E-Paper
Time mgmt imperative
PROGRESS THROUGH science and technology has made time the most scarce resource, which is not expandable and is a major constraint in both individual and organisation?s lifecycle. Therefore, time management is imperative for both individual and an organisation.
PROGRESS THROUGH science and technology has made time the most scarce resource, which is not expandable and is a major constraint in both individual and organisation’s lifecycle. Therefore, time management is imperative for both individual and an organisation.
These views were expressed by vice-president of World Academy of Productivity Sciences (WAPS) and former Director General of National Productivity Council (NPC) Dr AN Saxena. He was in the city to take part in the two-day workshop on “Personal growth for organisational effectiveness,” organised by the PHD Chambers of Commerce (PHDCCI), here on Monday.
Former director (personal) of NTPC Pran Nath said, “Despite time constraint a good CEO is one who interacts with his employees on a regular basis”.
Interaction between the CEO and his subordinates was must for the satisfaction of employees and this would ultimately lead to overall success of an organisation, added Saxena.
Emphasising on bonhomie between employees and senior executives of the company, Saxena pointed out that relationship based on trust was most essential for the growth of an organisation and a CEO must always trust his subordinates.
On the progress of an organisation and the problems confronted in day-to-day functioning by it, Saxena said, “Progress creates problems and solution of these problems leads to more progress.” Justifying failures, Saxena remarked, “The worst thing in life is not to fail as failure gives an opportunity to improve and succeed.”
He also stressed upon teamwork and improvement in the thinking process of managers for progress of an organisation.
“Transparency in the daily working of an organisation is also must as secrecy is harmful in the long run,” asserted Saxena. On the global competition, Saxena said there were eight drivers of competitive advantage including openness, government, finance, infrastructure, knowledge, management, labour and institution.
Nath elaborated upon the principles and values of an individual, which are essential for ones personal growth. He also laid emphasis on the desire to listen to others views.
“While listening all prejudices against the speaker must be kept aside and one must give a patient hearing to what other has to say,” stressed Nath.
On the leadership qualities of an executive, Nath said, “A leader must lead by example and must not ask others to do what he is not willing to do to himself.”
