Monthly Archives: April 2008

End of Exams

The day of my last exam has finally arrived…!!!.. I used to dream about this day since the time my exams started..and now its finally here…..As I walk up to my place in the exam room my usual…

visits(33) | comments(6) | Apr 25, 07  

My Best Friend Or My Rival..??????

I have a friend… Someone I'm really close to.. At least I think I'm close to her.. Sometimes I'm not too sure though… There are times when I feel like I don't know her at all… Which is a…

kudos(1) | visits(40) | comments(5) | Mar 28, 07  

Is The Indian Cricket Team Really Bad…???????

I don't know how to begin this blog…. The World Cup is at it's height and people all over the world are speculating about who's gonna win the coveted Cup this time.But, Indians all over the world…

kudos(1) | visits(22) | comments(3) | Mar 27, 07  

Shortage of attendance..??No Exams….

The dreaded exam season is finally here…. Wherever I go I see people doing lastminute cramming so they can get extra marks.. I occassionally also see kids hiding bitsof paper in all sorts of…

visits(3) | comments(1) | Mar 22, 07  

Travelling by buses….TORTURE..!!!!!

It's 7a.m and I'm waiting at the bus stop.. Buses travelling to all parts of thecity seem to be coming except the bus I need for my destination.. The crowd seems tobe getting larger by the minute…..

visits(29) | comments(5) | Mar 20, 07  

Marriage or live-in relationship..??

A few days ago some girlfriends and I decided to go out for a cup of coffee and once we got talking we somehow got to the topic of whether we would get marrieddirectly or would prefer to have a…


——————————————————————————-
Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

Blogged with MessageDance using Gmail


——————————————————————————-
Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions



Blogged with MessageDance using Gmail

Why Behavioural T & D is preferred over the ordinary?
Behaviour is at the root of all actions and the behaviour that we notice of people in different situations is nothing but a symptom. Be it anything and anyone – children to adults, employees to employers, students to teachers, trainees to trainers, customers to sellers all of them display certain behaviours. These behaviours may be positive or negative and invariably results in provoking emotions of either person or quite often both.
 
Productivity and Performance of all people at all stages in one’s life is an outcome of one’s behaviour. This behaviour is propelled by one’s attitude. But the concrete wall-like attitude by itself is a result of glue-like mindsets and die-hard habits. All training and development activities needs to directly deal with behaviours of people and not just a list of do’s and don’ts. This is also the reason why our parents, bosses and even teachers fail to influence the behaviours of their children, subordinate staff or students respectively. They advice, advice and advice and it just fails, fails, and fails!
 
Training & Development has the power to influence performance of individuals through the behavioural route. To enhance people’s productivity, organisations, educational institutions and families invest time effort and money. To gain faster and predictable outcomes one has no choice but to deal with people’s behaviour. Behaviour is caught and not taught and hence may lead to unconscious thoughts and beliefs in oneself and these thoughts and beliefs may not always be positive, healthy and good for, either, the individual, the team, the family or the organisation.
 
No training can be effective if behaviours are not dealt within the training format irrespective of topic on which one is training. Behavioural Training and development is both an art and equally a well established science. Huge advances in Behavioural sciences like Psychology, Sociology and Anthropology has contributed immensely to make training more and more result oriented. Today one can confidently assert that Training does give substantial returns on investment definitely through the Behaviour pathway.
 
It is time you pave the way forward, with a solid foundation in Behavioural methods at training and development. Behavioural Training of the Trainers helps to understand as to how they can easily change over to ‘inside-out training’ in order to be able to influence their participants to change their behaviours for the better.
 
Non-behavioural approaches bank heavily on text book knowledge, and tends to become teacher centred and as a result does not yield positive results. They are called the outmoded outside-in approach to training that does not guarantee change or improvement in performance or productivity in whatever field. Hence it is high time one change’s over to participant centred approaches where behaviour is the key.
 
Behavioural training is the in-thing that takes you on the path of a true Training professional. Behavioural Training has the added advantage of measurements as it strongly believes in measuring where you are now so that the training can be designed behaviourally to take you where you would want to be. Pre, during and post measurements are certainly possible. And that’s a definite plus for those who are groping in the dark. Now can you be left behind?
 
To help you go forward professionally, Oscar Murphy International is your dependable friend in more than one way. You have the unique advantage to benefit from Behavioural Train the Trainer programmes leading to professional certification in Behavioural Training Facilitation. You also have an opportunity to take up a one year practical distance learning programme that gets you a Diploma in Behavioural T & D.
 
Behavioral TTT is now happening at Mumbai in May for four days between 13 to 16, 2008 between 9am to 6pm at Hotel Karl Residency, Andheri west. You can register your interest by replying this mail. I look forward to be of help in helping you become a training Professional.
 
 
 
 
SREE NIDHI S K
Oscar Murphy International
Life Strategists, Behavioral Trainers, Coaches & Change Agents
Email: sree@oscarmurphy.com
Phone: Mobile: 91 9901983545 Office: 91 80 41161534 / 35

 


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Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

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Mail sent by Narayan Murthy to all Infosys staff:

It's half past 8 in the office but the lights are still on…
PCs still running, coffee machines still buzzing…
And who's at work? Most of them ??? Take a closer look…

All or most specimens are ??
Something male species of the human race…

Look closer… again all or most of them are bachelors…

And why are they sitting late? Working hard? No way!!!
Any guesses???
Let's ask one of them…
Here's what he says…. "What's there 2 do after going home…Here we get to surf, AC, phone, food, coffee that is why I am working late…Importantly no bossssssss!!!!!!!!!!!"

This is the scene in most research centers and software companies and other off-shore offices.

Bachelors "Time-passing" during late hours in the office just bcoz they say they've nothing else to do…
Now what r the consequences…

"Working" (for the record only) late hours soon becomes part of the institute or company culture.

With bosses more than eager to provide support to those "working" late in the form of taxi vouchers, food vouchers and of course good feedback, (oh, he's a hard worker… goes home only to change..!!).
They aren't helping things too…

To hell with bosses who don't understand the difference between "sitting" late and "working" late!!!

Very soon, the boss start expecting all employees to put in extra working hours.

So, My dear Bachelors let me tell you, life changes when u get married and start having a family… office is no longer a priority, family is… and
That's when the problem starts… b'coz u start having commitments at home too.

For your boss, the earlier "hardworking" guy suddenly seems to become a "early leaver" even if u leave an hour after regular time… after doing the same amount of work.

People leaving on time after doing their tasks for the day are labelled as work-shirkers…

Girls who thankfully always (its changing nowadays… though) leave on time are labelled as "not up to it". All the while, the bachelors pat their own backs and carry on "working" not realizing that they r spoiling the work culture at their own place and never realize that they would have to regret at one point of time..

So what's the moral of the story??
 
* Very clear, LEAVE ON TIME!!!
* Never put in extra time " unless really needed "
* Don't stay back unnecessarily and spoil your company work culture which will in turn cause inconvenience to you and your colleagues.


There are hundred other things to do in the evening..

Learn music…

Learn a foreign language…

Try a sport… TT, cricket………

Importantly,get a girl friend or boy friend, take him/her around town…

* And for heaven's sake, net cafe rates have dropped to an all-time low (plus, no fire-walls) and try cooking for a change.

Take a tip from the Smirnoff ad: *"Life's calling, where are you??"*

Please pass on this message to all those colleagues and please do it before leaving time, don't stay back till midnight to forward this!!!

IT'S A TYPICAL INDIAN MENTALITY THAT WORKING FOR LONG HOURS MEANS VERY HARD WORKING & 100% COMMITMENT ETC.

PEOPLE WHO REGULARLY SIT LATE IN THE OFFICE DON'T KNOW TO MANAGE THEIR TIME. SIMPLE !

Regards,
NARAYAN MURTHY.  


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Looking for executive positions around Mumbai region?
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45 companies, 323 vacant middle management positions

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Get Certified in Behavioral Training Facilitation &
Be a Professional
 
Behavioral Training Facilitation is the art of leadership in group communication. A certified Behavioral Training facilitator is one who fulfills this leadership role. It aims to promote a congenial social atmosphere and a lively exchange of views.
 
In order for a training program to be successful the Behavioral Training Facilitator has to work very hard as both the 'social host' and in the 'leadership' roles.
 
As social host she/he has to issue warm invitations to people; send encouraging private messages to people complimenting them or at least commenting on their participation, or suggesting what they may be uniquely qualified to contribute.
 
As a leader, she/he must prepare an enticing-sounding initial agenda; frequently summarize or clarify what has been going on; try to express the emerging consensus or call for a formal vote; sense and announce when it is time to move on to a new topic. Without this kind of active Facilitator role, a training intervention is not apt to get off the ground.
 
Classifications of Facilitating Activities
 
Behavioral Training Facilitating activities are classified under four categories: pedagogical, social, managerial, and technical.
 
The pedagogical role concerns the Behavioral Training Facilitators contribution of specialized knowledge and insights to the discussion, using questions and probes to encourage participant responses, and to focus discussion on critical concepts. In addition, by modeling such behavior, the Behavioral Training Facilitator prepares the participants to lead the pedagogical activities themselves.
 
Successful Behavioral Training requires a friendly social environment. The social role of the Behavioral Training Facilitator includes promoting human relationships, affirming and recognizing participant’s inputs, providing opportunities for participants to develop a sense of group cohesiveness, maintaining the group as a unit, and helping participants to work together in a mutual cause.
 
The managerial role concerns organizational, procedural, and administrative activities. This role involves providing objectives, setting timetables, setting procedural rules and decision-making norms.
 
The technical role concerns responsibility for ensuring participants’ comfort and ease in using the necessary systems, procedures and technology. It requires the facilitator to be proficient with the technology as well.
 
Behavioral Training Facilitators presence is defined as the extent to which the participants, and the Behavioral Training Facilitator, are able to design educational experiences, facilitate discourse, and provide direct instruction. Facilitation involves identifying areas of agreement and disagreement, seeking consensus, acknowledging participant contributions, prompting discussion and assessing its efficacy. Among other activities included in the model are establishing an etiquette, posing questions, diagnosing and dealing with misconceptions, and summarizing discussions.
 
The social management of personal relationships in the group, technical support for participants with difficulties, and pedagogical practices such as asking questions and explaining concepts are the key. Focusing on these communicative differences is helpful in gaining a fuller understanding of the workshop setting and the special demands it makes on facilitators.
 
Establishing a Communication Model
 
In face-to-face settings the facilitator’s most difficult challenge is insuring everyone a chance to speak through the skillful management of turn taking. As soon as we enter a room, we orient ourselves more or less consciously in function of tacit cues we notice in the context of the communication process we are about to join. These contextual cues establish a shared communication model from which flow roles, norms, and expectations.
 
The facilitator must outline the norms of behavior early in the life of the group. These contextualizing functions are all-important in relieving some of the anxiety participants experience in a communication setting that is not defined in advance by tacit cues. Once a communication model has been chosen, the facilitator must play the specific leadership role it implies, such as chairperson, host, trainer, or entertainer. In part, this role will consist in monitoring conformity with the communication model and reassuring participants that their contributions to the discussion are appropriate, or where they are not, gently guiding them toward a better understanding of the model. To keep the conversation on track the facilitator must also occasionally offer explicit "meta-comments" which broach communication problems encountered by the group as a whole.
 
Sustaining Motivations to Participate
Members of the training forum often have extrinsic motivations to participate such as job requirements or grades. But the social cohesion depends not only upon the extrinsic motives participants bring from their lives, but also on the intrinsic motives that emerge in the course of the interaction. Without skillful facilitation, concern for grades is usually insufficient to sustain an interesting classroom discussion.
 
Participants bring some measure of curiosity and a desire to shine to the classroom. Facilitation works with these motivations. The Behavioral training Facilitator awakens the participants’ curiosity and the suspense keeps them attentive till it is satisfied. Surprising facts or concepts excite interest and provoke comments. Recognition for contributing stimulates the desire to contribute again. Every Behavioral trainer learns to be aware of these dynamics and plays on them in facilitating classroom discussion.
 

The Behavioral Train the Trainer program is your first step towards the Certification in Behavioral Training Facilitation. It is a highly
engaging and participative workshop that uses high intensity behavioral
games
and cutting edge Psychometric Assessments and imparts skills to
administer the same in your training.
 
One size shoe does not fit all. Your training must be customized to suit the needs of your participants who all learn differently. You will learn to engage the attention and emotions of participants even if the training involves technical or process subjects.
 
OMI will train you to be a whole brain Behavioral Trainer, to impact both left and the right hemispheres of the participants' brains. After all, Success comes to those who have mastered that both IQ and EQ matter. 
 
Come and discover the exciting world of making a difference to your participants and in turn to your organizations and open up doors for your climbing the ladder of success.
 
You can find out more about the certification process by simply sending an email to oxxxx@xxxcom or call 91 80 41718771 / 772
 
Behavioral TTT Program dates: MUMBAI
: May, 13, 14, 15 & 16, 2008 (4 days)

SREE NIDHI S K
Oscar Murphy International
Life Strategists, Behavioral Trainers, Coaches & Change Agents
Email: sree@oscarmurphy.com
Phone: Mobile: 91 9901983545 Office: 91 80 41161534 / 35


——————————————————————————-
Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

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Head (HR / Finance / Personnel / Employee Benefits)

 

Workshop on

Innovative Wage Agreements  - Sharing Experience

April 29-30, 2008 at  New Delhi.

 

Most of the times unions used to present their charter of demand and management used to react and bargain with workers unions.   Finally,  after many meetings across the table through pressure tactics when settlement was arrived at bilaterally or otherwise,  management had to yield to give something and union used to collect it.  In view of fast change in technology, economic and competitive business environment that necessitated improving efficiency, quality and productivity, the companies had to rethink the process of the collective bargaining.   The process had to switch to give and take by both parties taking a pragmatic view which enabled some of the organizations to take the lead in agreeing to something that was not even conceived earlier and are now compelled by the exigency of the circumstance.

 

Keeping  the above in view,  ASSOCHAM is organizing  a  two-days workshop on April 29-30, 2008  at  ASSOCHAM House, 47 Prithviraj Road, New Delhi  to provide an opportunity to learn from the experience of some of the companies who have entered into unique and unusual collective wage agreement fairly with  unions both in the public and  private sectors  such as manufacturing, services, aviation and trading etc.   The presentations  in the workshop shall be made by few selected  companies  in respect of  their recent  innovative, unique agreements. We believe that the process and strategies adopted in working-out unique agreements will provide useful inputs and value addition to the knowledge of the participants.     

 

A copy of the brochure is enclosed.   

 

The participation fee is  Rs.6000/- per delegate.  For ASSOCHAM members the participation fee is Rs. 5500/-, Academicians and  Students,  the  participation fee is Rs. 4000 and Rs. 3500/- respectively. (10% discount for more than three delegates from the same organization). The enclosed Registration Form be filled in indicating name(s), designation(s) of your nominees and send to us along with the participation fee through a local cheque / demand draft drawn in favour of  "ASSOCHAM" payable at New Delhi to reach us at the earliest, but not later than 22nd April 2008.   However, advance confirmed intimation may be conveyed through Fax : 46536481 / 46536482 or  email  at the earliest to block availability of seat.      

 

With kind regards,

 

M.K. Garg

Chief Advisor (HR)

ASSOCHAM

1, Community Centre

Zamrudpur

New Delhi 110 048.

 

The Associated Chambers of Commerce and Industry of India

ASSOCHAM Corporate Office

1, Community Centre, Zamrudpur,  New Delhi 110 048

Tel: 91 – 11 – 46550555  (Hunting line);  Fax: 91 –11- 46536481-82

 

 

 

TENTATIVE PROGRAMME

  

Inaugural Session  (10.00 a.m. -  10. 45 a.m.) 

 

Welcome Address: Mr. Venugopal N. Dhoot,  President, ASSOCHAM

 

Keynote Address: Dr.  C.S. Venkata Ratnam, Director, International Management Institute

  

Inaugural Address: Shri Oscar Fernandes,  Hon'ble Minister of  State for  Labour and Employment **  

 

Concluding Remarks: Mr.  D.S. Rawat, Secretary General, ASSOCHAM    

                                                                                                    

Tea / Coffee: 10.45 a.m. – 11.15 a.m.

 

Technical Session  I  (11.15 a.m. -  1.30 p.m.)

 

Chairman: Dr. C.S. Venkata Ratnamm, Director,  International Management Institute

 

Panelists 

        

Modern Wage Agreements – Sharing Hindalco Experience;      

 

Innovative Practices  in Wage Settlements  -  HUL Experience;        

 

Methodology used for entering into Wage Agreements;Wage Agreement – Sharing Experience

 

Mr. A.K. Basu, Joint President (HR, Legal and  Corp. Affairs) Hindalco Industries Ltd   

 

Mr.  Ankush Punj, Corporate Employee Relation  Manager, Hindustan Unilever Ltd.

 

Mr. Sudhir Sohoni, Executive Vice-President – HR, IR and Admn.,  Thermax Ltd. . ** 

 

Godrej Industries Ltd. /  Escorts Ltd. 

   

Lunch:  1.30 p.m. – 2.15  p.m.                                                           

 

Technical Session II  (2.15 p.m. -  4.30  p.m.)

 

Chairman:   Mr. Rajeev Karwal, Founder & CEO Milagrow Business & Knowledge Solutions

 

Panelists 

 

Measure to achieve gains in productivity, efficiency and flexibility; Best Practices on Wage Settlement & Compensation Planning; & Wage Agreements – Strategies for Renewal     

   

Presentation by:

 

Mr. T.R. Ramachandran, Executive Director, Indian Airlines

 

Mr. Hari Nair, Vice-President &  Head – Group Corporate – HR,  Sona Group   

   

PwC  /  Omam Consultants  **

 

ITC Ltd    / Britannia Industries Ltd  ** . 

 

 

Tea/ Coffee  :  4.30 p.m..


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Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
45 companies, 323 vacant middle management positions

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What is the ideal ratio of HR personnel in relation to the
organisation's Head count, in a typical MNC?


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Looking for executive positions around Mumbai region?
Email me your resume nitinisshukla at gmail dot com
44 companies, 367 vacant middle management positions

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The Real Reason Why Employees Leave

The following information is taken from the book, The 7 Hidden Reasons Employees Leave: How To Recognize The Subtle Signs and Act Before It’s Too Late, by Leigh Branham, 2005, AMACOM publishers.
The Saratoga Institute conducted a survey and it revealed that 89% of managers believe employees leave for more money. But, in fact, the survey found that 88% of employees leave for reasons other than money. What a disconnect!
Maybe it is easier for managers to think that money is the real issue, rather than hear that there are things that need to be fixed. But, the truth is, there are things that can be done to keep employees happy and productive, and on the job.
The 10 most frequently mentioned issues that employees say companies do poorly are:
         Poor management�uncaring and unprofessional managers; overworking staff; no respect, not listening, putting people in wrong jobs; speed over quality; poor manager selection processes.
         Lack of career growth and advancement opportunities�no perceivable career paths; not posting job openings or filling from within; favoritism or unfair promotions.
         Poor communications�problems communicating top-down and between departments; after mergers; between facilities.
         Pay�paid under-market or less than contributions warrant; pay inequities; slow raises; favoritism for bonuses/raises; ineffective appraisals.
         Lack of recognition�that says it all.
         Poor senior leadership�not listening, asking, or investing in employees; unresponsiveness and isolation; mixed messages.
         Lack of training�nonexistent or superficial training; nothing for new hires, managers, or to move up.
         Excessive workload�doing more with less; sacrificing quality and customer service for numbers.
         Lack of tools and resources�insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.
         Lack of teamwork�poor coworker cooperation/commitment; lack of interdepartmental coordination.
If you see that these are problems in your workplace, actively work to get them corrected through work team initiatives, discussions with your manager, or sharing corporate models where things are done right. Sometimes it is easier to fix the problem then move on and start anew.


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*  *  *
Editors' Choice:
Corporate Finance | PREPARING FOR A SLUMP IN CORPORATE EARNINGS
Past trends suggest that recent declines in corporate earnings may be
the tip of a very large iceberg. Companies should plan for what may turn
into a prolonged downturn–and scan the horizon for the opportunities it
will inevitably bring.
http://e.mckinseyquarterly.com/W0RT01C73D35D4E4F3230350661710

*  *  *
This Month's Highlights

Corporate Finance | RUNNING A WINNING M&A SHOP
Picking up the pace of M&A requires big changes in a company's
processes and organization–even if the deals are smaller.
http://e.mckinseyquarterly.com/W0RT01C73D45C4E4F3230350661710

Strategy | ADDRESSING CONSUMER CONCERNS ABOUT CLIMATE CHANGE
To narrow a general trust gap between business and the public, companies
must act on global warming and other environmental issues. (Premium)
http://e.mckinseyquarterly.com/W0RT01C73D15F4E4F3230350661710

Corporate Finance | STARTING UP AS CFO
The CFO's position is more demanding than ever, and many CFOs are new to
it. To help people who have just assumed this challenging role to
balance its many–and often competing–demands, McKinsey surveyed and
interviewed CFOs about their first hundred days on the job.
http://e.mckinseyquarterly.com/W0RT01C73D25E4E4F3230350661710

Organization | THE MULTILOCAL CHALLENGE: MANAGING CROSS-BORDER FUNCTIONS
Companies expand internationally to benefit from increased scale and
cross-border synergies. Can they also protect the value of local
activities?
http://e.mckinseyquarterly.com/W0RT01C73D8594E4F3230350661710

Financial Services | WHAT'S NEXT FOR EXCHANGES
High trading volumes have been good for equities and commodities
exchanges around the world. They should use the proceeds of their good
fortune to prepare for an intensely competitive future. (Premium)
http://e.mckinseyquarterly.com/W0RT01C73D9584E4F3230350661710

Financial Services | COPING WITH THE CREDIT CRUNCH: OPPORTUNITIES FOR
CORPORATE BANKING IN EUROPE
Although the outlook for corporate banking is less bright, the right
strategy can still deliver solid growth in the short to medium term.
http://e.mckinseyquarterly.com/W0RT01C73D55B4E4F3230350661710

Strategy | DISSECTING GLOBAL TRENDS: AN EXAMPLE FROM ITALY
Before placing any bets on a trend, executives should examine its impact
on subindustries, segments, categories, and micromarkets. This example
shows that the market impact of Italy's aging population will vary by
industry.
http://e.mckinseyquarterly.com/W0RT01C73D65A4E4F3230350661710

*  *  *
New In Emerging Markets

Health Care | HOW PRIVATE HEALTH CARE CAN HELP AFRICA
In Nigeria, Kenya, and elsewhere, the private sector already serves more
than 40 percent of the people in the lowest economic quintile. With the
right investments, it could do even more.
http://e.mckinseyquarterly.com/W0RT01C73D5454E4F3230350661710

Financial Services | HOW YOUNG CONSUMERS COULD SHAPE VIETNAM'S BANKS
The generation gap in attitudes toward banking is wider in Vietnam than
in any other Asian country in a McKinsey study–good news for banks that
can tap into this youthful enthusiasm.
http://e.mckinseyquarterly.com/W0RT01C73D6444E4F3230350661710

*  *  *
Survey
MAKING THE BOARD MORE STRATEGIC: A MCKINSEY GLOBAL SURVEY
Corporate directors want to spend more time developing forward-looking
strategies to help maximize shareholder value, but most say they need
more information about the performance of the companies they serve.
http://e.mckinseyquarterly.com/W0RT01C73D3474E4F3230350661710

*  *  *
Chart Focus
OVERHAULING THE US HEALTH CARE PAYMENT SYSTEM
Hugely inefficient US processes for health care payments consume upward
of $300 billion a year. How can the country fix a system that bedevils
consumers, providers, and insurers alike? (Premium)
http://e.mckinseyquarterly.com/W0RT01C73D4464E4F3230350661710

*  *  *
Special Collection: Thinking about petroleum
As the price of oil escalates, ever-larger inflows of money are
transforming the energy companies, the oil-rich nations, and the markets
they influence.
http://e.mckinseyquarterly.com/W0RT01C73D9414E4F3230350661710

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