By Walter Vieira
This isn't a customary booklet on administration. It doesn't try and take the reader throughout the strategy of making plans, forecasting, establishing, delegating, motivating, tracking, controlling and speaking in a sequential order, as in Fayol's wheel of managerial capabilities. as an alternative, it is going 'beneath the surface' of administration because it have been, to debate concerns that aren't often handled both in speech or in writing.
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Additional info for The Winning Manager: Timeless Principles for Corporate Success
There are others who project an air of defiance, entering with a cigarette dangling carelessly between their lips, clothing as if they have just come in from the beach, speech as if ‘I am PLAYING THE INTERVIEW GAME 19 not really looking for a change, but I just thought I will have a chat and decide’. The endless litany of how every company he/she has worked for, would not have survived without his/her contribution, how well he/she is looked after but is now looking for a bigger challenge, how ‘one’s’ talents are not fully utilised and therefore ‘one’ (it is not sophisticated to say ‘I’) is willing to look at something that may be interesting.
Give an explanation why, despite some disadvantages, you could still be the person who could make a worthwhile contribution. Many applicants do give all the details, but they keep the name of their present employer a closely guarded secret. They will just say ‘large diversified engineering company with a turnover of `500 million with headquarters in Delhi’. I have never been able to unravel the rationale for such secrecy. It serves no purpose. Some applicants are blessed with a large number of well-placed relatives.
He did 43 44 THE WINNING MANAGER well—performed up to expectations and earned a bonus both years. And then, he did the unexpected. He resigned. He sought a job in a large IT company in Bangalore. He was offered 60 per cent of what he earned in the finance company. He joined Wipro to everyone’s surprise. His parents of course, were distraught. Why should Anand do a thing like this? Is he out of his mind? When I talked to Anand, what he said made sense to me. He was tired of doing the same thing everyday for two years.
The Winning Manager: Timeless Principles for Corporate Success by Walter Vieira