6 Requirements For Making Organizational Changes In Individuals, Teams, Departments and Divisions:

Management : : : the art and science of making people work together toward desired goals and objectives of the organization. It composes of planning, organizing, supervising, directing, coordinating, monitoring, directing and controlling an organization for the main purpose of accomplishing the goal.

१. Motivation is essential

Before your employees are really motivated to work at change, they must be convinced of the personal and professional benefits to themselves, as well as to their organization. In addition, management must realize that work will slow during the transitional process. Often temporary help must be brought in or overtime authorized to help get the more mundane tasks accomplished. Learning is often awkward, requiring a great deal of practice before new habits are automated. Practice, of course, means making mistakes and taking time to correct them.

Because of these factors, commitment is mandatory at the highest levels of the organization. Upper management in particular must create a clear, realistic vision. All too often, organizations develop vision statements that are too vague or idealistic. The vision must be something people can buy into. It must be "symbolized" with a theme, and it must have its champions at the highest level of the organization.

Once realistic themes have been developed, upper management must create a mission, goals and objectives specific to individual departments. Then management must sell these missions, goals and objectives to members of the various departments.

2. Procedural and cultural changes require working with the latest tools of persuasion, negotiation and learning.

Persuasion needs a user-friendly approach. User-friendly in this context means giving employees an opportunity to vent, to express their own ideas and to make mistakes. It means that managers involved in the process must remain positive and approachable, and have an encouraging demeanor.

At this point managers should coach and encourage rather than criticize or punish. Self-righteous, critical or condescending behavior will only frighten people back into their old tried-and-true behaviors. In helping employees adapt to new conditions, managers must not assume an “I'm right you're wrong” stance. Workers immediately will become defensive. Moreover, they will tune the managers out, become argumentative or passively resist the changes they're being asked to make.

3. It pays to reward success.

Remember, success builds on itself. By rewarding success, you will create internal champions from among those who are higher risk takers and more aware of the value of the new outcomes. They will become your role models and persuaders. Others will follow them more easily.

4. Promote changes with workshops

Part of the change process involves conducting teambuilding and management development workshops to promote change, get input on needs and work with different management styles.

Keep in mind that people respond better to workshop exercises that have "face validity" -- that is, whose content is related to the work people actually perform. The workshop should combine process and content. Participants must be encouraged to learn more about one another personally, and to build a level of trust. They should be given content-specific tasks to perform together. This will enable them not only to improve their actual working conditions and move toward the desired process or cultural changes, but also to work more effectively with each other in the future.

5. Launch the change management program

While smaller companies and organizations might be able to just dig in and start the process, in larger organizations it may be necessary to create some drama. Thus the firm might want to develop a large-scale kickoff program involving as many people as possible

This all-day affair should be exciting and motivational, and encourage the participation and ideas of all attendees, who should be provided with a means of ensuring their ongoing involvement in the process.

6. Alignment is necessary

Too often, alignment behind a company's goals, objectives, values and beliefs is taken for granted. This is a potentially fatal mistake. So starting from the top, the highest levels within the organization must agree on the values and desired cultural changes. Then they must communicate these and get a buy-in at other levels of the organization. You must ensure that the words and slogans being used have the same meaning across all levels.

When all is said and done, change can be exciting, and if managed correctly, it will be a vital component in the vitality and continued growth of your organization.

Birbal Stories with Management Moral

One day, when Akbar and Birbal were engaged in discussions, Birbal happened to pass a harmless comment about Akbar's sense of humour. But Emperor Akbar was in a foul mood and took great offence at this remark. He asked Birbal, his Court jester, friend and confidant, to not only leave the palace but also leave the precincts of the city of Agra. Birbal was terribly hurt at being banished.

A couple of days later, Akbar began to miss his best friend. He regretted his earlier decision of banishing him from the Court. He just could not do without Birbal and so sent out a search party to look for him. But Birbal had left town without letting anybody know of his destination. The soldiers searched high and low but were unable to find him anywhere.

Then one day a wise saint visited the palace accompanied by two of his disciples. The disciples claimed that their teacher was the wisest man to walk the earth. Since Akbar was missing Birbal terribly he thought it would be a good idea to have a wise man who could keep him company. But he decided that he would first ascertain the holy man's wisdom.

The saint had bright sparkling eyes, a thick beard and long hair. The next day, when they came to visit the Court, Akbar informed the holy man that since he was the wisest man on earth, he would like to test him. All his ministers would put forward a question and if his answers were satisfactory, he would be made a minister. But if he failed, he would be beheaded. The saint answered that he had never claimed to the wisest man on earth,even though other people seemed to think so. Nor was he eager to display his wisdom, but as he enjoyed answering questions, he was ready for the test.

One of the ministers, Raja Todar Mal, began the round of questioning. He asked, "Who is man's best friend on earth?" To which the wise saint replied,"His own good sense."

Next Faizi asked which was the most superior thing on earth? "Knowledge", answered the saint.

"Which is the deepest trench in the world?" asked Abul Fazl. And the saint answered, "A woman's heart."

"What is that which cannot be regained after it is lost?" questioned another courtier and the reply he received was: "Life".

"What is undying in music?" asked Court musician Tansen. The saint replied: "Notes". And then Tansen asked, " Which is the sweetest and most melodious voice at night-time?" and the answer received was:"The voice that prays to God."

Maharaja Mansingh of Jaipur - who was a guest at the palace - asked, "What travels more speedily than the wind?" The saint replied that it was "Man's thought." Mansingh then asked, "Which is the sweetest thing on the earth?" and the saint said that it was a "Baby's smile".

Emperor Akbar and all his courtiers were very impressed with his answers,but Akbar wanted to test the saint himself. First,he asked what were the necessary requirements to rule over a kingdom, for which he received the response "Cleverness". Then he asked what was the greatest enemy of a king. The saint replied it was "Selfishness".

The Emperor was pleased and offered the saint a seat of honour and asked him whether he could perform any miracle. The saint said that he could manifest any person the Emperor wished to meet.Akbar was thrilled and immediately asked to meet his minister and best friend Birbal.

The saint simply pulled off his artificial beard and hair much to the surprise of the courtiers. Akbar was stunned and could not believe his eyes. He stepped down to embrace the saint because he was none other than Birbal!

Akbar had tears in his eyes as he told Birbal that he has suspected it was him and had therefore asked whether he could perform miracles. He showered Birbal with many valuable gifts to show him how happy he was at his return.

Management Moral: Birbal knew Akbar so well that he could guess his thoughts and feelings. This ability is known as empathy. It is important to cultivate empathy with bosses, subordinates as well as customers. "How would I act if I were in their shoes?" This is a question that should be persistently asked in a business setting as well as in personal and family situations to establish strong ties with people. Your guess should then be checked against how the concerned person really acted in that situation. With practice empathy can be mastered.

Need of abstract class and Interface.

Abstract class and Interface are used when there is a difference in behavior among the sub-types extending the abstract class or implementing the interface.

Need of abstract class : when the sub-types behavior is partially common and different with respect to the super-type then use an abstract class .
Need of Interface : When the sub-types behavior is totally different then you use an interface.

More clarification let me know :

Avoid Deadlock.

Step to prevent Deadlock :

• to ensure that resources are always acquired in some well-defined order means realeas the lock finally clause.
• synchronized method should never call a synchronized method.

Live Example :

By synchronizing the methods of the kitchen class, we are essentially preventing more than one cook from
using the kitchen at a time; the purpose of having multiple threads is to allow more than one cook to use the
kitchen.

Deadlock Code :

Here you will get clear picture for Deadlock :

http://www.itec.uni-klu.ac.at/~harald/CSE/Content/deadlock.html

Difference between JDK 1.4 and JDK 1.5....?

Sun system added new feature in JDK 1.5 :
1.It's allowed to read Image like BMP and WBMP Image format this feature is not in JDK 1.4.
2.JTable able to support printing functionality that is not available in JDK 1.4.
2. JDK 1.5 support to import static like that import static java.lang.System.out; and we cant write only out.println("India"). This feature is not in JDK 1.4.
3.Generic feature in JDK 1.5 not in JDK 1.4.

For more clarification let me know...

Why Java on Demands...

As Java gains ground in the development of enterprise applications, programming skills are becoming more important.

The study found a significant shortage of IT workers skilled in Java. Among the 79.7 percent of respondents who say their Java skills are highly important, only 42.1 percent rank their skill level as high. Java can run on multiple operating systems, it's the primary development platform for client applications at Spirent Communications plc. "Java is definitely one skill we look for in interface development," says Mike Burk, senior manager of systems integration and interface development at the company's Rockville, Md., office. But Spirent, which makes testing software for the telecommunications industry, places equally high value on C++, the primary platform for its server software.

Discovery with java...

James Gosling initiated the Java language project in June 1991 for use in one of his many set-top box projects. The language, initially called Oak after an oak tree that stood outside Gosling's office, also went by the name Green and ended up later renamed as Java, from a list of random words.


Sun released the first public implementation as Java 1.0 in 1995. It promised "Write Once, Run Anywhere" (WORA), providing no-cost run-times on popular platforms. Fairly secure and featuring configurable security, it allowed network- and file-access restrictions. Major web browsers soon incorporated the ability to run secure Java applets within web pages, and Java quickly became popular. With the advent of Java 2 (released initially as J2SE 1.2 in December 1998), new versions had multiple configurations built for different types of platforms. For example, J2EE targeted enterprise applications and the greatly stripped-down version J2ME for mobile applications. J2SE designated the Standard Edition. In 2006, for marketing purposes, Sun renamed new J2 versions as Java EE, Java ME, and Java SE, respectively.