IMPLEMENTATION MANAGEMENT

IMPLEMENTATION MANAGEMENT

By

VIKRAM KARVE

Implementation is the phase between a decision and its realization. 

Implementation may be placed in a continuum in which interaction takes place between those who seek objective and those on whom action depends.

The importance of implementation is undeniable because it is a struggle over the realization of ideas.

Effective implementation overcomes the gaps between intention and promise, aspirations, achievement and performance, and prescription and reality. Implementation comprises the ability to achieve specified ends by chosen means.

The time factor is critical in the implementation phase of a project.

Contingencies characterize implementation in several ways hence interactive and dynamic elements are vital to implementation management in order to forge links in the causal chain connecting actions to objectives with a view to minimizing the discrepancy between what actually occurs and what was envisaged.

Implementation is not self-executing.

Implementation is not a process that follows automatically once a program has been formulated. 

Implementation requires the presence of an action-forcing mechanism.

Implementation is a control task; hence, it needs to be dynamic, flexible and adaptable to changing situations.

Breakdowns of implementation represent fundamental failures to translate meaningful ideas into effective action.

Despite taking initiatives and using rational methods, on many occasions implementation is swamped by constant pressures of unpredictable problems and crises.

It is important to distinguish between non-implementation and unsuccessful implementation. 

 

In the case of non-implementation, the program is not put into effect as intended.

Unsuccessful implementation, on the other hand, occurs when a program is carried out, but fails to produce the desired results.

Implementation seems vulnerable to the domino effect in that when the initial phase is troubled the implementation failure tends to transmit itself to later phases. 

Once implementation dynamics are set in motion, they become vulnerable to adverse or diversionary forces which pull them away from their original design. Hence, a cogent implementation schedule and specific techniques are necessary to move from the realm of intention to the ambit of reality.

Force Field Analysis, a technique developed by Lewin, is useful in designing and executing the implementation process.

Force Field Analysis is a technique for systematically reviewing the elements working for and against a proposed course of action. It assumes that in any situation there are both driving forces and restraining forces that influence implementation. 

Driving Forces are those forces that facilitate implementation.

Restraining Forces impede the implementation process – they tend to restrain, dissipate, decrease or negate the Driving Forces.

For successful implementation it is essential to push on and overpower or immobilize the restraining forces, or try to transform the restraining forces into driving forces.

From the Human Resource (HR) perspective the Driving Forces include Participants [people who recognize their responsibility in the success of implementation], Movers [people who remove obstacles to implementation when they encounter them] and Shakers [people who recognize an opportunity and will make implementation happen] and the Restraining Forces may comprise Spectators [people not interested in implementation], Protectors [of Status Quo], Doubters [of the way the implementation is being done], Worriers [who are afraid of failure] and Switchers [people who abdicate and “delegate” their implementation responsibility].

Before embarking on implementation you must determine the driving forces and restraining forces and formulate a strategy to tackle them; if you rush into implementation without proper analysis, you may get frustrated and not know why.

 

VIKRAM KARVE
 

Copyright © Vikram Karve 2010
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.

© vikram karve., all rights reserved. 

VIKRAM KARVE educated at IIT Delhi, ITBHU Varanasi, The Lawrence School Lovedale, and Bishop's School Pune, is an Electronics and Communications Engineer by profession, a Human Resource Manager and Trainer by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book "Appetite for a Stroll". A collection of his short stories about relationships titled COCKTAIL is being published soon and Vikram is currently busy writing his first novel and with teaching and training assignments. Vikram lives in Pune with his family and his muse – his pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts.

Vikram Karve Creative Writing Blog : http://vikramkarve.sulekha.com/blog/posts.htm
 

Academic and Creative Writing Journal Vikram Karve: http://karvediat.blogspot.com
 

Professional Profile of Vikram Karve: http://www.linkedin.com/in/karve
 

Email: vikramkarve@sify.com
 

Foodie Book:

Appetite for a Stroll 
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm

http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9mr2o

http://shopping.sify.com/appetiteforastroll-vikram-karve/books/9788190690096.htm

Short Stories Book: Cocktail
Cocktail - Short Stories about Relationships :  
http://www.facebook.com/notes.php?pages#!/pages/Cocktail-by-Vikram-Karve-APK-Publishers/177873552253247

© vikram karve., all rights reserved.

HOW TO MAKE A CUTE PUPPY INTO A GOOD DOG - PET PARENTING

CUTE PUPPY GOOD DOG

How to train your Naughty Puppy and make it a Good Dog

By

VIKRAM KARVE
 

Here are a few dog training tips

 

1. Do Not punish your puppy. Punishment teaches a dog only one thing – how to avoid punishment. So, instead of beating or scolding your puppy, teach the puppy what to do, what is the appropriate behaviour you expect of your pet, and reward the puppy when it listens to you both by treats and caressing it lovingly saying “good dog”.

 

 

2. Do Not have unrealistic expectations of your puppy – after all he is a dog. Have reasonable standards and train your puppy lovingly and patiently. Remember there are breed to breed differences in intelligence and adaptability to training and obedience too.

 

3. Do Not leave your puppy alone, especially when he is small. Never tie up a small puppy or lock him up in a crate. Remember that a small puppy loves human company and hates to be left alone. (Will you leave your human baby all alone in your house or lock the baby up in a cage…?). Raising a puppy properly takes time, love, patience and commitment. If you are very busy and do not have enough time to devote towards bringing up your dog then please don't get a puppy into your family. All members of your family must love dogs and be commited towards devoting time and love towards the dog and his upbringing and care.

 

4. Do Not keep your pup indoors all the time and keep him completely isolated from the outside world. Take the puppy outdoors regularly for walks and play. Let your puppy interact with other humans and other dogs and animals, socialise, learn to play, get a bit rough and tough, fight it out, develop immunity and courageous spirit.

 

Follow these tips and spend maximum time with your puppy, talk to your dog regularly, train, play games and lovingly caress your puppy. 

 

The ideal time to get a puppy into your home is when he is three weeks old and you must totally focus on the development of your puppy till he is about six months old. 

 

Training your puppy and watching his antics as he grows up will be a rewarding and happy experience and you will transform your cute puppy into a good dog who will be a joy forever. 

 

Remember Good Dogs don’t just happen – you have to make them happen…!

 

(NB – If you have a female puppy, for “he” read “she”… By the way, I prefer female dogs – they are more loving, intelligent and loyal – like my darling Sherry who you can see in the picture with me…)

 

CUTE PUPPY GOOD DOG

How to train your Naughty Puppy and make it a Good Dog

By

VIKRAM KARVE

VIKRAM KARVE 

© vikram karve., all rights reserved.

VIKRAM KARVE educated at IIT Delhi, ITBHU Varanasi, The Lawrence School Lovedale, and Bishop's School Pune, is an Electronics and Communications Engineer by profession, a Human Resource Manager and Trainer by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. He has written a foodie book Appetite For A Stroll and a book of fiction short stories which is being published soon and is busy writing his first novel. Vikram lives in Pune with his family and pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts.

Academic and Creative Writing Journal Vikram Karve: http://karvediat.blogspot.com
Professional Profile of Vikram Karve: http://www.linkedin.com/in/karve

Creative Writing by Vikram Karve: http://vikramkarve.sulekha.com/blog/posts.htm

Email: vikramkarve@sify.com
Foodie Book: Appetite for a Stroll 
http://books.sulekha.com/book/appetite-for-a-stroll/default.htm

http://www.flipkart.com/appetite-stroll-vikram-karve/8190690094-gw23f9mr2o

http://shopping.sify.com/appetiteforastroll-vikram-karve/books/9788190690096.htm

© vikram karve., all rights reserved.

DONKEY WISDOM

DONKEY WISDOM

Mulla Nasrudin Stories

by

VIKRAM KARVE

 

Here are a few Mulla Nasrudin Stories to cheer you up:

 

 

Strolling on a beach, Mulla Nasrudin noticed some fishermen huddled lighting a fire near a wooden boat, and curious, he asked them what it was for.

 

“We are melting tar,” said a fisherman.

 

“Tar?” Nasrudin asked confused.

 

 “Yes, we are making tar to cover the cracks in the underside of the boat. This reduces the friction and makes the vessels go faster.”

 

Nasrudin rushed straight home and made a bonfire.

 

Then he tied up his lazy donkey and melted some tar in a pan.

 

As soon as he brought the smoking tar close to the underside of the donkey and began applying the molten red hot liquid to the donkey’s stomach, the terrified donkey broke loose, ran like the wind and disappeared over the horizon at top speed.

 

Truly amazed at what he saw Mulla Nasrudin exclaimed: “It works all right...!” 

 

He had never seen his lazy and lethargic donkey run so fast before.

 

Nasrudin’s  donkey did not return for many days. 

An anxious Nasrudin repeatedly kept asking every one he met whether they had seen his donkey. 

Fed up with him, they told him to ask the town's ‘wise man’ who knew the answers to all the questions. 

“Nasrudin,” the wise man said, “your donkey has run off, turned into a man and has been appointed magistrate in the next town.

         

Thanking the wise man for the information, Mull Nasrudin trudged to the neigbouring town and entered the courtroom.

There sat the magistrate, and Nasrudin shook his fist  angrily at him : “Come home at once, you foolish animal!”  

The magistrate was furious : “Who are you and how dare you talk to me like that...? I’ll have you arrested and sent to jail...!” 

 

“I am the well-known  Mulla Nasrudin of the neighbouring town and you are my donkey...!”

"Who told you that...?" the magistrate asked.

"The wise man in my town told me..." Nasrudin answered.

 

“That’s ridiculous. Are you mad...? Do I look like a donkey...?” the incredulous magistrate asked Nasrudin.

 

Nasrudin drew himself up to his full height and said : “I prefer to believe the statement of a wise man rather than that of a donkey.”

 

The furious magistrate ordered that Nasrudin immediately be thrown out of this town, so a distraught Nasrudin returned home.

Mulla Nasrudin’s donkey did not return for many days and Nasrudin was overcome with grief.

 

“You may have lost your donkey, Mulla Nasrudin, but you don’t have to grieve over it more than you did when you lost your wife.”

       

“Ah,” Nasrudin said, “if you remember when I lost my wife, all you villagers consoled me and said:  ‘We will find you a new wife – and you did find me a new wife’. So far, nobody has offered to replace my donkey.”

 

VIKRAM KARVE

© vikram karve., all rights reserved.

VIKRAM KARVE educated at IIT Delhi, ITBHU, Lawrence School Lovedale, and Bishop's School Pune,  is an Electronics and Communications Engineer by profession, a Human Resource Manager and Trainer by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book "Appetite for a Stroll". Vikram lives in Pune with his family and pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts. 

 

Vikram Karve Creative Writing Blog: http://vikramkarve.sulekha.com/blog/posts.htm

Academic Journal Vikram Karve – http://karvediat.blogspot.com

Professional Profile of Vikram Karve - http://www.linkedin.com/in/karve 

Email: vikramkarve@sify.com
Foodie Book:  Appetite for a Stroll  

© vikram karve., all rights reserved

 

BUSINESS ETHICS

BUSINESS ETHICS
by
VIKRAM KARVE


Can Ethics and Business co-exist?

Or are the two mutually exclusive?

Is Ethics relevant in Business Management in today’s world?

Or is "Business Ethics" an oxymoron, not relevant in today's business and corporate environment?

Do you assess Ethical Fitness of an individual before recruiting, promoting, or assigning an important post or task to an individual?

Is there such a thing as Ethical Fitness? Does such a thing exist and can it be assessed or evaluated?

When recruiting new people, or promoting or appointing persons to senior or sensitive positions, a number of attributes ( Hard Skills and Soft Skills) like Professional Competence, Managerial Proficiency, Domain-specific or Technical skills, and pertinent soft skills comprising leadership, communication, behavioural and emotional aspects, and even physical and medical fitness are assessed, evaluated and given due consideration.

But does anyone evaluate a candidate’s Ethical Fitness before recruitment or appointment?

No, I am not talking about the routine verification of antecedents or background integrity checks. I am talking of assessing Ethical Fitness.

Ethical fitness refers to ensuring that people are in proper moral shape to recognize and address ethical dilemmas.

Ensuring Ethical fitness in a proactive manner will result in preventive, rather than corrective, Ethical Management.

Before launching any inquiry pertaining to the concept of Ethical Fitness, it is necessary to explore the moral dimension.

Moral development is a prerequisite to ethical behaviour; in fact, a sine qua non for Ethical Fitness.

Kohlberg offers a handy framework for delineating the stage each of us has reached with respect to personal moral development.

Stage 1. Physical consequences determine moral behaviour.
At this stage of personal moral development, the individual’s ethical behaviour is driven by the decision to avoid punishment or by deference to power. Punishment is an automatic response of physical retaliation. The immediate physical consequences of an action determine its goodness or badness. Such moral behaviour is seen in boarding schools, military training academies etc. where physical punishment techniques are prevalent with a view to inculcate the attributes of obedience and deference to power. The individual behaves in a manner akin to the Pavlovian dog.

Stage 2. Individual needs dictate moral behaviour.
At this stage, a person’s needs are the person’s primary ethical concern. The right action consists of what instrumentally satisfies your own needs. People are valued in terms of their utility. Example: “I will help him because he may help me in return – you scratch my back, I will scratch yours.”

Stage 3. Approval of others determines moral behaviour.

This stage is characterized by decision where the approval of others determines the person’s behaviour. Good behaviour is that which pleases or helps others within the group. The good person satisfies family, friends and associates. “Everybody is doing it, so it must be okay.” One earns approval by being conventionally “respectable” and “nice.” Sin is a breach of the expectations of the social order – “log kya kahenge?” is the leitmotif, and conformance with prevailing ‘stereotypes’ the order of the day.

Stage 4. Compliance with authority and upholding social order are a person’s primary ethical concerns.
“Doing one’s duty” is the primary ethical concern. Consistency and precedence must be maintained. Example: “I comply with my superior’s instructions because it is wrong to disobey my senior”. Authority is seldom questioned. “Even if I feel that something may be unethical, I will unquestioningly obey all orders and comply with everything my boss says because I believe that the boss is always right.”

Stage 5. Tolerance for rational dissent and acceptance of rule by the majority becomes the primary ethical concern.
Example: “ Although I disagree with her views. I will uphold her right to have them.” The right action tends to be defined in terms of general individual rights, and in terms of standards that have been critically examined and agreed upon by the whole society. (eg) The Constitution. The freedom of the individual should be limited by society only when it infringes upon someone else’s freedom.

Stage 6. What is right is viewed as a matter of individual conscience, free choice and personal responsibility for the consequences.
Example: “There is no external threat that can force me to make a decision that I consider morally wrong.” An individual who reaches this stage acts out of universal ethical principles.

Moral development is in no way correlated with intellectual development or your position in the hierarchy or factors like rank, seniority, status, success or earnings, salary, material wealth, age etc.

In the words of Alexander Orlov, an ex-KGB Chief, “Honesty and Loyalty may be often more deeply ingrained in the make-up of simple and humble people than in men of high position. A man who was taking bribes when he was a constable does not turn honest when he becomes the Chief of Police. The only thing that changes in the size of the bribe. Weakness of character and inability to withstand temptation remains with the man no matter how high he climbs.”

Ethical traits accompany a man to the highest rungs of his career.
In a nutshell the governing factors pertaining to six stages of Moral Development which determine Ethical Fitness may be summarized as:

FEAR – Stage 1
NEEDS – Stage 2
CONFORMANCE – Stage 3
COMPLIANCE – Stage4
CONSENSUS – Stage 5
CONSCIENCE & FREE WILL – Stage 6
Before we try to delve into exploring how to evaluate Ethical Fitness, let us briefly ponder on the concepts of Ethical Susceptibility and Ethical Vulnerability.

Ethical Susceptibility is your inability to avoid ethical dilemmas.

Ethical Susceptibility is environment dependent (on external factors) like, for example, your job, your boss, colleagues and subordinates, or the persons around you, or even the ‘prevalent organizational culture’.

Ethical Vulnerability is your inability to withstand succumbing in the given ethical dilemmas /situations.

Your Ethical Vulnerability depends on your internal stage of moral development in the given ethical situation.
Whereas being in an ethical dilemma is not in your control, to act in an ethical manner in the prevailing situation is certainly in your control.

Ethical vulnerability is a measure of the ease with which a man be ethically compromised, especially in an ethically poor climate.

In situations where the ethical susceptibility is high, morally strong people (ethically non-vulnerable) should be appointed and conversely, only in jobs/situations where ethical susceptibility is low should ethically vulnerable persons be permitted.
If the environment is not ethically conducive, a person can intellectually inwardly reach stage 6 but deliberately outwardly masquerade and remain morally at a lower moral stage 4 as he may find that he has to "sacrifice" too much to reach stage 6.

This can be particularly seen in most hierarchical organizations where most “smart” employees make an outward preference of being at stage 3 or 4 (Conformance and Compliance) in order to avoid jeopardizing their careers, even if internally they have achieved higher ethical states.

This Dr. Jekyll and Mr. Hyde schizophrenic moral approach is at the heart of many ethical dilemmas people encounter in their professional lives and may result in internal stress due to ethical confusion.

Whenever two individuals at different stages of moral development interact with each other, both of them try to force or manoeuvre the other into their own appreciation of the ethical situation, thus leading to conflict.

In a formal hierarchical setup, the players in the chain may not be at similar stages of moral development thereby leading to ethical dissonance in the system.

Where the ethical susceptibility is high, morally strong people (less vulnerable) should be appointed and conversely, in only such jobs where ethical susceptibility is low should ethically weak persons be permitted.

What is your stage of personal moral development?

Be honest with yourself and recall the decisions you made in recent ethical situations.
The six stages of moral development are valuable landmarks as they tell you approximately where you are and what changes you will have to make in yourself to move to a higher level of moral development.

The ultimate goal is to engage in ethical decision making at stage 6.

However, the level that you do reach will depend on your ethical commitment, your ethical consciousness and your ethical competence.

Food for Thought

What do you do if your boss is at a lower stage of moral development than you?
Do you masquerade and make pretence of being at the “appropriate” stage of what moral development and practice situational ethics to reap maximum benefits.

This Dr Jekyll and Mr. Hyde schizophrenic ‘situational ethics’ approach may cause your outer masquerade to turn into inner reality.

Do you want that to happen? Think about it!

Is there a need to assess Ethical Fitness in business and managerial situations?

Or is "Business Ethics" an oxymoron, not relevant in today's business environment?

Most importantly, can Ethics and Business co-exist? Or are the two mutually exclusive?

And last but not the least, do you think it is necessary to evaluate and assess Ethical Fitness during Recruitment, Appointment and in Human Resource Management?

If so, how would you do it?

Dear Reader, what do you think? 

Please comment.

VIKRAM KARVE

© vikram karve., all rights reserved. 

VIKRAM KARVE educated at IIT Delhi, ITBHU and The Lawrence School Lovedale, is an Electronics and Communications Engineer by profession, a Human Resource Manager and Trainer by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book "Appetite for a Stroll". Vikram lives in Pune with his family and pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts.

Vikram Karve Creative Writing Blog: http://vikramkarve.sulekha.com  

Academic and Creative Writing Journal Vikram Karve: http://karvediat.blogspot.com

Professional Profile of Vikram Karve: http://www.linkedin.com/in/karve 

Foodie Book APPETITE FOR A STROLL :  http://books.sulekha.com/book/appetite-for-a-stroll/default.htm

Email: vikramkarve@sify.com

© vikram karve., all rights reserved.

Philosophy of Technology

PHILOSOPHY OF TECHNOLOGY
A Reflection
By
VIKRAM KARVE



In our everyday lives most of us use a number of words which we assume have a universal, agreed-upon, and accepted meaning for all people in all contexts.

Often, the more frequently the word is used more we take for granted that our usage is the only possible usage of the term.

One word which belongs in this category is “technology.”


The vast majority of technology as machines, computers and other forms of modern hardware – the province of the scientist, engineer or specialist professional.

We have to transcend this narrow view of technology since every technology starts from a human purpose, from the intention to satisfy some human need or behaviour.

Indeed, technology is the manipulation of nature for human purpose.


But man is a part of nature by manipulating nature man is manipulates himself.

Thus, technology manipulates man, influence, even governs human behaviour, and in turn societal behaviour.

It is therefore imperative to reconceptualise the concept of technology by viewing it though the philosophical lens in order to understand the “soft” social, cultural, individual, psychological, behavioural and intellectual dimensions of technology in contrast to the “hard” technical dimension.



Language is a “soft” technology, an invented system of communication. Alvin Tofler specifically discussed “political technologies” in his description of “Third Wave” changes in our world environment. Indeed, “soft” technologies take many forms. They include the invention of social institutions – methods of organizing people for the achievement of particular ends.



Arthur Harkins defines “culture” as the metasystem or system of systems of human-invented and hereditarily transmitted technologies, and further emphasizes that human have codified technologies into what anthropologists call culture.



Even more fundamentally, or expansively, technologies are philosophies, ideologies. Ways of thinking, or world-views (Weltanschauungen). The key realization is that technologies are way of structuring and ordering the world.



This philosophical reconceptualisation of technology entails a border image wherein technologies are viewed not merely as physical or technical apparatuses but as inseparably interconnected with the fabric of social policy, values and desires and are in fact complex constellations of devices, processes, beliefs and mechanisms which are perceived as a system of interrelated innovations comprising a coherent nexus pertaining to the systematic manipulation of nature.

Technologies reconceptualised from the philosophical viewpoint are mutually supportive and harmonically attuned process and philosophies for synergistically aiding the individual or society to reach specific, hopefully preferred, future states; they are instruments for attaining and integrating the proposal future with the perceived present.

Since technology is essentially invented rather than discovered, such a reconceptualisation would help to introduce a premium for creativity and divergent thought into the academic world alongside the traditional emphasis on scholarly research and the quest for truth and would encourage cross-fertilization across disciplinary boundaries.



It may be apt to conclude with a comment by RM Pirsig, who states that: “The way to solve the conflict between human values and technological needs is not to run away from technology. That’s impossible. The way to resolve the conflict is to break down the barriers of dualistic thought that prevent a real understanding of what technology is… not an exploitation of nature, but a fusion of nature and the human spirit into a new kind of creation that transcends both”.

VIKRAM KARVE
Copyright © Vikram Karve 2010
Vikram Karve has asserted his right under the Copyright, Designs and Patents Act 1988 to be identified as the author of this work.

VIKRAM KARVE educated at IIT Delhi, ITBHU and The Lawrence School Lovedale, is an Electronics and Communications Engineer by profession, a Human Resource Manager and Trainer by occupation, a Teacher by vocation, a Creative Writer by inclination and a Foodie by passion. An avid blogger, he has written a number of fiction short stories and creative non-fiction articles in magazines and journals for many years before the advent of blogging. His delicious foodie blogs have been compiled in a book "Appetite for a Stroll". Vikram lives in Pune with his family and pet Doberman girl Sherry, with whom he takes long walks thinking creative thoughts.
Vikram Karve Creative Writing Blog - http://vikramkarve.sulekha.com/
Academic Journal Vikram Karve – http://karvediat.blogspot.com/
Professional Profile of Vikram Karve - http://www.linkedin.com/in/karve
Email: vikramkarve@sify.com
Foodie Book: Appetite for a Stroll http://books.sulekha.com/book/appetite-for-a-stroll/default.htm

© vikram karve., all rights reserved.