Time Management || Best Inspirational video in Hindi by Mahendra Dogney #youtubeshorts #shorts

The Management Mantra from GE Jack Welch was appointed CEO of GE in 1981. At that time the firm had a market capitalisation of $13 billion. In 2000 when he stepped down the firm's turnover had increased multifold to $500 billion. What was the secret of Welch's success? He has laid down the following pointers for managers to be successful: Create a vision and then ignite your organisation to make this vision a reality Get people so passionate about what they are doing that they cannot wait to execute this plan Have great energy, competitive spirit and the ability to spark excitement and achieve results. Search for leaders who have the same qualities Focus on strategic issues. Your job is to understand the vital issues within each of your businesses. Recognise the talent needed to win in those markets Focus on the main issue. Your job is to see the big picture. Don't manage every detail. Don't get caught up in the minute details, but instead inspire others to execute some of your vision Surround yourself with great people and trust them to do their job and contribute their best to the organisation Involve everyone and welcome great ideas from everywhere. Anyone can be a leader, just so long as they contribute, and the most meaningful way for anyone to contribute is to come up with a good idea. Business is all about getting the best ideas from everyone. New ideas are the lifeblood of the organisation, the fuel that makes it run. "The hero is the person with a new idea." There is simply nothing more important to an organisation than expressing ideas and creating a vision. Lead by example. To spark others to perform, you must lead by example. Jack Welch's mastery of the four E's of leadership - Energy, Energise, Edge, and Execution - was always in evidence. "He had great energy, sparked others, had incredible competitive spirit, and had a record of execution that was second to none. This is a key of the Welch phenomenon Had he been lacking in any of the traits he espoused, he would not have commanded such acclaim. The secret behind Welch's success is efficient management. Why do you think management is important for the success of the organisation?

Sanket, after completing his entrepreurship course from U.S.A. returned to India and started a coffee shop 'Fioma Coffee' in a famous mall in Mumbai. The specialty of the coffee shop was the special aroma of coffee and a wide variety of flavours to choose from. Somehow, the business was neither profitable nor popular. Sanket was keen to find out find out the reason. He appointed Riya, an MBA from a reputed management institute as a manager to find out the causes of the ousiness not doing well. Riya, took a feedback from the clients and found out that though they loved the special unique aroma of coffee but were not happy with the long waiting time being taken to process the order. She analysed and found out that there were many unnecessary obstructions which could be eliminated. She fixed a standard time for processing the order. She also realised that there were many flovours whose demand was not enogh. So, she also decided to discontinue the sale of such flavours. As a result, within a short period Riya was able to attract the customers. Identify and explain any two techniques of scientific management used by Riya to solve the problem.

The story of Dr Kiran Mazumdar Shaw is very inspiring. She foresaw the tremendous potential of biotechnology when no one dared to think about it. She started her own company Biocon India in her garage with a meagre capital of 10,000 in collaboration with Biocon Biochemicals limited of Ireland. When she wanted to take loans no financial institution was willing to help her because of three reasons biotechnology was a new area of operation, her company lacked assets and thirdly women entrepreneurs were a rarity at that time in 1978. She even faced problems recruiting people. The initial operation of the company consisted of extracting an enzyme from papaya. Now Biocon limited is an integrated biotechnology enterprise focused on the development of biopharmaceuticals, custom research, clinical research and enzymes. It delivers products and solutions to partners and customers in over 50 countries. According to the company's website, "At Biocon our success has been our ability to develop innovative technologies and products and to leverage them to adjacent domains. This unique integrated innovation' approach has yielded a host of patented products and technologies that have enabled multilevel relationships with our global clientele". It has two subsidiary companies. The first one is Syngene International Private limited, which provides chemistry and molecular based custom research services in early stage drug discovery and development. The second subsidiary company is Clinigene International Private Limited, which conducts longitudinal research in diabetes and offers a wide range of comprehensive services in drug development and clinical trials. Biocon was the first biotechnology company of India to receive ISO 9001 certification Biocon Limited is what it is today due to adherence to the principles underlying good management practices. Do you think innovativeness expressed in the above case can be linked to the nature of management principles?

Unique enterprise is dealing in auto spare parts. With the expansion in business the enterprise found that the decisions are delayed and level of coordination is coming down. The CEO of the company called for a meeting of all the managers. Ayush, a newly appointed manager suggested that company should have its own internet so that all the employees can interact and pass important information to each other through internet. Even short meeting of different departments can be conducted through Video conferencing to take fast action. The CEO linked the idea and installed an internet connection for connecting all the employees on line. Which type of e-commerce is suggested by Mr Ayush? Explain.