Author Topic: Let Us be Effective Manager (Mangament Guru)-By Bi  (Read 23935 times)

Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #140 on: January 05, 2014, 05:14:37 PM »

Gyana ar Binjara: Garhwali Folk Story for Branding Managers

Garhwali Folk Tales, Fables, Traditional stories, Community Narratives for Effective Managers, Effective executives, Effective Boss, Effective Supervisors or Stories for Effective management, management Lesson from Garhwali Folk Literature from Garhwal, part- 45   

       Collected and edited by: Bhishma Kukreti (Management Training Expert)

          Usually, in Garhwal the names of crop fields or farming fields are based on the characteristics of the farm place and not on the basis of personal name. For example where ‘Laya’ is grown called ‘Layad’, ‘Banjan’ means the place where Oak (banj) forest is there, ‘Chaudi’ means the field are long and wide, ‘twal’ means the land is with lime etc.
         Below in south of village Jaspur, Malla Dhangu (Pauri Garhwal), there is a place called ‘Gyana’ and in the east a place called Binjara. This author asked his elder uncle late Shri Murlidhar Kukreti about name of place (farming field) based on personal name. 
              My uncle told me the following story for such variation.
    There was Gorkhyani or Gorakha (Nepal) rule over Garhwal more than a decade. Gorakha rulers and government servants were the cruelest most in our history. The soldiers used to burn the standing crops or used to plough standing crops. To kill a human being on petty mistakes was a common system in Gorkha rule. Gorkhyani or Gorakha rule is remembered with fear due to their aggressive, oppressive ways of ruling.
              Ghansali was the military base of Gorkha soldiers and administrators for Dhangu, Udaypur and Dabralsyun.  Among the Gorakha administrative officers, Gyan Singh and Binjara Singh were the cruelest. 
             When Gorakha rule came to an end, the Gorakha soldiers started running for their countries Nepal. People of Dhangu were so much terrorized by Gyan Singh and Binjara that people wanted to kill them. People started following Gyana and Binjara to kill both of them. Gyana ran and was caught in the southern territory of Jaspur village. People killed him there. Binjara was caught in the east of Jaspur in Gweel territory.
          Now, where Gyan Singh was killed is called Gyana and where Binjara Singh was killed is called as Binjara’.


Copyright @ Bhishma Kukreti 31/12/2013 for review and interpretation    
Garhwali Folktales, Fables, Traditional stories for Managers,/executives, boss, supervisors or Stories for management from Garhwal to be continued…

                                 References

1-Bhishma Kukreti, 1984, Garhwal Ki Lok Kathayen, Binsar Prakashan, Lodhi Colony, Delhi 110003, 
2- Bhishma Kukreti 2003, Salan Biten Garhwali Lok Kathayen, Rant Raibar, Dehradun
3- Bhishma Kukreti, Garhwali Lok Kathaon ma Prabandh Vigyan ka Tantu , Chitthi Patri’s Lok Kathayen Visheshank  , Dehradun
Xx
Garhwali Folk Story for Branding Managers; Garhwali Folk Story from Malla Dhangu Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Gangasalan Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Lansdowne Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Pauri Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Chamoli Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Rudraprayag Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Tehri Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Uttarkashi Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Dehradun Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Haridwar Garhwal, Himalaya for Branding Managers; Garhwali Folk Story from Garhwal, Himalaya, North India  for Branding Managers;











Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #141 on: January 06, 2014, 05:16:17 PM »
Kafal Pako Min ni Chakho: A Garhwali Folk Story for Chief Executive Officers (CEO)

Garhwali Folk Tales, Fables, Traditional stories, Community Narratives for Effective Managers, Effective executives, Effective Boss, Effective Supervisors or Stories for Effective management, management Lesson from Garhwali Folk Literature from Garhwal, part- 49   

       Collected and edited by: Bhishma Kukreti (Management Training Expert)


      In spring, we used to hear the twittering of birds. It is said that one bird used to tweet,” Kaful Paku Min ni Chakho.” The second bird would replies” Sautak Putu Puru Chhayo.”
 The folk story around the tweeting of these birds is as follows.
          There was a boy Radhu. Radhu’s mother died in early age. He had step mother called Binya who looked after him. Binya never thought he was her step son and looked after as if her own son. However, Binya had affection for her parental family than her husband and Radhu.   Binya used to send gifts to her parental family in every festival.
         It was middle of Jeth (summer /May) month. The sweet and tasty Kafal or Kaful (berry type, Myrica esculanta) tree were bloomed by red, ripped Kafal fruits. Binya wanted to send Kafal fruits to her parental family where Kafal were not found.
               Kafal or Kaful fruit has specific characteristics. The nut is large than pulp area. It is better to pluck Kafal before noon as after the afternoon usually, there is less pulp on fruits due to dehydration of some water.
         One day, in early morning, Binya took Radhu to forest for plucking Kafal fruits from high Kaful trees. They collected Kafal fruits (berry) and filled five six covered baskets (Kandi)  by ripe Kafal fruits. Binya was pleased to see baskets full of red Kafal fruits.
      She took four baskets (Kandi) and gave two to her step Son Radhu.  Binya came to her house before Radhu as Radhu became busy to play with his village fellows. He kept Covered Baskets (Kandi) on open with full of sun and was playing.
 Later on after hours, Radhu reached to home. His step mother checked Kandi of Kafal and found that the volume was less. In fact, due to dehydration the volume of Kafal fruits was lowered. She asked Radhu, “You took Kafal?”
Radhu replied,” I did not taste or consumed Kafal.”
Binya put those Kafal Kandi inside the room. Due to shadow, now, Kafal fruits came into original shape.
            Binya was not satisfied. She tied Radhu on a Geenthi tree under bright sun. Radhu died due to dehydration and thirst.
 In the evening, Radhu died and Binya found that Kafal came to original position and both the Kandi (baskets) were full of Kafal.   
  She felt very sorry and due to repent, she also died immediately.
 They both became birds in other life.
Now Radhu bird says,” Kaful Paku Min ni Chakhu or- Kafal were ripe but I did not consume.”
In reply, Binya bird says,” Sautak Putu Puru Chhayo or -Yes my step son! The Kafal were full.”
 So before acting upon any decision, everybody should find the reality. Never take decision in haste! 
 

Copyright @ Bhishma Kukreti 6/1/2014 for review and interpretation    
Garhwali Folktales, Fables, Traditional stories for Managers,/executives, boss, supervisors or Stories for management from Garhwal to be continued…

                                 References

1-Bhishma Kukreti, 1984, Garhwal Ki Lok Kathayen, Binsar Prakashan, Lodhi Colony, Delhi 110003, 
2- Bhishma Kukreti 2003, Salan Biten Garhwali Lok Kathayen, Rant Raibar, Dehradun
3- Bhishma Kukreti, Garhwali Lok Kathaon ma Prabandh Vigyan ka Tantu , Chitthi Patri’s Lok Kathayen Visheshank  , Dehradun
Xx
Garhwali Folk Story for Chief Executive Officers (CEO); Garhwali Folk Story from Dhangu Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Gangasalan Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Lansdowne Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Pauri Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Haridwar Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Dehradun Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Tehri Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Uttarkashi Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Rudraprayag Garhwal for Chief Executive Officers (CEO); Garhwali Folk Story from Garhwal, Uttarakhand for Chief Executive Officers (CEO); Garhwali Folk Story from Garhwal, Himalaya  for Chief Executive Officers (CEO); Garhwali Folk Story from Garhwal, North India for Chief Executive Officers (CEO); Garhwali Folk Story from Garhwal, South Asia for Chief Executive Officers (CEO);

Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #142 on: January 11, 2014, 05:34:55 PM »
Pathya Chinkhu or Pathya Goat Kid a Garhwali Folk Story for Human Resource Manager

Garhwali Folk Tales, Fables, Traditional Stories, Community Narratives -53

  Compiled and Edited by: Bhishma Kukreti (Management Training Expert)

              Pathya goat kid was orphan. He was fatter and taller than his age. Pathya used to be sad by remembering that his mother was no more. One day, an elder goat informed him that his elder sister is married in a village far away from their village. A dense forest was in between the two villages.
Pathya Chinkhu wanted to visit his sister but was afraid of dense forest in between his and his sister village. It was told to him that there were cruel tiger, foxes, leopard in the dense forest.
          One night, an old goat was preaching to all that if you have faith you will accomplish your goal. Pathya Chinkhu was inspired by old goat preaching.
      Next morning, Pathya started his journey to his sister village. He was passing through the dense forest that Pathya met a tiger. Pathya was afraid to see tiger. Tiger was just to jump on Pathya.
               Pathya Chinkhu told to the tiger,” O tiger! I am very weak at this stage. I am visiting to my sister village. I shall get energetic diet there. I shall become fatter than today. You consume me when I am fatter and strong.”
                 Tiger agreed to Pathya and took promise from Pathya that he would meet tiger at this place only while returning from his sister village. Pathya promised to meet at that place only while returning for his village.
         Pathya reached to his sister village. His sister was pleased to meet her brother. His sister offered him tasty food. However, Pathya did not touch the food. His sister asked his bad mood. Pathya told the reason. His sister told him the trick to get free from the tiger. Pathya was pleased and took food. There he ate tasty and nourished food. Pathya became fatter and tall within a couple of days by consuming tasty nourished food.
                Pathya had to return to his village from his sister village. His sister came to village border to see him off. By heavy heart both got separated.
  Pathya was very slow in walking in dense forest. He reached to that place where he met tiger. The tiger was waiting for Pathya. Tiger was ready to kill Pathya.
Pathya told to tiger, I am ready to become your food. However, answer my couple of questions.”
Tiger agreed to answer Pathya’s questions.
Pathya asked, “Do you know? Why is human wiser than tiger?”
Tiger did not have answer.
Pathya said,” Because the human consume roasted goats and lambs.
 The tiger told, “I want to become wise too. I shall consume you by roasting you. Tell me the method of roasting you”
As per advice from Pathya, Tiger collected dry oak branches.
    Pathya asked tiger to dig a pit. Tiger dug a pit. Pathya sat inside the pit. Now Pathya asked the tiger to put a flat stone over the pit. Tiger followed the instructions. Pathya asked tiger to put dried oak wood on the stone. Tiger did same what he was advised. Pathya told tiger from the pit that the tiger should put wood on the stone and lit the wood and should put his mouth on the fire when there was crackling sound of burning oak wood.
  Tiger put wood on the stone and lit the wood. There was crackling sound of burning oak wood.  Tiger put his mouth on fire and from the pit Pathya pushed the stone towards tiger mouth. The burning wood burn the tiger and tiger jumped towards valley and died there. Pathya got rid of tiger as per his sister’s advice.
     Now, Pathya was fearless on the road for his village.




Copyright @ Bhishma Kukreti 11/1/2014 for review and interpretation
Garhwali Folk Tales, Fables, Traditional stories, Community Narratives for Effective Managers, Effective executives, Effective Boss, Effective Supervisors or Stories for Effective management, management Lesson from Garhwali Folk Literature from Garhwal, to be continued …in next chapter

                                 References

1-Bhishma Kukreti, 1984, Garhwal Ki Lok Kathayen, Binsar Prakashan, Lodhi Colony, Delhi 110003, 
2- Bhishma Kukreti 2003, Salan Biten Garhwali Lok Kathayen, Rant Raibar, Dehradun
3- Bhishma Kukreti, Garhwali Lok Kathaon ma Prabandh Vigyan ka Tantu , Chitthi Patri’s Lok Kathayen Visheshank  , Dehradun
Xx
Pathya Goat Kid a Garhwali Folk Story from Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Dhangu Patti Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Gangasalan Pargana Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Lansdowne Tehsil Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Pauri Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Rudraprayag Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Chamoli Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Tehri Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Uttarkashi Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Dehradun Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Haridwar Garhwal for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Garhwal Himalaya for Human Resource Manager; Pathya Goat Kid a Garhwali Folk Story from Garhwal North India for Human Resource Manager;

Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #143 on: January 13, 2014, 04:55:09 PM »
Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story for Production Managers

Garhwali Folk Tales, Fables, Traditional Stories, Community Narratives -55

  Compiled and Edited by: Bhishma Kukreti (Management Training Expert)

             (The physical composition of gold is such that copper missing is must to make gold ornament. However, in Garhwal there is another reason for mixing copper with gold for making ornament. )
   The folk story is as –
   Every goldsmith is blessed for using corrupt method for making gold ornaments. If a goldsmith does not mix anything with gold he would get sin.
   Century back, once upon a time, there was a goldsmith in our village. As usual he was corrupt goldsmith in mixing copper with gold for making ornaments.
   The goldsmith was rich too. He had a daughter who was beautiful and well behaved girl. The goldsmith was worried man as his daughter marriage date was very near. The goldsmith was busy in making sizable ornaments for his daughter marriage. While he was making a gold necklace for his daughter his wife advised him to make pure gold ornament for daughter. Goldsmith tried to make understand his wife not to make pure gold ornament. However, his wife insisted to make pure gold ornaments. Goldsmith had to follow his wife advice. Goldsmith made pure gold ornaments for his daughter marriage.
       The marriage procession was one of the very huge events in the region. Goldsmith offered lots of gifts to his daughter in marriage.
   However, the daughter of goldsmith became widow on the other day of marriage. Goldsmith was very sad and he asked the astrologer for the reason his daughter becoming widow immediately after marriage. The astrologer told that since goldsmith made pure gold ornaments for his daughter she became widow immediately after marriage.
             The goldsmith took a vow not to make pure gold ornaments. From that day, no goldsmith make pure gold ornament for anybody.




Copyright @ Bhishma Kukreti 12/1/2014 for review and interpretation
Garhwali Folk Tales, Fables, Traditional stories, Community Narratives for Effective Managers, Effective executives, Effective Boss, Effective Supervisors or Stories for Effective management, management Lesson from Garhwali Folk Literature from Garhwal, to be continued …in next chapter

                                 References

1-Bhishma Kukreti, 1984, Garhwal Ki Lok Kathayen, Binsar Prakashan, Lodhi Colony, Delhi 110003, 
2- Bhishma Kukreti 2003, Salan Biten Garhwali Lok Kathayen, Rant Raibar, Dehradun
3- Bhishma Kukreti, Garhwali Lok Kathaon ma Prabandh Vigyan ka Tantu , Chitthi Patri’s Lok Kathayen Visheshank  , Dehradun
Xx
Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Dhangu Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Gangasalan Pargana Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Lansdowne Tehsil Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Pauri Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Rudraprayag Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Chamoli Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Tehri Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Uttarkashi Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Dehradun Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Haridwar Garhwal for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Garhwal, Himalaya for Production Managers; Sunar ki Beti Vidhwa Huno Karan or Reasons for Goldsmith following Malpractices: A Garhwali Folk Story from Garhwal, North India  for Production Managers;

Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #144 on: January 13, 2014, 05:01:14 PM »
Meri Ganga Hweli ta Meem Ali, My Ganga will come to me: A Garhwali Folk Tale for Managers to believe on Conviction

Garhwali Folk Tales, Fables, Traditional Stories, Community Narratives -54

  Compiled and Edited by: Bhishma Kukreti (Management Training Expert)

                  Kumbh festival in Haridwar is celebrated after every twelve years. Garhwal king was o given due respect for dipping into Ganga at Kumbh festival. The custom was that after Akhada bath, Garhwal king would dip first into Ganga than other Indian Kings.
               There was Kumbh festival. Tens of Indian Kings gathered in Haridwar for dipping into holy Ganga. Garhwal King also arrived to take dip.
             Night before the dipping day, other Indian Kings decided that they would not allow Garhwal King to take bath earlier than them. Indian Kings from all over India were ready for battle as they were equipped with army and weapons.
              Garhwal king was with only his body guards in Haridwar. Garhwal King came to know the conspiracy of other kings. His tent and camp was far away from Ganga. The tents of other kings were nearer to Ganga bank.
  Garhwal King prayed all the deities and goddesses. Garhwal king said loudly, “Meri Ganga hweli ta meem ali or if Ganga is mine she would come to me.”
            Next morning the holy dipping day, everybody in Haridwar was shocked to see that Ganga changed its bank and was flowing near to tent of Garhwal King. Indian kings understood the power of devotion.
              Every Indian Kings came to camp of Garhwal King and requested pardon. Garhwal King pardoned everybody and as per custom dipped into Ganga before other kings.
 

Copyright @ Bhishma Kukreti 12/1/2014 for review and interpretation
Garhwali Folk Tales, Fables, Traditional stories, Community Narratives for Effective Managers, Effective executives, Effective Boss, Effective Supervisors or Stories for Effective management, management Lesson from Garhwali Folk Literature from Garhwal, to be continued …in next chapter

                                 References

1-Bhishma Kukreti, 1984, Garhwal Ki Lok Kathayen, Binsar Prakashan, Lodhi Colony, Delhi 110003, 
2- Bhishma Kukreti 2003, Salan Biten Garhwali Lok Kathayen, Rant Raibar, Dehradun
3- Bhishma Kukreti, Garhwali Lok Kathaon ma Prabandh Vigyan ka Tantu , Chitthi Patri’s Lok Kathayen Visheshank  , Dehradun
Xx
My Ganga will come to me: A North Indian Garhwali Folk Tale for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Dhangu Garhwal for Managers to believe on Conviction; My Ganga will come to me: A Garhwali Folk Tale from Gangasalan Pargana Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Lansdowne Tehsil Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Pauri Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Haridwar Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Dehradun Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Uttarkashi Garhwal for Managers to believe on Conviction My Ganga will come to me: A North Indian Garhwali Folk Tale from Tehri Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Chamoli Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Rudraprayag Garhwal for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Garhwal, Uttarakhand  for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Garhwal, Himalaya for Managers to believe on Conviction; My Ganga will come to me: A North Indian Garhwali Folk Tale from Garhwal, North India  for Managers to believe on Conviction;

Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #145 on: September 15, 2014, 07:37:06 AM »
   कार्यालय प्रबंधन का परिपेक्ष  मा महाभारत का चरित्र

                               मूल : सतीश दीवान
                     छिंडारण  वाळ : भीष्म कुकरेती
 द्रोणाचार्य याने पथप्रदर्शक ; बड़ा जणगरु ,  सब कुछ ज्ञान ह्वेक बि कुछ नि करण वाळ बस नया नया कारिंदौं तैं प्रशिक्षण दीण मा अग्वाड़ी।
भीष्म - दानो , सयाणो  कारिंदा।  वीआरएस लीणै उमर। नालायक बॉस तैं पुरो समर्थन दीणो "मजबूर लायक कारिंदा "
धृतराष्ट्र - अंधा  बॉस जु जाणदु च कि वैक प्रोजेक्ट मा कथगा खामियां /कमियां छन पर नई विधि नि अपनाणो मजबूर बॉस
गांधारी - यस वूमन ! बौसक सबसे खास कारिंदा , ज्वा जाणदि च कि सब कुछ गलत हूणु च पर बॉस का पल्ला नि छुड़ण  वळि खिलाड़न
युधिष्ठिर  - आदर्शवादी अर जैक  आदर्शवाद का चक्कर मा हमेशा वैक दगड्या फंसदन
भीम -गुस्सैल मैनेजर अर सब्युं पर क्या अपण बॉस पर बि गुस्सा ह्वे जांद पर बॉस भक्त
अर्जुन - अपण काम करण मा होशियार अर छोर्युं तैं आकर्षित करण मा उस्ताद। 
नकुल सहदेव - बस अपण काम मा व्यस्त।  साधारण तनखा बढ़ोतरी, कम बडाइं  मा बि खुस
दुर्योधन - कै बि तरह से काम हूण चयेंद मा विश्वास करण वाळ बौस ! पर अपणा मैनेजरों से ही धोखा खान्द
कर्ण -लगन शील , कर्मठ कारिंदा पर कबि नि बतांदु कि वैन यु काम कार।  बॉस का अहसान कबि नि बिसरण वाळ।  मार खाण मा अग्वाड़ी अर पिठै लगद दैं सबसे पैथर !
दुशासन - बॉस की प्रतिछाया , यस मैन !
शकुनि - नकलची, मुसक्या चोर , नामी सलाहकार , जुवारी अर धुर्या
द्रौपदी - सँजैत संसाधन
कृष्ण - असली बौस।  रणनीति अनुसार , योजनानुसार काम करांदु अर कारिंदा तैं लगद कृष्ण ना, बल्कण मा वैकि अपणी योजना च।
आभार -डा बलबीर सिंह रावत की मेल
15 /9/ 2014     

Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #146 on: September 15, 2014, 07:37:25 AM »
Characters of Mahabharata in Context office Management

Dronacharya – The Mentor. The employee who doesn’t like working himself but is always ready to guide and train new joiners.
Bhishma – The Loyal. The employee in a relatively senior position who happily assists the boss in spite of knowing his incompetence (because of some strange oath maybe)
Dhritarashtra – The blind boss. He knows that everything is wrong with his project but will still let it function, without making any changes to the current processes
Gandhari – The Yesmen/Women. Boss’s immediate juniors who know that they are a part of an evil plan but will stay blindfolded and pretend as if nothing is happening
Yuddhisthira – The ethical guy. Poor chap would never fudge timesheets and call in sick only when he is dying
Bheema – The angry resource. Always ready to pick up a fight with his peers, subordinates or even the bosses
Arjuna – The cool dude. The star performer who also knows how to sell his skills. A natural charmer, very famous among the ladies
Nakul Sahdev – The good average resource. No one notices them. They keep doing their work and get average appraisals
Duryodhana – The Bully. Knows how to get work done, by hook or by crook. Doesn’t mind threatening the likes of Nakul and Sahdev to get his work done.
Karna – The unsung hero. The best performer in the office but never claims credit for his work. Stays an unsung hero for all his life. Girls take him for a snobbish nerd.
Shakuni – The evil plotter. Copies management in every mail. Escalates every trivial issue, sometimes to take credits and sometimes purely for fun
Dhristadyumna – The One inning wonder. The one who performs an extraordinary feat, and then basks in the glory of it for the rest of his life.
Draupadi – The shared resource. Keeps hopping projects on boss’s advice
Krishna – The Ultimate Boss (PM/CTO/CEO) who knows that it is his game while he makes everyone believe that they are playing important roles too
How many Mahabharata characters like these have you seen in your office?  Maybe u are one of them?


Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #147 on: March 01, 2020, 07:36:40 PM »
Importance of Efforts and Industriousness for CEO’s success 

Guidelines for Chief Executive Officers (CEO) series -22
(Quick Guiding Lessons for CEOs based on Shukraneeti)
(Refreshing notes for Chief Executive Officers)

By: Bhishma Kukreti (Sales and Marketing Consultant)
-
धीमन्तो वंद्यचरिता मन्यते पोरुषम महत्I
अशक्ता: पौरुषं कर्तु क्लीवा दैवमुपासते II (Shukraneeti 1:47  )
 Shukraneeti sates about luck and industriousness or efforts and hard works as follows (1)0
“The Person that has skill or intellect and character takes efforts. The non-industrious person depends on luck and God” (Shukraneeti 1::47)
    There had been arguments and rebutting arguments about CEO makes company big by luck or by efforts in divorce case of Oil baron Harold Hamm  the CEO of Continental Resources  (2)
    Harold Hamm paid $974,790,317.77 as compensation for his ex-wife for divorce the amount though his worth was $18 billion. His ex –wife appealed in the court for more. Harold Hamm argued that his wealth came from forces outside his control, as global oil prices, the expertise of his deputies and other people technology. The divorce arguments created other philosophical and ethical debate “ If wealth comes by ere luck or circumstances then wealthy men owe a greater debt to society in the form of taxes or charity . If wealth comes by efforts and hard works then there should not be higher rates of tax.”.
   Frank (!) offered a quotation of a management scholar Steven Neil Kaplan of University of Chicago Booth School “Within any industry, a more talented management talented team is going to tend to do better. That is why investors and boards of directors look for the best talent to run their companies. That is why the stock of a company moves a lot when a CEO dies or the company hires anew CEO”. Steven Kaplan supports the preaching of Shukraneeti that the CEO must depend on efforts and skill than the mere luck or coincidences.
By all means, the hard work, sacrifices, efforts and industriousness of CEOs create wealth for  the companies and shareholders .   
References 
1-Shukraneeti, Manoj Pocket Books, Delhi, Pp 23
Frank Robert, Are CEOs that Talented or just Lucky, New York Times (Feb 7 2015) 
Copyright@ Bhishma Kukreti, 2019
Industriousness & Luck and Guidelines for Chief Executive Officers; Industriousness & Luck and Guidelines for Managing Directors; Industriousness & Luck and Guidelines for Chief Operating officers (CEO); Industriousness & Luck and Guidelines for  General Mangers; Guidelines for Chief Financial Officers (CFO) ; Industriousness & Luck and Guidelines for Executive Directors ; Industriousness & Luck and for ; Industriousness & Luck and  Refreshing Guidelines for  CEO; Refreshing Guidelines for COO ; Refreshing Guidelines for CFO ; Industriousness & Luck and Refreshing Guidelines for  Managers; Refreshing Guidelines for  Executive Directors; Refreshing Guidelines for MD ; Refreshing Guidelines for Chairman ; Refreshing Guidelines for President

Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #148 on: March 13, 2020, 12:42:44 PM »
Difference between Strong and Weak CEOs

G
uidelines for Chief Executive Officers (CEO) series -24
(Quick Guiding Lessons for CEOs based on Shukraneeti)
(Refreshing notes for Chief Executive Officers)

By: Bhishma Kukreti
(Sales and Marketing Consultant)
-
  दैवे पुरुषकारे च खलु सर्वं प्रतिष्ठिम् I
पूर्वजन्मकृतं कर्मेहार्जितं तद् द्विधा कृतम् II Shukraneeti 1:49 II
बल्वत्प्रतिकारि स्याद् दुर्लभ्स्य सदैव हि I
सबलाबलयोर्ज्ञानं फल्प्रापत्याअन्यथा  नहि II Shukraneeti 1 : 50)
 There are two types of Action – Luck and Industriousness.  The result of past life acts (thinking and past actions)  is called Luck. While the present acts are called Industriousness. But the movement of this galaxy are above luck and industriousness.  The strong person is that that eradicate weakness from luck and insidiousness. Only fruits of action decided the strength and weaknesses . and there is no other way to determine the strength and weakness .

Copyright@ Bhishma Kukreti, 2020 
Guidelines for Chief Executive Officers; Guidelines for Managing Directors; Guidelines for Chief Operating officers (CEO); Guidelines for  General Mangers; Guidelines for Chief Financial Officers (CFO) ; Guidelines for Executive Directors ; Guidelines for ; Refreshing Guidelines for  CEO; Refreshing Guidelines for COO ; Refreshing Guidelines for CFO ; Refreshing Guidelines for  Managers; Refreshing Guidelines for  Executive Directors; Refreshing Guidelines for MD ; Refreshing Guidelines for Chairman ; Refreshing Guidelines for President


Bhishma Kukreti

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Re: Let Us be Effective Manager (Mangament Guru)-By Bi
« Reply #149 on: March 16, 2020, 03:58:05 PM »

Good and Bad Actions of CEOs deliver good or bad consequences

Guidelines for Chief Executive Officers (CEO) series -25
(Quick Guiding Lessons for CEOs based on Shukraneeti)
(Refreshing notes for Chief Executive Officers)

By: Bhishma Kukreti (Sales and Marketing Consultant)
-
भवतीष्टं सत्क्रियया अनिष्टं तद् विपरीतया
शास्वत: सदसन्ज्ञत्वा त्यक्त्वाअसत्सत्समचरेत् II Shukraneeti 1.59) (1)
Means –
        The best actions create the best results. That is why a person should get knowledge of good actions and bad actions and should acquire good actions by discarding bad actions. (Shukraneeti 1.59) 
 Larcker and Tyan studied following of bad behaviour by CEOs (2) –
34% CEOs lying to the board over personal matters
21% CEOs involving *ual affairs with subordinates or consultants
16% CEOS use corporate funds in a matter that is questionable but not illegal
16% CEOS engaging in objectionable personal behaviour
13% CEOs making public statement those are objectionable
 Larcker and Tayan studied such bad behaviours of CEOs   found the following consequences-
Generally If not always)  , shareholders react negatively  to the news of misconducts of CEOs.
Most companies take appropriate action against such misconducts of CEOs.
However, the corporate punishments for CEOs misbehaving are inconsistent.
The CEO’s misbehaviours can reverberate across the organizations
Larcker and Tyan were not aware that many hundred years back in India, sage Shukra or Bhardwaj cautioned the people that the behaviour of CEOs or Kings affect or bring either good results or bad ones.
  As sage Shukra or Bhardwaj cautions, same way, Larcker and Tayan cautions to the boards of directors that CEO is the face of corporation. David and Brian further suggest to boards of directors that whenever CEO engage in any misconduct the board has to investigate immediately and take appropriate action  but ensuring that corporation reputation is protected too.
Reference
1-Shukraneeti, Manoj Pocket Books, Delhi, page 25
2-Larcker David, Tayan Brian, We studied 38 incidents of CEO bad behaviour and measured their consequences , Harvard Business Review , June 9, 2016
www. br.org/2016/06 we-studied -38-incidents –of-ceo-bad-behaviour-an –measured –their consequences (accessed on 16/3/2020)
 
Copyright@ Bhishma Kukreti, 2020 
Good and Bad Actions and Guidelines for Chief Executive Officers; Good and Bad Actions and  Guidelines for Managing Directors; Good and Bad Actions and Guidelines for Chief Operating officers (CEO); Good and Bad Actions and Guidelines for  General Mangers; Guidelines for Chief Financial Officers (CFO) ; Good and Bad Actions and Guidelines for Executive Directors ; Guidelines for ; Good and Bad Actions and Refreshing Guidelines for  CEO; Refreshing Guidelines for COO ; Good and Bad Actions and Refreshing Guidelines for CFO ; Refreshing Guidelines for  Managers; Refreshing Guidelines for  Executive Directors; Refreshing Guidelines for MD ; Good and Bad Actions and Refreshing Guidelines for Chairman ; Refreshing Guidelines for President



 

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