Friday, January 24, 2014
#LinkedIn 's new advertisement mail..
Thursday, January 23, 2014
AirAsia to offer 'dramatically' low fares in India: Tony Fernandes
AirAsia CEO Tony Fernandes
Hopeful of launching flights in India in next 2-3 months, AirAsia chief Tony Fernandes has said the airline would introduce 'dramatically' low fares in the country, which would be cheapest in the market and take air travel to masses.
Fernandes, who is in Davos for World Economic Forum (WEF) Annual Meeting, said that AirAsia India is fully prepared from its side for the launch and is waiting for final government approvals that should come soon and help it begin flights by March-April this year.
"I think we are coming very close and March-April should be time when we should begin the India operations," the Malaysia-based airline major AirAsia's Chief Executive Officer told PTI in an interview.
AirAsia has partnered with Tata group and Arun Bhatia-led Telstra Tradeplace for AirAsia India, which is looking to run low-cost passenger airline service in the country.
Fernandes said that all preparatory work has been completed by the company for launch of its flights and it is just waiting to "open the sale" of the tickets.
Known to have revolutionised the airline market in Malaysia and some other Asian countries through low-cost airfares, AirAsia chief said that the strategy for India would be to offer "cheapest" possible tickets.
"We have to be the cheapest and stimulate the market. We have to allow the common man to fly. That is my message to the Indian government and the state governments that flying is not only for the rich," he said.
"What I want to say is that flying is a great economic driver and to get more people flying, we have to reduce the costs. This may be hard for the state governments, because aviation fuel tax is a good cash cow, but if you see in medium to long term, the benefits of flying are huge. You can see the success in Malaysia, Thailand, Indonesia and many other places and we can do the same in India as well," Fernandes said.
High taxes and other costs have been a major reason for AirAsia thinking to start its domestic flights in India with Chennai as a hub and not the bigger centres like Delhi and Mumbai.
Expressing optimism, Fernandes said that some state governments are open to the idea of lowering air travel costs and more states are looking at this.
When asked whether people should expect dramatically low prices at the time of launch of flights in India, which AirAsia has done in other markets, Fernandes replied in affirmative.
(PTI)
Fernandes, who is in Davos for World Economic Forum (WEF) Annual Meeting, said that AirAsia India is fully prepared from its side for the launch and is waiting for final government approvals that should come soon and help it begin flights by March-April this year.
"I think we are coming very close and March-April should be time when we should begin the India operations," the Malaysia-based airline major AirAsia's Chief Executive Officer told PTI in an interview.
AirAsia has partnered with Tata group and Arun Bhatia-led Telstra Tradeplace for AirAsia India, which is looking to run low-cost passenger airline service in the country.
Fernandes said that all preparatory work has been completed by the company for launch of its flights and it is just waiting to "open the sale" of the tickets.
Known to have revolutionised the airline market in Malaysia and some other Asian countries through low-cost airfares, AirAsia chief said that the strategy for India would be to offer "cheapest" possible tickets.
"We have to be the cheapest and stimulate the market. We have to allow the common man to fly. That is my message to the Indian government and the state governments that flying is not only for the rich," he said.
"What I want to say is that flying is a great economic driver and to get more people flying, we have to reduce the costs. This may be hard for the state governments, because aviation fuel tax is a good cash cow, but if you see in medium to long term, the benefits of flying are huge. You can see the success in Malaysia, Thailand, Indonesia and many other places and we can do the same in India as well," Fernandes said.
High taxes and other costs have been a major reason for AirAsia thinking to start its domestic flights in India with Chennai as a hub and not the bigger centres like Delhi and Mumbai.
Expressing optimism, Fernandes said that some state governments are open to the idea of lowering air travel costs and more states are looking at this.
When asked whether people should expect dramatically low prices at the time of launch of flights in India, which AirAsia has done in other markets, Fernandes replied in affirmative.
(PTI)
Tuesday, January 21, 2014
Friday, January 17, 2014
Sunanda Pushkar - Shashi Tharoor's wife commits sucide in Delhi
Sunanda Pushkar, Union minister Shashi Tharoor's wife found dead at The Leela Palace Hotel in Delhi. She (1st January 1962 - 17th January 2014) was a sales director in the Dubai-based TECOM Investments, and a co-owner of Rendezvous Sports World. On 16 January 2014, Pushkar published from her husband Shashi Tharoor's Twitter account, messages allegedly sent by a Pakistani journalist, Mehr Tarar to Tharoor, proclaiming Tarar's love for Tharoor. Pushkar's tweets addressing Tarar as an ISI agent stalking Tharoor snowballed into a full-blown Twitter war, with Tarar responding to Pushkar's tweets and threatening to sue Pushkar for calling her an ISI agent. Tharoor tried to downplay the incident by stating that his account had been hacked, which Pushkar denied saying she had only tweeted from Tharoor's Twitter account.
Wednesday, January 15, 2014
How Sharp Are Your Job-Hunting Skills?
Searching the Internet is the most effective way to look for a job.
You're right! B. False is correct.
Although the Internet will probably make up one component of your search, the most effective way to find a job is through networking. You could answer dozens of ads, but knowing the right people can make all the difference in landing an offer. Plus, only about 15% to 20% of all job openings are ever publicly advertised in any medium, according to Quintcareers.com. Most come through the grape vine.
You can negotiate an entry-level salary.
You're right! A. Absolutely, it doesn't hurt to ask. is correct.
Most employers leave wiggle room in their offers to new employees, even those that are fresh out of school. You won't find out unless you ask. But even if there isn't any room for an increase in salary, there are other pieces to the benefits puzzle. Consider negotiating your vacation time, work hours, signing bonuses, starting date or relocation benefits.
Your résumé should always fit onto one page.
You're right! B. False is correct.
There's no mandatory length limit for résumés. Use the space efficiently, but give enough specific information to attract hiring managers. Generally, you should keep yours to one page if you have less than ten years of experience. Feel free to go over a page if you have more experience or work in a field where you need to add more detail, such as your research projects and publications.
What are acceptable ways to reach out and network?
You're right! D. All of the above is correct.
All of these are good ways to meet people in your field. You can also set up an informational interview with experts in your industry, get an internship when you're first starting out, and keep in touch with college acquaintances.
When applying via e-mail, type a brief cover letter into the body of your e-mail, attach your résumé as a Word document and click "send."
You're right! B. Wait, you're forgetting something. is correct.
Not so fast. You need to send two versions of your résumé via e-mail. Many employers won't open résumé attachments either out of laziness or fear of contracting a computer virus. Your chance of getting noticed: zilch. Go ahead and attach the document, but copy and paste a text-only version of your résumé into the body of your e-mail to cover your bases.
Should you tell your current employer you're job hunting outside the company?
Sorry, wrong! A. Yes is incorrect.
The right answer is B. No.
Don't tell anyone before you have a new job lined up. The company knows it has to replace you and it could find your replacement before you're ready to go, leaving you prematurely unemployed. Or your boss may see you as disloyal and make your life difficult until you leave.
How long does the average job hunt take?
Sorry, wrong! A. One month is incorrect.
The right answer is B. Four months.
The average job hunt takes four months, according to outplacement firm Challenger, Gray and Christmas. So be patient and don't get discouraged.
Employers can receive hundreds of résumés for a single job. How can you get yours noticed?
You're right! C. Use certain key words is correct.
Many employers dump résumés into a database and search for key words to narrow the field. The magic words are often job titles, skills or areas of expertise related to the position. The best way to figure out key words is to look at ads for your target job and see the kind of language employers are using.
What should you NOT do in a job interview?
Sorry, wrong! D. Bring plenty of hard-copy résumés is incorrect.
The right answer is C. Ask the interviewer yes-or-no questions.
Asking the interviewer "yes" or "no" questions that stifle conversation gives the impression that you don't care about the company or the position. Stick to open-ended questions, such as "Would you walk me through a typical day on the job?" or "What is the company's plan for the next five years, and how does your department fit in?"
When looking for your first job out of college, you can write off job-hunting expenses on your tax return.
Sorry, wrong! A. True is incorrect.
The right answer is B. False.
Sorry, first-job seekers cannot write off these costs. However, they can claim the write-off when they look for their next job, as long as it's in the same field.
Sunday, January 12, 2014
Math Tools
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Rajat Gupta's Foreword in Managerial Excellence : McKinsey Award Winners From the Harvard Business Review, 1980-1994
Rajat Gupta
A recent article in the Financial Times described how one company was struggling with the question of whether to structure its international organization around products or markets. I had a feeling of déjà vu and I asked myself, how long will companies doing business in several countries debate this or other perennial questions relating to market segmentation, sales force management, span of control, the role of the corporate center, or channel selection? Despite all the management fads and new techniques for fixing problems, the fundamental questions of strategy and organization have outlasted the answers.
Not only do the problems remain, but they now occur in a context of uncertainty and unpredictability. With world markets changing so fast, one must ask, can advice and theory about management really be helpful to
leaders who must make decisions in real time? It's interesting, then, that the first article in this book is entitled "Managing Our Way to Economic Decline." Published in 1980, it attacks what it characterized as an MBA-dominated approach to management an overly analytical, technologically illiterate, and control-oriented mindset among managers that the authors believed was hurting the performance of American companies.
The article had a big impact on many of us, especially those of us with newly minted MBAs who believed that our problem-solving and analytical skills would lead to success. Even those who didn't read it soon realized through their experiences that two-dimensional thinking is of little use in a multidimensional world. And yet there were many students of management whose research and findings insisted on a simpler
world.
In The Reflective Practitioner, Donald Schon argued that professionals lost their credibility during the seventies when they acted as if the world was certain, simple, and susceptible to a body of knowledge and tools. But "problems are interconnected, environments are turbulent, and the future is indeterminate just in so far as managers can shape it by their actions. What is called for, under these conditions, is not only the analytic techniques which have been traditional in operations research, but the active, synthetic skill of designing a desirable future and inventing ways of bringing it about." Schon was describing the need for what has been a fundamental change in the perspective of management thinking and research. Rather than dissecting the past, delineating cause and effect, and modeling the results, the study of management now looks forward, focusing on aspirations, empowerment, the creation of new products for new markets, and ways of probing an ill-defined future. More and more, the study of management reflects, or needs to reflect,
a description of management proposed by Russell Ackoff: " Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are abstractions extracted from messes by analysis; they are to messes as atoms are to tables and charts. . . . Managers do not solve problems: they manage messes."2
How do we get better at managing "messes"? "Do it, try it, fix it,"3 wrote the authors of In Search of Excellence, building on James Brian Quinn's arguments for "logical incrementalism." But the world seems to be changing too fast to appear logical or to tolerate incrementalism. Clearly managers should recognize
the need and develop the ability to experiment with not only implementing but also conceiving strategy through interactive action and analysis. We experiment to discover and invent. In his analysis of the new professional, the ''reflective practitioner," Schon described various experiments undertaken in
order to both understand situations and improve them. ''When the practitioner reflects-in-action his experimenting is at once exploratory, move testing, and hypothesis testing."4
Given Schon's arguments and the environment in which management operates today, it is not surprising that the roles of academics, consultants, and managers have begun to blur. Consultants do more research (McKinsey invests $50 million to $100 million per year) to help clients make real-time decisions; academics do more consulting to test the usefulness of their observations; and managers, much more aware of the theory behind their practice, do more willing experimentation with new approaches. All of us need to "reflect in action." So why read this book? Because, unlike other books, these essays search for understanding rather than proselytize new answers to solve all problems. The articles that won the McKinsey Award between 1980 and 1994 reflect years of turmoil, waves of acquisitions and divestitures, lessons learned the hard way, and the emergence of a truly powerful and humbling global marketplace. For younger managers this collection provides a good opportunity to scan some of the best thinking about management over the past 15 years and to determine what to pursue as part of their own development. For more seasoned managers, it offers a chance to return to relatively solid ground from the heights of management fads that seem to change yearly. And for the chief executive, this book serves as a reminder of the crucial task of developing people by exposing them to new management challenges and experiences.
A recent article in the Financial Times described how one company was struggling with the question of whether to structure its international organization around products or markets. I had a feeling of déjà vu and I asked myself, how long will companies doing business in several countries debate this or other perennial questions relating to market segmentation, sales force management, span of control, the role of the corporate center, or channel selection? Despite all the management fads and new techniques for fixing problems, the fundamental questions of strategy and organization have outlasted the answers.
Not only do the problems remain, but they now occur in a context of uncertainty and unpredictability. With world markets changing so fast, one must ask, can advice and theory about management really be helpful to
leaders who must make decisions in real time? It's interesting, then, that the first article in this book is entitled "Managing Our Way to Economic Decline." Published in 1980, it attacks what it characterized as an MBA-dominated approach to management an overly analytical, technologically illiterate, and control-oriented mindset among managers that the authors believed was hurting the performance of American companies.
The article had a big impact on many of us, especially those of us with newly minted MBAs who believed that our problem-solving and analytical skills would lead to success. Even those who didn't read it soon realized through their experiences that two-dimensional thinking is of little use in a multidimensional world. And yet there were many students of management whose research and findings insisted on a simpler
world.
In The Reflective Practitioner, Donald Schon argued that professionals lost their credibility during the seventies when they acted as if the world was certain, simple, and susceptible to a body of knowledge and tools. But "problems are interconnected, environments are turbulent, and the future is indeterminate just in so far as managers can shape it by their actions. What is called for, under these conditions, is not only the analytic techniques which have been traditional in operations research, but the active, synthetic skill of designing a desirable future and inventing ways of bringing it about." Schon was describing the need for what has been a fundamental change in the perspective of management thinking and research. Rather than dissecting the past, delineating cause and effect, and modeling the results, the study of management now looks forward, focusing on aspirations, empowerment, the creation of new products for new markets, and ways of probing an ill-defined future. More and more, the study of management reflects, or needs to reflect,
a description of management proposed by Russell Ackoff: " Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are abstractions extracted from messes by analysis; they are to messes as atoms are to tables and charts. . . . Managers do not solve problems: they manage messes."2
How do we get better at managing "messes"? "Do it, try it, fix it,"3 wrote the authors of In Search of Excellence, building on James Brian Quinn's arguments for "logical incrementalism." But the world seems to be changing too fast to appear logical or to tolerate incrementalism. Clearly managers should recognize
the need and develop the ability to experiment with not only implementing but also conceiving strategy through interactive action and analysis. We experiment to discover and invent. In his analysis of the new professional, the ''reflective practitioner," Schon described various experiments undertaken in
order to both understand situations and improve them. ''When the practitioner reflects-in-action his experimenting is at once exploratory, move testing, and hypothesis testing."4
Given Schon's arguments and the environment in which management operates today, it is not surprising that the roles of academics, consultants, and managers have begun to blur. Consultants do more research (McKinsey invests $50 million to $100 million per year) to help clients make real-time decisions; academics do more consulting to test the usefulness of their observations; and managers, much more aware of the theory behind their practice, do more willing experimentation with new approaches. All of us need to "reflect in action." So why read this book? Because, unlike other books, these essays search for understanding rather than proselytize new answers to solve all problems. The articles that won the McKinsey Award between 1980 and 1994 reflect years of turmoil, waves of acquisitions and divestitures, lessons learned the hard way, and the emergence of a truly powerful and humbling global marketplace. For younger managers this collection provides a good opportunity to scan some of the best thinking about management over the past 15 years and to determine what to pursue as part of their own development. For more seasoned managers, it offers a chance to return to relatively solid ground from the heights of management fads that seem to change yearly. And for the chief executive, this book serves as a reminder of the crucial task of developing people by exposing them to new management challenges and experiences.
Thursday, January 2, 2014
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