Saturday, December 28, 2013

Corporate Strategy: Managing The Business

http://www.amazon.com/Corporate-Strategy-Managing-The-Business-ebook/dp/B00HKF6HJQ/ref=pd_rhf_dp_p_tnr_4

Corporate Strategy : Managing The Business book useful to business men, managers, business school faculties and students, entrepreneurs, CEO, board of directors, executives who are managing a business. A common man can know how to be the development of strategy, implementation, control and monitoring of strategy with live case studies of Microsoft, Google, Samsung, IBM and Apple etc. When you read this book, you have to get numerous ideas and techniques for development platform such as technology, social networking, distribution channels, new products and services, development of brand, sustainable value, survival, growth, restructuring and expansion of business operations across the globe. 

Saturday, November 2, 2013

Trust

TRust  is play significant role in development of business, team, project and business. People are working in a business with trust, when collapse trust with reason, it must be acceptable, When collapse trust without reason, it may be serious and breakdown business relationship. 

Wednesday, September 25, 2013

Creativity and Contribution in a team

Creativity and Contribution

Team creativity focus of individual technological upgradation  and team application of innovative ideas, concepts and application of creativity in a project to accomplishment of work. Team facilitator encourages to team members' creativity in work, ideas, skills and commitment to work in a team. Facilitator identified everyone members' contribution in a team and praise and reward in terms of monetary and nonmonetary benefits to members. Team facilitator encourage to show unique talents, knowledge and creativity are the main objectives.  In a group, members are told what to do rather than being asked what the best approach would be.  Suggestions and creativity are not encouraged.  In a team, members contribute to the organization's success by applying their unique talents, knowledge and creativity to team objectives. Team members' involvement in Brainstorming, it  helps with the development of team innovation and creativity in a team work.

Sunday, September 8, 2013

REASONS FOR TEAM INEFFECTIVENESS

REASONS FOR TEAM INEFFECTIVENESS
Absence of Trust
This outcome occurs when team members are reluctant to be vulnerable with one another and are unwilling to admit their mistakes, weaknesses, or need for help. Without a certain comfort level among team members, a foundation of trust is not possible.

Fear of Conflict

Teams that are lacking trust are incapable of engaging in unfiltered, assionate debate about key issues. It creates situations where team conflict can easily turn into veiled discussions and back channel comments. In a work setting where team members do not openly air their opinions, inferior decisions result.

Sunday, September 1, 2013

Rights Catalogue 2014 Dr B Hiriyappa

Rights Catalogue 2014
Dr B Hiriyappa
_____________________________________________________________________________
STRATEGIC MANAGEMENT AND BUSINESS POLICY : For Managers and Consultants
Dr.B. Hiriyappa, Ph.D.
This book is divided into 29 chapters such as: Business, Strategy, Strategic
Management, Vision, Mission, Environment Analysis, Strategic Advantage
Analysis, Corporate Strategy, Michael Porter's Generic Strategies,
Formulation Of Functional Strategy, Types Of Strategies, Diversification,
Concept Turnaround, Retrenchment Divestment, Liquidation Strategies
Matrix, Model Analysis, Value Chain Analysis, Investment Level Strategy,
Strategic Alliances, Joint Ventures, Tailoring Strategy, Six Sigma and more.
978-1604816730 8-1/2 X 11 370 pages All rights available.

STRESS MANAGEMENT: Leading To Success
Dr.B. Hiriyappa, Ph.D.
"Stress Management: Leading to Success” book divided into seven chapters:
1. Stress
2. Reasons For Stress
3. Types of Stress
4. Stress at Work Place
5. Manage Stress at Work Place
5. Stress Management Techniques
7. Stress Management : Leading To Success"
978-1475082654 8 x 10 126 Pages All rights available.

TEAM BUILDING AND GROUP DYNAMIC MANAGEMENT
Dr.B. Hiriyappa, Ph.D.
This book divided into eight chapters viz:
Team And Team Building, Team Functions, Team Effectiveness,
Understanding Group Behavior In An Organization, Team Dynamics, Group
Development Stages Of Groups Formation, Types Of Groups, Turning
Groups Into Effective Teams. This book useful to team members, leaders,
CEO, Business Faculty and Students and managers.
978-1489546609  6 x 9 84 pages  All rights available.

CORPORATE STRATEGY

Dr.B. Hiriyappa, Ph.D.
Corporate Strategy
Corporate Strategy Formulation Implementation Process
Long Term And Short Term Objectives
Michael Porter’s Generic Strategies 

Grand Strategies Structures In Enterprise’s
Diversification
978-1463694630 8.5" x 11" 46 pages  All rights available.

BUSINESS POLICY AND STRATEGIC MANAGEMENT
Dr.B. Hiriyappa, Ph.D.
Business Policy and Strategic Management is the text book for higher studies of business school. It is the tremendous importance of business policy formulation, implementation and control and innovative development and growth of business in today's competitive scenario. This book is useful to MANAGERS, CONSULTANTS, STRATEGIC PLANNERS, BUSINESS DEVELOPMENT EXECUTIVES, CEO, MBA AND OTHER BUSINESS STUDENTS AND FACULTY MEMBERS OF BUSINESS POLICY AND STRATEGIC MANAGEMENT. This book presents an in-depth and comprehensive coverage of Business Policy and Strategic Management. This book divided into 29chapters viz.:DILEMMA OF BUSINESS, BUSINESS STRATEGY AND CORPORATE STRATEGY, INTERNAL ENVIRONMENT ANALYSIS, MICRO AND MACRO ENVIRONMENT ANALYSIS, FRAMEWORK AND SCOPE OF STRATEGIC MANAGEMENT, DEVELOPMENT OF VISION AND MISSION, NATURE AND SCOPE OF CORPORATE STRATEGY, FRAMEWORK OF STRATEGIC ANALYSIS, GENERIC STRATEGIES, FORMULATION OF FUNCTIONAL DEPARTMENTAL STRATEGY, GRAND STRATEGIES STRUCTURES IN ENTERPRISES, DIVERSIFICATION STRATEGIES FOR ENTERPRISES, TURNAROUND, RETRENCHMENT DIVESTMENT, AND LIQUIDATION STRATEGIES FOR ENTERPRISES, TOWS MATRIX ANALYSIS, BCG MATRIX, ANSOFF'S MATRIX, ADL MATRIX, THE GENERAL ELECTRIC MODEL, PORTER'S FIVE FORCES MODEL AND MCKINSEY'S 7'S FRAMEWORK, VALUE CHAIN CONCEPT ANALYSIS, VERTICAL INTEGRATION AND STRATEGIC ALLIANCES, ACQUISITIONS AND JOINT VENTURES, TAILORING STRATEGY ANALYSIS, STRATEGY FOR FRAGMENTED INDUSTRIES, STRATEGIC CHANGE MANAGEMENT, STRATEGIES FOR COMPETING IN GLOBLIZING MARKETS, CORPORATE CULTURE AND LEADERSHIP, STRATEGIC CONTROL SYSTEMS, MATCHING STRUCTURE AND CONTROL ANALYSIS, STRATEGY IMPLEMENTATION AND CONTROL, BUSINESS PROCESS REENGINEERING AND BENCHMARKING, SIX SIGMA AND MANAGEMENT and CONTEMPORARY STRATEGIC ISSUES.
978-1448604333  7" x 10"  496 pages All rights available.

MANAGEMENT OF MOTIVATION AND ITS THEORIES
Dr.B. Hiriyappa, Ph.D.
Introduction To Motivation 
Determinants Of Motivation 
Five Concepts In Work Motivation 
Motivation And Rewards 
Theories Of Motivation 
978-1466370807  7" x 10" 38 pages  All rights available.

STRATEGIC PLANNING
Dr.B. Hiriyappa, Ph.D.
Corporate Strategy 
Corporate Strategy Formulation Implementation Process 
Long Term And Short Term Objectives 
Michael Porter’s Generic Strategies 
Grand Strategies Structures In Enterprise’s 
Diversification
978-1466301979 7" x 10" 64 pages  978-1466301979 All rights available.

STRATEGIC ANALYSIS
Dr.B. Hiriyappa, Ph.D.
Strategic Analysis 
Situational Analysis 
The Methods Of Industry And Competitive Analysis 
Strategic Groups 
SWOT Analysis 
TOWS Matrix Analysis 
BCG Matrix 
978-1463793579 7" x 10"  56 pages All rights available.





TEAM BUILDING AND GROUP DYNAMIC
Dr.B. Hiriyappa, Ph.D.
TEAM BUILDING AND GROUP DYNAMICS is useful to manager, team leaders, business executives, business development managers, chief executive officers, business students, management consultants, strategic planner, MBAs and who is working in a team. 
This book contains the following issues which are relevant to team management: 
Importance of team define, Team intention & scope, Features of successful teams, Basic team rules, Team meeting responsibilities, What is a good team?, Team functions, Team management, Definition of team management, Team effectiveness, Understanding group behavior in an organization, What is a group?, Features of a group, Characteristics of a mature group, Types of work groups, Team dynamics, Importance of group dynamics, Group norms, Group cohesiveness, Factors influencing group cohesiveness, Group development / stages of group's formation, Types of groups, Advantages of group decisions, Disadvantages of group decisions, Effectiveness and efficiency of group decision making, Techniques for improving group decision making, Turning groups into effective teams and Developing and managing effective teams
978-1456308094 7" x 10" 56 pages All rights available.

CHANGE AND CONFLICT MANAGEMENT
Dr.B. Hiriyappa, Ph.D.
Nature of Strategic Change Management 
Organizational Politics and Power 
Organizational Conflict 
Implementing Strategic Change: Steps in the Changing Process 
978-1466316447  6" x 9" 30 pages All rights available.


Saturday, August 31, 2013

Conflict Resolution

Conflict Resolution
Conflict in a team is inevitable in a member. Conflict isn't necessarily a bad thing, though. Healthy and constructive conflict is a component of high functioning teams. - See more at:
Conflict arises due to disagreement and poor communication in a group and its members find themselves in conflict situations they do not know how to resolve.  Their supervisor/leader may put off intervention until serious damage is done, i.e. a crisis situation.  In a team, members realize conflict is a normal aspect of human interaction but they view such situations as an opportunity for new ideas and creativity. They work to resolve conflict quickly and constructively.
Conflict resolution is a steady and continuous process in a team, it requires respect and patience and team facilitator replace negative experiences into positive one.
Team facilitator prepares for resolution in form of acknowledging the conflict  before managed and resolved and find the issues relating to conflict among the members in a team. Discuss the impact the conflict towards the team performance and mission, team member agree to amicable settlement in a team for achieving the goals and finally agree to communicate for resolving conflict and maintain a healthy environment in a team. By considering the facts, assumptions, beliefs and  take decision making without affecting anyone. Gain agreement within the team about which techniques to use, and how to go about the further analysis and evaluation.

Team facilitator is ready to resolve the conflict, next arises next stage understand the situation under the each member point of view and clarify positions, list the facts, assumptions and beliefs underlying each position and analysis the small groups work on the resolution of conflict. Convene back as a team And finally take to reach agreement to regulating the conflict. Team facilitator practice these things as outlined;

Immediately dealing with conflict and avoid to temptation, facilitator become discuss  being open,  tell clear communication, practice active listening, not stick on personal grounds, insists on honest and focus on actionable solutions, and finally demonstrate respect to all members in  a team


Thursday, August 22, 2013

Clear Leadership

Clear Leadership
Leader clear leadership shows the subjectivity, self-awareness, and the ability to perceive the relationship among the team members. Clear leader must possess the  listening skills, communication skills, and negotiation skills, and learn emotional intelligence to manage personality. The skills of clear leadership are
·         Self-awareness,
·         Descriptiveness,
·         Curiosity, and
·         Appreciation.


In a group, members tend to work in an unstructured environment with undetermined standards of performance.  Leaders do not walk the talk and tend to lead from behind a desk.  In a team, members work in a structured environment, they know what boundaries exist and who has final authority.  The  leader sets agreed high standards of performance and he/she is respected via active, willing participation.

Wednesday, August 21, 2013

Creativity and Contribution

Creativity and Contribution

Team creativity focus of individual technological upgradation  and team application of innovative ideas, concepts and application of creativity in a project to accomplishment of work. Team facilitator encourages to team members' creativity in work, ideas, skills and commitment to work in a team. Facilitator identified everyone members' contribution in a team and praise and reward in terms of monetary and nonmonetary benefits to members. Team facilitator encourage to show unique talents, knowledge and creativity are the main objectives.  In a group, members are told what to do rather than being asked what the best approach would be.  Suggestions and creativity are not encouraged.  In a team, members contribute to the organization's success by applying their unique talents, knowledge and creativity to team objectives. Team members' involvement in Brainstorming, it  helps with the development of team innovation and creativity in a team work.

Tuesday, August 20, 2013

TEAM SYNERGY

TEAM SYNERGY
The term ‘Synergy’ derived from the Greek word synergia, which meaning joint work and cooperative action.  It means working together in a team to accomplish tasks. Synergy also known as synergism. It refers to the combined effects that produced by two or more parts, elements or individuals.

Sunday, August 18, 2013

BASIC TEAM RULES

BASIC TEAM RULES

"We must indeed all hang together, or, most assuredly, we shall all hang separately."

Benjamin Franklin

Basic team rules are listed below:

v  Determine if there should be a meeting with an organization.

v  Decide who should attend meeting and work and important authorizations towards job in an organization.

v  Provide advance notice to team members and team and project managers in an organization.

v  Maintain meeting minutes or records   in an organization and its detail and its approval from team members.

v  Establish ground rules for essential requirement for the project which is related to the job.

v  Provide and follow an agenda in a meeting.


v  Evaluate meeting results and focus on main objectives and tasks in on the organization.


Friday, August 16, 2013

Creativity and Contribution

Team creativity focus of individual technological upgradation  and team application of innovative ideas, concepts and application of creativity in a project to accomplishment of work. Team facilitator encourages to team members' creativity in work, ideas, skills and commitment to work in a team. Facilitator identified everyone members' contribution in a team and praise and reward in terms of monetary and nonmonetary benefits to members. Team facilitator encourage to show unique talents, knowledge and creativity are the main objectives.  In a group, members are told what to do rather than being asked what the best approach would be.  Suggestions and creativity are not encouraged.  In a team, members contribute to the organization's success by applying their unique talents, knowledge and creativity to team objectives. Team members' involvement in Brainstorming, it  helps with the development of team innovation and creativity in a team work.

Thursday, August 15, 2013

Active Listening Skills In A Team

Active Listening Skills In A Team

A team member who bound either have or learn active listening skills in a team.  The team member maintains good eye contact and establish face the person or group head on the project, member stay relaxed form and sit in a comfortable situation, member bound to aware of body language and nonverbal behavior, member never make content confusing and delivery and must listen must idea or main thought rather than trying memorize words, member don’t jump in the conversation too soon and give time left to finish what they are saying. At the same time facilitating pauses a few seconds before giving feedback or answering a question and take time to think and give the time for team members to correct an obvious mistake which done in a project. Facilitator encourage and motivate own gestures or phrases to show other members are listening  and ready to support, make a paragraph or summarize what member has said and understand clearly, completely, aware of emotional response from a team member. Facilitators ask questions for inquiry about stages and progress and constraints in a project. Each member in a team must focus their energy and attention  on what is being said to one member to another member.

Wednesday, August 14, 2013

Team Coordination Processes

Team Coordination Processes
Team effectiveness purely depends on several coordination functions effectively manage and discharge of  team members can coordinate their actions in the following ways.
 Orientation functions help to team members to acquire and exchange particular information that required for specific tasks. Team members coordinate  to engage in collection of knowledge of how to get resources and how to solve constraints in a project and how to achieve the mission and environmental problems in a team. It is stage of planning for how to get resources and how to solve the problems in a systematic manner. In this stage, members are exchanging their ideas, to manage the project without constraints.
 Resource distribution functions help to team members in the form of the assignment of members of specific tasks during collective action, the distribution of  the right material, people and  resources to tasks and  across subtasks, and balancing task load across members. Team leader allocate and distribute resources as per standard plan which make at the time of orientation. Resources include, skills, abilities, and knowledge of a team member.
 Timing functions identified the team members how  to coordinate the pace and speed of task accomplishment. Team pacing incorporates activities regulating the speed of task completion for the team as a whole, as well as for each individual team member.

 Response coordination functions to the specific sequencing of member activities and their timing relative to the occurrence of other team actions. Motivational functions are activities geared toward procuring the commitment of members to team task accomplishment
 Motivational functions  are vital during task execution may take the form of exhortations and encouragement when teams are performing under difficult circumstances. The two remaining teams performance functions refer to activities regarding the monitoring and maintenance of ongoing team actions, and the adjustment of those actions when they become dysfunctional.
 Systems monitoring functions monitoring functions include those actions directed at the detection of errors in the nature and timing of member activities.
Procedure maintenance functions refer to the team monitoring to ensure compliance with established performance standards. The emphasis here is more on team maintenance than on error detection. Both sets of functions include activities related to the adjustment of member actions in response to team derailment. These monitoring and adjustment activities are critically important for team performance, particularly for teams confronting dynamic and ambiguous situations. Indeed, monitoring activities were most instrumental for team decision making effectiveness.
To be effective, these team coordination functions need to become fairly automatic behavior patterns displayed by team members, individually and collectively, as teams confront tasks. Likewise, if teams need to operate in highly dynamic and complex conditions,
Then the application of these functions needs to be adaptive. In essence, teams need to balance two countervailing necessities in such environments: the need to standardize how team members contribute and combine their resources and the requirement that they remain flexible as task conditions become more dynamic.

This balance is created through ‘‘regulatory mechanisms’’ established within the team. These mechanisms refer to operating procedures established to govern the activation, occurrence, intensity, and monitoring of team performance functions. These procedures become encoded in team memory and new members are socialized to adopt and accept these procedures. Examples of such mechanisms include team performance norms, communication rules, and trained strategies shared by team members about how to accomplish routine team functions.

Wednesday, August 7, 2013

Types of Groups

In an organization, there are different types of groups are working. Different types of groups are formulated due to the need and requirement of the work of an organization. Types of groups are outlined
·         Informal groups
·         Reference groups
·         Small groups
·         Friendship groups
·         Task groups
·         Formal groups
·         Self managed groups
·         Self directed team

·         Virtual groups

Tuesday, August 6, 2013

WHAT’S INVOLVED WITH MANAGING TEAMS?

WHAT’S INVOLVED WITH MANAGING TEAMS?
 In planning, it’s important that teams have clear goals and that these goals be clear to and accepted by every member of the team.
 Organizing tasks associated with managing a team include clarification of authority and structural issues.
 Leading issues include such things as determining what role the leader will play, how conflict will be handled, and what the best communication process is.
 Two important controlling issues include how to evaluate the team’s performance and how to reward team members
One popular approach to group incentive plans is gain-sharing, which is a program that shares the gains of the efforts of group members with those group members.
In conclusion, a TEAM is a temporary or ongoing task group whose members are charged with working together to identify problems, form a consensus about what should be done, and implement necessary actions in relation to a particular task or organizational area.

Thursday, June 27, 2013

PERFORMANCE NEEDS

PERFORMANCE NEEDS

Performance and needs are very important to determine the team effectiveness in an organization: The following lists the characteristics that comprise high-performance teams:

v  To build commitment to a member of the team’s purpose and partnership by reviewing issues critical to their development in an organization.

v  To develop guidelines for team productivity by addressing norms for decision making and limits of authority in the team.

v  To create a collective vision of what your team can become in the next year.

v  To build an action plan to move them toward sustained team effectiveness.

v  The team has a common focus, including clear and understandable goals, plans, activities, and ways to measure success.
v  Roles and responsibilities are clearly defined for each team member.
v  Each member has clearly defined expectations of other members.
v  The team fully utilizes its resources—both internal and external.
v  Members value each other's differences in healthy and productive ways.
v  Each member is able to give, receive, and elicit necessary feedback.
v  The team members manage their meetings in a productive way.

v  The team is able to reach goals by achieving the necessary results.


Wednesday, June 26, 2013

Time spent Together

Time spent Together
Time spent together and cohesiveness is positively related people who met frequently and spend time together for developing mutual attraction and interpersonal interaction.

Team members are developing friendship and communication among members in an organization.


Tuesday, June 25, 2013

Leadership

Leadership
Team leader leads the team with full support and effective in achieving team results. A strong team leaders must possess the
Personal Credibility, Strategic Focus, Clear Expectations, Clear Communication, Engagement and Involvement, Develop People and Team, All members responsible and accountable, 

Manage Change Recognition and effective teams are always aware of the responsibilities to work at competitive environment.

Monday, June 24, 2013

STAGE 3: NORMING

STAGE 3:  NORMING
Norming occurs as group members begin to build group cohesion, as well as develop a consensus about norms for performing a task and relating to one another. During this stage members accept the following issues:
v  Their team;
v  Team rules and procedures;
v  Their roles in the team; and,
v  The individuality of fellow members
v  Team members realize that their role and behavior in an organization.
v  Team members develop competitive relationships which become more cooperative.
v  There is a willingness to confront issues and solve problems.
v  Teams develop the ability to express criticism constructively.

v  There is a sense of team spirit in an organization.

Saturday, June 22, 2013

FACTORS INFLUENCING GROUP COHESIVENESS

FACTORS INFLUENCING GROUP COHESIVENESS
Group size, degree of dependency, physical distances, time spent together, severity of initiation,  cooperation, threat  history of past successes are the major factors. These factors  are influencing the group cohesiveness in an organization. We shall discuss about the above factors below:

Group size
Small group size  is a greater probability of being cohesive than large groups in an organization When team size increases, in this circumstance, possibility of agreement towards the common goal and mutual interaction decreases. When team increases it restricts inter group and intra group communication and encourages for the formation of sub groups.

Degree of Dependency
It is a positive between the degree of cohesiveness and dependency in an organization. It requires greater attractiveness towards goals in an organization. The greater the degree of dependency which will be greater attraction and consequently the higher group cohesiveness in an organization.

Physical Distance
It is very important when people working together at a very close distance are likely to have greater opportunity for interaction in an organization.
It enhances the free exchange of ideas, sharing the problems and prospects in an organization. Therefore, it develops a closeness among the team members who leading to greater cohesiveness.

Time spent Together
Time spent together and cohesiveness is positively related people who met frequently and spend time together for developing mutual attraction and interpersonal interaction.

Team members are developing friendship and communication among members in an organization.

Severity of Initiation
It is positively correlated  towards with cohesiveness When strict admission procedures are prescribed for entry into group that is create severity of initiation.
In this case, the group becomes unique and elite in the eyes of other teams in an organization.

It arises out of the natural human tendency which share among the team members and get benefits for their efforts in an organization.

Cooperation
It is the team spirit that is developed by all team members in the team. It helps to share their personal opinion, suggestion, and recommendation relating to group tasks, reward system in a team and teamwork. Well designed organization structure promotes greater cooperation in this way cohesiveness is enhanced.

Status
Status and cohesiveness are positively related in an organization
Status is identity of team and team members and their tasks in an organization Status will come to heard dedication, achievement,  growth and development of the organization.

Threat
It is also considered determining factors of cohesiveness External threat is unpredictable and uncontrollable Internal threat can be predictable and controllable,  Its impact on the group, its identity, and process in an organization. Strong and united team can easily face threat in an organization.

History of Past Successes
It is very important factors influencing the group cohesiveness in an organization Past result, performance, growth and development is the step stone towards the future goals and mission and vision of an organization Team will be evaluated the past results and analysis and interpret future result for survival and growth and development of an organization.