http://www.economist.com/blogs/democracyinamerica/2012/08/conscientious-consumption-and-culture-war?fsrc=nlw|newe|8-8-2012|3026417|96008665|NA
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(C) 2009-12
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Saturday, August 11, 2012
Thursday, August 9, 2012
Expectations not Rules
I've always considered myself a rules-based person but realize that its the rules that cause the problem. This is because it creates limitations. So, to remain true to myself and satisfy the rules-base environment that makes America tick, why don't we just meet and exceed expectations instead? For example, being punctual isn't a rule, it's an expectation. Timeliness translates to priorities and what a person does is important not only to the people around them, but to themselves. It shows that you care and respect what is going on at that particular moment.
Consistency! I'd rather see someone misspell the same word over and over again in an email than to see the word spelled wrong half the time. Furthermore, if you are going to be late, come in at the same time. For example, if you are to be at work at 8am but come in at 8:30, the correction is simple. Leave home 30-45 minutes sooner.
Accountability- What is it when a manager has to do the work of his staff? It is because that manager is unsuccessful in holding his staff accountable and this is because there is an issue with respect and trust. All have job descriptions and those descriptions need to be carried out by those doing the task. Author, Jim Collins, tells us that your staff is like a bus full of riders. Some people need to be moved to other seats on the bus (change their jobs or cross training) and others need to let off at the next stop (termination or resignation). To hire and properly train the people necessary to serve customers in a start-up or with an established organization looking to expand its presence requires one to satisfy stepping from one plateau to the next making sure that everything is done right before moving on.
Lastly, people deserve more than just lip service. Managers who talk out of both sides of their mouth and say things that are just to appease their underlings on the short-term but have not thought the issue through on a sustainable level are setting themselves up for problems. In the end, the underlings loose hope and feel cheated and move on. A good manager doesn't build a positive reputation by discharging people, but rather by developing people.
Keep it simple stupid! To meet my expections, simply be on time, consistent, accountable, trustworthy, and be genuine.
http://daniel-j-stone.blogspot.com (C) 2009-12
Consistency! I'd rather see someone misspell the same word over and over again in an email than to see the word spelled wrong half the time. Furthermore, if you are going to be late, come in at the same time. For example, if you are to be at work at 8am but come in at 8:30, the correction is simple. Leave home 30-45 minutes sooner.
Accountability- What is it when a manager has to do the work of his staff? It is because that manager is unsuccessful in holding his staff accountable and this is because there is an issue with respect and trust. All have job descriptions and those descriptions need to be carried out by those doing the task. Author, Jim Collins, tells us that your staff is like a bus full of riders. Some people need to be moved to other seats on the bus (change their jobs or cross training) and others need to let off at the next stop (termination or resignation). To hire and properly train the people necessary to serve customers in a start-up or with an established organization looking to expand its presence requires one to satisfy stepping from one plateau to the next making sure that everything is done right before moving on.
Lastly, people deserve more than just lip service. Managers who talk out of both sides of their mouth and say things that are just to appease their underlings on the short-term but have not thought the issue through on a sustainable level are setting themselves up for problems. In the end, the underlings loose hope and feel cheated and move on. A good manager doesn't build a positive reputation by discharging people, but rather by developing people.
Keep it simple stupid! To meet my expections, simply be on time, consistent, accountable, trustworthy, and be genuine.
http://daniel-j-stone.blogspot.com (C) 2009-12
Thursday, August 2, 2012
A Way of Life- Eat Mor Chikn'
It's a fact that I've been going to Chick-fil-A since the late 1970s when I would go with my dad and his Furman football chain crew buddies to games in my hometown, Greenville, SC in the back of a station wagon. As I got older, in the 80s, I went to CFA at the Haywood Mall with my teammates wearing my football jersey for the pre-game meal on Friday nights. Going to the mall was a big deal when I was in school and going their with your teammates all wearing the same jersey was like being the big man on campus. In the 90s, I moved away from the South, served two tours in the Persian Gulf in the US Navy and pursued my bachelor's degree in California. My wife, who was my girlfriend at the time would go with me on dates to one of the only CFAs in CA. As I was completing my undergraduate degree, in the '00s, my dad gave me Truit Cathy's first book, "Eat Mor Chikn': Inspire More People". I fell in love with the book as it gave me an inside look to how my grandfather was raised as Mr. Cathy and my grandfather come from the same hometown and grew up during the depression. I was moved to hear how Mr. Cathy would treat his employees, how he would donate money to his causes. I was able to get an inside look to how my parents were as younger adults raising my sister and I in the 1970s and 1980s when the US Dollar went off of the gold standard, there were lines to buy gas, and the interest rate to buy property was 25%. Mr. Cathy was expanding his business at that time and had to go all of 1982 with no salary due to the hard times that people faced at that time. Needless to say, I reference Mr. Cathy's books weekly. In the '10s, I finally met my full potential as a professional, I would try to lift everyone's spirits by treating my teachers and staff to CFA biscuits from time to time. In a way, I guess I'm trying to emulate my hero, the maker of all things comfort, Mr. Truit Cathy. Man, do I have a loooooooooooong ways to go!
Now, something that started out as a childhood outing to see the Purple Palidins at the old Shirine Stadium, one of the cornerstones of me as a person is front and center in the name of traditional values, freedom of speech and tolerance to those that might march to the beat of a different drummer. I seem to fall more and more the harder I try these days and feel like I could do so much better by my fellow man at work and on the street. The world gets in peoples faces and little by little we think, say and do the opposite to how you were raised. If only I could catch myself and say, "What would Truit do?"
I'm so fortunate. I was raised the best you could be with both of my parents working. Had it not been for my upbringing, I would have buckled, quit and gave up a long time ago. It is more than chicken sandwiches, waffle fries and sweet tea. CFA is a way of life in more ways than I can imagine, especially for people from the South.
Chick-Fil-A Appreication Day? I appreciate CFA and its values everyday.
As Truit often has said, "IF IT IS TO BE, IT IS UP TO ME".
http://daniel-j-stone.blogspot.com (C) 2009-12
Now, something that started out as a childhood outing to see the Purple Palidins at the old Shirine Stadium, one of the cornerstones of me as a person is front and center in the name of traditional values, freedom of speech and tolerance to those that might march to the beat of a different drummer. I seem to fall more and more the harder I try these days and feel like I could do so much better by my fellow man at work and on the street. The world gets in peoples faces and little by little we think, say and do the opposite to how you were raised. If only I could catch myself and say, "What would Truit do?"
I'm so fortunate. I was raised the best you could be with both of my parents working. Had it not been for my upbringing, I would have buckled, quit and gave up a long time ago. It is more than chicken sandwiches, waffle fries and sweet tea. CFA is a way of life in more ways than I can imagine, especially for people from the South.
Chick-Fil-A Appreication Day? I appreciate CFA and its values everyday.
As Truit often has said, "IF IT IS TO BE, IT IS UP TO ME".
http://daniel-j-stone.blogspot.com (C) 2009-12
Sunday, July 29, 2012
Nine Leadership Lessons & Quotes from Truett Cathy, Founder of Chick-fil-A
by Casey Slide
People everywhere love Chick-fil-A, especially where I live, in the suburbs of Atlanta. If we have an occasion to go out to a fast food restaurant for a quick bite to eat, we always go to our local Chick-fil-A. Lunch-goers flock to the restaurant, and the drive-through line makes a complete loop around the building. No matter what time of day I visit Chick-fil-A, the restaurant always seems packed full of customers. In addition to delicious food, Chick-fil-A has become and remained so popular among young and old for a variety of reasons. I believe the roots of the company go a lot deeper than fancy cut fries. This company has a rock-solid foundation in its core values, emulated every time you step inside its restaurant doors. How did Chick-fil-A become so successful and so well-loved? The answer lies with its founder, Truett Cathy, and his truly inspirational leadership. Who exactly is Truett Cathy, and what can we learn from him about leadership?
Who Is Truett Cathy? Truett Cathy is the founder and chairman of Chick-fil-A, the country’s second-largest chicken quick-service restaurant chain, based on annual sales. After growing up in poverty and working hard to help support his family, Cathy opened his first restaurant with his brother in 1946. The Atlanta-area restaurant, called the Dwarf Grill, was later renamed the Dwarf House. As his restaurant grew in popularity, Cathy opened his first Chick-fil-A in 1967 in Atlanta. From there, Chick-fil-A has grown to nearly 1,500 restaurants in 39 states. In addition to Cathy’s natural entrepreneurial and leadership abilities, Cathy is a man of faith and wisdom and has formed a service-oriented business. This has led him to have some out-of-the-ordinary business practices, such as closing on Sunday and choosing high-quality and high-character franchise owners and employees. Cathy has strived to serve the community as well as young people, as evidenced through his scholarship programs. Truett Cathy is the author of several books, including Eat Mor Chikin: Inspire More People.
Leadership Lessons from Truett Cathy Through the life and leadership of Truett Cathy, we can learn how to have entrepreneurial success. By following these leadership lessons observed in the life of Cathy, we can achieve a more satisfying life and career ourselves. Here are nine leadership lessons to try to live by:
1. Second Mile Is Second Nature
This customer service concept applies to our professional lives, too. Many companies go the first mile to provide good customer service, but going the second mile indicates an effort to do something extra special. Examples of going the second mile include pulling the chair out for a pregnant woman or refilling a customer’s drink at a quick-service restaurant. Chick-fil-A sought to make the second mile second nature, meaning the company taught employees that they should employ these “extra special” services automatically, instead of something they do every now and then. Honestly, I can’t remember going to a Chick-fil-A where they did not have someone walking around refilling drinks and bringing customers extra napkins. The company founder embedded this practice into the company culture, a real example of how to live a life of stewardship. “Being in the food business, you have to remember to do each and every thing right, every time.”
2. Manage Your Household
Cathy has been married for over 60 years. He emphasizes always improving your marriage and never giving up on your relationship. He believes that if you have problems in your marriage or in your household, your problems directly reflect how you run a business. Your family should always come before your business, and if you do not take care of your family, your business suffers. This also explains in part why Cathy decided to stay closed on Sundays. He believes families need Sunday to spend time together, and his restaurants do better because his employees work harder for him the rest of the week, and arrive on Monday refreshed for the new week. Happy employees mean happy customers. “You have to be very careful about what you say. More importantly, you have to be very careful about what you do. You never know how or when you influence people – especially children.”
3. Perseverance
Truett Cathy took a huge step in the restaurant business by opening his second restaurant location, which burned down. However, instead of filing for bankruptcy because he didn’t have his restaurant properly insured, he put up tents with grills and continued to serve customers next to the destroyed building until he was able to pay for repairs. Cathy has perseverance, and the will to never give up, even when the worst happens. Many people might give up after such a devastating loss, but a true leader never gives up just because challenges present themselves. “No goal is too high if we climb with care and confidence.”
4. Remember Your Roots
Cathy believes that growing up in poverty was a blessing. He never takes his wealth for granted and he understands “small town America.” Living in poverty taught him life lessons that he could not have otherwise learned if he had a comfortable childhood. Cathy worked hard to achieve his success, and he can relate to those who now face poverty. As he relates to others, and others relate to him as well. You have to be relatable to lead, and to expect people to follow. “As a kid, I can’t remember having anything to play with except a loose tooth. And that wasn’t mine. It was my brother’s.”
5. Hard Work
When Cathy was a young man, his family opened up their home to boarders, to bring in more income (i.e. renting out a room in your house). At times, their home was home to eight boarders along with his family of nine. During that time, Cathy learned the value of hard work as he helped his family serve those staying in their home. Cathy knew how to work hard, and he knew the benefits of hard work. He continued to work as he opened his restaurants and led his company into expansion and profitability. Fact: Chick-fil-A has a policy that Cathy descendants must work for two years outside of the family business before they can work in the family business. The family doesn’t want their kids assuming that they automatically have a job with Chick-fil-A. They want their children to experience what every other college graduate experiences: finding a job on their own. “It is when we stop doing our best work that our enthusiasm for the job wanes. We must motivate ourselves to do our very best, and by our example lead others to do their best as well.”
6. Learning Ability
Your capacity to learn is more important than what you already know. Cathy freely admits he wasn’t the best student in school. In fact, he even fell behind. None of that mattered to him because he wanted to work hard and continue to learn. Leaders need to embrace a continual state of learning for self-improvement, and to develop new technologies, theories, and thinking. “I wasn’t all that bright. I had difficulty keeping up in class and I had always carried with me a bit of an inferiority complex regarding socializing at school and I never felt confident about dating girls. But I enjoyed my work and I enjoyed the rewards of working. As I read Mr. Hill’s book, I realized I could do anything if I wanted it badly enough. His words motivated me and showed me that I live in a do-it-yourself world.”
7. Respect for Others
Just like people want to go to Chick-fil-A to eat, people want to follow Cathy. He had a great respect for others, evidenced in his service-oriented methodologies as well as in his success. If you respect others, others respect you. You must have the respect of those you lead in order to be a successful leader. “Loyalty of your people is a key to most any business success.”
8. Discipline
Many aspects of Chick-fil-A embody Cathy’s beliefs about discipline. Chick-fil-A’s are closed on Sundays. In the fast-paced society in which we live, it takes discipline to slow down one day every week, and it also takes discipline to sacrifice potential earnings one day every week. Chick-fil-A’s menu also demonstrates Cathy’s discipline. Chick-fil-A has one of the healthier menus when compared to other quick-service restaurants. It takes discipline to eat healthy and live a healthy lifestyle, but leaders make that sacrifice for their benefit and the benefit of others. “Why do we close on Sunday? Well, it started back in 1946 when I opened my first restaurant, a 24-hour coffee shop called The Dwarf Grill. After the first week, I determined that if it took seven days a week to make a living, I should be in some other business. Too, it was my conscience that I had to live with; I just never could come to the idea of dealing with money on the Lord’s Day. I became a Christian at age 12; that’s not to say that everything I’ve done since that time is becoming to a Christian, but I believe the Lord had blessed us because we recognize Him on this special day we call Sunday.”
9. Faith
Faith was at the root of everything that Truett Cathy did. His faith led him to make good decisions for his company and his employees. His faith led him to respect families and to keep the restaurants closed on Sundays. His faith led him to pipe Christian music into the restaurants, and to give his money and resources to many deserving students and young people. Draw from your faith as a way to bring out the best in yourself and your leadership skills. “I believe that you can combine biblical principles and good business practices. I testified before Congress…on how to be honest and successful at the same time.” Final Word If you apply these nine principles to your career and professional life, you can succeed because you put yourself aside and others in front of you. Many people still wrongly believe that they must only look out for themselves in order to succeed and get ahead in their careers. Truett Cathy provides a living example of succeeding by contributing to the success of others, personally and professionally. Follow Cathy’s example of leadership and service to others to find success and satisfaction in your life. What are some of the most important leadership lessons that you can take away from Truett Cathy’s example?
http://daniel-j-stone.blogspot.com (C) 2009-12
People everywhere love Chick-fil-A, especially where I live, in the suburbs of Atlanta. If we have an occasion to go out to a fast food restaurant for a quick bite to eat, we always go to our local Chick-fil-A. Lunch-goers flock to the restaurant, and the drive-through line makes a complete loop around the building. No matter what time of day I visit Chick-fil-A, the restaurant always seems packed full of customers. In addition to delicious food, Chick-fil-A has become and remained so popular among young and old for a variety of reasons. I believe the roots of the company go a lot deeper than fancy cut fries. This company has a rock-solid foundation in its core values, emulated every time you step inside its restaurant doors. How did Chick-fil-A become so successful and so well-loved? The answer lies with its founder, Truett Cathy, and his truly inspirational leadership. Who exactly is Truett Cathy, and what can we learn from him about leadership?
Who Is Truett Cathy? Truett Cathy is the founder and chairman of Chick-fil-A, the country’s second-largest chicken quick-service restaurant chain, based on annual sales. After growing up in poverty and working hard to help support his family, Cathy opened his first restaurant with his brother in 1946. The Atlanta-area restaurant, called the Dwarf Grill, was later renamed the Dwarf House. As his restaurant grew in popularity, Cathy opened his first Chick-fil-A in 1967 in Atlanta. From there, Chick-fil-A has grown to nearly 1,500 restaurants in 39 states. In addition to Cathy’s natural entrepreneurial and leadership abilities, Cathy is a man of faith and wisdom and has formed a service-oriented business. This has led him to have some out-of-the-ordinary business practices, such as closing on Sunday and choosing high-quality and high-character franchise owners and employees. Cathy has strived to serve the community as well as young people, as evidenced through his scholarship programs. Truett Cathy is the author of several books, including Eat Mor Chikin: Inspire More People.
Leadership Lessons from Truett Cathy Through the life and leadership of Truett Cathy, we can learn how to have entrepreneurial success. By following these leadership lessons observed in the life of Cathy, we can achieve a more satisfying life and career ourselves. Here are nine leadership lessons to try to live by:
1. Second Mile Is Second Nature
This customer service concept applies to our professional lives, too. Many companies go the first mile to provide good customer service, but going the second mile indicates an effort to do something extra special. Examples of going the second mile include pulling the chair out for a pregnant woman or refilling a customer’s drink at a quick-service restaurant. Chick-fil-A sought to make the second mile second nature, meaning the company taught employees that they should employ these “extra special” services automatically, instead of something they do every now and then. Honestly, I can’t remember going to a Chick-fil-A where they did not have someone walking around refilling drinks and bringing customers extra napkins. The company founder embedded this practice into the company culture, a real example of how to live a life of stewardship. “Being in the food business, you have to remember to do each and every thing right, every time.”
2. Manage Your Household
Cathy has been married for over 60 years. He emphasizes always improving your marriage and never giving up on your relationship. He believes that if you have problems in your marriage or in your household, your problems directly reflect how you run a business. Your family should always come before your business, and if you do not take care of your family, your business suffers. This also explains in part why Cathy decided to stay closed on Sundays. He believes families need Sunday to spend time together, and his restaurants do better because his employees work harder for him the rest of the week, and arrive on Monday refreshed for the new week. Happy employees mean happy customers. “You have to be very careful about what you say. More importantly, you have to be very careful about what you do. You never know how or when you influence people – especially children.”
3. Perseverance
Truett Cathy took a huge step in the restaurant business by opening his second restaurant location, which burned down. However, instead of filing for bankruptcy because he didn’t have his restaurant properly insured, he put up tents with grills and continued to serve customers next to the destroyed building until he was able to pay for repairs. Cathy has perseverance, and the will to never give up, even when the worst happens. Many people might give up after such a devastating loss, but a true leader never gives up just because challenges present themselves. “No goal is too high if we climb with care and confidence.”
4. Remember Your Roots
Cathy believes that growing up in poverty was a blessing. He never takes his wealth for granted and he understands “small town America.” Living in poverty taught him life lessons that he could not have otherwise learned if he had a comfortable childhood. Cathy worked hard to achieve his success, and he can relate to those who now face poverty. As he relates to others, and others relate to him as well. You have to be relatable to lead, and to expect people to follow. “As a kid, I can’t remember having anything to play with except a loose tooth. And that wasn’t mine. It was my brother’s.”
5. Hard Work
When Cathy was a young man, his family opened up their home to boarders, to bring in more income (i.e. renting out a room in your house). At times, their home was home to eight boarders along with his family of nine. During that time, Cathy learned the value of hard work as he helped his family serve those staying in their home. Cathy knew how to work hard, and he knew the benefits of hard work. He continued to work as he opened his restaurants and led his company into expansion and profitability. Fact: Chick-fil-A has a policy that Cathy descendants must work for two years outside of the family business before they can work in the family business. The family doesn’t want their kids assuming that they automatically have a job with Chick-fil-A. They want their children to experience what every other college graduate experiences: finding a job on their own. “It is when we stop doing our best work that our enthusiasm for the job wanes. We must motivate ourselves to do our very best, and by our example lead others to do their best as well.”
6. Learning Ability
Your capacity to learn is more important than what you already know. Cathy freely admits he wasn’t the best student in school. In fact, he even fell behind. None of that mattered to him because he wanted to work hard and continue to learn. Leaders need to embrace a continual state of learning for self-improvement, and to develop new technologies, theories, and thinking. “I wasn’t all that bright. I had difficulty keeping up in class and I had always carried with me a bit of an inferiority complex regarding socializing at school and I never felt confident about dating girls. But I enjoyed my work and I enjoyed the rewards of working. As I read Mr. Hill’s book, I realized I could do anything if I wanted it badly enough. His words motivated me and showed me that I live in a do-it-yourself world.”
7. Respect for Others
Just like people want to go to Chick-fil-A to eat, people want to follow Cathy. He had a great respect for others, evidenced in his service-oriented methodologies as well as in his success. If you respect others, others respect you. You must have the respect of those you lead in order to be a successful leader. “Loyalty of your people is a key to most any business success.”
8. Discipline
Many aspects of Chick-fil-A embody Cathy’s beliefs about discipline. Chick-fil-A’s are closed on Sundays. In the fast-paced society in which we live, it takes discipline to slow down one day every week, and it also takes discipline to sacrifice potential earnings one day every week. Chick-fil-A’s menu also demonstrates Cathy’s discipline. Chick-fil-A has one of the healthier menus when compared to other quick-service restaurants. It takes discipline to eat healthy and live a healthy lifestyle, but leaders make that sacrifice for their benefit and the benefit of others. “Why do we close on Sunday? Well, it started back in 1946 when I opened my first restaurant, a 24-hour coffee shop called The Dwarf Grill. After the first week, I determined that if it took seven days a week to make a living, I should be in some other business. Too, it was my conscience that I had to live with; I just never could come to the idea of dealing with money on the Lord’s Day. I became a Christian at age 12; that’s not to say that everything I’ve done since that time is becoming to a Christian, but I believe the Lord had blessed us because we recognize Him on this special day we call Sunday.”
9. Faith
Faith was at the root of everything that Truett Cathy did. His faith led him to make good decisions for his company and his employees. His faith led him to respect families and to keep the restaurants closed on Sundays. His faith led him to pipe Christian music into the restaurants, and to give his money and resources to many deserving students and young people. Draw from your faith as a way to bring out the best in yourself and your leadership skills. “I believe that you can combine biblical principles and good business practices. I testified before Congress…on how to be honest and successful at the same time.” Final Word If you apply these nine principles to your career and professional life, you can succeed because you put yourself aside and others in front of you. Many people still wrongly believe that they must only look out for themselves in order to succeed and get ahead in their careers. Truett Cathy provides a living example of succeeding by contributing to the success of others, personally and professionally. Follow Cathy’s example of leadership and service to others to find success and satisfaction in your life. What are some of the most important leadership lessons that you can take away from Truett Cathy’s example?
http://daniel-j-stone.blogspot.com (C) 2009-12
Thursday, July 5, 2012
Requester and Promiser Relationship
A request is a specific action. The requester must specify when the deadline is for the action. There should be no unbounded requests.
The promiser is the person receiving the request. The promiser can accept, decline, clarify, or negotiate.
The requester helps the promiser succeed. The promiser helps the requester succeed. The requester needs to be honest with his or herself that the promiser can carry out the specific action. The promiser needs to be honest when asked to carry out a specific action before accepting responsibility.
By following this format, the requester and promiser share accountability 100%.
What happens when the requester goes to the promiser and the promiser cannot produce desired results? The requester goes elsewhere. Are you your organization’s “go-to” person or the person that is hidden from the outside? Do you hide from the outside or do you step out to rise to the occasion? Also, are you the promiser who complains that the requester is too demanding? If it takes more than one time for the promiser to accept the request, then the requester has every right to call on another promiser. If the requester can't go to another promiser, then your department will be the one that is hidden from the outside. Wallflowers may be nice at the dance hall back in high school, but the "go-to" people in the business world are the ones that have job security and get the raise or bonus.
http://daniel-j-stone.blogspot.com (C) 2009-12
What happens when the requester goes to the promiser and the promiser cannot produce desired results? The requester goes elsewhere. Are you your organization’s “go-to” person or the person that is hidden from the outside? Do you hide from the outside or do you step out to rise to the occasion? Also, are you the promiser who complains that the requester is too demanding? If it takes more than one time for the promiser to accept the request, then the requester has every right to call on another promiser. If the requester can't go to another promiser, then your department will be the one that is hidden from the outside. Wallflowers may be nice at the dance hall back in high school, but the "go-to" people in the business world are the ones that have job security and get the raise or bonus.
http://daniel-j-stone.blogspot.com (C) 2009-12
Friday, May 4, 2012
TOEIC: Why It's Bigger than Ever in Japan
Japan was the country where TOEIC tests were first administered and have always been widely used there. Now, however, the world's leading test of English for daily and workplace use is soaring to new heights in the country.
The Daily Yomiuri newspaper reports that the TOEIC test seems poised to replace the national Eiken test as Japan’s most popular test of English. In fiscal year 2011, demand for TOEIC tests in Japan rose 30 percent, and TOEIC tests were taken by 2.27 million people compared with the 2.3 million taking Eiken.
Driving the trend is increased need for assessment of adult English for the workplace. Japanese companies are increasing their activities abroad, while new university graduates are facing a tough job market and see the advantage of adding an internationally recognized credential to their resumes.
While Eiken has tests for a number of different levels, its use is highest with its original audience of middle and high school students. Not widely recognized outside Japan, Eiken is not as useful as TOEIC for typical big picture goals such as those expressed by Takuro Hayashi, a student at Meiji Gakuin University: “I want to find a job which can utilize my English skills. I also want to study abroad. “
An official with the International Institute for Business Communication comments: "Companies are increasingly aware that unless their employees acquire English language skills, they can't survive. Because of the difficult job market, universities also have to put more effort into improving their students' business English skills."
Japan is not alone. The world as a whole is facing similar challenges, while countries such as the Unted States are also seeing an influx of non-native speakers that makes English language assessment important even for domestic employment. Therefore, not surprisingly, we also are seeing TOEIC testing growing bigger and bigger.
Saturday, April 21, 2012
Downsizing- The Crystal Ball of Global Competition
Daniel
J. Stone
Ohio
Dominican University
Abstract.
It is debated that downsizing
is good or bad for today’s workforce. Positive
aspects of downsizing are a valuable managerial weapon since it reduces
organizational costs fast and effectively, businesses are allowed to reallocate
resources, and streamline productivity. On
the other hand, negative aspects of downsizing are psychological toll on those
that were eliminated and by those that survived, increase in stress, and a
sullied reputation in the eyes of those in labor and stock market.
In the early 1980s, the
American market became more competitive due to an increase of goods and
services being readily available from international competitors. Japanese auto manufacturers such as Toyota
and Honda, for example, began producing products for the American market within
the US around that time. In doing so, Americans
were exposed to products that were fashionable, could be relied upon, and were
durable. In comparing the “Big Three”
American automakers, to Japanese automakers, the American automakers have been
slow to bring new vehicles to the market, while the Japanese are also
considered the leader at producing smaller, fuel-efficient cars. All of this is being done with a
non-unionized workforce largely found in Ohio, Kentucky, Tennessee and Texas. As a result, the Japanese automakers continue
to enjoy a cost advantage over the Big Three (CBC News, 2009).
Downsizing has been the
legitimate and strategic solution to the increase in competition and complexity
of the global economy. When an
organization is in decline, costs need to be cut, performance needs to be
improved, and downsizing has been the legitimate and strategic solution to this
problem. Payroll is by far the biggest
cost to an employer and by reducing this cost with downsizing, a declining
organization and correct and align itself with the situation and those that
survive the layoff are put in a situation to produce and the highest level (Mellahi,
K. and Wilkinson, A. 2004).An organization that has been downsized takes on a persona of a new organization. Positions are merged, resources are more regarded and buy in to the organization’s plan is evaluated and reemerged with renowned spirit. Downsizing with a well conceived strategy ensures that resources are reallocated and productivity is streamlined. This could be done by the head of an organization also doubling as in another administrative position, multiple levels usually taught individually being taught together to keep hours to a minimum. Another example of this is to centralize equipment and machinery so that only supplies are being used when it is absolutely necessary (Street and Street, 2010).
On the other hand, downsizing takes a psychological toll on those that were eliminated and by those that survived. To have an employer break that trust can be psychologically overwhelming. After all, an employee spends more time at the workplace with co-workers than they do in their homes with their family. Staying committed to make their employer the best that it can be takes total buy-in and dedication (Street and Street, 2010).
Survivors of a reduced workforce experience an increase in stress. Positions were initially created with job descriptions to occupy a regular work week yet positions are merged with the expectation that goods and services will be produced and provided in the same way. Leaders of downsized organizations fail to realize that just because the workforce is reduced doesn’t mean that the work left with the eliminated workforce. Those that stay behind end up doing the work of two people and are expected to continue to put their best foot forward with one of their legs tied behind their back (Street and Street, 2010).
The traditional manufacturing state such as South Carolina has had an unemployment rate that has exceeded the national average since 2001. It was around that time that manufacturing plants operating in the state began to downsize operations by shipping jobs overseas, mainly to China (Wenger, 2008). The backlash throughout the US towards Chinese products sold in the US was intense and as a result, American manufacturers began labeling their products with “China-free” labels. Resentment from unemployed workers towards competitive products from China to be sullied as a result of downsizing (Douaud, 2007).
In conclusion, downsizing is a trend that is here to stay due to global competition, cost reduction and performance improvements, and providing a new start to an organization due to the conceived strategy ensures that resources are reallocated and productivity is streamlined. The downfall of downsizing is psychological repercussions, increased stress from those that survived a downsizing, and negative publicity from the labor and stock markets towards the corporation that has jettisoned a large number of employees. Downsizing is good in maximizing profits but bad in various humanitarian aspects such as psychological tolls, extra stress and anxiety.
In reflecting the consideration the ethical implications of downsizing I have been a casualty and a survivor of downsizing. As a casualty, my initial feeling was one of anger and betrayal. Furthermore, I was embarrassed because I then had my close group of family and friends worried how I was going to make ends meet. As a person who possesses intropunitive characteristics which is to blame myself too harshly when I fail, I found the decision to being downsized personal rather than strategic. For example, I questioned what I did to deserve a lay off, how I could have better protected myself, in comparison to one of my colleagues who survived. As time went on, I later found the layoff as a blessing as it gave me the chance to pursue what my calling and passion really is. Two years later, I was living in a different state leading an organization in a start up branch office. In this situation, I experienced the survivor side of downsizing since I was expected to do so much with so little manpower. Not being one to complain, I bought into the company’s philosophy and gave it my all. In doing so, my shortcomings which everybody has were exposed. On the other hand, other than the psychological issues that came with being baptized by fire by being thrown into the deep end and have found a way to carry on, my spirit was renewed as one of being totally committed to the cause. The issue is dealing with those that do not share the same commitment as I do and how I can process their lack of dedication in a way that doesn’t cause friction.
My personal belief of downsizing is that the trend of letting good people go is inevitable. I do not agree that downsizing is the way forward since more careful considerations need to be made when a job is created, a company expands their services, and adds extra branches. When given a person the work of two people, that person will manage to carry on for the short term but in the end, the person will feel cheated, and no longer put up with the situation and move on. Therefore, downsizing needs to be done away with and solid business practices that minimize the hard feelings, in particular the feeling of being cheated, where humanitarian aspects are the focal point are the norm. People are the most important part of an organization and when they are not treated well, companies that downsize may have to downsize all the way to the point of going out of business.
To substantiate my perspective with facts and research, Southwest Airlines has a positive reputation in the eyes of its employees. This is because Southwest Airlines hires someone based on their attitude and then trains them for the skills needed to do their job. Not only are they trained, they are also empowered. This combination of attitude, training, and empowerment is Southwest Airline’s blueprint to building a confident worker who makes the right decisions (Campbell, 2010).
This approach illustrates the unwritten psychological contract between employer and employee. In the aftermath of 9/11 Southwest Airlines emerged as the only American airline company that remained in the black every quarter and didn’t furlough a single employee. Because of Southwest Airline’s solid business practices there was no need to downsize when nearly all of the other American airline companies were laying off people in droves, filing for bankruptcy, or going out of business. Southwest Airlines has continued to carry on as a leader in domestic air travel in the markets that it serves (Serwer, 2004).
Campbell, S. (2010). How Southwest Airlines Became a Model for
Customer Loyalty.
Retrieved
from: http://www.tmcnet.com/channels/customer-support-software/articles/87080-how-southwest-airlines-became-model-customer-loyalty.htm
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Douaud,
C. (2007). ‘China Free’ Labels Stokes Import Debate. Retrieved from:
Mellahi, K. and Wilkinson, A. (2004)
Downsizing and Innovation Output: A Review of
Literature
and Research Propositions, BAM Paper 2004, British Academy of Management.
Richards, T. (2009). The used-to-be Big Three: U.S. automakers struggling with sliding
sales,
Serwer,
A. (2004). Southwest Airlines: The Hottest Thing in
the Sky Through change at the top, through 9/11, in a lousy industry, it keeps
winning Most Admired kudos. How? Retrieved from CNN. http://money.cnn.com/magazines/fortune/fortune_archive/2004/03/08/363700/index.htm
http://daniel-j-stone.blogspot.com (C) 2009-12
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