God helps those who help themselves.

http://www.haider-engineering.piczo.com/?cr=7

What is love?

Love is Life
Life needs Wife
Wife makes 1 to 5

A Quotation About Aim

Aimless Person is a Nameless Person.

Some basics of research

Ways to Speak Fluent English

Dimensions of Price Consciousness

Behavior vs. Attitude

Behavior vs. Attitude

Attitude and behavior are closely related in some sense though they are two different concepts. One of the most important differences between behavior and attitude is that attitude is internal whereas behavior is external in sense. In other words it can be said that behavior can very well be seen by others as it is external whereas attitude is shelled within the mind of the individual and hence cannot be seen by others immediately.

Experts say that that attitude is what you think whereas behavior is what you do. In other words it can be said that attitude has to do with the mind whereas behavior has a lot to do with actions.

Attitude is thought-oriented whereas behavior is action-oriented. Hence attitude has all the power to shape the behavior of a person. It is indeed true that a person with the right attitude would be endowed with the right behavior too.

Attitude is all about the opinion somebody has about something in life. Behavior is about how one responds to the impulsions and the pulls of the environment.

It is indeed possible to judge one’s attitude through one’s behavior though attitude is not visible externally. One can say that one’s friend has a good attitude towards life. It is evident from the person’s behavior. Hence attitude and behavior are related in some sense though they are two different concepts.

The response of an individual or a system to the environmental pulls is what is called behavior. Attitude is also a kind of response in the sense that it is a response from within to the deep consciousness.

There is no external implication of the internal feeling in the concept of attitude. The feeling is kept well within the individual. On the other hand the feeling is poured out in behavior. It is for sure that behavior and attitude are the two dimensions of an individual.

Constructs of Career Success

Job Analysis

Job Enrichment and Customer Loyality

HRM

Dimensions of Love

Customer Loyality

Job Satisfaction

Customer Loyality

Satisfaction and an indirect or direct relation of a customer towards an organisation related with the purchasing and goodwill of the customer for the products or services of that organisation.
                                                         

                                                     OR

A good level of satisfaction and faith of any customer with the product or services of an organisation.

                                      OR

Loyality of a consumer or user or a customer with the brand name and product or serices also with the organisation name.

Enriched Job

Job Enrichment
Redesigning job in a way that increases the opportunities for the worker to experience feelings of responsibilities , achievement  , growth and recognition.
And such job for that person can be expressed as the enriched job

Effective management skills and mangement notes

WORKSHOP CONCEPT
*****************
Research has proved that the single most important factor that determines an employee’s performance is dependent on the way he or she is managed by his/her immediate manager or supervisor. Getting the best out of people is an art as wel...l as a science. Do consider either attending this workshop yourself or nominating your valued managers who can benefit from this workshop, professionally as well as personally. It’s indeed a very highly inspirational workshop.
Description

MODULE- 1 | Goal Setting
- SMART Goals Why managers don’t set goals?
- 10 ways to set effective goals

MODULE- 2 | Team Building
- Help employees to achieve their goals
-Conflict resolution skills
-Emotionally Intelligent Teams

MODULE- 3 | Delegation
- Common mistakes in delegation
- Grooming your replacement
- What should you delegate?
- Manager ‘A’ and Manager ‘B’ styles of delegation

MODULE- 4 | Leadership Skills

- Manager Vs Leader
- Discover your Managerial leadership style

MODULE- 5 | Motivating Self and Others
- Laws of Motivation
- Various techniques to control stress & anger
- How to motivate your staff?
- Removing the de-motivators

Who Must Attend?
***************
- Managers who require a refresher
- Ideal for technical executives who would like to learn people management skills to get the best from team
- Managers who wish to take back some practical tools to get the most from their teams, maximize their true potential further



Areas of His Excellence:

Strategic Leadership & Management Skills
Anger, Stress & Time Management
HR For Line Managers
Developing Manager within You
Art of Effective Communication for Success
Strategic Vision Mission & Goal Setting
Developing Interpersonal Skill
Developing Emotional Intelligence
Managing & Leading Change
Building High Performance Team
Motivate to Win
High Impact Presentation Skill
Train The Trainer
Managing Performance for Excellence
Talent Management & Employee Engagement

Human Resource Management

The administrative discipline of hiring and developing employees so that they become more valuable to the organization.
Human Resource management includes (1) conducting job analyses, (2) planning personnel needs, and recruitment, (3) selecting the right people for the job, (4) orienting and training, (5) determining and managing wages and salaries, (6) providing benefits and incentives, (7) appraising performance, (8) resolving disputes, (9) communicating with all employees at all levels. Formerly called personnel management.

Economics Notes

Que: Discuss different types of market structure and make a meaningful 
comparison. 
Ans:
Different types of market structure include:
1. Pure competition 2. Pure monopoly 3.Monopson y 4. Monopolostic competition 5.Oligopol y 6.Oligopson y 7. Price discrimination

-These market structures are discussed below.
1.Pure competition:
The market consist of buyers and sellers trading in a uniform commodity such as wheat, copper, or financial securities. No single buyer or seller has much effect on the going market price. A seller can not change more than the going price, because buyer can obtain as much they need at the going price. In a purely competitive market, marketing research, product development, pricing, advertising, and sales promotion play little or no role. Thus, sellers in these markets do not spend much time on marketing strategy.
2.Pure monopoly:
In economics, an industry with a single firm that produce a product, for which there are no close substitutes and in which significant barriers to entry prevent other firms from entering the industry to compete for profit is called pure monopoly.
Example: When the ‘City Cell’ mobile service company first started their business in Bangladesh, they were the only mobile service provider then. Before the ‘Grameen Phone’ came into the market, they enjoyed pure monopoly.
Example: When the ‘City Cell’ mobile service company first started their business in Bangladesh, they were the only mobile service provider then. Before the ‘Grameen Phone’ came into the market, they enjoyed pure monopoly.
There are two types of pure monopoly:1. Regulated monopoly
2. Nonregulated monopoly
Regulated monopoly: The government permits the company to set rates that
will yield a “fair return”. Example: Power Company.
Nonregulated monopoly: Company is free to price at what the market will
bear. Example: ‘City Cell’ ( When it first introduced mobile service in Bangladesh).
3.Monopsony:
This is the market situation where there is only one buyer in the market. When City Cell first introduced mobile service network in Bangladesh, they were the only mobile phone and its accessories buyer from Nokia and Motorolla in Bangladesh.
4.Monopolistic competition:
In economics, the market consist of many buyers and sellers who trade over a range of prices rather than a single market price is called monopolistic competition. A range of price occurs because sellers can differentiate their offers to buyers. Sellers try to develop difference by using – customer segments, and in addition to price, freely uses branding, advertising, and personal selling to set their offers apart.
5.Oligopoly:
In economics, the market consist of few sellers who are highly sensitive to
each other’s pricing and marketing strategies. There are few sellers because it is difficult for new sellers to enter the market. Each seller is alert to competitor’s strategies and move.
6.Oligopsony:
In economics, oligopsony is a market where there is a small number of buyers for a product or a service. In this market structure, buyers have power over the seller. Because as there are small number of buyers, if they are united and pressure the seller to sell the product or service in a reasonable and affordable price, the seller must have to consider that.
7.Price discrimination:
In economics, if one product or service has different price for different buyers which is provided by the same provider, then we call that price discrimination market strategy. A good example of this strategy could be the airlines company-“Emirates”. It has offered different prices for different category of passengers for the same destination. Such as, it has “Student package” for the students, “Honeymoon package” for the couples which are of lower price than their regular one.
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Different Types of Market Structure & Comparison
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Info and Rating structure Market Business-Economics

Sir Sufiyan masud

The Difference between goals and objectives 
---
Goals are broad objectives are narrow. Goals are general intentions; objectives are precise. Goals are intangible; objectives are tangible.  Goals are abstract; objectives are concrete. Goals can't be validated as is; objectives can be validated. 
SMART criteria
From Wikipedia, the free encyclopedia Jump to: navigation, search 
This article contains weasel words, vague phrasing that often accompanies biased or unverifiable information. Such statements should be clarified or removed. (May 2011)
This article contains instructions, advice, or how-to content. The purpose of Wikipedia is to present facts, not to train. Please help improve this article either by rewriting the how-to content or by moving it to Wikiversity or Wikibooks. (May 2011) SMART / SMARTER is a mnemonic used to set objectives, for example for project management, employee performance management and personal development.
The first known uses of the term occur in the November 1981 issue of Management Review by George T. Doran.[1]
Contents [hide] * 1 Terms behind the letters * 2 Developing SMART Goals  o 2.1 Specific o 2.2 Measurable o 2.3 Attainable o 2.4 Relevant o 2.5 Timely * 3 See also
* 4 References [edit] Terms behind the letters
There is no clear consensus about precisely what the five + two keywords mean, or even what they are in any given situation. Typically accepted values are:
Letter Major Term Minor Terms
S Specific Significant, Stretching, Simple
M Measurable Meaningful, Motivational, Manageable
A Attainable Appropriate, Achievable, Agreed, Assignable, Actionable, Ambitious, Aligned, Aspirational
R Relevant Realistic, Resourced, Resonant
T Time-bound Time-oriented, Time framed, Timed, Time-based, Timeboxed, Timely, Time-Specific, Timetabled, Time limited, Trackable, Tangible
E Evaluate Ethical, Excitable, Enjoyable, Engaging, Ecological
R Reevaluate Rewarded, Reassess, Revisit, Recordable, Rewarding, Reaching
Choosing certain combinations of these labels can cause duplication; such as selecting Attainable and Realistic; or can cause significant overlapping as in combining Measurable and Results; Appropriate and Relevant etc. Agreed is often used in management situations where buy-in from stakeholders is desirable (eg appraisal situations). [edit] Developing SMART Goals [2] [edit] Specific
A specific goal has a much greater chance of being accomplished than a general goal. Goals must be clear and unambiguous; vagaries and platitudes have no place in goal setting. When goals are specific, they tell team exactly what is expected, why is it important, who’s involved, where’s is it going to happen and which attributes are important. Because the goals are specific,
you can easily measure your teams' progress toward their completion. To set a specific goal you must answer the five "W" questions:
* What: What do I want to accomplish?
* Why: Specific reasons, purpose or benefits of accomplishing the goal.
* Who: Who is involved?
* Where: Identify a location.
* Which: Identify requirements and constraints. [edit] Measurable
Establish concrete criteria for measuring progress toward the attainment of each goal you set. What good is a goal that you can't measure? If your goals are not measurable, you never know whether your team is making progress toward their successful completion. When you measure your progress, you stay on track, reach your target dates, and experience the exhilaration of achievement that spurs you on to continued effort required to reach your goal. To determine if your goal is measurable, ask questions such as:
* How much?
* How many?
* How will I know when it is accomplished? [edit] Attainable
Goals must be realistic and attainable by normal teams. The best goals require the team to stretch a bit to achieve them, but they aren't extreme. That is, the goals are neither out of reach nor below standard performance. Goals that are set too high or too low become meaningless, and will be ignored. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. You begin seeing previously overlooked opportunities to bring yourself closer to the achievement of your goals. To set an attainable goal you must answer the "H" question:
* How: How can the goal be accomplished?
You can attain almost any goal you set when you plan your steps wisely and establish a time frame that allows you to carry out those steps. Goals that may have seemed far away and out of reach eventually move closer and become attainable, not because your goals shrink, but because you grow and expand to match them. When you list your goals you develop your self-image. You see yourself as worthy of these goals, and develop the traits and personality that allow you to possess them. [edit] Relevant
To be relevant, a goal must represent an objective toward which you are both willing and able to work. A goal can be both high and relevant; you are the only one who can decide just how high
your goal should be. But be sure that every goal represents substantial progress. A high goal is frequently easier to reach than a low one because a low goal exerts low motivational force. Some of the hardest jobs you ever accomplished actually seem easy simply because they were a labor of love. Your goal is probably relevant if you truly believe that it can be accomplished. Additional ways to know if your goal is relevant is to determine if you have accomplished anything similar in the past or ask yourself what conditions would have to exist to accomplish this goal. [edit] Timely
A goal should be grounded within a time frame. A goal must have a target date. Commitment to deadlines helps teams to focus their efforts on completion of the goal on or before the due date. Goals without deadlines or schedules for completion tend to be overtaken by the day-to-day crises that invariably arise in an organization. With no time frame tied to it there's no sense of urgency. To set a timely goal you must answer the sixth "W" question:
* When: Establish a time frame.
If you want to accomplish a goal, when do you want to accomplish it by? "Someday" won't work. But if you anchor it within a timeframe, "by January 1st", then you've set your unconscious mind into motion to begin working on the goal. A deadline too far in the future is too easily put off. A goal that's set too close is not only unrealistic, it's discouraging. Long-term goals are simply a description of what you want for yourself in the future -- say about 3 to 5 years out. The best way to define them is to give examples: graduate college, get a good job, find a life partner, get rich quick, etc. A goal is not a plan; it's more like a wish list with (hopefully) a basis in reality. Then set short-term goals to reach that plan.
* What can I do 6 months from now?
* What can I do 6 weeks from now?
* What can I do today?

Sir Sufiyan Masud

Job analysis example

It include 6 types of question based on methods as follows:
1. Sample questions of critical incident technique

It is a job analysis form that include factors:
• Context Questions
• Behavior question
2. Job analysis interview questions sample/example

It is a job analysis form that include factors:
• Job purpose:
• Job duties
• Job criteria / results
• Records and Reports
• Supervisor
• Authority
• Working instruments
• Health and safety
• Working conditions
• Responsibilities
• Knowledge
 • Skills/ Experience
• Abilities required

3. Job analysis interview questions for management positionssample/example

It is a job analysis form that include factors:
• Management by functions
• Management by activities

4. Position analysis questionnairesample/example

It is a job analysis form that include includes 195 items of job elements includes six categories.
These questions are designed base on Position Analysis Questionnaire model (PAQ model).

5. Functional job analysis questionssample/example

This sample include questions designed base on FJA method.

6. Job Analysis Questionnairessample/example

It is a job analysis form that include factors:
• Physical demands.
• Mental requirements.
• Education:
• Working experience
• Problem solving
• Decision making
• Management responsibilities.
• Contacts
• Job complexity
• Work environment
• Skills and/or licensing/certification required
• Employee info
• Key tasks and responsibilities:

Sir Sufiyan Masud

Direct observation

1. Definition of direct observation

Direct Observation is a method in which a researcher observes and records behavior / events / activities / tasks / duties while something is happening.
2. What are contents should be observed?
The analyst observes some content as follows:
• Input as material, input products
• Output products
• The tasks performed
• Work environment
• Tools and equipment used
• Interrelationships with other workers
• Pace at which activities are done
• Working conditions
3. Types of direct observation method

• Observation by camera
• Visual Observation
• Photographic Observations
• Video Observations
• Radio Observations
• Telescopic Observations

4. Remarks of direct observation method
• The analyst must make sure that he obtains a proper sample for generalization.
• The analyst must observe average workers during average conditions.
• Reactivity can be a problem with direct observations, which is where the worker changes what he/she normally does because he/she is being watched.

5. Process of direct observation method
• Make direct observation plan and inform to user if any.
• Follow plan.
• Report: In this process, notes should be written regarding activities observed.
• Interview: interview worker and get additional information from him. Ask the person to clarify points not understood and to explain what other activities he or she performs that you didn’t observe.

Sir Suffiyan Masud

Job analysis Information Sheet

Job Analysis Information Sheet

Job Title___________________________________________  Date _______________________
Job Code________________________________  Dept. _________________________________
Superior's Title ________________________________________________________
Hours worked _______ AM to ________ PM
Job Analyst's Name ______________________________________________________________

1. What is the job's overall purpose?

______________________________________________________________________________

2. If the incumbent supervises others, list them by job title; if there is more than one employee with the same title, put the number in parentheses following.

______________________________________________________________________________

______________________________________________________________________________

______________________________________________________________________________

3. Check those activities that are part of the incumbent's supervisory duties.

p Training

p Performance Appraisal

p Inspecting work

p Budgeting

p Coaching and/or counseling

p Others (please specify) __________________________________________________

4. Describe the type and extent of supervision received by the incumbent.

______________________________________________________________________________

5. JOB DUTIES: Describe briefly WHAT the incumbent does and, if possible, HOW he/she does it. Include duties in the following categories:

a. daily duties (those performed on a regular basis every day or almost every day)

_______________________________________________________________________

b. periodic duties (those performed weekly, monthly, quarterly, or at other regular intervals)

_______________________________________________________________________

c. duties performed at irregular intervals

_______________________________________________________________________

6. Is the incumbent performing duties he/she considers unnecessary? If so, describe.

______________________________________________________________________________

7. Is the incumbent performing duties not presently included in the job description? If so, describe.

______________________________________________________________________________

8. EDUCATION: Check the box that indicates the educational requirements for the job (not the educational background of the incumbent).

p No formal education required

p Eighth grade education

p High school diploma (or equivalent)

p 2-year college degree (or equivalent)

p 4-year college degree (or equivalent)

p graduate work or advanced degree (specify:)

p professional license (specify: )

9. EXPERIENCE: Check the amount of experience needed to perform the job.

p None

p Less than one month

p One to six months

p Six months to one year

p One to three years

p Three to five years

p Five to ten years

p More than ten years

10. LOCATION: Check location of job and, if necessary or appropriate, describe briefly.

p Outdoor

p Indoor

p Underground

p Pit

p Scaffold

p Other (specify )

11. ENVIRONMENTAL CONDITIONS: Check any objectionable conditions found on the job and note afterward how frequently each is encountered (rarely, occasionally, constantly, etc.)

p Dirt

p Dust

p Heat

p Cold

p Noise

p Fumes

p Odors

p Wetness/humidity

p Vibration

p Sudden temperature changes

p Darkness or poor lighting

p Other (specify)

12. HEALTH AND SAFETY: Check any undesirable health and safety conditions under which the incumbent must perform and note how often they are encountered.

p Elevated workplace

p Mechanical hazards

p Explosives

p Electrical hazards

p Fire hazards

p Radiation

p Other (specify)

13. MACHINES, TOOLS, EQUIPMENT, AND WORK AIDS: Describe briefly what machines, tools, equipment, or work aids the incumbent works with on a regular basis:

______________________________________________________________________________

______________________________________________________________________________

14. Have concrete work standards been established (errors allowed, time taken for a particular task, etc.)? If so, what are they?

______________________________________________________________________________

15. Are there any personal attributes (special aptitudes, physical characteristics, personality traits, etc.) required by the job?

______________________________________________________________________________

16. Are there any exceptional problems the incumbent might be expected to encounter in performing the job under normal conditions? If so, describe.

______________________________________________________________________________

17. Describe the successful completion and/or end results of the job.

______________________________________________________________________________

18. What is the seriousness of error on this job? Who or what is affected by errors the incumbent makes?

______________________________________________________________________________

19. To what job would a successful incumbent expect to be promoted?