All entries for March 2012

March 27, 2012

Are collaborations like marriages

it was quite an insightful first day at the International Joint Ventures module.

Oliver quite dominantly explained his analogy that collaborations are entities which are equal and that an urge to control does come into force. he considered that collaborations are like marriages and that there comes a point where it is 'also' about control, although this was his light side to this discussion it really did put me off! but i'm glad he gave me comfort by saying, the 1st year will be a gudd year :)

regarding his argument i had something to say myself as well.
this is along the lines that not all the companies or corporations are equal and especially not in the case when firms are trying to collaborate. they are not equal in size, structure, financial wealth, technology, factors of production/service, economies of scale etc

in a case where they are equal, which is a realistic picture and does take place, they will economically seem as competitors but they would in most cases belong to different markets and would be divided...

In the case, where they are not equal.
The companies expect different things during the collaborative period, some go for brand support, otherws want economies of scale in production purposes by outsourcing their components or complete products to reduce costs. It may be in the case in order to support their CSR policy.

Some companies are big and others are small or comparatively small,at such instances obviously the shark wants to have control over the fish (collaborative process/period/task/objective/goal) but then for the fish isn't looking for control. It's objective for the collaboration was never control and neither could it be.
they are looking for things which under their grasp and which are achievable, knowledge, management practices, job training methods, professionalism, insight to shared data, brand support, growth, recognition, firm credibility etc

March 25, 2012

what it is to lead

throughout the course of the module and the research part of the module, i came up with a very interesting concept or rather theories which fall in the situational theories of leadership. Explaining in a very detailed manner the situations where certain leadership styles apply, the contingency theory also plays a part here where situations are pre-emtively considered and the appropriate style is to to be adopted.

Now, in theory it all appeals greatly to us all but moving from theory to practicality of the conern it brings about certain limitations which have a great affect on how the application is hindered and the efficacy of the theory is reduced.

concerns surround around applicability in terms of the personality and characteristics of the leaders. Since, leaders seem to have perfected their characteristics (no matter what they are), they're personalities have been strengthned on their charactertistics and by adivisng them to change them it brings about about a resistance which is all natural.

the other concern comes up when situational leaders who have been popular due to their success are not accepted afterwards in different situations.
Now the samply people for judgement or perception are the same but still they do not prefer the personality, characteristics of the leader and most of all th actions he/she makes.
take the example of Churchill, though considered the Great Briton, he was not a successful PM when he cam in office the 2nd time in his career.


this explains the resistance of the leader to be able to change his personality or leadershp style according to his surroundings. this is natural and obvious in certain cases since the leadership style which is in him/her has been perfected because of a life time of experience and belief and to deny one's beliefs and confidence in his traits.

Last but not the least,

it in indeed a requirement of the time today for leaders to keep constantly changing their stlye according to their situations and but unfortunately still a difficult task to achieve.

March 16, 2012


in my reading i have come across a certain match between two matters the most.

These readings can be articles stating George Bush Sr. lack of vision to Donna Ladkin's "Rethinking Leadership" to my own experiences as well. I can some what say also relate to our seminars during the LE module about "how do i find out what will make me a effective leader?", "What can leaders do to motivate their followers in difficult situations?".

we considered creating a relation between leadership and many other factors, this included vision as well but now i consider that a leader is a person who has a vision and the self-confidence to see it through too...

A vision is what gives rise to the leadership in an individual, because without vision the leader (direct leader) does not have anything to stand up and state. the vision provides the uniqueness to the individual and the basis from which he/she can rise.

March 07, 2012

the anchoring heuristic!

so we came to know about the different type of baisses also familiarized ourselves with the heuristics.

Although i suppose like us all other group members have tried to avoid the availability heuristic by making use of most difficult tools and not relying on the easiest ones (Decision tree, AHP, SMART).

But then again i would mention that un-intentionally we in our group were using the anchoring heuristic.
recall that Jeff made us reach an initial conclusion as to what we will be our decision and though this decision was'nt based on detailed analysis, we all tried our best to make use of all the analytical skills we had and reached a conclusion; apart from one group who proclaimed that they have not reached a conclusion.

according to this heuristic, i firmly believe they will not be affected by it but all us others will be to some certaine extent.

Let's see who reaches to their initial conclusion after the detailed analysis and who does not!

March 05, 2012

Are we to reach the same conclusion???

my regards to fotini.

She came with this random idea that if we all are making a robust decision, we all are applying the System-2 of our cognitive functioning. And thus we should all be reaching the same conclusion!!!

This seems to be true and should hold true since we all are expected to exhaust all available options, make use of all tools and reduce bias as much as we can BUT, our project and decision making has a loophole which will not make us reach the same conclusion/decision even if we think in the most process based conscious manner.

This is a point which i have on a few occasions mentioned in our team, that we have to remember the assumptions that we are using and also make sure that the assumptions are justifiable, that they seem logical enough to be considered reasonable. Since the beginning of the group study i have been trying to document all of our workings and proceedings; this will be a great help to our group memory and also assist us all in our PMA.

March 2012

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