Articles By Bhisma Kukreti - श्री भीष्म कुकरेती जी के लेख

[Bhishma Kukreti]

Unethical or Policy less Leadership create Divergences among Employees

(Guidelines for Chief Executive Officers (CEO) series -8)
(Lessons for CEOs based on Shukraneeti)

By: Bhishma Kukreti (Sales Consultant)
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भिन्नं राष्ट्रं बलं भिन्नं भिन्नो अमात्यदिको गणः।
अकौशल्यं  नृपस्यैतद  नीतेर्यस्य सर्वदा     ।।  19    । ।    (  शुक्रनीति )
Bhinnan Rashtram Balam Bhinnam Bhinno Amatyadiko ganh I
Akaushalyam Nripsyaitad Neeteryasya Sarvda II 19II (Shukraneeti)
[Because of unethical King, if there are differences of opinions, divergences and enmities among the Citizens, Army and Ministers Etc. that is the Sign of foolish King]
It is important that CEO or leadership create ethical conduct among employees for achieving common goal in the organization.
If the CEO is not moral person or the leadership is policy less or unethical, it is sure that there will be differences of opinions, differences, divergences and enmities among the employees and employees pay more attention on their opinions or egos than the common goal of the organization.
Michael E. Brown and Marie Mitchell (2010) concluded from various researches that the organization gets benefits such as from ethical leadership is related to important follower outcomes. Such as employees job satisfaction, organizational commitment, willingness to report problems to supervisors, willingness to put extra efforts on the job, voice behaviour (expression of constructive suggestions intended to improve organizational health) and perception of organizational culture and ethical environment.
  Michael E. Brown and Marie Mitchell (2010) concluded too for the negative effects of unethical leadership on the employees.
    Michael E. Brown and Marie Mitchell (2010) state that unethical leadership effect negatively on the followers, influence negatively on employees attitudes, task and extra role performance, resistance behaviour, etc.
  The unethical or policy less leadership definitely influence positively on the employees for deviant and unethical work behaviour among employees.
The unethical leadership or policy less leadership definitely create selfish  goals for themselves among employees ignoring the goal of the organization.
Reference:
1-Michael E. Brown and Marie Mitchell (2010),Ethical and Unethical Leadership: Exploring New Avenues for Future Research,  Business Ethics Quarterly 20:4, (Oct. 2010) pages 583-616



Copyright@ Bhishma Kukreti, 2019
Differences among Staff due to unethical CEO, Guidelines for Chief Executive Officers; Differences among Staff due to unethical CEO, Guidelines for Managing Directors; Differences among Staff due to unethical CEO, Guidelines for Chief Operating officers (CEO); Differences among Staff due to unethical CEO, Guidelines for  General Mangers; Differences among Staff due to unethical CEO, Guidelines for Chief Financial Officers (CFO) ; Differences among Staff due to unethical CEO, Guidelines for Executive Directors ; Differences among Staff due to unethical CEO, Guidelines for ; Refreshing Differences among Staff due to unethical CEO, Guidelines for  CEO; Refreshing Differences among Staff due to unethical CEO, Guidelines for COO ; Refreshing Differences among Staff due to unethical CEO, Guidelines for CFO ; Refreshing Differences among Staff due to unethical CEO, Guidelines for  Managers; Refreshing Differences among Staff due to unethical CEO, Guidelines for  Executive Directors; Refreshing Differences among Staff due to unethical CEO, Guidelines for MD ; Refreshing Differences among Staff due to unethical CEO, Guidelines for Chairman ; Refreshing Differences among Staff due to unethical CEO, Guidelines for President ;   

[Bhishma Kukreti]

स्वीडन  (उत्तरी यूरोप ) बिटेन हंसोड्या छ्वीं ( जोक्स )

संकलन - भीष्म कुकरेती
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म्यार दगड़्याम ए  छंछर कुण  हूण वळ इंग्लैण्ड विरुद्ध स्वीडन फूटबाल मैच का द्वी टिकट छन।  पर वै तै नि छौ पता बल ये दिन ये इ समौ वेक ब्यौ च बल।  तो वु  नि जै सकुद।  जै तै जाण हो वैक टिकट पर जै सकुद  च।  पता च सेंट एंड्र्यू चर्च अर वींक नाम च सारा।   

कॉपीराइट ? चुरायुं माल च।  क्यांक कॉपीराइट ?
पौड़ी गढ़वाल से जोक्स , हास्य ; चमोली  गढ़वाल से जोक्स , हास्य ;  रुद्रप्रयाग  गढ़वाल से जोक्स , हास्य ; टिहरी  गढ़वाल से जोक्स , हास्य ; उत्तरकाशी  गढ़वाल से जोक्स , हास्य ;  देहरादून  गढ़वाल से जोक्स , हास्य ; हरिद्वार  गढ़वाल से जोक्स , हास्य ; 

[Bhishma Kukreti]

           CEO requires Preparation for hard work and Strong Will Power
(Guidelines for Chief Executive Officers (CEO) series -10)
(Lessons for CEOs based on Shukraneeti)
By: Bhishma Kukreti (Sales and Marketing Consultant)
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तपसा तेज आदत्ते शास्ता पाता च रजक : I
नृपः स्वप्राक्तनाद्धत्ते तपसा च महीमिमाम  ।।  20  ।।    (  शुक्रनीति )
Tapsa Tej Adatte Shasta pat ach rajk: I
Nrip: Swapraktanaddhatte taps ach mahimimam Ii20II ( Shukraneeti)
[The King by Tapsya (Austerity, penance , devotion , rigor or rigorous ) , becomes glorious , effulgent , learned,  citizen lover.  Because of the penance in past birth /period, The King becomes the King. ]

Copyright@ Bhishma Kukreti, 2019
Hard work and Strong Will Power , Guidelines for Chief Executive Officers; Hard work and Strong Will Power , Guidelines for Managing Directors; Hard work and Strong Will Power , Guidelines for Chief Operating officers (CEO); Hard work and Strong Will Power , Guidelines for  General Mangers; Hard work and Strong Will Power , Guidelines for Chief Financial Officers (CFO) ; Hard work and Strong Will Power , Guidelines for Executive Directors ; Hard work and Strong Will Power , Guidelines for ; Refreshing Hard work and Strong Will Power , Guidelines for  CEO; Refreshing Hard work and Strong Will Power , Guidelines for COO ; Refreshing Hard work and Strong Will Power , Guidelines for CFO ; Refreshing Hard work and Strong Will Power , Guidelines for  Managers; Refreshing Hard work and Strong Will Power , Guidelines for  Executive Directors; Refreshing Hard work and Strong Will Power , Guidelines for MD ; Refreshing Hard work and Strong Will Power , Guidelines for Chairman ; Refreshing Hard work and Strong Will Power , Guidelines for President ;   Serving internal and external Customers by CEO , Managing directors ; Ultimate Duties of CEO/chief executive Officers

[Bhishma Kukreti]

डेनमार्क   बिटेन हँसौंण्या  छ्वीं / जोक्स

संकलन - भीष्म कुकरेती
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डेनिश याने डेनमार्की हौंसम  मखौल /व्यंग्य.  तून /ताना  ज्यादा हूंद। डेनमार्की लोग सीधा नि बुल्दन बल स्यु खराब च बुरु च बल्कण म  अपरोक्ष रूप म बात बतांदन। 
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जोक्स १-
प्रश्न - क्या हूंद जब डेनमार्की सुंदरी स्वीडन चल जांदी ?
उत्तर - द्वी देशों म आम बुद्धि विकास बढ़ जांद
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  कॉपीराइट ? चुरायुं माल च।  क्यांक कॉपीराइट ?
पौड़ी गढ़वाल से जोक्स , हास्य ; चमोली  गढ़वाल से जोक्स , हास्य ;  रुद्रप्रयाग  गढ़वाल से जोक्स , हास्य ; टिहरी  गढ़वाल से जोक्स , हास्य ; उत्तरकाशी  गढ़वाल से जोक्स , हास्य ;  देहरादून  गढ़वाल से जोक्स , हास्य ; हरिद्वार  गढ़वाल से जोक्स , हास्य ;   

[Bhishma Kukreti]

CEO Must Understands Reality of Time

(Guidelines for Chief Executive Officers (CEO) series -11)
(Lessons for CEOs based on Shukraneeti)

By: Bhishma Kukreti (Sales and Marketing Consultant)
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वृष्टि शीतोष्ण नक्षत्रगति  रूपस्वभावतः।
इष्टानिष्टाधिकं न्यूनाचारैः कालस्तु भिद्यते  ।।  21 । ।    (  शुक्रनीति )
Vrishti Sheetshna Nakshatragati Rupswabhavat: I
Ishtanishtadhik nyunacharai: Kalstu bhisyate ।। 21 ।।    (Shukraneeti)
  [Though the time is only one but the rain, cold,-hot (temperature) , planet movement , form , nature , desire (aspiration), bad result, small or more are the form of time.  ]
It is important that CEO knows the reality of time or definition of time that time is only one and same but other factors show that time is changeable. The fortune time or unfortunate time is because of certain factors those are nothing but form of time.
Copyright@ Bhishma Kukreti, 2019
CEO should know reality of Time , Guidelines for Chief Executive Officers; CEO should know reality of Time , Guidelines for Managing Directors; CEO should know reality of Time , Guidelines for Chief Operating officers (CEO); CEO should know reality of Time , Guidelines for  General Mangers; CEO should know reality of Time , Guidelines for Chief Financial Officers (CFO) ; CEO should know reality of Time , Guidelines for Executive Directors ; CEO should know reality of Time , Guidelines for ; Refreshing CEO should know reality of Time , Guidelines for  CEO; Refreshing CEO should know reality of Time , Guidelines for COO ; Refreshing CEO should know reality of Time , Guidelines for CFO ; Refreshing CEO should know reality of Time , Guidelines for  Managers; Refreshing CEO should know reality of Time , Guidelines for  Executive Directors; Refreshing CEO should know reality of Time , Guidelines for MD ; Refreshing CEO should know reality of Time , Guidelines for Chairman ; Refreshing CEO should know reality of Time , Guidelines for President ;   Serving internal and external Customers by CEO , Managing directors ; Ultimate Duties of CEO/chief executive Officers

[Bhishma Kukreti]

Ultant: Many Plots, Many Subjects and too many villains

Chronological History and Review of Modern Garhwali Short Stories/Fiction Series)
(Review of Short Story Collection 'Udrol' (Stories written by Sandeep Rawat -6)
(Review of 'Ultant' a Garhwali Short story (Story written by Sandeep Rawat)

Review by: Bhishma Kukreti (Literature Historian)
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  'Ultant' a Garhwali short story by Sandeep Rawat has three plots and many issues. There is story about sharp enmities between two villages, marriage problems between those nearby villages and there is alcohol consumption and indecency from groom side. Sandeep Rawat tried to accommodate all those issues to create a plot  in one story .  When you mix too many spices the chances of spoilage of broth are more and same happened in 'Ultant'.
  The incidents are real but due to too many plots it is difficult to find the chief aim of story narrator.
The  language of the story  is simple and Rawat uses common phrases for narration.
Garhwali short Story – Ultant   
By Sandeep Rawat
From 'Udrol' a Garhwali Short Stories Collection
Pub: Utkarsha Prakashan Meerut
Year – 2017
Copyright@ Bhishma Kukreti, 2019
Modern Garhwal Fiction /short stories from Uttarkashi Garhwal, South Asia; Modern Garhwal Fiction /short stories from Tehri Garhwal, South Asia; Modern Garhwal Fiction /short stories from Pauri Garhwal, South Asia; Modern Garhwal Fiction /short stories from Rudraprayag Garhwal, South Asia; Modern Garhwal Fiction /short stories from Dehradun

[Bhishma Kukreti]

  आइसलैंड (यूरोप ) बिटेन हंसण्या छ्वीं (जोक्स )
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संकलन : भीष्म कुकरेती
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  आइसलाइन  डार्क ह्यूमर या भद्दा मजाक का वास्ता प्रसिद्ध च। 
आइसलैंड कु जोक्स-
एक आइसलैंडी नॉर्वे  जाणु थौ अर भौत परेशान थौ  बल वै तै  नोर्वे की भाषा बोली नि आंदि तो वो कनै संवाद कारल ? तो एकान  समझायी बल तू धीरे धीरे आइसलैंडी भाषा म बोलली  तो नॉर्वे वळ  तेरी बात बींगि  जाला।
नॉर्वे आणो बाद वो आइसलैंडी एक बार म गे अर वेन  धीरे धीरे बार बैरा  से बोलि - मि  .. तैं  .. एक .. गिलास  ... बियर  .. चयेंद।
बैरा बियरौ गिलास ल्है गे।
तब आइसलैंडीन बैरा से बोली -- मि   .. तैं  .. शार्क  ... कु .. अंदड़  .. पिंदड़  .. चयेंद।
बैरा शार्क कु अंदड़  पिंदड़ ल्है  गे।
आइसलैंडी  उत्साहित ह्वे गे अर  वैन  बैरा से बोलि  -- मि  -- आइसलैंड  .. कु   .. छौं।  त्यार .. मुलक  ... को ?
बैरान उत्तर दे - मि . आइसलैंड .. कु  .. छौं ...

    कॉपीराइट ? चुरायुं माल च।  क्यांक कॉपीराइट ?
पौड़ी गढ़वाल से जोक्स , हास्य ; चमोली  गढ़वाल से जोक्स , हास्य ;  रुद्रप्रयाग  गढ़वाल से जोक्स , हास्य ; टिहरी  गढ़वाल से जोक्स , हास्य ; उत्तरकाशी  गढ़वाल से जोक्स , हास्य ;  देहरादून  गढ़वाल से जोक्स , हास्य ; हरिद्वार  गढ़वाल से जोक्स , हास्य ;   

[Bhishma Kukreti]

CEO Behaviour Influence the Organization Culture

(Guidelines for Chief Executive Officers (CEO) series -12)

(Lessons for CEOs based on Shukraneeti)

By: Bhishma Kukreti (Sales and Marketing Consultant)
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अचार प्रेरको राजा ह्योतकालस्य कारणम। 
यदि कालः प्रमाणं हि कस्माधर्मोस्ति कर्तषु  ।।  22  ।।    (  शुक्रनीति )
Achar prerako raja hyotkaalsya karanm
Yadi kal: pramanm hi kasmadhrmosti ।।  22  ।।   (Shukraneeti)
[The King is the sole inspirer of behaviour    (of citizens). The King is the sole reason for the Time. Conclusively, the origin of behaviour is King and not the time.]
In the previous sholka (SN21), Shukraneeti states that time is one but due to many aspects, its forms are different. Now, Shukraneeti states that the reason of behaviour or culture of (Citizens) is not because of time but because of the King.
In other words, the CEO behaviour directly affect on the culture or behaviour of the organization
               Corporate Culture goes wrong due to CEO Behaviour
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The CEO's good or bad behaviour influence the employees for their own behaviour and organizational behaviour and decision making practices.   
   The best example of how CEO behaviour influence the entering bad culture into the organization is the case of   Travis Kalanicks the Uber Cofounder and CEO (1) . Travis Kalanicks was a ruthless CEO, having bad temper, and repertoire rife with *ual innuendo and harassment. His behaviour had a trickledown effect throughout the organization. Employees did same bad things thinking that  those bad deeds are Ok because CEO is doing so (2) The result was that the bad culture entered into Uber and at the end Travis Kalanicks had to resign from CEO post .
  It is almost certain that employees take clue from their top bosses for opting their own and organizational behaviour and taking decision.
References
1-Isaac, Mike (Feb. 22, 2017, Inside Uber's Aggressive, Unrestrained, Workplace Culture, The New York Times
2-Karen Benz, June 11 2018, How does CEO Behaviour Affect Business Culture? www.bettermanger.us/post /how-ceo-behaviour-affect-business-culture
Copyright@ Bhishma Kukreti, 2019
CEO Behaviour  influencing Organization Culture, Guidelines for Chief Executive Officers; CEO Behaviour  influencing Organization Culture, Guidelines for Managing Directors; CEO Behaviour  influencing Organization Culture, Guidelines for Chief Operating officers (CEO); CEO Behaviour  influencing Organization Culture, Guidelines for  General Mangers; CEO Behaviour  influencing Organization Culture, Guidelines for Chief Financial Officers (CFO) ; CEO Behaviour  influencing Organization Culture, Guidelines for Executive Directors ; CEO Behaviour  influencing Organization Culture, Guidelines for ; Refreshing CEO Behaviour  influencing Organization Culture, Guidelines for  CEO; Refreshing CEO Behaviour  influencing Organization Culture, Guidelines for COO ; Refreshing CEO Behaviour  influencing Organization Culture, Guidelines for CFO ; Refreshing CEO Behaviour  influencing Organization Culture, Guidelines for  Managers; Refreshing CEO Behaviour  influencing Organization Culture, Guidelines for  Executive Directors; Refreshing CEO Behaviour  influencing Organization Culture, Guidelines for MD ; Refreshing CEO Behaviour  influencing Organization Culture, Guidelines for Chairman

[Bhishma Kukreti]

Requirement of Penalties for Breach of Code of Conducts

(Guidelines for Chief Executive Officers (CEO) series -13)
(Guiding Lessons for CEOs based on Shukraneeti)

By: Bhishma Kukreti (Sales and Marketing Consultant)
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राजदंड भयाल्लोक: स्वस्व धर्मपरो भवेत।
यो हि स्वधर्म निरतः स तेजस्वी भवेदिह  ।।  23  ।।    (  शुक्रनीति )
Rajdanda Bhayallok: Swaswa Dharmparo Bhawet ।
Yo hi swadharma nirat: sa tejaswi bhavedi: ।। 23 ।। (Shukraneeti)
]The living organisms (human beings) of the earth act righteously only because of Kingdom punishing rules (Rajdanda). The organisms (human beings) are glorious only those busy in righteous acts. ]
Every organization prepares a code of conducts for the employees those explain the required behaviour of the employees and their decision making processes too. The code of conduct document explains the employees what to do and what not to do.
  There are penalties clauses in the above code of conducts document too that explain penalties for those employees those do not follow the code of conducts or break the rules. Countries have the constitution for penalties for breaking the constitutional rules.
  The penalties are usually informed to employees at the time of appointment and handed over with appointment letter.
The penalties are of two types –
Minor Penalties –For example written or oral warnings etc. or lesser amount of financial penalties
Major penalties –The major penalties include firing the employees, handing over the employee to the police or other harsh acts against those break the rules.
Penalties are must because without fear human beings usually don't act as per code of conducts.

Copyright@ Bhishma Kukreti, 2019
Penalties for Breach of Code of Conducts , Guidelines for Chief Executive Officers; Penalties for Breach of Code of Conducts , Guidelines for Managing Directors; Penalties for Breach of Code of Conducts , Guidelines for Chief Operating officers (CEO); Penalties for Breach of Code of Conducts , Guidelines for  General Mangers; Penalties for Breach of Code of Conducts , Guidelines for Chief Financial Officers (CFO) ; Penalties for Breach of Code of Conducts , Guidelines for Executive Directors ; Penalties for Breach of Code of Conducts , Guidelines for ; Penalties for Breach of Code of Conducts , Guidelines for  CEO; Penalties for Breach of Code of Conducts , Guidelines for COO ; Penalties for Breach of Code of Conducts , Guidelines for CFO ; Penalties for Breach of Code of Conducts , Guidelines for  Managers; Penalties for Breach of Code of Conducts , Guidelines for  Executive Directors; Penalties for Breach of Code of Conducts , Guidelines for MD ; Penalties for Breach of Code of Conducts , Guidelines for Chairman ; Penalties for Breach of Code of Conducts , Guidelines for President ;   

[Bhishma Kukreti]

Ragas ar Manakhi: Garhwali drama awakening for Pollution Eradication

(Chronological History and Review of Modern Garhwali Stage Plays)
Review of Garhwali Stage Play collection 'Bandyo ki Chitthi (Plays by Dr. Umesh Chamola -5)
(Review of Children Stage Play 'Ragas ar Manakhi' the Stage play created by Dr. Umesh Chamola   )

Review by: Bhishma Kukreti (Literature Historian and Critic)
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  Pollution is very dangerous problems for human beings. Even Lower level Pollution can shorten the life. From Childhood, the Children should have awareness about  the reasons for pollution and the actions required for eradication the pollution. Dr.Umesh Chamola created inspiring drama 'Ragas ar manakhi' for eradication of pollution. The drama is in symbolic style and is successful in making awareness about the action required for eradication of pollution.
  The language is simple and easily understand able by children.

Copyright@ Bhishma Kukreti
Pollution in Garhwali Stage plays /dramas from Block, Pauri Garhwal, South Asia;  Pollution in Garhwali Stage plays /dramas from Garhwal, South Asia;  Pollution in Garhwali Stage plays /dramas from Chamoli Garhwal, South Asia;  Pollution in Garhwali Stage plays /dramas from Rudraprayag Garhwal, South Asia;  Pollution in Garhwali Stage plays /dramas from Tehri Garhwal, South Asia;  Pollution in Garhwali Stage plays /dramas from Uttarkashi Garhwal, South Asia;  Pollution in Garhwali Stage plays /dramas from Dehradun Garhwal, South Asia;