When Life Goes out of control, then what you do!!

Friends life often gives us situations that we are not prepared to handle, but there is a way out to handle these situations!! Often I find friends, colleagues and loved ones landing up in situations and not knowing what to do , where to go, how to handle, who can help? But as life gives opportunities it comes with the cost to each and every opportunity and situation!!

Step one: Feel sad but don't regret!

Step two: Don't complain, but accept that its the situation that you can overcome!!

Step three: Share it will your loved ones and friends, if you trust them!!

Step four: You need to believe that there is no situation in this whole world that you cannot overcome!

Step five: Say to yourself that this this wont last long, but you will last long after this too!!

Step Six: God can make a way where there seems to be no way He works in ways that you cannot see, He will make a way, He will be your guide , hold you closly to His side..........Just trust God completely and go on handling the situation!! You will be a winner, coz you are a winner!!

A Believer's To-Be List- Steps to a fresh start with God

A Believer's To-Be List

Steps to a fresh start with God

Philip Yancey

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When I turned 50, I had a complete physical checkup. Doctors poked, prodded, x-rayed, and even cut open parts of my body to assess and repair the damage I had done. At the same time, I scheduled a spiritual checkup, too. I went on a silent retreat led by a wise spiritual director.

In those days of solitude, I pondered what I needed to change to keep my soul in shape. The more I listened, the longer grew the list. Here is a mere sampling, a portion of a spiritual action plan for my next 50 years.

Question your doubts as much as your faith. By personality, or perhaps as a reaction to a fundamentalist past, I brood on doubts and experience faith in occasional flashes. Isn't it about time for me to reverse the pattern?

Do not attempt this journey alone. Like many Protestants, I easily assume the posture of one person alone with God, a stance that more and more I see as unbiblical. The Old Testament tells the story of the people of God; Jesus' parables unveil the kingdom; the epistles went primarily to communities of faith. We have little guidance on how to live as a follower alone because God never intended it.

Allow the good—natural beauty, your health, encouraging words—to penetrate as deeply as the bad. Why does it take about 17 encouraging letters from readers to overcome the effect of one that is caustic and critical? If I awoke every morning, and fell asleep each night, bathed in a sense of gratitude and not self-doubt, the in-between hours would doubtless take on a different cast.

For your own sake, simplify. Eliminate whatever distracts you from God. Toss catalogs, junk mail, and book club notices in the trash. If I ever get the nerve, my television set should probably land there as well.

Find what Eric Liddell found: something that allows you to feel God's pleasure. When the sprinter's sister worried that his participation in the Olympics might derail his missionary career, Eric responded, "God made me fast. And when I run, I feel his pleasure." What makes me feel God's pleasure? I must identify it, and then run.

Always "err," as God does, on the side of freedom, mercy, and compassion. I continue to marvel at the humility of a sovereign God who descends to live inside us, his flawed creatures. "Quench not the Spirit," Paul says in one place, and in another "grieve not the holy Spirit of God." In so many words, the God of all power asks us not to hurt him. Do I show that same humble, noncoercive attitude toward people of whom I disapprove?

Don't be ashamed. "I am not ashamed of the gospel," Paul told the Romans. Why do I speak in generalities when strangers ask me what I do for a living and then try to pin down what kind of books I write? Why do I mention the secular schools I attended before the Christian ones?

Remember, those Christians who peeve you so much—God chose them too. For some reason, I find it much easier to show grace and acceptance toward immoral unbelievers than toward uptight, judgmental Christians. Which, of course, turns me into a different kind of uptight, judgmental Christian.

Forgive, daily, those who caused the wounds that keep you from wholeness. Increasingly, I find God uses our wounds in his service. By harboring blame for those who caused them, I slow the act of redemption that can bring healing.

My spiritual checkup offers one clear advantage over my physical checkup. No matter what I do my body will continue to deteriorate, but, spiritually I can look forward to growth and renewed vigor as long as I listen and then act on what I hear God saying.

Condensed from Christianity Today (4/3/00), © 2000 Philip Yancey. Used by permission.

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Process of Organisation Development

The process of Organisational Development comprises of follows steps and they are:-

1. Initial Diagnosis
2. Data Collection
3. Data Feedback
4. Selection of Interventions
5. Implementation of interventions
6. Action planning and problem solving
7. Team Building
8. Inter-Group Development
9. Evaluation and Follow up


1. Initial Diagnosis: The initial diagnosis refers to finding the inadequacies within the organisation that can be corrected by OD activities then it is necessary to find out the professionally competent persons within organisation to plan and execute OD activities. The outside consultants can be also employed to help in diagnosing the problems and diagnosing OD activities. The consultants adopt various methods and that primarily includes interviews, questionnaires, direct observation, analysis of documents and reports for diagnosing the problem.

2. Data Collection: The survey method is employed to collect the data for determining organizational climate. It also helps in identifying the behavioural problems that are rising in the organisation.

3. Data Feedback: The collected data are analyzed and reviewed by various work groups that are formed for this purpose. It is done in order to intervene in the areas of disagreement or confrontation of ideas or opinions.

4) Selection of Interventions: The interventions can be described as the planned activities that are introduced into the system to achieve desired changes and improvements. The suitable interventions are to be selected and designed at this stage.


5) Implementation of Interventions: The selected intervention should be implemented progressively as the process is not a one shot, quick cure for organisational problems. Consequently, it achieves real and lasting change in the attitudes and behaviour of employees.

6) Action Planning and Problem Solving: To solve the specific and identified problems by using the collected data, groups prepare recommendations and specific action planning.

7) Team Building: The consultants explain the advantages of the teams in OD process and encourage the employees throughout the process to form into groups and teams.


8) Inter-group Development: After the formation of groups/teams, the consultants encourage the inter-group meetings, interaction etc.


9) Evaluation and follow up: The organisation should evaluate the OD programmes and should find out their utility, and develop the programmes further for correcting the deviations. The consultants make great significance to the organisation in this respect. The entire steps in the OD processes should be followed by the organisation in order to derive full range of OD benefits.

Organisation Development Interventions

Organisational Development interventions are the set of structured activities where selected organisational units gets engaged with task or set of tasks that are either directly or indirectly related to the development of the organisation.

These interventions can be clubbed into twelve groups and they are diagnostic, team-building, inter-group activities, survey feedback methods, education and training programmes, techno-structural activities, process consultation, the management grid, meditation and negotiation activities, coaching and counseling and planning and goal setting activities.

1) Survey Feedback: It recounts to an approach survey through well planned assessment or Interviews. It covers the feedback to the customer organisation. It has a demand and significance in a genuine situation. The attitude survey can have a purpose to measure the process; for instance, communication, decision making and leadership at different levels. The data produced under this system is perceptual and attitudinal.. A review of the product is prepared in a group discussion. Generally feedback of results is specific to the group which prepares the data. As a result strategies are planned to resolve the organisational problems. Consequently, the process of survey feed back includes: collection of data, feedback, development of action plan and follow-up. Therefore, to ensure authentic results, the survey should be applicable and dependable.

2) Management Grid : The method urbanized by Robert Blake and Jane S. Mouton is a step to move toward. This Grid represents a rational support of managing people. Growth of management skills from beginning to end grid program involves wide range of included and instrumented activities are the ways having investigational and planned conditions. The members are secondary to be pleased about the advances to integrate people and their invention.

3) Team Building: Team building is an attempt to assist the work group to identify, diagnose and solve its own problems. Actually groups develop their own norms of behaviour which pressurize the persons and group behaviour. Organisation is a system to interconnect with groups. OD considers that work groups are the teams which are spinning around to introduce changes in the organization. Team building actions are taken to develop a range of groups in an organization like permanent work teams, task forces, committees etc. Team building actions focus on finding, task achievement, team relationships and organisational process. The component groups in team building activity are: the external advisors, the group leader and the members of the group.
In team building movement, associates meet and talk about troubles connecting to their coursework It obtain sincere and courageous argument. In the team building movements, the associate adds the sequence relating to their personal observation of issues, problems and task relationship.

4) Sensitivity Training: It is known as training being carried out by creating an
experimental laboratory circumstances where workers will be brought together to do something together in a formless environment. Sensitivity training helps in understanding people well again, to develop appreciation for others, to develop specific behavioral skills and to gain effective approach into the group development. It also aims at falling interpersonal confrontation.

The main aim of sensitivity training is to split all the methods through the bond of silence and ease the expression of associates to emphasize on the process of debate to a certain extent than to fulfill the instructions.

It is a method which proposes to have brain washing of persons. This training is accepted by formless groups without any agenda, leader and predetermined goals. The group is given independence to expand their plans, contacts and on going process for interaction. Sensitivity training gives a technique to enable special knowledge and development.


5) Four System Management : Rensis Likert’s four System Management has given four stage to represent the organizational values to include the essential collection of job bearing and people way.

According to Likert management philosophy can be classified into four systems they are:

i) Exploitative-Autocratic System
ii) Benevolent Autocratic System
iii) Consultative Democratic System and
iv) Participative Democratic System.

This theory explains that three basic concepts of system has four management which will help making the organization effective they are:


a) To use the principle of supportive relationship in the organisation
b) To use the group decision making and group methods of supervision in the organisation, and
c) To emphasize more on the high performance goals.



6) Management by Objectives (MBO): It is another important tool of O.D and involves the process of educating the concerned persons about M.B.O, agreement upon clear cut quantifiable objectives, evaluation of objectives and feedback for deviation and coercive action. . M.B.O is wide-ranging overall managerial philosophies that focuses upon joint goal setting and synthesize the individual’s goal to organisational goals. The entire organization will have the feeling of unity as all levels of management of an organization are involved in goal setting. The programmes relating to M.B.O can be effective if they are properly implemented and needs the support of the top management.









7) Process Consultation: It can be described as the set of activities on the part of the consultant that helps the client to perceive, understand and act upon the process events that take place in the client’s environment. Process consultation concentrates on the analysis of process of activities like communication, leadership etc. It also aims to attempts to develop initial contacts, define relationships, selecting the method of work, collection of data and diagnosis. Process consultation is a method of intervening in an on going system and is designed to change attitudes, values, interpersonal skills, group norms, and cohesiveness and other process variables.

8) Contingency Approach : This approach was given by P. Lawsence and J. Lorseh. It is based on the principle that an organisation is a multifaceted social system. Its behavior must be included into a united effort to enable it to cope with the environment. Theoretically individuals in different departments have different orientations related to the tasks they perform. Genuinely, the organisational units in their regular operations they are differentiated along with their direction. It appears that with the task discrimination coordination is not possible. According to contingency approach separation and combination are possible for total organisation’s effectiveness with the help of integrative devices. To sum up, high organisational presentation is well-suited with the existence of both separation as well as combination which are required as per the stress of their immediate environment. The contingency approach can be useful as an OD intervention in industrial organizations in the form of inter group argument meetings of concerned departmental persons.

9) Role Analysis : In the presentation of their individual roles persons manifest certain behaviour which may upset team efficiency. At times it is established that the persons are unambiguous about their own expected behaviour from the view point of other members of the team. In these circumstances the role analysis procedure is used to clarify the role expectations and obligations of the members of a team. The ensuing role requirements and the expected behavioral mechanism of each other help the member enjoy an equally acceptable behaviour in the team work. In this technique, the individual role players analyze the focal role of the individuals.

10) Inter-group Activity : Meager interpersonal relations are not unusual features in organisational performance . Under these circumstances, inter-group motion spotlights to improve the relationships between the groups. It helps in the interaction and communication between the work groups which eventually avoids dysfunctional inimical competitiveness among them. Inter-group team building entails the procedure of discrimination and combination.

11) Organisation Mirroring: It monitors the activities of group of members and gets the feedback from the members of several other groups about how is it being professed. Organisational mirroring is used when there is complexity with other department in the organisation. A meeting is called and response is sought from other department. During the meeting the correct picture emerges which will determine many mistakes committed between two groups.

12) Third Party Peace Making Intervention: This intervention is the foundation of the thoughts to understand the conflicts and their resolutions at the interpersonal level. It helps to confront the method of resolving the conflicts takes place between two parties who are aware of the existence of the conflicts and want to confront the issues. The advisor as a third party must be accomplished in the art of identifies the conflicts and use confrontation as technique.

This process focuses on four basic elements of conflicts they are :

(i) The conflict issues,
(ii) The contributory circumstances,
(iii) The conflict related behaviour, and
(iv) The results of the conflict.


13) Job Design/Redesign : It is task -technology connected approach and aims at making changes in the work procedure of the groups of employees. Job design occupies a well planned reorganization of a job. On the whole it focuses to develop worker’s motivation, commitment, performance, job satisfaction etc., through job enrichment, job engineering, job rotation, job enlargement and socio-technical system.


14) Quality Circles: Quality Circles are semi-autonomous work groups with six persons who volunteer to talk about and solve feature related problems during working hours. It has impact on working conditions, employee’s commitment and self development of employees.

15) Counselling : Counselling is the method to extend the help by a manager to his assistant to enhance his prospective. It plans at hypothesizing and empathize with the workers. It assists to bring about self consciousness in the worker about his capability. Single or group of interventions may be used to resolve the issues.

Why employees leave an Organisation

ENTREPRENUERS AND CEOs OUGHT TO KNOW WHY EMPLOYEES LEAVE THEIR ORGANISATIONS

By Lawrence Muganga

Every company faces the problem of people leaving the company for better pay or profile. This is has existed and still exist world over.

Early this year, James, a senior product designer in a certain local Bank, got an offer from a prestigious international Bank to work in its overseas operations, developing specialized products to serve the global market in their reach. He was thrilled by the offer.

He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food.

Twice James was sent abroad for training. "My learning curve is the sharpest it's ever been and am actually on a higher indifference curve," to the economists you know what it means, he said soon after he joined.

A few days later, less than eight months after he joined, James walked out of the job.

Why did this talented employee leave?

James quit for the same reason that drives many good people away.

The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All the Rules". It came up with this surprising finding:

If you're losing good people, look to their immediate boss. Immediate boss is the reason people stay and thrive in an organization. And he’s the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition.

The Authors of this study Marcus Buckingham and Curt Coffman confirm that, "People leave managers not companies,”

Mostly managers drive people away

Human Resource (HR) experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, the thought gets strengthened. The third time, he looks for another job.

When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev an HR specialist says: "If you work for a jerk, you basically want to get him into trouble. You don’t have your heart and soul in the job."

Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue.

Talented men leave. Dead wood doesn't.

Jack Welch a renown Management specialist once said. A company's value lies "between the ears of its employees".