No visuals
emerged on the monitors. Furious, the news editor wanted to know. The editor
called the concerned channel executive for explanations. The fellow came in
with a benign smile busy chewing a mouthful of betel nut and leafs. "Why
there are no visuals?"
"Sir, I
asked the poor guy... he forgot to press the record button sir... he is so hard
pressed... !"
Chinmay
Chakravarty is a professional specialized in the creative field with over two
decades of experience in journalistic writing, media co-ordination, film script
writing, film dubbing, film & video making, management of international
film festivals and editing of books & journals. Presently working in DD
News, India.
All bullies
do not have big bellies, but some big bellied ones are bullies. In public
transport you often curse if big bellied ones are around, even if they are not
bullies. When progress got hopelessly stranded, devotees cheered with loud
intonations in praise of the Lord. Something pushed me at one such moment.
Crisscrossing up that anatomical delight I confronted one immensely disinterested
and expressionless face. I vented all my anger accumulated out of the big belly
on the security guard hissing out to him, 'Don't dare touch me! To my 'divine'
surprise I found myself at the feet of the deity, and I took full advantage of
this unexpected bonus from the big bellied bully. Chinmay Chakravarty is a
professional specialized in the creative field with over two decades of
experience in journalistic writing, media co-ordination, film script writing,
film dubbing, film & video making, management of international film
festivals and editing of books & journals. Presently working DD News,
India.
Merits and
rewards
Basically, I
fancy Dilbert's solution in this case: "I used to not care about my
subordinates, but that's all changed. As a logical consequence - the so-called
'cross on the T' - the accumulated wealth is to be fairly distributed amongst
the teams. Boss: "Dilbert, I am putting you on a rotational assignment.
You will be working in marketing until further notice." Department of Marketing:
Two drinks minimum!
Another
possibility of showing appropriate recognition would be providing specific
business cards for the exemplary employees. Ted: "Can I have a business
card?" Boss: "No you are only a vice duke."
Note to
yourself: An obvious temporary promotion of your reputation can easily turn to
the opposite causing severe trouble in the long run.
Ultimately,
I'd like to share with you the issue of rewards; surprisingly even natural
rewards can affect the behavior and motivation of the company's most valuable
asset.
One classic
option is the dining out principle that has been offered several times to the
delight of the key users. Mission accomplished
Big Bang -
Reality Bites!
The Time
after Tomorrow.
Boss:
"We are going to start tracking our time spent with internal clients. Ted:
"I can't help you. I'm busy with my time sheet."
Furthermore,
the situation might change forcing you to build up new teams; for this reason,
you definitely need to have qualified personnel around you. However, a little
rotational exercise won't do any harm to anybody although the proven philosophy
of 'never change a winning team' is questioned:
Predominantly,
the need for avoiding technical mistakes will be fairly great. Just in case,
when the daily user gets seriously lost and almost panics, there is always the
possibility to touch base with our consultants from time to time.
Boss: "I
guess that makes sense." Consultant: "Here's my bill for not removing
your tonsils."
Sooner or
later, there will be the last day of the consultant's presence in our company.
I would like to reduce the final countdown to the following description that
reveals reality pretty well:
Consultant:
"Today is my last day. So let's stay in touch." Boss: "Don't be
a stranger."
Disclaimer -
All characters appearing in this work are fictitious. Reader's discretion is
requested. Since I used extracts or portions from other people's works for
referential purposes I like to give credit to the author, Scott Adams.
