Saturday, October 19, 2013

Organizing - Henri Fayol's Concept

To organize a business is to provide it with everything useful to its functioning: raw materials, tools, capital, personnel. All this may be categorized into two main groups: the material organization and the human organization. The body corporate would be capable of fulfilling the six essential functions only when these resources are provided to it.  Fayol mentioned that only human organization is dealt with in his paper. It is because he presented only a discussion paper highlighting what can be taught in management course or subject.

The latter day management scholars must have developed on the material organization development in their voluminous books. But they also neglected the essential portion of the organization.

Saturday, October 5, 2013

Customer Satisfaction Focus - Resource Efficiency Focus

Managers have to simultaneously take care of customer satisfaction and resource efficiency.

Industrial engineers specialize in resource efficiency of engineering activities.

Eleven Customer-Focused Practices of Baldrige Award Winners

1. Multiple listening posts for understanding customer requirements
2. Highly refined recovery systems and complaint management processes
3. Comprehensive, creative, and continuous interface with the customer
4. Clarity about customer segments and their requirements
5. Customer focus is demonstrated at all levels and cascades from the top
6. Customer requirements and marketplace needs drive new product
7. Organization structures that support a customer-focused orientation
8. Information about customers is frequently and widely communicated
9. Missions that extend beyond customers and the boundaries of the business
10. Technology and operational processes mapped to customer service
11. Key results measures reflect high levels of customer service and satisfaction

4Cs of Customer Focused Solutions

Resource Efficiency Focus Initiatives

Deloitte Consultants are promoting resource efficiency now

A resource-focused approach to running your supply chain can enhance margins and help  win market share. If  suppliers are using too much energy, materials or water,  then they are spending too much money. And the extra expense is being born by  the supply chain. Help them become more efficient and then use the savings to increase the supply chain profit margins and market share.

Resource efficiency is a new and untapped opportunity, says Deloitte

Why? Efficiency initiatives of the past focused on systems and processes, rather than resources. A resource-focused approach – reducing energy, carbon, water, materials and waste – can offer an alternative and new way to achieve significant savings with rapid payback.

High Profit Supply Chain - Deloitte 2013 paper

Resource Efficiency - European Commission Netherlands 2013 Policy papers

Shop Floor Human Resource Management

It is production who do shop floor human resource management. They are in touch with every employee eight hours or more every day. What is the theory that supports them in their managerial activity.

F.W. Taylor advocated that managers take the responsibility for developing methods of accomplishing the required tasks and for training recruit in those methods. He wanted a foreman in charge of discipline apart from other foremen who look after specific aspects of methods.

Juan López-Cotarelo, Industrial Relations Research Unit, Warwick Business School  points out that line managers play a central role in human resource management. In many organisations, they are charged with myriad HR-related tasks, such as filling out performance appraisal forms, interviewing candidates for employment, making salary increase recommendations and breaking employment-related news –good and bad- to employees.

He also points out that treatment of line managers in the human resource management literature has been at best patchy. The ‘functional’ or ‘micro’ HRM subfield (Wright and Boswell, 2002) has produced knowledge about the role of line managers in the separate HR processes, such as personnel selection and performance appraisals. Most of the work in this subfield however has focused on describing the various ways in which managers can be subject to biases in their decision making. For instance, the personnel selection literature has shown that the behaviour of interviewers influences the performance of applicants (Liden et al., 1993), and that interviewer similarity and affect towards the interviewee is linked to perceived job suitability of the applicant (Howard and Ferris, 1996). Likewise, the performance appraisal literature has devoted much effort to determining the effects of rater affect and rater similarity on performance evaluations (Levy and Williams, 2004) On the ‘macro’ or ‘strategic’ side of the literature (Wright and Boswell, 2002), research has almost universally espoused a research design which has limited attention to line manager actions.

BREWSTER, C. & SODERSTROM, M. 1994. Human resources and line management.
In: BREWSTER, C. & HEGEWISCH, A. (eds.) Policy and practice in European
human resource management : the Price Waterhouse Cranfield survey. London; New York: Routledge.

HOWARD, J. L. & FERRIS, G. R. 1996. The Employment Interview Context: Social and
Situational Influences on Interviewer Decisions. Journal of Applied Social
Psychology, 26, 112-36.

Juan López-Cotarelo, HR discretion: understanding line managers’ role in  Human Resource Management 
Juan López-Cotarelo, Industrial Relations Research Unit, Warwick Business School 

LEVY, P. E. & WILLIAMS, J. R. 2004. The Social Context of Performance Appraisal: A 
Review and Framework for the Future. Journal of Management, 30, 881-905. 

LIDEN, R. C., MARTIN, C. L. & PARSONS, C. K. 1993. Interviewer and applicant 
behaviors in employment interviews. Academy of Management Journal, 36, 372-

WRIGHT, P. M. & BOSWELL, W. R. 2002. Desegregating HRM: a review and
synthesis of micro and macro human resource management research. Journal of
Management, 28, 247-76. 

Thursday, October 3, 2013

Management Scholars and Thinkers

Business and Management Thinkers - Brief Biographies and Their Publications

Harrington Emerson

DOB  2 August

Peter F. Drucker

Obituary, New York Times, November 2005
He wanted to write "Managing Ignorance." Interesting as I argue that the cost of ignorance is much higher than cost of quality in the society.

Wednesday, September 25, 2013

Eiji Toyoda - Former Chairman Toyota Motors

Eiji Toyoda, was  a member of Toyota Motor’s founding family and an architect of its “lean manufacturing” method. He helped to turn the automaker into a global powerhouse and changed the face of modern manufacturing.

Mr. Toyoda was born on Sept. 12, 1913, near Nagoya in central Japan, the second son of Heikichi and Nao Toyoda. He spent much of his youth at his family’s textile mill.  He graduated from the University of Tokyo in 1936 with a mechanical engineering degree and joined his family’s loom business.

The next year, Kiichiro Toyoda, son of the founder, created Toyota Motor, taking the young Eiji Toyoda with him.

Assigned to a division devoted to resolving quality problems, Mr. Toyoda is said to have developed an uncanny ability to spot waste and eliminate it. He used to say,  “Whether you pick a up a problem and solve it or not is a matter of habit. If you have the habit, then you can do whatever you have a mind to.”

In 1950, he set out on what would turn out to be a pivotal three-month tour to survey Ford’s Rouge plant in Detroit, then the largest and most efficient factory in the world. By 1950, Toyota had produced just 2,685 automobiles, compared with the 7,000 vehicles the Rouge plant was rolling out in a single day

Mr. Toyoda wrote back to headquarters that he “thought there were some possibilities to improve the production system.” He brought back a thick booklet that outlined some of Ford’s quality-control methods; the company translated it into Japanese. Mr. Toyoda went on to oversee Toyota’s Motomachi plant, a huge undertaking that gave the automaker the capacity to produce 5,000 passenger vehicles a month at a time when all of Japan produced about 7,000 vehicles a month. The plant, completed in 1959, was soon running at full capacity and gave Toyota a decisive lead over its domestic rival Nissan and the confidence to turn its eyes overseas.

He died on 17 September 2013.

Saturday, September 14, 2013

Big Data - Successful Management Applications

Locating Promising Gold Mines  - 2000

Goldcorp was once a struggling mining business.  With the business in jeopardy and frustrated by the lack of progress, CEO Rob McEwan decided to do something truly revolutionary.

In  the Goldcorp Challenge, he took 400 MB of proprietary data, put it online and offered $575,000 in prizes for anybody who could locate promising seams.  More than 1,400 contestants identified 110 new targets, 80% of which resulted in substantial new discoveries of gold.

More about the Goldcorp Challenge


Tuesday, September 10, 2013

10 September - Knowledge History - Science, Engineering and Management

1898 - Waldo Semon - invented vinyl

Arthur Holly Compton born 1892: cosmic rays and X-rays; Compton scattering; Nobel prize in Physics, 1927
John Kidd born 1775: codiscoverer of naphthalene in coal tar; author of 1833 treatise "On the Adaptation of External Nature to the Physical Condition of Man", intended to show how God was manifest in creation.

Carl Mosander born 1797: discovery of erbium (Er, element 68), lanthanum (La, 57), terbium (Tb, 65); discovered "didymium" (later resolved into neodymium and praseodymium)

Knowledge History of the Day - Index for the Year

Management Theory Review Blog
Management Knowledge Center
Engineering and Technology Knowledge Center
Science Knowledge Center
Social Science Knowledge Center

Sunday, September 8, 2013

Supply Chain Performance - Effectiveness and Efficiency

Supply Chain Design and Analysis: Models and Methods
Benita M. Beamon
University of Washington
Industrial Engineering
International Journal of Production Economics (1998)
Vol. 55, No. 3, pp. 281-294

Exploring efficiency and effectiveness in the supply chain: A conceptual analysis
Benedikte Borgström
Jönköping International Business School

A framework for supply chain performance measurement
A. Gunasekarana,, C. Patelb, Ronald E. McGaugheyc
Int. J. Production Economics 87 (2004) 333–347

A SCOR Reference Model of the Supply Chain
Management System in an Enterprise
Danish Irfan,  Xu Xiaofei, and Deng Sheng Chun1
The International Arab Journal of Information Technology, Vol. 5, No. 3, July 2008

Saturday, September 7, 2013

Leaders must foster accountability, but they also have to forgive errors, mistakes and wrongs of followers and opponents

Rosabeth Moss Kanter expressed the important idea in a HBR blog post.

Instead of settling scores,  leaders have to make gestures of reconciliation that heal wounds and involve all to get on with business. This is essential for turnarounds or to prevent mergers from turning into rebellions against acquirers who act like conquering armies. Forgiveness can sometimes mean investing in groups that have done something negative — a counterintuitive but often very effective strategy.

"Revenge is not justice," says General Douglas MacArthur, as played by Tommy Lee Jones in Emperor, an engrossing new feature film about the surrender of the Japanese to American troops at the end of World War II.

Emperor - Trailer

 The question requiring leadership judgment is whether to hang Japan's Emperor Hirohito for war crimes. Despite pressure from Washington and his fellow officers  General MacArthur senses that Japan reveres its emperor and refuses to give in. He instead uses his power for reconciliation and the emperor remains in place, though stripped of his divinity.  As we know from history, the rebuilding of war-torn Japan was an economic and social triumph.

If revenge is not justice, it is not strategy either.

Anger and blame are unproductive emotions that tie up energy in destroying rather than creating. People who want to save a marriage, for example, must let go of the desire to hurt a partner the way they think the partner has hurt them and instead make a gesture of reconciliation.

Those whose main motivation is to settle scores and get payback — to obstruct rather than construct — are on the wrong side of history. Their legacy is not  magnificent building, but rubble. Taking revenge can destroy countries, companies, and relationships. Forgiveness can rebuild them.


Prof Kanter explain this point also in a video presentation - Six Key to Leading Positive Change



Sunday, September 1, 2013

Evolution of Management Thought - Books and Research Papers

The Science and Practice of Management
A. Hamilton Church

The Regulating Principles or Laws of Effort
Practical Organization of The Organic Functions

Organizing Design
Organizing Equipment
Organizing Operation
Organizing Comparison
Organizing Control

Principles of Industrial Organization
Kimball Dexter S.

The Principles of Industrial Management
John Duncan

The Philosophy of Management
Oliver Sheldon

Fayol's 14 Principles Then and Now
Carl A. Rodrigues
Management Decision, 2001, 39,10, Page 880

Management Mathematics

IMA Journal of Management Mathematics (IMA J Manag Math)

Journal of Mathematics, Statistics and Operations Research

Mathematics in Management
Course material

Thursday, August 29, 2013

Product Cost Management Software and Tools

An engineering team decides on a specific design, but there are multiple alternatives that meet the same form, fit, and functional requirements with different cost implications.

Manufacturing costs are often variable and depend on plant cost structure, capabilities, and process control.

A manufacturing team selects one way to produce a specific design and estimates a ballpark cost, but there may be several more cost-effective ways to manufacture the same design.

Traditionally, Product Cost Management (PCM) has been performed by industrial engineers,  cost engineering experts, or by Value Analysis/Value Engineering (VAVE) team members who specialize in cost reduction.  These resources typically have strong manufacturing backgrounds.  Their expertise is unique and their domain knowledge builds over time, but it is extremely difficult to duplicate and scale across products in a large organization.

Effective PCM requires a set of systematic activities, processes, and tools for use throughout the enterprise to guide the above decisions to the lowest possible costs. This enables manufacturing organizations to attack cost at the point of origin and yield the greatest impact on product cost reduction.

Core Cost Management Activities

There are a number of core activities involved in PCM. Some of the most effective include:

Studying the cost tradeoffs of different concept designs in the R&D stage
Evaluating multiple design alternatives for lowest cost during NPI
Evaluating the cost of proposed solutions to an engineering change order
Evaluating multiple manufacturing and tooling alternatives for lowest cost, including make vs. buy analysis
Generating a detailed "should cost" to validate supplier quotes and ensure lowest pricing
Batch analyzing current prices of entire commodity groups to find over-cost outliers
Evaluating multiple cost-down ideas on current products in real-time to identify the highest potential reduction in the shortest amount of time

Cost Management Processes

The core activities above fit into various functions and processes over a product's life cycle and include key cost control points during the overall development process. These are measurable, managed checkpoints that dictate where and when people should perform the activities outlined above. The output and results of these activities build on each other throughout the product development life cycle. For example, during the introduction of a new product, there are typically design review meetings at regular intervals to ensure the new product is meeting form, fit, and functional requirements. However, rarely is there a conversation about the financial implications of the design alternatives being evaluated. An effective PCM effort should include mandatory cost evaluation as part of key design review milestones.

Another example would be as a design reaches the release to manufacturing (RTM) milestone. At this point in the process, there is often a decision to make or buy that product, or key components within it. A company with a cost control point at that RTM milestone would quickly calculate the financial impact of both options, and make an economically-wise decision in a fraction of the time that it would take to create and manage an RFP response from a supplier.

Cost Management Tools

Effective PCM is also enabled by putting the proper tools in the hands of anyone that impacts product cost. These tools help assess true product costs at a detailed level at any stage and enable people to act on the appropriate opportunities to reduce costs. For example:

Product cost estimation systems that can quickly and consistently generate and manage accurate estimates without requiring specialized manufacturing or cost knowledge

Reporting systems for documenting and tracking cost management results and KPI's over time
Analytics systems to search large volumes of data and identify cost outliers and trends
BOM cost tracking systems to roll-up costs at any point in a product's life cycle.Without these core activities, processes and tools, PCM remains a highly manual and decentralized function - of value only to manufacturing or cost engineering experts.
It can only be performed one or two times per NPI cycle, severely limiting the windows of opportunity to identify and operationalize product cost savings. It also leads to inconsistent estimation methods with static information that is difficult to update, manage and share.
To drive down COGS by entire percentage points, manufacturers must look to deploy PCM further upstream in the development process and across all departments and levels. Each group must identify its key cost control points and define the activities and processes needed to reduce costs. These groups also need the right tools to analyze cost trade-offs quickly and easily each time they make a decision. The specific recipes for effective PCM will vary for each group, but effort to meet their specific requirements will provide a very high return on investment.


More about Apriori Cost Management Software

Saturday, August 24, 2013

Monday, July 29, 2013

29 July Knowledge History - Science, Engineering and Management


29 July 1841 - Henri Fayol - Started the discussion of Principles of  Management in Engineering or Industrial Organizations

29 July 1917 Harry Boot - Developer of Cavity Magnetron

Nobel Laureates

1898 Issidor Issac Rabi - Physics
1900 Eyvind Johnson - Literature


1890 - Laroy Sunderland Starrett received a U.S. patent for his micrometer screw guage (No. 433,311),

Knowledge History of the Day - Index for the Year

Management Theory Review Blog
Management Knowledge Center
Engineering and Technology Knowledge Center
Science Knowledge Center
Social Science Knowledge Center

Saturday, July 20, 2013

Political Party Marketing - Understanding the Needs and Desires of People

Management of Political Party Article  Series

Importance of Desires and Needs of People

Political parties in a democracy exist to reflect the desires and needs of people. An individual or group of persons should try to form a political party only when they have the intention to represent the people in the legislature and administrative wings of a state.
Before the party is formed as well as when the party is in power, political party has to carry out marketing. It has to know what people want and desire.
In a democracy, wherein political parties are not adequately connected to people, there will be frustration among people. There will be agitation to change the system whenever majority of the people feel frustrated with the system.
Every political party member is to be entrusted the work of meeting around 50 persons every year to know people, keep the channels of contact open and ascertain the desires and needs of people.
Print based newspapers and periodicals were available and were used to some extent by political parties.
Information technology based systems now can be put in place to leverage the basic personal contact established by primary members of the party.
Political Parties and the Internet: Net Gain
The web sites of political parties can be used to ascertain the popular opinion on various issues. Various TV channels are employing this method. But are political parties employing the technique? Each and every politician needs to put up a voting facility  on his website for his constituency people for each piece of legislation on which he has to vote in the legislature. He has to ascertain first desire of his people and if there is a marginal difference he may call for a public meeting to explain his reasoning. But if a overwhelming majority gives an opinion, he has to honor the opinion even if he is personally against it. 
Can visitors cite any legislator who follows the practice of asking his constituency people to vote on pending legislations?

Behavioral Segmentation of Potential Voters

Kotler in his discussion of behavioral segmentation includes segmentation based on attitude. In attitude based segmentation, five groups are identified for a product or service in a market. The five groups of people are enthusiastic, positive, indifferent, negative, and hostile. Door-to-door political campaigners change their canvassing approach according to the attitude of the voter. Enthusiastic voters are thanked and will be asked to vote without fail. Reinforcement is done for positive voters. Efforts are made to win over indifferent voters. They do not spend time with voters with negative and hostile attitude to the party and the candidate. Party has to undertake its marketing and communication activities to see that negative and hostile voters with respect to their party are in a minority at the start of the election campaign. Then only their team can hope to effectively canvass for victory.


Political Market Planning Activities

Market position analysis
Determining how voters perceive the party and candidates

Objective setting
Determining the issues which will be highlighted for competing.

Strategic alternative analysis
Selection of segments in the electorate and messages for these segments

Strategy implementation
Allocation of resources

Monitoring and control
Mid-term analysis and post-election analysis

Source: The Political Marketing Planning Process: Improving Image and Message in Strategic Target Areas
Marketing Intelligence and Planning, 2002


The idea of political marketing By Nicholas J. O'Shaughnessy, Stephan C. M. Henneberg, 2002
Political marketing and British political parties: the party's just begun By Jennifer Lees-Marshment
Current Issues in Political Marketing By Walter W. Wymer, Jennifer Lees-Marshment, 2006

Interesting Web Sites and Blogs

Grand Central Political, a website connecting people working in politics and political media directly with politicians, campaigns, public relations firms, and media outlets looking for both experts and new talent. The firm serves the USA, Canada, UK and France.
Located through the knol Rachel Marsden.

New Related to Political Party Marketing Activities


Related Knols

Links to be changed to Blog posts

International Day Democracy - 15th September


More Articles and Papers

Research Papers

Utilizing Political Ideologies To Market A Political Candidate
Shermichael V. Singleton, Morehouse College, USA
Andrew Honeycutt, Shorter University, USA
Journal of Business & Economics Research – January 2012 Volume 10, Number 1

Comparative Advertising: Strategy in U.S. House Elections
Conference Paper, 2011

Political Advertising in Democratic Taiwan
Audiences’ Perspectives on Political Figures through Image-Building Advertisements

The political marketing planning process: improving image and message in strategic target areas
2002 paper

Political marketing – vive la différence!
Andrew Lock and Phil Harris
Faculty of Management and Business,
The Manchester Metropolitan University, Manchester, UK
European Journal of Marketing,
Vol. 30 No. 10/11, 1996, pp. 14-24.


News Related to Political Party Marketing Activities

12 August 2010

Tories posted a you tube video blaming the earlier labor administration for spending cuts.
Youtube Channel Conservative Party UK

15th July 2010
Australian labour  Party commissioned a social media platform.


Originally posted on Knol
Knol Number 670, Traffic rank 105

Monday, July 1, 2013

Emotions and Emotional Intelligence - Research, Researchers, Philosophers and Writers

A List of Researchers, Philosophers, and Writers and Some of Their Papers, Articles and weblinks

The initial list is being collected using Goleman's books as the basis. The list is being developed chapterwise due to it. The list will be subsequently expanded. 

Book - Daniel Goleman's Emotional Intelligence

Aristotle's Challenge
Aristotle, The Nicomachean Ethics
Part One - The Emotional Brain
Chapter 1 What Are Emotions For?
Chapter 2 Anatomy of an Emotional Hijacking
Joseph LeDoux, Neuroscientist at the Center of Neural Science at New York University
Dr. Antonio Damasio, Neurologist at the University of Iowa College of Medicine
Part Two - The Nature of Emotional Intellgence
Chapter 3 - When Smart is Dumb
Richard Herrnstein and Charles Murray
Book "The Bell Curve"
Karen Arnold, Professor of Education at Boston University
Howard Gardner, Harvard School of Education
Principal publications - list
Multiple Lenses on The Mind, 2005

The 25th anniversary of the publication of Howard Gardner’s Frames of Mind: The Theory of Multiple
Intelligences, 2008
B.F. Skinner
E.L. Thorndike
Peter Salovey
Indexs of articles
Emotional Intelligence - Seminal Article by Salovey and Mayer
Evidence that EI makes a difference. Presentation 2004
The Evolution of Emotional Intelligence, Presentation, 2005
Emotion Regulation Abilities and the Quality of Social Interaction, Paper in Emotion 2005
Robert Sternberg
Sternberg, R. J. (1993). Sternberg Triarchic Abilities Test. Unpublished research instrument available from author.
Sternberg, R. J. (1985). Beyond IQ: A triarchic theory of human intelligence. New York: Cambridge University Press.
Sternberg, R. J. (1996). Successful intelligence. New York: Simon & Schuster. (Paperback edition: New York: Dutton, 1997).
Sternberg, R. J., & Grigorenko, E. L.  (2000). Teaching for successful intelligence. Arlington Heights, IL: Skylight Training and Publishing Inc. 
Jack Block
Chapter 4 Know Thyself
Socrates,  “Know thyself.”

Freud, Evenly hovering attention

John Mayer, A University of New Hampshire Psychologist

Peter Salovey, Yale University

Edward Diener, A University of Illinois at Urbana psychologist

Dr. Peter Sifnoes, the Harvard Psychiatrist

Antonio Damasio
Chapter 5 Passion’s Slaves
Page Dubois, Greek Scholar

John Bowlby and D.W. Winnicott, Psychoanalysis

Benjamin Franklin

Dolf Zillmann, Psychology, University of Alabama

Redford Williams, Psychiatry, Duke University

Chogyam Trungpa, a Tibetan teacher

Lizabeth Roemer and Thomas Borkovec, Psychology, Pennsylvania State University

Diane Tice

William Styron

Susan Nolen-Hoeksma

Richard Wenzlaff

Daniel Weinberger

Richard Davidson, Psychology, University of Wisconsin
Chapter 6 The Master Attitude
Sanford Doenbusch, Sociology, Stanford
Walter Mischel, Psychology
Richard Alpert
Ralph Haber
C.R. Snyder, University of Kansas, Psychology
Martin Seligman
Albert Bandura
Mihaly Csikszentmihalyi
Chapter 7 The Roots of Empathy
Robert Rosenthal, Psychology, Harvard: He devised a test of empathy, the PONS (Profile of Nonverbal Sensitivity).
Martin L Hoffman,  New York University
E. B. Titchener (1920s)
Marian Radke-Yarrow and Carolyn Zahn-Waxler, National Institute of Mental Health
Daniel Stern, Psychiatry, Cornell University School of Medicine
Leslie Brother, Psychiatry, California Institute of Technology (Biology of Empathy)
Robert Levenson, Psychology, University of California at Berkeley
John Donne (English Poet)
William Pithers, Vermont Prison Psychologist
Robert Hare, Psychology, University of British Columbia
Chapter 8 The Social Arts
Paul Ekman
Ulf Dimberg, University of Uppsala
John Cacioppo, Social Psychology, Ohio State University
Frank Bernieri, Psychology, Oregon State University
Thomas Hatch
W.H. Auden
Helena Deutsch, Psychoanalyst
Lakin Phillips, Psychology, George Washington University
Stephen Nowicki, Psychology, Emory University
Chapter 9 Intimate Enemies
Sigmund Freud
Leslie Brody and Judith Hall
Carol Gilligan, Harvard
Ted Hudson, Psychology, University of Texas
John Gottman, Psychology, University of Washington
Aaron Beck, Founder of Cognitive Therapy
Robert Levenson, Psychology, University of California at Berkeley
Haim Ginott, Psychology,
Chapter 10 Managing with Heart
Shoshona Zuboff, Psychology, Harvard Business School
J.R. Larson, Psychology, University of Illinois at Urbana
Harry Levinson, Psychoanalyst turned corporate consultant
Dr. Vamik Volkan, Psychiatrist, University of Virginia
Thomsa Pettigrew, Social Psychology,University of California at Santa Cruz
Peter Drucker
Robert Sternberg
Wendy Williams
Robert Kelly and Janet Caplan (HBR article)
Chapter 11 Mind and Medicine
Robert Ader, University of Rochester
Francisco Varela, Ecole Polytechnique, Paris
David Felten
Dr. Camran Nezhat, Surgeon, Stanford University
Dr. Redford Williams, Duke University
Peter Haufman, National Heart, Lung, and Blood Institute
Sheldon Cohen, Psychology,Carnegie-Mellon University
Stephen Manuck, Psychology, University of Pittsburgh
John Cacioppo
Dr. Jimmie Holland
Dr.Dean Ornish
Chapter 12 The Family Crucible
Carole Hooven and John Gottman
Dr. T. Berry Brazelton, Paediatrician
Chapter 13 Trauma and Emotional Relearning
Dr.Spencer Eth, Child psychiatrist
D.Dennis Charney
Dr. John Krystal
Dr. Charles Nemeroff
Richard Davidson
Dr. Leonor Terr
Dr. Judith Lewis Herman
Joseph LeDoux
Chapter 14 Temperment Is Not Destiny
Jerome Kagan
Thorsten Wiesel and David Hubel, Neuroscience, Nobel Prize Winners, Brain Growth
Chapter 15 Emotional Literacy
Urie Bronfenbrenner, Psychology, Cornell University
Gerald Patterson
John Lochman
Dr. Fredeirck Goodwin
Dr. David Kupfer
Maria Kovacs
Hilda Bruch
Harry Stack Sullivan, Psychoanalyst
Steven Asher, Psychology, University of Illinois
Stephen Nowicki, Emory University, Psychology
Ralph Tarter, Psychology, Western Psychiatric Institute and Clinic, Pittsburgh
Ronald Kessler, Sociology, University of Michigan
Chapter 16 Scholling the Emotions
Karen Stone McCown
Eric Schaps
Dr. David Hamburg
Linda Lantieri
Mark Greenberg
Tim Shriver
Amitai Etzioni, Social Theorist, George Washington University
Thomas Lickona

Examination of Measurements in Emotional Intelligence, Ergometrika, 2001

My Knols on Emotional Intelligence

Websites on Emotional Intelligence

Originally posted on Knol emotions-and-emotional-intelligence-research-researchers-philosophers-and Knol Number 1298

Saturday, June 29, 2013

Organizational Behavior - Bibliography

Organizational Behavior: Linking Individuals and Groups to Organizational Contexts
Richard T. Mowday and Robert I. Sutton (Department of Industrial Engineering and Engineering Management, Stanford)
Annual review of Psychology, 1993, pp. 195-229

Friday, June 28, 2013

Value Stream Walk

Jim Womack

The best lean tool a manager can have is a good pair of shoes for walking his or her value streams. The reason: Managers and executives must learn to think "horizontally" across functions in order to understand and improve the flow of value to customers. This means un-learning the traditional "vertical" thought process based on organizational charts and optimizing departments.

A good practical way to learn horizontal thinking is to take a walk -- a value-stream walk -- on a regular basis. Womack will provide practical tips and a framework, based on his years of learning by walking real-world value streams, for what managers and executives should do when they take value-stream walks.


Sunday, June 23, 2013

Leadership and Integrity - Research Paper by Robert Hooijberg and Nancy Lane - Information

Available at

Hooijberg, Hunt and Dodge (1997) called for more attention to be paid to values in leadership research, especially to the role of integrity

Hypothesis: Integrity has a positive association with effectiveness for all raters.

Direct reports will see an especially strong association between
integrity and leadership effectiveness.

Hypothesis  stated that Integrity would have a positive association with effectiveness for
all raters. Based on the literature we certainly expected this hypothesis to be true. The results,
however, show a statistically significant association for the managers themselves and their peers,
but not for the direct reports and bosses. 

Leadership through strategy, structure, and systems - Robert Hooijberg

Strategic leaders must put in place structures, systems and processes that support and encourage the development of leaders within the organization.

Strategic leaders must design and implement appropriate organizational strategy, structure, and systems in order to reach, align and gain commitment from those who cannot be touched personally – thereby allowing all members to contribute meaningfully  to their organization’s overarching goals.


Being there even when you are not: Leadership through strategy, structure, and systems
Robert Hooijberg, James G Hunt, John Antonakis, Kimberly B Boal, Nancy Lane
Emerald Group Publishing, 01-Jan-2007 - Leadership - 334 pages
Whereas most of the leadership literature has focused on direct, interpersonal leadership, few researchers have examined indirect leadership or the leadership of organizations. Of course, direct, personal leadership plays an important role at all levels of the organization. However, we focus here on how leaders use strategy, structures, and systems to create the conditions that stimulate others to meaningfully contribute to the overarching goals of the organization. We therefore explore the role of the strategic leader as an "architect." In this role as strategic architect, we examine how top-level leaders create organizations wherein leadership is developed, knowledge is created and disseminated, meaning is shaped and shared, and where the vision cascades to all corners of the organization. We also explore the "darker" side of leader discretion to show the deleterious consequences of leader power. Finally, we examine the complex nature of organizations and the roles of leaders in adapting the organization to the environment in which it operates. The six major sections in this book coincide with these aspects of the leader's architectural focus. The first chapter in each section provides a short theoretical introduction. Following the theory chapters are application chapters, highlighting the practical implications of the theory with real-life examples. The sixth section explores the relationship between complexity theory and strategic leadership
Google Book Link with Preview facility

Monday, June 3, 2013

Multipliers: How the Best Leaders Make Everyone Smarter by Elizabeth Wiseman with Greg Mckeown - Book Information

About the Author

Liz Wiseman is the president of The Wiseman Group, a leadership research and development center headquartered in Silicon Valley. She advises senior executives and leads strategy and leadership forums for executive teams worldwide. A former executive at Oracle Corporation, she worked as the vice president of Oracle University and for seventeen years as the global leader for human resource development. She holds a BS in business management and a master's in organizational behavior, each from Brigham Young University.

Table of Contents

Foreword by Stephen R. Covey ix
1 The Multiplier Effect 1
2 The Talent Magnet 33
3 The Liberator 65
4 The Challenger
5 The Debate Maker 133
6 The Investor 159
7 Becoming a Multiplier 195
Acknowledgements 225
Appendix A: The Research Process 229
Appendix B: Frequently Asked Questions 237
Appendix C: The Multipliers 245
Appendix D: Multipliers Discussion Guide 249
The Multipliers Assessment 252
Notes 253
Index 257

More on the concept of multipliers
Multipliers - Diminishers - Leadership Model by Liz Wiseman

Multipliers - Diminishers - Leadership Model by Liz Wiseman

Elizabeth Wiseman (Liz Wiseman) is president of Wiseman Group. In the research she did along with her colleagues, she came up with the model of leaders as  multipliers and diminishers. Multipliers use 95% of the capability of their followers where as diminishers use an average of 48%. Thus a multiplier leaders almost doubles the productivity of his followers by 100%.

They say, the multiplier uses five disciplines. As a talent magnet, he attracts talented people and uses them at their highest point of contribution. As a liberator, he creates an environment that allows people's best thinking and work. As a challenger he defines an opportunity that causes people to stretch. As a debate maker, he drives decision through rigorous debates.As an investor, he invests in the success of his followers and gives people the ownership for results.

Presentation by Liz Wiseman, and Greg McKeown, Coauthors at Google Talks on Multipliers
57.11 minutes


More material on the topic (the article made me aware of the topic)

Review of the book in Drake Management Review -

Videos - Wiseman Group

Friday, May 31, 2013

Competitive Strategy Against a Disruptive Technology

Disruptive technologies and product from Napster, Amazon, and the Apple Store devastated Tower Records and Musicland; tiny, underpowered personal computers grew to replace minicomputers and mainframes; digital photography made film practically obsolete.

Present leading companies have to respond by developing  a disruption of their  own before it's too late to reap the rewards of participation in new, high-growth markets, as Procter & Gamble did with Swiffer, Dow Corning with Xiameter, and Apple with the iPod, iTunes, the iPad, and the iPhone.

Disruption is not a a single event but a process that plays out over time, sometimes quickly and completely, but other times slowly and incompletely. There are many companies and businesses that survived disruptive technologies and making profits even today after many years of the appearance of successful disruptive technology. Therefore managers must not only disrupt themselves but also consider the fate of their legacy operations, for which decades or more of profitability may lie ahead.

Maxwell Wessell and Clayton Christensen proposed  a systematic way to help managers  fashion a more complete strategic response.

Disruptive innovations are like missiles launched at your business. You need to determine whether a missile will hit you dead-on, graze you, or pass you altogether. For that,  you need to:
• Identify the strengths of your disrupter's business model;
• Identify your own relative advantages;
• Evaluate the conditions that would help or hinder the disrupter from co-opting your current advantages in the future.

They introduced the concept of the extendable core--the aspect of its business model that allows the disrupter to maintain its performance advantage as it creeps upmarket in search of more and more customers. Then managers have to figure out what jobs people want still want their company to do for them--and what jobs the disrupter could do better with its extendable core. This  give a clearer picture of the  relative advantage of a company against a disrupter.  Then the barriers a disrupter would need to overcome to undermine the existing companies in the future are to be identified. This approach will enable a manager  to see which parts of the current business are most vulnerable to disruption and which parts  can be defended for signicant period of time.

Related Articles

Surviving Disruption
Wessel, Maxwell1 and Christensen, Clayton
Harvard Business Review; Dec2012, Vol. 90 Issue 12, p56-64, 9p

Stop Reinventing Disruption
by Maxwell Wessel,   March 7, 2013

Leveraging Disruptive Theory to Develop Up-Market Strategy

Maxwell Wessel is with the Forum for Growth and Innovation at Harvard Business School

Sunday, May 26, 2013

26 May Knowledge History - Science, Engineering and Management


Laurance Spellman Rockefeller, American industrialist (Chase Manhattan Bank), conservationist and philanthropist and founder of the American Conservation Association, was born on May 26, 1910.

Jack ("Doctor Death") Kevorkian, American physician, was born on May 26, 1928.

Sally Kristen Ride, the first American astronaut in space, was born on May 26, 1951.

Washington Augustus Roebling, American engineer and architect, who built the Allegheny Suspension Bridge (in Pennsylvania) with his father, John Augustus Roebling and directed construction of the Brooklyn Bridge (New York), was born on May 26, 1837.

Nobel Prize Winners


1857 Robert Mushet received a patent for methods of manufacturing steel.

Acoustic Wave Devices Using Plate Modes With Surface-Parallel Displacement, S. J. Martin and A. J. Ricco; Pat. No. 5,117,146; Issued: 5/26/92.

Electrically-Programmable Diffraction Grating, A. J. Ricco, M. A. Butler, M. B. Sinclair, S. D. Senturia; U.S. Patent No. 5,757,536; Issued 5/26/98.

"System and method for generating cyclic codes for error control in digital communications", US Patent 7,539,918, Issued May 26, 2009

Knowledge History of the Day - Index for the Year

Management Theory Review Blog
Management Knowledge Center
Engineering and Technology Knowledge Center
Science Knowledge Center
Social Science Knowledge Center

Saturday, May 25, 2013

Project Management: A Systems Approach to Planning, Scheduling, and Controlling, Harold Kerzner, 11th Edition - Book Information

The book described as the best selling bible of project management

Project Management: A Systems Approach to Planning, Scheduling, and Controlling, 11th Edition
February 2013


Table of Contents

Preface xxi

























Appendix A. Solutions to the Project Management Conflict Exercise 1025

Appendix B. Solution to Leadership Exercise 1031

Appendix C. Dorale Products Case Studies 1037

Appendix D. Solution to the Dorale Products Case Studies Answers 1049

Appendix E. Crosslisting of PMBOK to the Text 1055

Author Index 1061

Subject Index

Related blog by Kerzner

11th Edition Google Book Link with preview facility

10th Edition Google Book Link with preview facility

Download Chapter 1 from Wiley

Friday, May 24, 2013

Knowledge History - Science, Engineering and Management



Chronology of History of Science
Calendar of science for for the month

Computation Knowledge - Historical timeline -
Lasers - History
Mechanical Engineering - ASME History of Mechanical Engineering Page


Patents Information Datewise

Great Achievements in Engineering
History of Engineering - Bibliography
International Journal for the History of Engineering and Technology
A Biographical Dictionary of People in Engineering - From Earliest Records until 2000.
Inventions - Timeline

Automobile Engineering

Automobile engineering timeline -
Electric Car - Timeline  -
Timeline of Motoring History -

Civil Engineering - History and Heritage -

Concrete - Historical Timeline -

IEEE Technology History -

Mechanical Engineering - ASME History of Mechanical Engineering Page

Robotics History - Timeline

Structural Engineering - History Resources -

Weapons Technology  History -

A Timeline of Database History

History of Genetic Engineering



Industrial Engineering Timeline:
Industrial Engineering is Human Effort Engineering and System Efficiency Engineering.

Management History Timeline:

Month-wise and Date-Wise Events

January    -   February    -      March      -   April     -    May      -      June

July               August              September    October     November    December

A History of Knowledge - Long Essay

Saturday, May 18, 2013

Edward de Bono - Creativity and Lateral Thinking

Edward de Bono made many contributions to the topic of creative thinking.

Presentation by de Bono on Thinking


If you are not aware of the psychologist and physician Dr. Edward de Bono, then you owe it to yourself to at least explore his contributions.

Friday, May 17, 2013

Confucius on Leadership by John Adair - Book Review and Summary

John Adair's book Confucius on Leadership was published in 2013.

While Confucius is known to many as a philosopher and Confucianism is even treated as a religion, Adair, a scholar on leadership identified that Confucius tried to develop leadership among the Chinese and made efforts in that direction.

Confucius on Leadership - Google Book with preview facility

Part 1 The Generic Role of Leader

1. What is leadership?
2. Leading from in front
3. Achieving the task
4. Building the team
5. Developing the individual

Part 2 Some Qualities Necessary in Leaders

6. Enthusiasm
7. Integrity
8. Tough and demanding but fair
9. Warmth
10. Humility

Conclusion: The path to leadership

 A Biographical Sketch of Confucius

More reading on Confucius on Leadership

The Relevance of Confucian Philosophy to Modern Concepts of Leadership and Followership

There are more articles on Confucius on Leadership. More will be added.

Monday, May 13, 2013

"Outside-in" Thinking - Prof. Ranjay Gulati

Ranjay Gulati is the Jaime and Josefina Chua Tiampo Professor of Business Administration at Harvard Business School.

Companies with an outside-in perspective aim to provide solutions for customers. Those with an inside-out orientation, on the other hand, just focus on products, sales, and the organization.

Customer-centric companies tracked by Gulati between 2001 and 2007 delivered shareholder returns of 150 percent while the S&P 500 delivered 14 percent.

To develop an outside-in orientation, it is essential to translate awareness of a customer issue or problem into action toward solving it and provide the solution to the customer.

Ranjay Gulati:  "I naively assumed that all firms must indeed have an outside-in orientation whereby they put their customers first in all their decisions and actions." After all, that is what business is about and marketing texts and courses promoted it .  But Gulati says "Much to my surprise, I found that this was the exception rather than the rule for most businesses."

More Reading on the Concept and Ranjay Gulati

Silobusting - Ranjay Gulati

"From Inside-out to Outside in thinking" by Ranjay Gulati, HBS professor in Economic Times Corporate Dossier of 10 May 2013


Transcript of the video

Monday, April 15, 2013

15 April Knowledge History - Science, Engineering and Management


1452 Leonardo da Vinci of Italy the legendary painter, sculptor, inventor, scientist and visionary was born.

1707 Leonhard Euler - Swiss Mathematician and Phycist
         Eulerian form of a complex number

Nobel Prize winners

1874 Johannes Stark  - Physics
         Nobel Lecture: Structural and Spectral Changes of Chemical Atoms

1907 Nikolaas Tinbergen  - Medicine
1961 Carol W. Greider  - Medicine


1997 Bertram Burke received a patent for an automatic philanthropic contribution system called the MILLIONAIRE'S CLUB.

Management Knowledge Revision Articles

What is Strategy in Simple Terms?

Who is a Knowledge Worker?

Science, Engineering and Management Knowledge History of the Day - Index for the Year

Knowledge History of the Day - Index for the Year

Management Theory Review Blog
Management Knowledge Center
Engineering and Technology Knowledge Center
Science Knowledge Center
Social Science Knowledge Center