Management Thoughts in Quran
Management today is defined as "getting things done through others." Following this concept, a Manager is now understood as the person who works through others. A good manager, therefore, is a person who not only knows what is to be done but exactly how to get it done.
The Holy Quran confirms:
"...We raise some of them above others in ranks, so that some may command work from others..." [43:32]
The above verse from Quran encompasses the entire philosophy and wisdom of modern management. It emphasizes, in essence, the creation of appropriate hierarchies and the division of responsibilities subject to individual capabilities.
1. Quran and Modern Management
The Holy Quran has also laid down the institutional framework for putting this golden rule into practice: 1.Obedience and Respect for Authority;
2.Principles of Equal Opportunities; and
3.Motivation and Commitment.
2. Obedience and respect for Authority:
Obedience and respect for authority is the basic fundamental requisite for taking work from others and getting it done. Working through people actually presupposes the willingness of people to obey. It is therefore necessary for those people who are given the job to complete the given task and to obey all legal and reasonable orders and perform their part of the job responsibly.
Joint Consultation and Team work:
The modern world realized the importance of joint consultation (Shura) and team-work when the Japanese based its management style on it and proved to the world of its effectiveness.
The Holy Quran advocates for this concept: "...and those who do their work through mutual Consultation"[42:83]
"...pass over (their faults), and ask for (God's) forgiveness for them; and consult them in affairs (of moment). Then, when you have taken a decision put your trust in God, for God loves those who put their trust (in Him)." [3:159]
Principle of equal opportunities:
The principle of equal opportunities postulate that all members of an organization shall have equal and fair chances to grow, contribute, and be rewarded accordingly.
The Holy Quran emphasis this golden rule:
"O people We created you from a single male and female couple and then divided you in nations and tribes so that you may recognize one another. Verily the most honorable among you in the sight of Allah is he who is most righteous of you." [49:13]
Prophet Muhammad (PBUH) expounded the verse on the occasion of Hajat-ul-Widaa, in the following words:
"In the light of this Quranic verse no Arab has any superiority over a non-Arab nor does any non-Arab have any superiority over an Arab. Neither black is superior to white nor white is superior to black. Of course, if there is any criterion of superiority and respectability in the sight of Allah, it is Taqwa (righteousness)." These words of Prophet Mohammad suggest that despite the fact that we are all equal, human beings can excel over one another in certain aspects of life. One such aspect could be in terms of righteousness.
In the realm of management, it would mean that the criteria for entitlement to any benefit, reward, position, or status shall be such that any one having requisite qualifications and experience should have equal opportunity to achieve it. This will obviously go a long way towards maintain the requisite degree of harmony in the work environment conducive to the smooth working of the management process.
Motivation and Commitment:
Making people what they are supposed to do requires a certain degree of commitment which can only be achieved through motivation. It is an established fact that the way a Manager behaves or deals with the subordinates determines the level and vitality of their motivation and commitment to a great extent.
The Holy Quran too speaks about this golden rule:
"(telling the Prophet) If you had been stern and fierce of heart they (the companions and...
...to the various demands of the modern game. I will quickly compare some legends with the master for better understanding. The players I have chosen are legends on their own and they are Rahul Dravid “The Wall” and Saurav Ganguly “The Prince of Kolkata”(no offense guys just a comparison). Both Rahul and Saurav were not able to adapt to the demands of the modern game their ODI strike rates were 71.24 and 73.70 which is much lower to that of the Sachin’s 86.23 and of most of the modern day players who were striking at an average of 90.
Sachin is the master of all the three skills which were considered to be must for a manager “Technical, Human and Intellectual” skills. His technique is evident from the fact that he has scored 50,000 runs in summing up all forms of the game. He got this technical by practice, planning and dedication which organizations expect out of a gen y employee. I would like to quote an example for his dedication to work, he was dismissed for 72 in the 1st innings of his last game edging to first slip when playing a cut shot and there was a minimum possibility that he might bat again considering the match situation but still because of his regular practice he called his brother Ajith Tendulkar to discuss about the dismissal and this quality has put Sachin top among the best.
Intellectual skills where the most important skill for the managers at the...
...Apart from sheer entertainment some movies convey social messages which are in the interest of the people. Of late, a few movies like Lagaan, Chak De and Lage Raho Munnabhai also find place in the management books, which have given a new dimension to Indian cinema.
2.0 INSIGHT INTO THE MOVIE
Many films that convey social messages are dismissed as critically acclaimed films, but Lagaan has stood out because of many factors. The movie is about Bhuvan and his team, who against all odds, fought for pride, land and country and emerged as the winners. It emphasises on how a single person with passion can make a difference. The main lead – Aamir Khan is a well known and commercially successful actor, having a great fan following. The movie is set in the village of Chamapaner, which connects with every Indian, as most of them have their roots in some village of India. It also focuses on the unchanged reality of India – the wait for rains every year. Finally, one of its main strengths lays with the sport that matters the most in India i.e. cricket.
Lagaan teaches lessons that reflect the competencies that Indians need the most. It pioneers in building a useful and effective medium to communicate relevant lessons in management and everyday living. Some lessons I learnt are elaborated below.
3.0 LESSONS TO LEARN
For any commercial...
PROF. GEORGE CHERUBINI
Vince Lombardi is believed to be the greatest coach in the history of the sports. He was born on June 11, 1913, in Brooklyn, New York. He was successful both in the football and off the field. In 1937 he graduated from Fordham University with a business major. After serving as assistant and head football coach to many teams, in 1958, he accepted the head football coach position with the Green Bay Packers, Wisconsin. He was able to get the fullest dedication and effort from each one on the team and he was able to make the Green Bay Packers champions in National Football League Tournament. This paper explore the his winning rules in the book â€œThe Lombardi Rules: 26 lessons Vince Lombardiâ€ written by his son Vince Lombardi Jr. The first part of the paper examines his winning rules and, the second part of the paper discusses the management techniques that derive from Lombardi rules.
Effective Management Techniques in Business: Lessonsfrom
A great leader is rare to find yet a great asset to any organization. Great leaders exhibit a mixture of arrogance and humility. A great leader should be arrogant enough to believe that he is worth following. At the same time, he should be humble enough to know that others may have a better...
CRM lessonsfrom Ikea
I have recently had to buy some furniture, and found the process interesting from a CRM perspective and so will share it with you.
We restricted ourselves to two potential furniture suppliers: a UK-based company,Habitat, with what appears to be a fairly conventional business model, which provides fairly stylish, relatively expensive furniture, and Ikea, a Swedish furniture retailer with a less conventional business model, with much less expensive furniture, perhaps less stylish. I thought that we would probably end up buying nearly all our furniture from Habitat, whereas actually Ikea was our main supplier.
Whilst buying this furniture, a number of interesting points about IKEA's business model became apparent:
o Most of IKEA's products are delivered as "flat-pack" self-assembly kits. Habitat also supply goods in that format, primarily it seems, to ease shipment (and reduce associated costs). However, IKEA's products had been designed not only to reduce shipment costs, but also to minimise production assembly costs. Clever design had been used to produce goods which can be assembled by the purchaser with minimal skill (use of a screwdriver and spanner only), from parts manufactured by machine with little human effort in the production plant. The design also ensured a robust, stylish piece of furniture despite the limited skills of the assembler. Much of the work...
...Management Strategies Lessonsfrom Apollo 13
On April 11, 1970, just a few months after Neil Armstrong walked on the moon, Apollo 13 flight director Gene Kranz gives the green light from Houston’s Mission Control Center for launch. The problems with the Apollo 13 mission started as soon the rocket climbs into the sky, but the craft successfully reach orbit and followed its trajectory to the moon. The three astronauts responsible for the Apollo 13 mission in space were the mission commander Jim Lovell, Fred Haise, and Jack Swigert. During the third day into the mission the real problems began. The service module oxygen tank exploded, and due to the collateral damaged from the explosion, the second tank was damage. After the accident, the landing on the moon was aborted and a new mission was created for Apollo 13: to the fix the craft that were 250,000 miles into space before the power and oxygen ran out, and to bring the astronauts safely home. To pursue this new mission good leadership focusing on solving the numerous problems that this difficult mission presented could be seen throughout the whole movie.
Tom Hanks as Jim Lovell said the famous phrase from the movie, “Houston, we have a problem” right after the crew feels the explosion and the master alarm goes off. The chaos arouse in Houston control mission. From this part on, the lesson for a good...
The first and foremost change in NUMMI as a learning organization was in management philosophy. In the old Fremont plant, the management never trusted the workers and in fighting mode with the union. Union functioned to get the most compensation with the least work, while management functioned to get the most production with the least compensation. Workers had no sense of ownership, they did not see total picture, their performance was low. NUMMI started with belief that workers instinctively wanted to do a good job. This belief led to different labor practices. The management developed relationship with the union, established credibility and trust and collaborated with the union in personnel decisions. Reemploying 85% of previous Fremont workers showed this trust. Goals were clearly spelled out and the importance of quality was stressed above all. Establishment of trust and clarity and ownership of goals resulted in excellent teamwork. This is aligned with Senge’s fundamental leadership challenges: building shared vision.
In the old Fremont plant, it was outlawed for workers to stop the line, even if they noticed defect or even safety issue. This was due to assumptions that if workers were allowed to stop the line, they would stop it all the time, because they did not want to work. At NUMMI, every employee were treated as ‘manager’ with responsibility and authority....
...Maguire, R. (2005). Lessons learned from implementing an electronic management system. Record Management Journal, 15(3), 8. Retrieved January 17, 2011, from the Emerald Insight database.
The article written by Rachael Maguire from London School of Economics which titled as “Lessons learned from implementing an electronic records management system”, its purpose is to share the experience of implementing an electronic records management system, and pointing out the specific problems that can occur. For your information, Electronic records management system is introduced by British library in early 2001 by their Estates department. The reason they want to use this system that time is because there is no proper guidelines on how to manage these records. The standard of record management at that time is poor, record cannot be relied because it not accurate and it is hard to share these information. The reason is grouped into compliance-related and business related. The compliance-related reasons are about the forthcoming Freedom of Information (Fol) Act (2000) and Modernising Government (Cabinet Office, 1999). It is 20 working day target for responding to Fol requests that meant to find and gather information related quickly was important to them and also made the system could be used to identify...
...of strategic management accounting was first coined by Simmonds (1981). Who defined it as the provision and analysis of information about a business and its competitors for use in developing and monitoring the business strategy? However, in the contemporary business environment, organizations are experiencing greater challenges, increased competition and rapid diffusion of knowledge. (2)
Traditionally management accounting has been characterised as providing information to aid managers internally in a firm and as such the focus of the management accounting systems has also tended to be internally orientated. During the 1980s and 1990s a growing number of academics (Johnson and Kaplan, 1987; Bromwich and Bhimani, 1989, 1996) began to recognise that management accounting was not adapting to changes in the modern business environment and as such was not fulfilling its function to aid managers. In a bid to improve the quality of management accounting information for managers it was necessary to focus more widely on the external environment of the firm and thus the concept of strategic management accounting evolved. Now (strategic) management accounting involves the provision of information, which is externally orientated, market-driven and customer-focused and provides managers with a range of techniques and tools to facilitate strategically-orientated decision making. (3)...