div> The researchers used eight experiments to come to their conclusion that potential (e.g., “this person could win an award for his work”) is more powerful than performance (e.g. “this person has won an award for his work”). </div> <div> </div> <div> In one study, 77 subjects evaluated two hypothetical applicants for a management job. One rated very highly on a test measuring leadership potential but more moderately on a test measuring actual leadership achievement. The other candidate rated highly on a test measuring leadership achievement, but more moderately on the test measuring potential. The subjects were more excited about the candidate with the thinner résumé of achievement, the researchers found. </div> <div> </div> <div> The researchers also had participants simulate managing an NBA team, evaluating players based on actual scoring stats for a five-year league veteran or on projected stats for an incoming rookie with five years of predicted outcomes. The subjects showed a clear preference for the untested rookie and were willing to pay some 20% more — which translated to $1 million more — than the proven veteran. </div> <div> </div> <div> In another study, the researchers ran two Facebook ads for a comedian. One touted his achievements (”Critics say he has become the next big thing”) while another offered his potential (“Critics say he could become the next big thing.”) The ad showing the comedian’s potential were more than twice as likely to be clicked and garner a “like” than the former. </div> <div> </div> <div> The researchers don’t know for sure why potential is seen as more appealing than performance, but one theory is that potential carries with it a sense of uncertainty — the candidate could achieve greatness or not. </div> <div> </div> <div> While experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit, says Dr Norton. He adds that with unknown candidates, people tend to focus on upside potential, and “not nearly as much on the downside risk.” </div> <div> </div> <div> How can these lessons be applied to your own workplace or job search? The study’s authors suggest emphasizing potential in résumés and job-recommendation letters-while also providing evidence to support that claim. “When endorsing individuals for jobs, promotions, or graduate school, then, it seems prudent to highlight their potential as a means of engaging recruiters,’ employers,’ and university admissions officers’ interest,” they write. </div> <div> </div> <div> Moreover, those making hiring decisions should be aware of these biases when evaluating candidates, so they don’t ignore candidates, especially well-known internal ones, with demonstrated expertise. When managers are too wowed by potential, “you can start to make decisions that aren’t in the best interest of the organization.” </div> <div> </div> <div> The findings have implications beyond hiring, too. For example, the authors suggest framing support of a teammate or project — say when angling for scarce company resources—in terms of potential rather than achievement as a way to make that support “more engaging and persuasive. </div> <div> </div> <div> The paper was published in the Journal of Personality and Social Psychology which was co-authored by Zakary Tormala and Jayson Jia of Stanford Graduate School of Business and Michael Norton of Harvard Business School.<span style="font-size:11px;"><em> (The Wall Street Journal)</em></span></div> <div> </div>', 'published' => true, 'created' => '2013-07-29', 'modified' => '0000-00-00', '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' => 'Experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit.', 'sortorder' => '1378', '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' => '1429', 'article_category_id' => '156', 'title' => 'Office Politics, Crushing Workload? Think Before You Make A Grand Exit', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> “ I QUIT!” Which put-upon worker hasn’t fantasized about saying those words and walking out the door? Wisely, most don’t go that far, at least not then and there. </div> <div> </div> <div> It’s fairly common to feel a passing urge to quit your job when you’ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees’ minds these days, she said. </div> <div> Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment. </div> <div> </div> <div> Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said. </div> <div> But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added. </div> <div> </div> <div> Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised. </div> <div> </div> <div> Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said. </div> <div> </div> <div> Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit “Take This Job and Shove It,” in which Johnny Paycheck sings that the boss is a fool who “thinks he’s cool,” but also that his “woman done left” and took away all his reasons for working. </div> <div> </div> <div> The song’s title still resonates, and for good reason. “I’ve been there. We’ve all been there,” said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he’s a “take this job and shove it kind of guy,” he said, “but I have people around me who will save me from myself.” </div> <div> </div> <div> Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it’s no longer intolerable, Molitor said. </div> <div> </div> <div> Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn’t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it’s wise to write down your points in advance, she added: “That forces you to be coherent.” </div> <div> </div> <div> After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch. </div> <div> </div> <div> Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it’s generally a bad idea and “just darn rude” to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards. </div> <div> </div> <div> In most cases, though, you can give notice. Try to be gracious when resigning, because “how you end things is incredibly important,” Sutton said. </div> <div> </div> <div> According to the “peak end rule,” as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way. </div> <div> </div> <div> “I’m a big fan of quitting,” he said, so long as it’s done for the right reasons and in the right way.<em> (The Economic Times)</em></div> <div> </div>', 'published' => true, 'created' => '2013-07-15', 'modified' => '0000-00-00', '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' => 'Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary', 'sortorder' => '1291', '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' => '1354', 'article_category_id' => '156', 'title' => 'The One Question To Ask In An Exit Interview', 'sub_title' => '', 'summary' => null, 'content' => '<p> <strong style="font-size: 12px;">--By Lauren Weber</strong></p> <p> Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door. But these interviews can give management insights that could prevent future turnover, if only human-resource managers asked the right questions, experts say. </p> <p> Generally, HR pros open an exit interview by asking “Why are you leaving?” </p> <p> While useful to a point, HR could be asking a far more revealing question: “What made you start looking for another job in the first place?” says Sharlyn Lauby, who blogs at www. hrbartender.com and is president of HR consulting firm ITM Group, Inc. The standard questions tend to yield a few canned answers, says Lauby, such as salary (“I’ll be making more money in the new position”) or work-life balance issues (“My commute will be shorter” or “With my new schedule, I can make it to my kid’s soccer games”). These answers might lead the HR manager to recommend that a company review its compensation policies or decide to offer telecommuting options. </p> <p> By finding out what spurred valued staffers to look elsewhere, managers can get to the real reasons employees feel disengaged or unhappy. Revelations about bad bosses or other organizational dysfunction — both topics that workers are discouraged to bring up in exit conversations so as not to burn bridges — may emerge in the process of recounting why the workers agreed to take that call from a recruiter or clicked on a link to a job posted by a friend on Facebook FB -0.26% or Twitter. Such insights could lead a company to take meaningful action, such as offering more management training or addressing other problems driving workers away. </p> <p> There are other reasons why HR execs fail to glean useful information from exit interviews, says Lauby. People on their way out often don’t want to be too candid, partly so they can be confident of receiving a positive reference in the future. Or they’re just apathetic: What’s the point of enduring an awkward conversation about a company’s or boss’s shortcomings when you only have to put up with those problems for a few more days? </p> <p> To encourage candor, Karen Skillings, an HR manager at Munich Reinsurance America Inc., says she assures departing employees that their answers are confidential and can help the company make positive changes. Skillings said that her company uses exit conversations as “a data point.” Information is entered into a database to help HR leaders to identify trends in, say, compensation issues or whether employees are leaving in large numbers for particular competitors. </p> <p> For those who see their exit interview as a chance to deal a blow to their boss’s career, well, don’t hold your breath. Complaints about a particular colleague or manager will occasionally get results, she said, adding “we may step in to provide feedback or coaching to that manager.” However, such situations are rare, she noted. (The Wall Street Journal)</p> <p> </p>', 'published' => true, 'created' => '2013-07-08', 'modified' => '0000-00-00', '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' => 'Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door.', 'sortorder' => '1216', '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' => '1269', 'article_category_id' => '156', 'title' => 'Coercive Leadership May Lead To Innovation Erosion', 'sub_title' => '', 'summary' => null, 'content' => '<p> <span style="font-size: 12px;">Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world. </span></p> <p> According to the study, while good leadership is synonymous with flexibly tailoring the approach to suit the situation, one-third (36%) of leaders have mastered none or only one leadership style, compared to a quarter (26%) who are able to adopt a range of four or more styles. </p> <p> This has a negative effect on working environments, with over half (55%) of leaders creating de-motivating climates. By contrast, just 19% of leaders are fostering high-performance workplaces. Compared to the global average of 55%, leaders in India are far from the ideal workplace environment, with 70% of leaders found creating a de-motivating climate for their employees. Both Brazil and China were found to have performed better in this aspect. The research also showed that 2 in every 3 Indian leaders (62%) opt for the ‘coercive’ leadership style, compared to just 37% globally. </p> <p> Mohinish Sinha, leadership and talent practice leader at Hay Group India said in a release: “The leadership style in place directly affects the way people feel about working for an organisation - by creating what we call a ‘climate’. So the more leaders can improve the climate they create, the higher the performance of their team will be.” According to Sinha: “While the ‘coercive’ leadership style works well in a crisis or during a period of significant change, its overuse may lead to an erosion of innovation. It is the ‘coaching’ style of leadership that is most preferred in the Asian context - 81% of the most high-performing organisations had leaders using it as a dominant style. We find a ‘coaching’ leader focuses on building long-term capability, even at the expense of short-term performance.” </p> <p> Leaders in EMEA (Europe, the Middle East and Africa) are the least flexible, with only one in five (22 per cent) able to use the recommended four or more leadership styles. Consequently, almost 57% are creating de-motivating climates. </p> <p> In addition, two-thirds (66%) of Asian leaders create de-motivating climates - the worst of any global region - where just one quarter (24%) have mastered four or more leadership styles. A majority of Asian leaders (48%) have been found to be using the ‘coercive’ style of leadership. North American leaders create the most positive working environments - fewer than half (49%) of employees state that the organisational climate is de-motivating. However, there is still room for improvement. </p> <p> (The Economic Times)</p> <div> </div>', 'published' => true, 'created' => '2013-07-01', 'modified' => '0000-00-00', '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' => 'Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world.', 'sortorder' => '1131', '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 = falsesimplexml_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
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] ) ) ), 'current_user' => null, 'logged_in' => false ) $articles = array( (int) 0 => array( 'Article' => array( 'id' => '1653', 'article_category_id' => '156', 'title' => 'When Your Joke Bombs At The Office', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Sue Shellenbarger</strong></div> <div> </div> <div> Using humour well at work can boost your career and make you popular among co-workers. But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.</div> <div> </div> <div> Skilled humourists quickly turn the joke on themselves, says Michael Kerr, a speaker, trainer and author on workplace humour. He suggests having a few recovery lines in mind, such as “Beam me up – NOW, Scotty,” or “Where’s my stunt double?” or, “If you’re going to mess up, I always said, go big or go home.” A deft recovery can be even funnier than an original joke. It’s wise to do a post-mortem later, critiquing your timing and motives, humour consultants say. Workplace humour should always be positive, aimed at bringing people together or easing stress. If your joke failed because you were putting people down, driving a wedge between co-workers, or conveying a racist, ageist or sexist attitude, then give it up. Another common misstep is poor timing, or failure to read your audience’s mood and attitude. And never try to be funny when you’re nervous or not feeling upbeat yourself, experts say. Another common problem is overdoing it; “people who use too much humour can lose credibility” in the workplace, says Kevin Cruthirds, an assistant professor of management at the University of Texas, Brownsville, and co-author of a widely cited 2006 study on humour in the workplace.</div> <div> </div> <div> If your humour passes all those tests, just try again.</div> <div> </div> <div> Any office humourist has to accept that some jokes will bomb, says Zach Ward, managing director of ImprovBoston, a comedy theater and school where people often enroll to improve their interpersonal skills at work. “We have to be willing to fail and joke again,” says Ward. “Failing at humour isn’t the end of the world.” And if your good-natured, appropriate attempts at humour get laughs elsewhere but draw only deadly stares at the office, “then maybe you’re in a work environment where you can’t have fun,” suggesting you might be happier elsewhere, he adds. Margot Carmichael Lester considers humour so important in the workplace that she’s willing to risk an occasional flop. In an administrative job years ago, she accidentally threw away her boss’s paycheck while sorting the mail. Figuring that she would soon be fired anyway, she wrote and distributed a satirical press release to a few close co-workers, saying, “One way to make a lasting impression is to throw away the boss’s paycheck. Once you’ve done that, nobody is going to forget you.”</div> <div> </div> <div> A colleague shared it with the boss. To her surprise, he thought it was so funny that he congratulated her – and kept her on. (The paycheck was later recovered.) “I’ve made some bad jokes or those that nobody got,” says Ms. Lester, owner of The Word Factory, a Carrboro, N.C. content creator. But she keeps making jokes anyway; business is hard enough, she says. “At some point you really have to laugh, or you’re going to cry.” <em>(http://blogs.wsj.com/atwork)</em></div>', 'published' => true, 'created' => '2013-08-19', 'modified' => '0000-00-00', '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' => 'Using humour well at work can boost your career and make you popular among co-workers. But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.', 'sortorder' => '1514', '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' => '1608', 'article_category_id' => '156', 'title' => 'Why Should A Humble Leader Be Put At The Helm Of An Organization?', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> The moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies. Of all the virtues expected of an executive or government official, humility is especially important, yet it largely has been overlooked in the realm of economics. This is probably due to an incomplete or misguided notion of what it means to be humble, why it’s important, and how being modest contributes to the success and reputation of an organization as well as of its leader. </div> <div> </div> <div> In his working paper “Reputacion y Humildad en la Direccion de Empresas (Reputation and Humility in Running a Business),” Professor Antonio Argandona of the Instituto de Estudios Superiores de la Empresa at the University of Navarra in Spain aims to set the record straight, offering ideas for reflection on this essential virtue. People often think that humility is incompatible with showing the authority necessary in being a leader, Argandona writes. That couldn’t be farther from the truth. A leader who is truly humble, and is perceived as being so by others, ultimately will have far more authority than an arrogant leader. </div> <div> </div> <div> Self-knowledge is the first and foremost expression of humility. People who are humble neither overestimate their virtues nor disparage themselves. Having high self-esteem does not make them pretentious. They constantly evaluate themselves, and realize that they are not infallible. This self-awareness includes recognizing what they owe to others. Humble individuals do not take credit for all of their strengths and achievements. Instead they value and appreciate the help they receive from others. Another quality associated with humility, Argandona writes, is a sense of transcendence, the tendency to act according to an ambitious ideal. That is why being humble also entails being demanding of oneself. Humility often goes hand in hand with other virtues, such as objectivity, simplicity, the desire to learn and patience with others </div> <div> </div> <div> Humble leaders don’t boast about their strengths, but they don’t deny or conceal them either. Nor will they hide their shortcomings, deficiencies and mistakes. They neither seek praise from others nor feel hurt by criticism. They are grateful to discover how others perceive them, since it can raise their self-awareness. When it comes to evaluating others, humble individuals are aware that everyone else is probably better than they are in some way, so they tend to judge others less severely than they would judge themselves. Humble leaders also tend to avoid comparing their qualities, merits, knowledge and achievements with those of others. If forced to do so, they try not to rate themselves as superior. They pass judgment if necessary, but look for the silver lining whenever possible. </div> <div> </div> <div> This openness gives way to additional virtues associated with humility, Argandona writes, such as generosity, respect and a spirit of service. In particular humble leaders acknowledge the merits of their peers. They request, accept and acknowledge their ideas, suggestions and tips. They never are envious of the successes and qualities of others. </div> <div> </div> <div> Why should a humble leader be put at the helm of an organization? </div> <div> </div> <div> For one thing, Argandona writes, they tend to make fewer mistakes. Their natural inclination for introspection and their willingness to accept outside criticism generally give them a good idea of what their limitations and capabilities are. Their interpersonal relationships tend to be more genuine and simple, since they do not crave flattery. They tend to be sincere both in their criticism and in their praise, highlighting the positive aspects of the other person’s behavior without skipping over the negative ones, which can help them improve. They tend to seek collaboration, to offset their shortcomings and to capitalize on the standout qualities of fellow team members, and will likely pay more attention to the common good of the organization than to their own self-interests. </div> <div> </div> <div> Acknowledging their limitations drives them toward the active pursuit of excellence. (The New York Times)</div> <div> </div>', 'published' => true, 'created' => '2013-08-12', 'modified' => '0000-00-00', '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 moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies.', 'sortorder' => '1469', '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' => '1562', 'article_category_id' => '156', 'title' => 'Mirroring The Boss In Just The Right Way', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Ray A. Smith</strong></div> <div> </div> <div> Eager to move up the corporate ladder? Take note of what the executive suite is wearing. <span style="font-size: 12px;">Conventional career wisdom holds that dressing like the boss helps advance one’s career. But sometimes the boss can be hard to emulate. Say, he’s a 6’3” male in a suit and tie and you’re a curvy 5’3” female who prefers dresses. Or maybe she loves brights and you’re more of an earth tones person. On the other hand, you don’t want your looks to be too similar— read Mini-Mi—either. The issue of taking style cues cuts across a range of industries, including ones where there is a leisure component – which can mean separate “boss” styles depending on what day of the week, or time of the day it is. </span></div> <div> </div> <div> Sarah Cruse “is not a buttoned-up kind of suit person, but there are times she needs to be,” said Marion Gellatly, founder of Powerful Presence, an image-consulting firm in Pebble Beach, Calif. Ms. Gellatly was referring to a long-standing client she has been helping dress a little more executive suite. A few months into a new job as a general manager of a hotel and golf club, Ms. Cruse worried that what she was wearing didn’t properly represent “a high-end corporation” and didn’t look managerial enough. She said she noticed the way one of her higher ups, a woman, and their joint boss, a man, dressed. </div> <div> </div> <div> “She was immaculate in her presentation, always put together,” said Ms. Cruse. “Our boss is an impeccable dresser, whether in a suit, casual jacket, or jeans and a sweater. As a representative of his operation, it was important I learned how to dress the part, while still carrying my own personality.” Ms. Gellatly and Ms. Cruse laid out a plan to shop for colorful and patterned dresses and skirts, but also, to nod to the polished look of her higher ups, neutral jackets she could wear over them, and the occasional suit. The goal was to conform, but in a way that suited her. “[Ms. Cruse] has a lively personality,” said Ms. Gellatly, a former president of the Association of Image Consultants International. “We can’t put her into a conservative suit and have that be authentic to who she is.” </div> <div> </div> <div> Lois Barth, a business and lifestyle coach, offers these tips: “It’s important to retain your own sensibility with clothing, to an extent, while still adjusting to the new boss, depending on who the “boss” is. In other words if it’s a CEO or someone who sets the vision of the company, that’s more of an issue than a middle manager, who is less about the vision and more about the day-to-day carrying out of the vision. You have more wiggle room in honoring what your clothing is with a middle manager.” If the CEO wears a suit, and you are wearing a dress shirt and pants or a dressy blouse and a skirt, “maybe there’s a middle ground of a sports jacket” or blazer, she said. “Adapting and adjusting are important, but not mimicking.” </div> <div> </div> <div> Ms. Barth says you can personalize with accessories. “Maybe there’s a cool scarf you can add to the outfit to keep it you.” If the boss is into bright colors or eclectic accessories and that’s not what you’re into, she said you can dip in rather than dive. “You can go with “alignment attire” where you’re capturing the essence of them, with an artsy tie or a pin that has some color, but not mimicking.” </div> <div> </div> <div> The most important thing is to be comfortable in the look. It shouldn’t feel forced. Find ways to adapt the boss’s style in a way that suits you. </div> <div> (blogs.wsj.com/atwork)</div> <div> </div>', 'published' => true, 'created' => '2013-08-05', 'modified' => '0000-00-00', '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' => 'Eager to move up the corporate ladder? Take note of what the executive suite is wearing.', 'sortorder' => '1423', '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' => '1517', 'article_category_id' => '156', 'title' => 'Killer Resume Tip - Highlight Potential Over Achievement', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Rachel Emma Silverman</strong></div> <div> </div> <div> It’s not what you have achieved, but what you might achieve. </div> <div> A new study by scholars at Stanford and Harvard found that in a wide variety of settings people get more excited about individuals with potential and promise than those with actual, proven performance — and are more willing to hire and pay more for these high-potential candidates. (We’ve noted here that many companies prefer to hire– and even pay a premium for– snazzy outsiders, rather than promote tried-and-true insiders, even though the latter often perform better. </div> <div> </div> <div> “If your résumé hints more at your potential, rather than your achievement, people are going to think you are a more exciting and more interesting candidate than otherwise,” says co-author Michael Norton, an associate professor at Harvard Business School. </div> <div> </div> <div> However, he adds, you need to have actual accomplishments to back up the claims of potential. “If you have no achievements that could be a problem,” he says. </div> <div> </div> <div> The researchers used eight experiments to come to their conclusion that potential (e.g., “this person could win an award for his work”) is more powerful than performance (e.g. “this person has won an award for his work”). </div> <div> </div> <div> In one study, 77 subjects evaluated two hypothetical applicants for a management job. One rated very highly on a test measuring leadership potential but more moderately on a test measuring actual leadership achievement. The other candidate rated highly on a test measuring leadership achievement, but more moderately on the test measuring potential. The subjects were more excited about the candidate with the thinner résumé of achievement, the researchers found. </div> <div> </div> <div> The researchers also had participants simulate managing an NBA team, evaluating players based on actual scoring stats for a five-year league veteran or on projected stats for an incoming rookie with five years of predicted outcomes. The subjects showed a clear preference for the untested rookie and were willing to pay some 20% more — which translated to $1 million more — than the proven veteran. </div> <div> </div> <div> In another study, the researchers ran two Facebook ads for a comedian. One touted his achievements (”Critics say he has become the next big thing”) while another offered his potential (“Critics say he could become the next big thing.”) The ad showing the comedian’s potential were more than twice as likely to be clicked and garner a “like” than the former. </div> <div> </div> <div> The researchers don’t know for sure why potential is seen as more appealing than performance, but one theory is that potential carries with it a sense of uncertainty — the candidate could achieve greatness or not. </div> <div> </div> <div> While experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit, says Dr Norton. He adds that with unknown candidates, people tend to focus on upside potential, and “not nearly as much on the downside risk.” </div> <div> </div> <div> How can these lessons be applied to your own workplace or job search? The study’s authors suggest emphasizing potential in résumés and job-recommendation letters-while also providing evidence to support that claim. “When endorsing individuals for jobs, promotions, or graduate school, then, it seems prudent to highlight their potential as a means of engaging recruiters,’ employers,’ and university admissions officers’ interest,” they write. </div> <div> </div> <div> Moreover, those making hiring decisions should be aware of these biases when evaluating candidates, so they don’t ignore candidates, especially well-known internal ones, with demonstrated expertise. When managers are too wowed by potential, “you can start to make decisions that aren’t in the best interest of the organization.” </div> <div> </div> <div> The findings have implications beyond hiring, too. For example, the authors suggest framing support of a teammate or project — say when angling for scarce company resources—in terms of potential rather than achievement as a way to make that support “more engaging and persuasive. </div> <div> </div> <div> The paper was published in the Journal of Personality and Social Psychology which was co-authored by Zakary Tormala and Jayson Jia of Stanford Graduate School of Business and Michael Norton of Harvard Business School.<span style="font-size:11px;"><em> (The Wall Street Journal)</em></span></div> <div> </div>', 'published' => true, 'created' => '2013-07-29', 'modified' => '0000-00-00', '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' => 'Experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit.', 'sortorder' => '1378', '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' => '1429', 'article_category_id' => '156', 'title' => 'Office Politics, Crushing Workload? Think Before You Make A Grand Exit', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> “ I QUIT!” Which put-upon worker hasn’t fantasized about saying those words and walking out the door? Wisely, most don’t go that far, at least not then and there. </div> <div> </div> <div> It’s fairly common to feel a passing urge to quit your job when you’ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees’ minds these days, she said. </div> <div> Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment. </div> <div> </div> <div> Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said. </div> <div> But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added. </div> <div> </div> <div> Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised. </div> <div> </div> <div> Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said. </div> <div> </div> <div> Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit “Take This Job and Shove It,” in which Johnny Paycheck sings that the boss is a fool who “thinks he’s cool,” but also that his “woman done left” and took away all his reasons for working. </div> <div> </div> <div> The song’s title still resonates, and for good reason. “I’ve been there. We’ve all been there,” said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he’s a “take this job and shove it kind of guy,” he said, “but I have people around me who will save me from myself.” </div> <div> </div> <div> Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it’s no longer intolerable, Molitor said. </div> <div> </div> <div> Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn’t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it’s wise to write down your points in advance, she added: “That forces you to be coherent.” </div> <div> </div> <div> After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch. </div> <div> </div> <div> Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it’s generally a bad idea and “just darn rude” to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards. </div> <div> </div> <div> In most cases, though, you can give notice. Try to be gracious when resigning, because “how you end things is incredibly important,” Sutton said. </div> <div> </div> <div> According to the “peak end rule,” as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way. </div> <div> </div> <div> “I’m a big fan of quitting,” he said, so long as it’s done for the right reasons and in the right way.<em> (The Economic Times)</em></div> <div> </div>', 'published' => true, 'created' => '2013-07-15', 'modified' => '0000-00-00', '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' => 'Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary', 'sortorder' => '1291', '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' => '1354', 'article_category_id' => '156', 'title' => 'The One Question To Ask In An Exit Interview', 'sub_title' => '', 'summary' => null, 'content' => '<p> <strong style="font-size: 12px;">--By Lauren Weber</strong></p> <p> Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door. But these interviews can give management insights that could prevent future turnover, if only human-resource managers asked the right questions, experts say. </p> <p> Generally, HR pros open an exit interview by asking “Why are you leaving?” </p> <p> While useful to a point, HR could be asking a far more revealing question: “What made you start looking for another job in the first place?” says Sharlyn Lauby, who blogs at www. hrbartender.com and is president of HR consulting firm ITM Group, Inc. The standard questions tend to yield a few canned answers, says Lauby, such as salary (“I’ll be making more money in the new position”) or work-life balance issues (“My commute will be shorter” or “With my new schedule, I can make it to my kid’s soccer games”). These answers might lead the HR manager to recommend that a company review its compensation policies or decide to offer telecommuting options. </p> <p> By finding out what spurred valued staffers to look elsewhere, managers can get to the real reasons employees feel disengaged or unhappy. Revelations about bad bosses or other organizational dysfunction — both topics that workers are discouraged to bring up in exit conversations so as not to burn bridges — may emerge in the process of recounting why the workers agreed to take that call from a recruiter or clicked on a link to a job posted by a friend on Facebook FB -0.26% or Twitter. Such insights could lead a company to take meaningful action, such as offering more management training or addressing other problems driving workers away. </p> <p> There are other reasons why HR execs fail to glean useful information from exit interviews, says Lauby. People on their way out often don’t want to be too candid, partly so they can be confident of receiving a positive reference in the future. Or they’re just apathetic: What’s the point of enduring an awkward conversation about a company’s or boss’s shortcomings when you only have to put up with those problems for a few more days? </p> <p> To encourage candor, Karen Skillings, an HR manager at Munich Reinsurance America Inc., says she assures departing employees that their answers are confidential and can help the company make positive changes. Skillings said that her company uses exit conversations as “a data point.” Information is entered into a database to help HR leaders to identify trends in, say, compensation issues or whether employees are leaving in large numbers for particular competitors. </p> <p> For those who see their exit interview as a chance to deal a blow to their boss’s career, well, don’t hold your breath. Complaints about a particular colleague or manager will occasionally get results, she said, adding “we may step in to provide feedback or coaching to that manager.” However, such situations are rare, she noted. (The Wall Street Journal)</p> <p> </p>', 'published' => true, 'created' => '2013-07-08', 'modified' => '0000-00-00', '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' => 'Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door.', 'sortorder' => '1216', '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' => '1269', 'article_category_id' => '156', 'title' => 'Coercive Leadership May Lead To Innovation Erosion', 'sub_title' => '', 'summary' => null, 'content' => '<p> <span style="font-size: 12px;">Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world. </span></p> <p> According to the study, while good leadership is synonymous with flexibly tailoring the approach to suit the situation, one-third (36%) of leaders have mastered none or only one leadership style, compared to a quarter (26%) who are able to adopt a range of four or more styles. </p> <p> This has a negative effect on working environments, with over half (55%) of leaders creating de-motivating climates. By contrast, just 19% of leaders are fostering high-performance workplaces. Compared to the global average of 55%, leaders in India are far from the ideal workplace environment, with 70% of leaders found creating a de-motivating climate for their employees. Both Brazil and China were found to have performed better in this aspect. The research also showed that 2 in every 3 Indian leaders (62%) opt for the ‘coercive’ leadership style, compared to just 37% globally. </p> <p> Mohinish Sinha, leadership and talent practice leader at Hay Group India said in a release: “The leadership style in place directly affects the way people feel about working for an organisation - by creating what we call a ‘climate’. So the more leaders can improve the climate they create, the higher the performance of their team will be.” According to Sinha: “While the ‘coercive’ leadership style works well in a crisis or during a period of significant change, its overuse may lead to an erosion of innovation. It is the ‘coaching’ style of leadership that is most preferred in the Asian context - 81% of the most high-performing organisations had leaders using it as a dominant style. We find a ‘coaching’ leader focuses on building long-term capability, even at the expense of short-term performance.” </p> <p> Leaders in EMEA (Europe, the Middle East and Africa) are the least flexible, with only one in five (22 per cent) able to use the recommended four or more leadership styles. Consequently, almost 57% are creating de-motivating climates. </p> <p> In addition, two-thirds (66%) of Asian leaders create de-motivating climates - the worst of any global region - where just one quarter (24%) have mastered four or more leadership styles. A majority of Asian leaders (48%) have been found to be using the ‘coercive’ style of leadership. North American leaders create the most positive working environments - fewer than half (49%) of employees state that the organisational climate is de-motivating. However, there is still room for improvement. </p> <p> (The Economic Times)</p> <div> </div>', 'published' => true, 'created' => '2013-07-01', 'modified' => '0000-00-00', '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' => 'Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world.', 'sortorder' => '1131', '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 = falseinclude - 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
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But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.</div> <div> </div> <div> Skilled humourists quickly turn the joke on themselves, says Michael Kerr, a speaker, trainer and author on workplace humour. He suggests having a few recovery lines in mind, such as “Beam me up – NOW, Scotty,” or “Where’s my stunt double?” or, “If you’re going to mess up, I always said, go big or go home.” A deft recovery can be even funnier than an original joke. It’s wise to do a post-mortem later, critiquing your timing and motives, humour consultants say. Workplace humour should always be positive, aimed at bringing people together or easing stress. If your joke failed because you were putting people down, driving a wedge between co-workers, or conveying a racist, ageist or sexist attitude, then give it up. Another common misstep is poor timing, or failure to read your audience’s mood and attitude. And never try to be funny when you’re nervous or not feeling upbeat yourself, experts say. Another common problem is overdoing it; “people who use too much humour can lose credibility” in the workplace, says Kevin Cruthirds, an assistant professor of management at the University of Texas, Brownsville, and co-author of a widely cited 2006 study on humour in the workplace.</div> <div> </div> <div> If your humour passes all those tests, just try again.</div> <div> </div> <div> Any office humourist has to accept that some jokes will bomb, says Zach Ward, managing director of ImprovBoston, a comedy theater and school where people often enroll to improve their interpersonal skills at work. “We have to be willing to fail and joke again,” says Ward. “Failing at humour isn’t the end of the world.” And if your good-natured, appropriate attempts at humour get laughs elsewhere but draw only deadly stares at the office, “then maybe you’re in a work environment where you can’t have fun,” suggesting you might be happier elsewhere, he adds. Margot Carmichael Lester considers humour so important in the workplace that she’s willing to risk an occasional flop. In an administrative job years ago, she accidentally threw away her boss’s paycheck while sorting the mail. Figuring that she would soon be fired anyway, she wrote and distributed a satirical press release to a few close co-workers, saying, “One way to make a lasting impression is to throw away the boss’s paycheck. Once you’ve done that, nobody is going to forget you.”</div> <div> </div> <div> A colleague shared it with the boss. To her surprise, he thought it was so funny that he congratulated her – and kept her on. (The paycheck was later recovered.) “I’ve made some bad jokes or those that nobody got,” says Ms. Lester, owner of The Word Factory, a Carrboro, N.C. content creator. But she keeps making jokes anyway; business is hard enough, she says. “At some point you really have to laugh, or you’re going to cry.” <em>(http://blogs.wsj.com/atwork)</em></div>', 'published' => true, 'created' => '2013-08-19', 'modified' => '0000-00-00', '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' => 'Using humour well at work can boost your career and make you popular among co-workers. But a joke that goes wrong can undo all the benefits, and few moments are more painful than the stony silence that follows a failed punchline.', 'sortorder' => '1514', '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' => '1608', 'article_category_id' => '156', 'title' => 'Why Should A Humble Leader Be Put At The Helm Of An Organization?', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> The moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies. Of all the virtues expected of an executive or government official, humility is especially important, yet it largely has been overlooked in the realm of economics. This is probably due to an incomplete or misguided notion of what it means to be humble, why it’s important, and how being modest contributes to the success and reputation of an organization as well as of its leader. </div> <div> </div> <div> In his working paper “Reputacion y Humildad en la Direccion de Empresas (Reputation and Humility in Running a Business),” Professor Antonio Argandona of the Instituto de Estudios Superiores de la Empresa at the University of Navarra in Spain aims to set the record straight, offering ideas for reflection on this essential virtue. People often think that humility is incompatible with showing the authority necessary in being a leader, Argandona writes. That couldn’t be farther from the truth. A leader who is truly humble, and is perceived as being so by others, ultimately will have far more authority than an arrogant leader. </div> <div> </div> <div> Self-knowledge is the first and foremost expression of humility. People who are humble neither overestimate their virtues nor disparage themselves. Having high self-esteem does not make them pretentious. They constantly evaluate themselves, and realize that they are not infallible. This self-awareness includes recognizing what they owe to others. Humble individuals do not take credit for all of their strengths and achievements. Instead they value and appreciate the help they receive from others. Another quality associated with humility, Argandona writes, is a sense of transcendence, the tendency to act according to an ambitious ideal. That is why being humble also entails being demanding of oneself. Humility often goes hand in hand with other virtues, such as objectivity, simplicity, the desire to learn and patience with others </div> <div> </div> <div> Humble leaders don’t boast about their strengths, but they don’t deny or conceal them either. Nor will they hide their shortcomings, deficiencies and mistakes. They neither seek praise from others nor feel hurt by criticism. They are grateful to discover how others perceive them, since it can raise their self-awareness. When it comes to evaluating others, humble individuals are aware that everyone else is probably better than they are in some way, so they tend to judge others less severely than they would judge themselves. Humble leaders also tend to avoid comparing their qualities, merits, knowledge and achievements with those of others. If forced to do so, they try not to rate themselves as superior. They pass judgment if necessary, but look for the silver lining whenever possible. </div> <div> </div> <div> This openness gives way to additional virtues associated with humility, Argandona writes, such as generosity, respect and a spirit of service. In particular humble leaders acknowledge the merits of their peers. They request, accept and acknowledge their ideas, suggestions and tips. They never are envious of the successes and qualities of others. </div> <div> </div> <div> Why should a humble leader be put at the helm of an organization? </div> <div> </div> <div> For one thing, Argandona writes, they tend to make fewer mistakes. Their natural inclination for introspection and their willingness to accept outside criticism generally give them a good idea of what their limitations and capabilities are. Their interpersonal relationships tend to be more genuine and simple, since they do not crave flattery. They tend to be sincere both in their criticism and in their praise, highlighting the positive aspects of the other person’s behavior without skipping over the negative ones, which can help them improve. They tend to seek collaboration, to offset their shortcomings and to capitalize on the standout qualities of fellow team members, and will likely pay more attention to the common good of the organization than to their own self-interests. </div> <div> </div> <div> Acknowledging their limitations drives them toward the active pursuit of excellence. (The New York Times)</div> <div> </div>', 'published' => true, 'created' => '2013-08-12', 'modified' => '0000-00-00', '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 moral dimension of the financial crisis has led to renewed interest in the ethics of executives, governments and regulatory bodies.', 'sortorder' => '1469', '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' => '1562', 'article_category_id' => '156', 'title' => 'Mirroring The Boss In Just The Right Way', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Ray A. Smith</strong></div> <div> </div> <div> Eager to move up the corporate ladder? Take note of what the executive suite is wearing. <span style="font-size: 12px;">Conventional career wisdom holds that dressing like the boss helps advance one’s career. But sometimes the boss can be hard to emulate. Say, he’s a 6’3” male in a suit and tie and you’re a curvy 5’3” female who prefers dresses. Or maybe she loves brights and you’re more of an earth tones person. On the other hand, you don’t want your looks to be too similar— read Mini-Mi—either. The issue of taking style cues cuts across a range of industries, including ones where there is a leisure component – which can mean separate “boss” styles depending on what day of the week, or time of the day it is. </span></div> <div> </div> <div> Sarah Cruse “is not a buttoned-up kind of suit person, but there are times she needs to be,” said Marion Gellatly, founder of Powerful Presence, an image-consulting firm in Pebble Beach, Calif. Ms. Gellatly was referring to a long-standing client she has been helping dress a little more executive suite. A few months into a new job as a general manager of a hotel and golf club, Ms. Cruse worried that what she was wearing didn’t properly represent “a high-end corporation” and didn’t look managerial enough. She said she noticed the way one of her higher ups, a woman, and their joint boss, a man, dressed. </div> <div> </div> <div> “She was immaculate in her presentation, always put together,” said Ms. Cruse. “Our boss is an impeccable dresser, whether in a suit, casual jacket, or jeans and a sweater. As a representative of his operation, it was important I learned how to dress the part, while still carrying my own personality.” Ms. Gellatly and Ms. Cruse laid out a plan to shop for colorful and patterned dresses and skirts, but also, to nod to the polished look of her higher ups, neutral jackets she could wear over them, and the occasional suit. The goal was to conform, but in a way that suited her. “[Ms. Cruse] has a lively personality,” said Ms. Gellatly, a former president of the Association of Image Consultants International. “We can’t put her into a conservative suit and have that be authentic to who she is.” </div> <div> </div> <div> Lois Barth, a business and lifestyle coach, offers these tips: “It’s important to retain your own sensibility with clothing, to an extent, while still adjusting to the new boss, depending on who the “boss” is. In other words if it’s a CEO or someone who sets the vision of the company, that’s more of an issue than a middle manager, who is less about the vision and more about the day-to-day carrying out of the vision. You have more wiggle room in honoring what your clothing is with a middle manager.” If the CEO wears a suit, and you are wearing a dress shirt and pants or a dressy blouse and a skirt, “maybe there’s a middle ground of a sports jacket” or blazer, she said. “Adapting and adjusting are important, but not mimicking.” </div> <div> </div> <div> Ms. Barth says you can personalize with accessories. “Maybe there’s a cool scarf you can add to the outfit to keep it you.” If the boss is into bright colors or eclectic accessories and that’s not what you’re into, she said you can dip in rather than dive. “You can go with “alignment attire” where you’re capturing the essence of them, with an artsy tie or a pin that has some color, but not mimicking.” </div> <div> </div> <div> The most important thing is to be comfortable in the look. It shouldn’t feel forced. Find ways to adapt the boss’s style in a way that suits you. </div> <div> (blogs.wsj.com/atwork)</div> <div> </div>', 'published' => true, 'created' => '2013-08-05', 'modified' => '0000-00-00', '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' => 'Eager to move up the corporate ladder? Take note of what the executive suite is wearing.', 'sortorder' => '1423', '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' => '1517', 'article_category_id' => '156', 'title' => 'Killer Resume Tip - Highlight Potential Over Achievement', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> <strong>--By Rachel Emma Silverman</strong></div> <div> </div> <div> It’s not what you have achieved, but what you might achieve. </div> <div> A new study by scholars at Stanford and Harvard found that in a wide variety of settings people get more excited about individuals with potential and promise than those with actual, proven performance — and are more willing to hire and pay more for these high-potential candidates. (We’ve noted here that many companies prefer to hire– and even pay a premium for– snazzy outsiders, rather than promote tried-and-true insiders, even though the latter often perform better. </div> <div> </div> <div> “If your résumé hints more at your potential, rather than your achievement, people are going to think you are a more exciting and more interesting candidate than otherwise,” says co-author Michael Norton, an associate professor at Harvard Business School. </div> <div> </div> <div> However, he adds, you need to have actual accomplishments to back up the claims of potential. “If you have no achievements that could be a problem,” he says. </div> <div> </div> <div> The researchers used eight experiments to come to their conclusion that potential (e.g., “this person could win an award for his work”) is more powerful than performance (e.g. “this person has won an award for his work”). </div> <div> </div> <div> In one study, 77 subjects evaluated two hypothetical applicants for a management job. One rated very highly on a test measuring leadership potential but more moderately on a test measuring actual leadership achievement. The other candidate rated highly on a test measuring leadership achievement, but more moderately on the test measuring potential. The subjects were more excited about the candidate with the thinner résumé of achievement, the researchers found. </div> <div> </div> <div> The researchers also had participants simulate managing an NBA team, evaluating players based on actual scoring stats for a five-year league veteran or on projected stats for an incoming rookie with five years of predicted outcomes. The subjects showed a clear preference for the untested rookie and were willing to pay some 20% more — which translated to $1 million more — than the proven veteran. </div> <div> </div> <div> In another study, the researchers ran two Facebook ads for a comedian. One touted his achievements (”Critics say he has become the next big thing”) while another offered his potential (“Critics say he could become the next big thing.”) The ad showing the comedian’s potential were more than twice as likely to be clicked and garner a “like” than the former. </div> <div> </div> <div> The researchers don’t know for sure why potential is seen as more appealing than performance, but one theory is that potential carries with it a sense of uncertainty — the candidate could achieve greatness or not. </div> <div> </div> <div> While experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit, says Dr Norton. He adds that with unknown candidates, people tend to focus on upside potential, and “not nearly as much on the downside risk.” </div> <div> </div> <div> How can these lessons be applied to your own workplace or job search? The study’s authors suggest emphasizing potential in résumés and job-recommendation letters-while also providing evidence to support that claim. “When endorsing individuals for jobs, promotions, or graduate school, then, it seems prudent to highlight their potential as a means of engaging recruiters,’ employers,’ and university admissions officers’ interest,” they write. </div> <div> </div> <div> Moreover, those making hiring decisions should be aware of these biases when evaluating candidates, so they don’t ignore candidates, especially well-known internal ones, with demonstrated expertise. When managers are too wowed by potential, “you can start to make decisions that aren’t in the best interest of the organization.” </div> <div> </div> <div> The findings have implications beyond hiring, too. For example, the authors suggest framing support of a teammate or project — say when angling for scarce company resources—in terms of potential rather than achievement as a way to make that support “more engaging and persuasive. </div> <div> </div> <div> The paper was published in the Journal of Personality and Social Psychology which was co-authored by Zakary Tormala and Jayson Jia of Stanford Graduate School of Business and Michael Norton of Harvard Business School.<span style="font-size:11px;"><em> (The Wall Street Journal)</em></span></div> <div> </div>', 'published' => true, 'created' => '2013-07-29', 'modified' => '0000-00-00', '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' => 'Experienced candidates present a detailed picture about what their performance limits are, for those with thinner résumés the sky is, potentially, the limit.', 'sortorder' => '1378', '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' => '1429', 'article_category_id' => '156', 'title' => 'Office Politics, Crushing Workload? Think Before You Make A Grand Exit', 'sub_title' => '', 'summary' => null, 'content' => '<div> </div> <div> “ I QUIT!” Which put-upon worker hasn’t fantasized about saying those words and walking out the door? Wisely, most don’t go that far, at least not then and there. </div> <div> </div> <div> It’s fairly common to feel a passing urge to quit your job when you’ve hit a rough patch, says Nancy S. Molitor, a clinical psychologist in Wilmette, Ill., and a public education coordinator for the American Psychological Association. But the idea is surfacing in more employees’ minds these days, she said. </div> <div> Many of her clients have hunkered down at the same company over the last five or six years, just grateful to have a job in an uncertain economy, Molitor said. Some were promised raises, bonuses or stock once the recession ended, but now that better times have arrived, companies are hanging onto their cash and withholding those promised rewards, she said. One result is employee resentment. </div> <div> </div> <div> Sometimes an employee wants to quit because of an untenable working situation: an overbearing boss, a difficult co-worker, a crushing workload. Often, the reasons for feeling upset and wanting to quit are legitimate, Molitor said. </div> <div> But because resigning has huge consequences, you never want to make that decision while in the grip of intense emotion, she said. Wait at least a week, and in the meantime discuss your feelings with a close friend, family member or therapist. Colleagues are another option - they may have a much better grasp of office politics - but make sure you trust them completely to keep your confidence, she added. </div> <div> </div> <div> Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary seek professional help. If you feel you are in danger of quitting suddenly, take a day off to clear your head, she advised. </div> <div> </div> <div> Sometimes when we feel unhappy or helpless in our personal lives, we project that onto our jobs - and onto the boss, who has power over us, Molitor said. </div> <div> </div> <div> Personal problems might be at least part of the reason for job dissatisfaction. Consider the 1977 country hit “Take This Job and Shove It,” in which Johnny Paycheck sings that the boss is a fool who “thinks he’s cool,” but also that his “woman done left” and took away all his reasons for working. </div> <div> </div> <div> The song’s title still resonates, and for good reason. “I’ve been there. We’ve all been there,” said Robert I. Sutton, a professor and organizational psychologist at Stanford. In his heart, he’s a “take this job and shove it kind of guy,” he said, “but I have people around me who will save me from myself.” </div> <div> </div> <div> Once you have cleared your head and separated emotion from reality, you may be able to find a way to change your work situation so that it’s no longer intolerable, Molitor said. </div> <div> </div> <div> Many employees need to work harder at advocating for themselves, she said. If you felt that you deserved a raise and didn’t get one, try asking for one and you might succeed, she said. When preparing to talk to your boss about your concerns, it’s wise to write down your points in advance, she added: “That forces you to be coherent.” </div> <div> </div> <div> After careful consideration, you may determine that your only option is to resign, but do so politely, and with plenty of notice. If you quit in a huff and make a dramatic exit, you can probably forget about using your employer as a reference, and word will most likely get out that you left your company in the lurch. </div> <div> </div> <div> Suzanne Lucas, who writes a blog called the Evil HR Lady, says in a column for CBS News that it’s generally a bad idea and “just darn rude” to quit a job on the spot. But she notes exceptions that would justify a quick departure - for example, if staying in a job would put you in some kind of danger (a violent co-worker, say, or a safety violation), or would make you break the law or violate your ethical or religious standards. </div> <div> </div> <div> In most cases, though, you can give notice. Try to be gracious when resigning, because “how you end things is incredibly important,” Sutton said. </div> <div> </div> <div> According to the “peak end rule,” as articulated by the psychologist Daniel Kahneman, the final memory that your co-workers have of you is likely to be much more vivid than most others, Sutton said. If possible, you want that memory to be positive. He said that you, too, would feel better about the experience in retrospect if you quit in a graceful way. </div> <div> </div> <div> “I’m a big fan of quitting,” he said, so long as it’s done for the right reasons and in the right way.<em> (The Economic Times)</em></div> <div> </div>', 'published' => true, 'created' => '2013-07-15', 'modified' => '0000-00-00', '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' => 'Anytime you cannot concentrate, or find yourself thinking the same thoughts about your job over and over again, “that’s a huge red flag,” she said. You are reacting to pure adrenaline and emotion. So take some time to calm down, and if necessary', 'sortorder' => '1291', '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' => '1354', 'article_category_id' => '156', 'title' => 'The One Question To Ask In An Exit Interview', 'sub_title' => '', 'summary' => null, 'content' => '<p> <strong style="font-size: 12px;">--By Lauren Weber</strong></p> <p> Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door. But these interviews can give management insights that could prevent future turnover, if only human-resource managers asked the right questions, experts say. </p> <p> Generally, HR pros open an exit interview by asking “Why are you leaving?” </p> <p> While useful to a point, HR could be asking a far more revealing question: “What made you start looking for another job in the first place?” says Sharlyn Lauby, who blogs at www. hrbartender.com and is president of HR consulting firm ITM Group, Inc. The standard questions tend to yield a few canned answers, says Lauby, such as salary (“I’ll be making more money in the new position”) or work-life balance issues (“My commute will be shorter” or “With my new schedule, I can make it to my kid’s soccer games”). These answers might lead the HR manager to recommend that a company review its compensation policies or decide to offer telecommuting options. </p> <p> By finding out what spurred valued staffers to look elsewhere, managers can get to the real reasons employees feel disengaged or unhappy. Revelations about bad bosses or other organizational dysfunction — both topics that workers are discouraged to bring up in exit conversations so as not to burn bridges — may emerge in the process of recounting why the workers agreed to take that call from a recruiter or clicked on a link to a job posted by a friend on Facebook FB -0.26% or Twitter. Such insights could lead a company to take meaningful action, such as offering more management training or addressing other problems driving workers away. </p> <p> There are other reasons why HR execs fail to glean useful information from exit interviews, says Lauby. People on their way out often don’t want to be too candid, partly so they can be confident of receiving a positive reference in the future. Or they’re just apathetic: What’s the point of enduring an awkward conversation about a company’s or boss’s shortcomings when you only have to put up with those problems for a few more days? </p> <p> To encourage candor, Karen Skillings, an HR manager at Munich Reinsurance America Inc., says she assures departing employees that their answers are confidential and can help the company make positive changes. Skillings said that her company uses exit conversations as “a data point.” Information is entered into a database to help HR leaders to identify trends in, say, compensation issues or whether employees are leaving in large numbers for particular competitors. </p> <p> For those who see their exit interview as a chance to deal a blow to their boss’s career, well, don’t hold your breath. Complaints about a particular colleague or manager will occasionally get results, she said, adding “we may step in to provide feedback or coaching to that manager.” However, such situations are rare, she noted. (The Wall Street Journal)</p> <p> </p>', 'published' => true, 'created' => '2013-07-08', 'modified' => '0000-00-00', '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' => 'Exit interviews are seen as a mostly meaningless ritual – career experts advise departing workers not to say anything too charged, and by the time they’ve sat down to explain reasons for leaving, employees are largely out the door.', 'sortorder' => '1216', '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' => '1269', 'article_category_id' => '156', 'title' => 'Coercive Leadership May Lead To Innovation Erosion', 'sub_title' => '', 'summary' => null, 'content' => '<p> <span style="font-size: 12px;">Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world. </span></p> <p> According to the study, while good leadership is synonymous with flexibly tailoring the approach to suit the situation, one-third (36%) of leaders have mastered none or only one leadership style, compared to a quarter (26%) who are able to adopt a range of four or more styles. </p> <p> This has a negative effect on working environments, with over half (55%) of leaders creating de-motivating climates. By contrast, just 19% of leaders are fostering high-performance workplaces. Compared to the global average of 55%, leaders in India are far from the ideal workplace environment, with 70% of leaders found creating a de-motivating climate for their employees. Both Brazil and China were found to have performed better in this aspect. The research also showed that 2 in every 3 Indian leaders (62%) opt for the ‘coercive’ leadership style, compared to just 37% globally. </p> <p> Mohinish Sinha, leadership and talent practice leader at Hay Group India said in a release: “The leadership style in place directly affects the way people feel about working for an organisation - by creating what we call a ‘climate’. So the more leaders can improve the climate they create, the higher the performance of their team will be.” According to Sinha: “While the ‘coercive’ leadership style works well in a crisis or during a period of significant change, its overuse may lead to an erosion of innovation. It is the ‘coaching’ style of leadership that is most preferred in the Asian context - 81% of the most high-performing organisations had leaders using it as a dominant style. We find a ‘coaching’ leader focuses on building long-term capability, even at the expense of short-term performance.” </p> <p> Leaders in EMEA (Europe, the Middle East and Africa) are the least flexible, with only one in five (22 per cent) able to use the recommended four or more leadership styles. Consequently, almost 57% are creating de-motivating climates. </p> <p> In addition, two-thirds (66%) of Asian leaders create de-motivating climates - the worst of any global region - where just one quarter (24%) have mastered four or more leadership styles. A majority of Asian leaders (48%) have been found to be using the ‘coercive’ style of leadership. North American leaders create the most positive working environments - fewer than half (49%) of employees state that the organisational climate is de-motivating. However, there is still room for improvement. </p> <p> (The Economic Times)</p> <div> </div>', 'published' => true, 'created' => '2013-07-01', 'modified' => '0000-00-00', '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' => 'Global business leaders are over-reliant on a single leadership style, demotivating employees and holding back organisational performance as a result, says new research from global management consultancy, Hay Group. The study is based on an analysis of Hay Group’s Styles and Climate data, covering 95,000 leaders in over 2,200 organisations across the world.', 'sortorder' => '1131', '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 = falsesimplexml_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
| 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)
| 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
| Petrol | 1 Liter | 106.00 |
| Diesel | 1 Liter | 95.00 |
| Kerosene | 1 Liter | 95.00 |
| LP Gas | 1 Cylinder | 1375.00 |
Update : 2020-03-25
