Management stories

archana agarwal

archana agarwal

Archana Agarwal
here are some management stories for everybody.

THE BALLOONIST AND THE ENGINEER:

Realizing he was lost, a balloonist dropped down to ask directions. “Excuse me, but I’m a little off course” he shouted. “I promised to meet a friend an hour ago, I don’t know where I am.”

A woman hollered back: “You’re in a hot air balloon hovering approximately 30 feet above the ground. You’re at exactly 40 degrees, 22 minutes, and 21 seconds North latitude and 70 degrees, 30 minutes, and 33 seconds West longitude.”

“Amazing,” the balloonist replied. “You must be an engineer!”

“I am,” she replied, “How did you know?”

“Well,” answered the balloonist, “everything you told me is technically correct, but I can’t use your information. I’m still lost and you haven’t been much help at all. If anything, you’ve delayed my trip.”

The woman thought for a moment, then replied: “You must be in management.” “I am,” replied the balloonist, “but how did you know?”

“Well,” said the woman, “you don’t know where you are or where you’re going. You’ve risen to your position due to a large quantity of hot air. You made a promise that you have no idea how to keep, and you expect people beneath you to solve your problems.”

“In fact,” she said, “you’re in exactly the same position you were before we met, but somehow it’s now my fault.”
 
3 Monkeys: How Organizational Culture is Formed

When I hear about culture issues from executives I always relate a favorite anecdote about how organizational culture is formed. There are three monkeys standing in line in a cage, and above the third monkey there is a bunch of bananas. The third monkey naturally reaches for the sweet treats, and as he takes one, the other two monkeys are drenched with water. So they immediately start at the third monkey who is busily munching on his favorite food. But he doesn.t realize what.s happening, so he reaches for another banana and the other two are deluged. By the time the third monkey has eaten the bunch of bananas, the other two are quite annoyed. So in steps the scientist, and replaces the third monkey with a new monkey. He espies the bananas and as he stretches out his arm, he is attacked by the other two monkey. The new monkey doesn.t quite understand why, but quickly stops going after the bananas. Some time passes and the scientist comes back and takes one of the drenched monkeys and replaces him. This new monkey again goes for the bananas and the other two attack him. Then the scientist replaces the third of the original monkeys, with a new one. This new monkey is immediately attacked, and has no idea why. Even when the banana/water system is disabled, and another monkey introduced, he is attacked immediately. And if the scientist keeps repeating the experiment, the two monkeys in the cage attack the new ape being introduced, though nobody can remember why, its just the way it is.
 
The Rabbit's Thesis:

It's a fine sunny day in the forest, and a rabbit is sitting outside his burrow, tippy-tapping on his typewriter. Along comes a fox, out for a walk.

Fox: "What are you working on?"
Rabbit: "My thesis."
Fox: "Hmm… What is it about?"
Rabbit: "Oh, I'm writing about how rabbits eat foxes."
Fox: "That's ridiculous! Any fool knows that rabbits don't eat foxes!"
Rabbit: "Come with me and I'll show you!"

They both disappear into the rabbit's burrow. After few minutes, gnawing on a fox bone, the rabbit returns to his typewriter and resumes typing. Soon a wolf comes along and stops to watch the hardworking rabbit.

Wolf: "What's that you are writing?"
Rabbit: "I'm doing a thesis on how rabbits eat wolves."
Wolf: "you don't expect to get such rubbish published, do you?"
Rabbit: "No problem. Do you want to see why?"

The rabbit and the wolf go into the burrow and again the rabbit returns by himself, after a few minutes, and goes back to typing.

Finally a bear comes along and asks, "What are you doing?
Rabbit: "I'm doing a thesis on how rabbits eat bears."
Bear: "Well that's absurd!
Rabbit: "Come into my home and I'll show you."

As they enter the burrow, the rabbit introduces the bear to the lion.

Moral: It doesn't matter how silly our thesis topic is. What matters is whom we have for a supervisor.

In the context of the working world: It doesn't matter how bad our performance is; what matters is whether our boss likes us.

Lesson for Management Student: To survive in the corporate world successfully, our boss is going to be the key player.
 
The Lion Repairman:

It's a fine sunny day in the forest, and a lion is sitting outside his cave, lying lazily in the sun. Along comes a fox, out on a walk.

Fox: "Do you know the time, because my watch is broken."
Lion: "Oh, I can easily fix the watch for you."
Fox: "Hmm... But it's a very complicated mechanism, and your great claws will only destroy it even more."
Lion: "Oh no, give it to me, and it will be fixed."
Fox: "That's ridiculous! Any fool knows that lazy lions with great claws cannot fix complicated watches."
Lion: "Sure they do, give it to me and it will be fixed."

The lion disappears into his cave, and after a while he comes back with the watch, which is running perfectly. The fox is impressed, and the Lion continues to lie lazily in the sun, looking very pleased with him.

Soon a wolf comes along and stops to watch the lazy lion in the sun.

Wolf: "Can I come and watch TV tonight with you, because mine is broken."
Lion: "Oh, I can easily fix your TV for you."
Wolf: "You don't expect me to believe such rubbish, do you? There is no way that a lazy lion with big claws can fix a complicated TV."
Lion: "No problem. Do you want to try it?"

The lion goes into his cave, and after a while comes back with a perfectly fixed TV. The wolf goes away happily and amazed.

Inside the lion's cave. In one corner are half a dozen small and intelligent looking rabbits that are busily doing very complicated work with very detailed instruments. In the other corner lies a huge lion looking very pleased with him.

Moral: If we want to know why a supervisor is famous, look at the work of his subordinates.

In the context of the working world: If we want to know why someone undeserved is promoted, look at the work of his subordinates.

Lesson for Management Student: If your team is good, it doesn't matter whether you know anything or not, as long as you know how to boss around.
 
The time management 'rocks in bucket' story:

Use this time management story to show how planning is the key to time management.

Start with a bucket, some big rocks enough to fill it, some small stones, some sand and water.

Put the big rocks in the bucket - is it full?

Put the small stones in around the big rocks - is it full?

Put the sand in and give it a shake - is it full?

Put the water in. Now it's full.

The point is: unless you put the big rocks in first, you won't get them in at all.

In other words: Plan time-slots for your big issues before anything else, or the inevitable sand and water issues will fill up your days and you won't fit the big issues in (a big issue doesn't necessarily have to be a work task - it could be your child's sports-day, or a holiday).
 
Ask What’s It All For?

A corporate executive on holiday in a small Greek seacoast village was strolling by the docks and drinking in the local color. He complimented one fisherman on the quality of his catch.

“How long did it take you to get all those fish?” he wondered.

“Not very long,” answered the Greek. “An hour or two.”

“Then why didn’t you stay out longer to catch more?”

Shrugging, the Greek explained that his catch was sufficient to meet his needs and those of his family.

The executive asked, “But what do you do with the rest of your time?”

I sleep late, fish a little, play with my children, and take a nap with my wife. In the evening, I go to the village to see my friends, dance a little, play the bouzouki, and sing songs. I have a full life.”

The executive said, “I have an MBA from Harvard. I can help you. You should start by fishing longer every day. You’ll catch extra fish that you can sell. With the revenue, you can buy a bigger boat. With the extra money the larger boat will bring you, you can buy a second boat and a third one, and so on, until you have an entire fleet of trawlers. Instead of selling your fish to a middleman, you can then negotiate directly with the processing plants and maybe even open your own plant. You can ship fish to markets all around the world. In time, you can then move to New York City to direct your huge enterprise.”

“How long would that take?” asked the Greek.

“Twenty, perhaps twenty-five years,” replied the executive.

“And after that?”

“When your business gets really big, you can sell stock and make millions!” exclaimed the executive with zeal.

“Millions? Really? And after that?”

“After that you’ll be able to retire, live in a small village near the coast, sleep late, play with your grandchildren, catch a few fish, take a nap with your wife, and spend your evenings singing, dancing, and playing the bouzouki with your friends.”

Source: Managers Ignite! Now is the Time to Take Back Your Company, Your Career, Your Life by Vince Thompson
 
The Story Behind Kanban

In an article from FredHarriman.com, ex-Toyota Group manager Chihiro Nakao relates his experience with Taiichi Ohno, who originated Toyota’s Lean Production in collaboration with Shigeo Shingo. Here’s the punchline:

As Mr. Taiichi Ohno drove deeper and deeper in the effort to achieve Just in Time ideals among the companies of the Toyota Group, […] the struggle was to keep people from [ordering] too much too soon from their upstream process.

In one incidence remembered by Chihiro Nakao, Mr. Ohno caught someone he knew was about to pull his materials too soon and thundered: “Who are you and where did you come from?! What makes you think you have any right to this material? Show me your kanban!!” [i.e. prove your authority!]

Such incidents demonstrated the need to “show one’s kanban” when procuring material or parts. They needed some way to prove that they had followed all the rules put in place to achieve Just in Time. Since Mr. Ohno’s demand for a “kanban” left a lasting impression, the name for the cards that were issued to limit in-process inventory […] became “kanban.”

Source: Toyota Stays Lean and Green with Kanban… Kan-who? / BNET, April 2nd, 2007
 
Emphasizing the Positive

In 1982, University of Wisconsin researchers who were conducting a study of the adult-learning process videotaped two bowling teams during several games. The members of each team then studied their efforts on video to improve their skills. But the two videos had been edited differently. One team received a video showing only its mistakes; the other team’s video, by contrast, showed only the good performances. After studying the videos, both teams improved their game, but the team that studied its successes improved its score twice as much as the one that studied its mistakes. Evidently, focusing on the errors can generate feelings of fatigue, blame, and resistance. Emphasizing what works well and discussing how to get more out of those strengths taps into creativity, passion, and the desire to succeed.

Source: The CEO’s role in leading transformation
 
You never really know someone until you see the choices she makes.

Like many photographers before him, Richard Zaltman was visiting remote areas of the world to capture images of people living lives far removed from those in the United States.

Here’s what made his experience different.

One morning, while walking through an isolated village in Bhutan, he suddenly got the idea of turning his camera over to the locals to see what they would consider significant enough to show others about themselves.

Later, when he looked at all their pictures, he noticed that most of the photos cut off people’s feet. “At first, I thought the villagers had just aimed wrong,” Zaltman says. “But it turns out that being barefoot is a sign of poverty. Even though everyone was barefoot, people wanted to hide that - -which is an important message to see.”

You never really know someone until you see the choices she makes.

Source: What’s Not Revealed is Often Most Revealing by Kare Anderson / CEO Refresher, January 2007
 
Great Value in Disaster

In 1914 Thomas Edison’s factory in West Orange, New Jersey, was virtually destroyed by fire. Although the damage exceeded $2 million, the buildings were insured for only $238,000 because they were made of concrete and were thought to be fireproof. Much of Edison’s life work went up in smoke and flames that December night. At the height of the fire, Edison’s 24-year-old son, Charles, searched frantically for his father. He finally found him, calmly watching the fire, his face glowing in the reflection, his white hair blowing in the wind.

“My heart ached for him,” said Charles. “He was 67 — no longer a young man — and everything was going up in flames. When he saw me, he shouted, “Charles, where’s your mother?” When I told him I didn’t know, he said, ‘Find her. Bring her here. She will never see anything like this as long as she lives.’”

The next morning, Edison looked at the ruins and said, “There is great value in disaster. All our mistakes are burned up. Thank God we can start anew.”

Three weeks after the fire, Edison managed to deliver the first phonograph.

Source: Persistence Goes the Distance / Jim Clemmer
 
W.L. Gore’s vision of “Freedom”

At W.L. Gore, with its vision of “Freedom,” the decision-rights of associates (as all members of the organization are called) are determined by the “water-line” principle. Employees envision their enterprise as a ship on which they all sail together. If someone occasionally bores an accidental hole above the ship’s waterline, it’s not calamitous; after all, innovative organizations must make allowances for some mistakes. A hole below the waterline, however, could sink the ship. Therefore the waterline principle states that on “any action that might seriously harm the success, the reputation, or the survival of the enterprise, the associate will consult with appropriate associates who might share the responsibility of taking this action.”

Source: Connecting Across Boundaries: The Fluid-Network Organization / Arun N. Maira / Prism, 1998, Issue 1
 
People Live Up or Down to a Leader’s Expectations

“Tell me about the people at the organization you just left,” said the senior manager who was screening candidates to fill a key leadership role. “They were uneducated and lazy,” the candidate responded. “You always had to keep an eye on them because they were constantly trying to goof off or rip off the company. They were lousy communicators, resisted change, and only cared about themselves.” “That’s too bad,” replied the senior manager, “I am sorry to say that’s the same type of people you’ll find here. This doesn’t sound like a job you would enjoy.”

Once the next candidate was seated, she was asked the same question. “Oh, they were great,” she said. “Although many of them couldn’t read and we had some trouble communicating with each other, they were very driven to succeed. Once we all got to know each other, they were constantly helping one other and working together.” “Great,” the senior manager responded, “That’s the same type of people you’ll find here.”

Source: People Live Up or Down to a Leader’s Expectations / Jim Clemmer
 
Stop looking under the light for innovation

There’s an old story about a man searching for his lost keys under the light on a dark night, even though they were last seen elsewhere. When a passerby asks why he continues to search in the wrong spot, the man replies, “Because the light’s better over here.” Too often, companies search within their own sphere of knowledge rather than seeking solutions wherever they may be found.

Source: Real Returns On R&D / Michael Treacy, James Sims, and George Lieberman / Optimize, July 2003
 
Thanks kartik for your comments... here are some more stories.. here we go...


The “Sneaker Game”

The date was December 9, 1934. The New York Giants were playing the Chicago Bears for the championship of the National Football League. The two teams were thought to be evenly matched, but there was a special factor that day that changed the dynamics of the game: heavy rains and cold temperatures had turned the field at New York’s Polo Grounds stadium into a virtual sheet of ice. The home team trailed 10-3 after two quarters and looked done for, as the visiting Bears were doing a much better job of slip-sliding up and down the field.

But in the Giants’ locker room at halftime, somebody had an idea. It had little to do with the sort of midgame adjustments that were common in football, such as changing offensive plays or defensive formations. This was completely different. The notion was that maybe the Giants would be more successful not by changing their game plan but by changing their shoes-specifically, by taking off their football cleats and wearing sneakers for better traction. A mad scramble turned up enough pairs to accommodate the team, and the sneakers ended up providing the Giants with sure footing that led to 27 second-half points and a 30-13 victory. The “Sneaker Game” became part of sporting lore.

The lesson to be learned from the Giants that day is that challenging the accepted way of doing things-daring to be different-is critical to progress and can bring great success.

Source: Dare to Be Different / Michael Ackland, David Rhodes / Boston Consulting Group (BCG), December 20, 2002
 
Remind people (gently) of how much you’ve done for them

There’s a cardboard box company in Illinois that I ran into years ago. It was just phenomenal in terms of responsiveness. They were always on time or ahead of time, and they took on the tough orders. Their track record was brilliant. About a half dozen years ago, the guy who runs the company added two simple, innocent little columns to the end of the invoices. They stated “order requested” and “actual delivery date,” which pointed out, in black and white, that the company was always on time. It sounds corny, but it literally led to about a 20 percent instant overnight boost in business.

He was tooting his own horn; he was not bragging. One must be terribly careful because braggarts are the world’s biggest pain at age 22 or 72. But letting people somehow or other know that you have come through on a regular basis — subtly — makes all sorts of sense to me.

Source: Tom Peters / Business Finance, January 1997
 
The Moth

A man found a cocoon of an emperor moth. He took it home so that he could watch the moth come out of the cocoon. On that day a small opening appeared, he sat and watched the moth for several hours as the moth struggled to force the body through that little hole.

Then it seemed to stop making any progress. It appeared as if it had gotten as far as it could and it could go no farther. It just seemed to be stuck.

Then the man, in his kindness, decided to help the moth, so he took a pair of scissors and snipped off the remaining bit of the cocoon. The moth then emerged easily. But it had a swollen body and small, shriveled wings.

The man continued to watch the moth because he expected that, at any moment, the wings would enlarge and expand to be able to support the body, which would contract in time.

Neither happened! In fact, the little moth spent the rest of its life crawling around with a swollen body and shriveled body and shriveled wings. It never was able to fly.

What the man in his kindness and haste did not understand was that the restricting cocoon and the struggle required for the moth to get through the tiny opening was the way of forcing fluid from the body of the moth into its wings so that it would be ready for flight once it achieved its freedom from the cocoon. Freedom and flight would only come after the struggle.

By depriving the moth of a struggle, he deprived the moth of health. Sometimes struggles are exactly what we need in our life. If we were to go through our life without any obstacles, we would be crippled. We would not be as strong as what we could have been.

Source: Unknown Author / Jim Clemmer
 
The doctrine of the prior agenda

…my wife, Carol [Bolles], is a well-known career counselor in her own right. She was meeting with a client who worked in the rubber industry — let’s call him George. George told her in their first session, “I’ve got to get out of the rubber industry.” So she gave him some homework to do before their next session. He came back the next week, and he hadn’t done a lick of the homework. My wife, rich with intuition, asked him, “What will happen if you don’t get out of the rubber industry?” George said, “My wife will divorce me.” Carol said, “Do you want your wife to divorce you?” He couldn’t keep the smile off of his face. She knew then that he would never change his job until it had given him what he wanted: a divorce, with his wife taking the initiative — and the guilt. Based on his behavior, my wife named this “the doctrine of the prior agenda.” You can’t help people change or find their mission when they have a conflicting prior agenda.

Source: What Happened to Your Parachute? / Daniel H. Pink, Richard Bolles / Fast Company, September 1999
 
Shaping Focus, Context and Culture Through Vision, Values, and Purpose

Joel and Denise each led fund raising campaigns for their respective service club and community agency. Under another member’s leadership, Joel’s club had raised a record amount in their last effort. Joel wasn’t sure they could come close to that level again. But organization was one of his real strengths. Believing in “planning your work and working your plan,” Joel set targets and efficiently established roles and responsibilities for each volunteer in his fund raising group. He gave crisp reports at each meeting filled with words like “outcome measurement” and “goal realization.” He pushed everyone hard to meet his or her commitments. He developed recognition programs with rewards and incentives for those donating money and those collecting it. He organized rallies such as “Making a Difference days.” When the fund raising campaign was over, they fell just short of their target.

Denise knew that organization was important. She recruited someone with those skills to help her manage the fund raising campaign. She concentrated on connecting the donors and volunteers to the difference they were making in the lives of so many people in their community. Drawing from her public speaking training, Denise loved to tell stories about how the money they raised helped to support Lucy, who was blind, continue her education and find a job. Or she’d talk about how Ralph and his family used a counseling center to find new hope and direction after he lost his job from years of painful back problems. At many meetings, she invited the people they were helping to come in and tell their stories. Susan came into one meeting and quietly told of how drugs and alcohol led to horrible neglect and abuse of her three year son. With the help of a treatment centre funded by Denise’s agency, Susan was now clean, sober, and graduating shortly from a nursing school. There wasn’t a dry eye in the room.

Throughout the fund raising campaign, Denise constantly reminded the group of their vision to build a “caring community” and improving quality of life for all. She kept referring back to their four “touchstone values” of CARE (Collaboration, Alliances, Respect, and Empathy). Donors, businesses, government agencies, and volunteers were moved and energized. They were making a difference. The fund raising campaign exceeded its target.

Source: Leaders Shape Focus and Context by Jim Clemmer
 
Honesty and Integrity Build a Foundation of Trust

Seven-year-old first baseman, Tanner Munsey, fielded a ground ball and tried to tag a runner going from first to second base. The umpire, Laura Benson, called the runner out, but young Tanner immediately ran to her side and said, “Ma’am, I didn’t tag the runner.” Umpire Benson reversed herself, sent the runner to second base, and Tanner’s coach gave him the game ball for his honesty. Two weeks later, Laura Benson was again the umpire and Tanner was playing shortstop when a similar play occurred. This time Benson ruled that Tanner had missed the tag on a runner going to third base, and she called the runner safe. Tanner looked at Benson and, without saying a word, tossed the ball to the catcher and returned to his position. Benson sensed something was wrong. “Did you tag the runner?” she asked Tanner. “Yes,” he replied. Benson then called the runner out. The opposing coaches protested until she explained what had happened two weeks earlier. “If a kid is that honest,” she said, “I have to give it to him.”

Source: Honesty and Integrity Build a Foundation of Trust
 
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