This article describes part tiny points for civil services exam which, mostly aspirants ignore. The general idea–hardly unrivaled to us–was to do business consistently across all of our operating units. We would have the same approach to conducting any activity regardless of whether a manager worked in Birmingham or Buffalo. We would use the same basic steps to purchase a pen, generator, or a hammer. The point was to use new technology to take stead of economies of scale.
The officer council for our company met one month to discuss changes that were needed in our package system. Before that session, articles had been sent to the execs concerning the good and the bad aspects of the existing systems. A small team of people had focused carefully on the economic analysis, looking almost at our current software programs, in particular. At the meeting, they presented their case. “The labyrinth we have is this. Technology offers us an opportunity . . . .” Charts, graphs, and flowcharts spelled this out clearly. The executive team listened. These are the points about civil services which should be kept in mind
There were questions at the meeting. “How long will this take?” “Who else has used this software?” “How well has the software worked for others?” But there was mediocre argument and not much discussion. These conversations, the offline talks predecessor the big meeting, the CEO’s backing, and the meeting itself seemed to produce agreement.
So we started implementation. Within a few months, the number of phone calls I received from mankind in the divisions began to development exponentially. People would say, “How long is this going to take? In my business we can’t . . . .” “The cost against benefit for our business unit is no good. Why do we . . . ?” “The disruption is going to be unacceptable to us because about the people you put on the transformation team.” I tasted to explain the business case. But I could have beat entire days on the telephone listening to completeness this. About civil services exam, we all love this exam and want to prepare for it.
Basically, each division had many people who wanted to continue to run their business the way they had always run it. They would accept new software as long as they suffered little inconvenience and little change except reduced costs. They wanted their financial reporting to have their traditional look and feel. They wanted to do maintenance scheduling their way and not the way it was being suggested. They said their emergency call-out process just needed a minor tune-up, or that they had always required five signatures to authorize a purchase and they had to keep it that way to run their business. It went on and on and on and on. My attention was being diverted to dealing with the avalanche of calls, concerns, and issues. Official website of UPSC also updates the latest news about I.A.S exams.
Four sets of behaviors commonly stop the launch of needed change. The indigenous is complacency, driven by speciosity pride or arrogance. A flash is immobilization, self-protection, a sort of hiding in the closet, driven by fear or panic. New is you-can’t-make me-move deviance, driven by anger. The preceding is a very pessimistic attitude that leads to constant hesitation. Whatever the reason, the consequences are similar. People do not look carefully at the evidence, acquisition on their toes, and start moving. Instead, they keep back or complain if others initiate new action, with the result that a needed change effort doesn’t start or doesn’t start well.Comments (0)