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  • Which cash is good Cash?

    We have heard a lot of people say “Cash is King”. The term Cash refers to funds that are available at hand and as liquid as possible. One could also argue if that cash is the result of operational success/failure; but it is also essential for sustenance, this is critical parameter for your enterprise to function. People look for this source from – savings, family, friends, partners, angels, VC, banks and borrowings.

    All these are sources are sources of income, but the issue is of which one of this is the best source. Of these mentioned above which one is an indication of a successful business?

    While all of these borrowing are an indication that you have been able to sell your concept to the lender in return or without a favor, the unexplained part is, has it been enough to claim the success of your company.

    My take on this is – not yet! The only positive sign that any startup could celebrate would be when its customers pay for the product. That money is really the cash that every start up needs to work towards. It is that cash that gets everything in confidence. It is the certificate the market gives for the product and its utility. When one goes to an investor like the angel or VC with something sold their confidence soars in the venture. Look to get to this cash in the earliest possible stage.

    While the initial cash from savings or family or friends are critical to start up, if we don’t get to what sells in the market – you are in the red. Work perpetually towards getting this “good cash” – the cash that has been earned form the product. Listen to your costumers they are broadcasting all that they want all the time.

  • Key Takeaways from the entrepreneurial journey

    Entrepreneurship is a long journey, some journeys get quick successes and others need to wait. Having worked with quite a few start ups and intending entrepreneurs, reading a bit about entrepreneurship; it is very clear that behind the success of any venture are numerous learning that come along the way. I was trying to read some blogs and posts etc that would back my thought process and I found one on the HBR site.

    Here is the list of learning beautifully put together by a social entrepreneur:

    • You never know what the future is going to bring. So stop predicting your own failure. Your job is to take the next indicated step in front of you. Shorten your horizon. One day at a time. Don’t think beyond these eight hours, unless you have to for logistical purposes. On your worst days, get through it one hour at a time.
    • Don’t force your will on every situation. Don’t think that you have to drive every pitch and every product to success. It could well be that the investor who says no was going to be your worst nightmare. And it could be that the obstacle that kept you from launching the product you were obsessed with gave rise to a better idea and transformed your business. A larger intelligence than your own may be at work: Let it do some of the heavy lifting. Its imagination may be infinitely more creative than your own. Steve Jobs didn’t invent the iPod. Someone brought it to him.
    • Don’t let your feelings interfere with your commitment. You may not “feel” like going out and making another pitch. You may feel too depressed to draft the next iteration of the business plan. But what difference do your feelings make? Do what you have to do regardless of how you feel about
    • Lean on your partners. Don’t be afraid to tell them when you’re having a bad day, or when you feel like giving up, or feel like a loser, or are in a state of total despair. Feelings are temporary. They’re unstable. They pass. And they pass much more quickly when they’re shared.

    Thanks Dan for those valuable wording clearly encapsulate what an entrepreneurs focus has to be.

  • ಮಾನವ ಸಂಪನ್ಮೂಲ: “ಇಗೊ” ಅಹಂಕಾರ

    ಮಾನವ ಸಂಪನ್ಮೂಲದ ಈ ಹಿಂದಿನ ಅಂಕಣದಲ್ಲಿ, ಅದರ ಮಹತ್ವ ಮತ್ತು ಕಂಪನಿಗಳು ಅದನ್ನು ತಮ್ಮ ಬ್ರಹ್ಮಾಸ್ತ್ರವನ್ನಾಗಿ ಉಪಯೋಗಿಸಬಹುದೆಂದು ತಿಳಿದುಕೊಂಡೆವು. ಮನೋವಿಜ್ಞಾನವು ಮಾನವ ಸಂಪನ್ಮೂಲದ ಬಹು ಮುಖ್ಯ ಆಧಾರ ಸ್ತಂಭಗಳಲ್ಲಿ ಒಂದು. ನಾನು ಎನ್ನುವುದನ್ನು ಮಾನವ ಸಂಪನ್ಮೂಲ, “ಇಗೊ”ಎನ್ನುವುದನ್ನು ಪದವನ್ನು ಸರ್ ಸಿಗ್ಮಂಡ್ ಫ್ರೊಯ್ಡ್ ಮೊಟ್ಟಮೋದಲ ಬಾರಿಗೆ ಪ್ರಸ್ತಾಪಿಸಿದರು. ಮನೋವಿಜ್ಞಾನದ ಈ ಅರ್ಥವನ್ನು ಬೇರೆ ಅಂಕಣದಲ್ಲಿ ತಿಳಿದುಕೊಳ್ಳೋಣ.

    ಈ ಅಂಕಣಕ್ಕೆ ಬೇಕಾದ “ಇಗೊ” (ಅಹಂಕಾರ) ಅರ್ಥವು – ನಮ್ಮ ಬಗ್ಗೆ ನಾವೇ ಸೃಷ್ಟಿಸಿಕೊಂಡಿರುವ ಕಲ್ಪನಾತ್ಮಕ ಪ್ರತಿಬಿಂಬ. ನಮ್ಮ ಸಾಧನೆಗಳಿಂದ ಈ ಬಿಂಬವು ಹೆಚ್ಚು ಗಾಢವಾಗುತ್ತದೆ. ಈ ಪ್ರಕ್ರಿಯೆಯು ಮುಂದುವರೆದಂತೆ, ಮಾನವನಾದವನು ತನ್ನದೇಯಾದ ಕಲ್ಪನಾತ್ಮಕ ವಲಯವನ್ನು ಬೆಳೆಸತೊಡಗುತ್ತಾನೆ; ಕಾಲಕ್ರಮೇಣ ಈ ವಲಯವು ನನ್ನದೇ, ಆರಲ್ಲಿ ನಾನೇ ಸಾರ್ವಭೌಮನೆಂದುಕೊಳ್ಳುತ್ತನೆ. ಆತನು ತನ್ನದೇಯಾದ ಲೋಕದಲ್ಲಿರುತ್ತನೆ, ಅವನು ಕೆಲವೇ ಸ್ನೆಹಿತರ, ಸಂಬಂಧಿಗಳೊಡನೆ ಸಂಪರ್ಕವನ್ನು ಸೀಮಿತಗೊಳಿಸುತ್ತಾನೆ. ಆತನಲ್ಲಿದ್ದ ವಿಶಾಲ ಮನೋಭಾವವು ಸಂಕುಚಿತವಾಗತೊಡಗುತ್ತದೆ. ಈ ಪರಿವರ್ತನೆಯೇ ಕಂಪನಿಗಳಲ್ಲಿ ಕಾಣುವ ಹಲವಾರು ಕಿತ್ತಾಟಕ್ಕೆ ಕಾರಣವಾಗಿದೆ.

    ಮಾನವರ ಸರ್ವೆಸಾಮನ್ಯವಾದ ಈ “ಇಗೊ”ವನ್ನು ಸರಿಯಾಗಿ ಅರ್ಥೈಸಿಕೊಂಡಲ್ಲಿ, ಮಾನವ ಸಂಪನ್ಮೂಲವನ್ನು ಕಂಪನಿಯ ಏಳಿಕೆಗೆ ಪ್ರೊತ್ಸಹಿಸುವುದು ಸುಲಭವಾಗುತ್ತದೆ.

  • HRM – Understanding “I”

    In the earlier blog on HRM, we understood the relevance and briefly touched on how it could be used at securing a competitive advantage for the company. One of the foundation stones of HRM is the area of Psychology. In this science of the mind, we have a concept of Ego. Ego as a concept is psychology was introduced by Sir Sigmund Freud. We would keep dealing with the theory he proposed for a later date.

    Ego, in its Latin origins, means “I”. Simply, it is the image we have about our-self – this image is built by our notions about our self & our achievements. This in many ways forms the beginning of all HR issues and hence attracts a lot of interest from the Managerial community. All humans work with a commitment to realizing their dream – how ever big or small; and to realize this (s) he would create her/his own path towards achieving it. In this journey one achieves a phenomenal number of achievements minor or major and begins associating with his personal image.

    Over a period of time, the individual moves in the reverse, begins assigning too much weight to past successes and creates a small imaginary sphere around oneself to protect the territory that is so personal. Entry for anyone into this territory is based on the proximity of the individual to the person. People begin clashing with other people when they try to protect this boundary. This is one of the major issues that the HR department faces while dealing with people and their aspirations.

    Understanding this “I” that people possess is a great secret for effective management of the human capital.

    Read in Kannada: http://somanagement.blogspot.com/2011/03/blog-post_9081.html

  • ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿ – ಫ್ರೀಮಿಯಂ

    ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿಯ ಚರ್ಚೆಯಲ್ಲಿ “ಡೈರೆಕ್ಟ್ ಸೇಲ್ಸ್” ನಿಂದ ಮುಂದುವರೆದು, ಇಂದು ಫ್ರೀಮಿಯಂ ಪ್ರತಿಕೃತಿಯ ಬಗ್ಗೆ ಚರ್ಚೆ ಮಾಡೋಣ. ಸಾಫ್ಟ್ ವೆರ್ ಜಗತ್ತಿನಲ್ಲಿ ಅತ್ಯಂತ ಪ್ರಚಲಿತ ಪ್ರತಿಕೃತಿ ಇದು.

    ಹೆಸರೇ ಸೂಚಿಸುವಂತೆ, ಫ್ರೀಮಿಯಂ – “ಫ್ರೀ” ಮತ್ತು “ಪ್ರಿಮಿಯಂ” ಎನ್ನುವ ಪದಗಳ ಜೋಡಣೆ ಇಂದ ಬಂದಿದೆ. ಇದರಂತೆ, ನಿಮ್ಮ ಮಾರಾಟದ ವಸ್ತುವಿನ ಒಂದು ಭಾಗವನ್ನು ಫ್ರೀಯಾಗಿ ನೀಡಿ, ಇನ್ನುಳಿದ ಭಾಗಕ್ಕೆ ಖರೀದಿಯ ಮೂಲಕ ವ್ಯವಹಾರಗಳು ತಮ್ಮ ಶ್ರಮಕ್ಕೆ ಅನುಗುಣವಾಗಿ ಆದಾಯವನ್ನು ಪಡೆಯುತ್ತರೆ.

    ಇಂದಿನ ಗಣಕಯಂತ್ರ ಯುಗದಲ್ಲಿ ಸರ್ವೇಸಾಮಾನ್ಯವಾಗಿ ಕೇಳಿಬರುವ “ಆಂಟಿ-ವೈರಸ್” ಅನ್ನು ಇದೇ ಪ್ರತಿಕೃತಿಯ ಮೂಲಕ ಮಾರುವುದನ್ನು ಕಾಣುತ್ತೇವೆ. ಇದರಂತೆ, ಆಂಟಿ-ವೈರಸ್ ಕಂಪನಿಗಳು – ಕೆಲವು ಸಂದರ್ಭಗಳಲ್ಲಿ ೪೫ ದಿನಗಳ ಉಚಿತ ಉಪಯೋಗಕ್ಕೆಂದು ಕೊಟ್ಟು ನಂತರ ಉಪಯೋಗಿಸ ಬೇಕೆಂದರೆ ಖರಿದಿಸಿ ಉಪಯೋಗಿಸುವಂತೆ ನೋಡಿಕೊಳ್ಳುತ್ತಾರೆ. ಇನ್ನೊಂದು ವಿಧಾನದಲ್ಲಿ, ಕೆಲವೇ “ಫೀಚರ್ಸ್”(ಗುಣ-ಲಕ್ಷಣ) ಗಳನ್ನು ಉಚಿತವಾಗಿ ನೀಡಿ, ಪೂರ್ತಿಯಾದ ಗುಣ-ಲಕ್ಷಣಗಳ ಪ್ರಯೋಗ ಮಾಡಬೇಕಾದಲ್ಲಿ ಖರೀದಿಸ ಬೇಕಾಗುತ್ತದೆ.

    ಈ ಪ್ರತಿಕೃತಿಯ ಮೂಲಕ, ಸಂಭಾವಿ ಗಿರಾಕಿಗಳು ತಾವು ಖರೀದಿಸಲೆಂದು ಆಲೋಚಿಸುತ್ತಿರುವ ವಸ್ತುವು ಭರವಸೆಗೆ ಯೋಗ್ಯವಿರುವುದೋ ಇಲ್ಲವೋ, ಅದರ ಗುಣಮಟ್ಟವನ್ನು ಪರೀಕ್ಷಿಸಿ ಮತ್ತೆ ಖರೀದಿಸ ಬಹುದು. ಖರೀದಿಸಲೆಂದಿರುವ ವಸ್ತುವಿನ ಮಾರಾಟಗಾರಿಕೆಯಲ್ಲೂ ಈ ಪ್ರತಿಕೃತಿಯು ಬಹು ಸಹಾಯಕಾರಿಯಾಗಿದೆ. ಗಾಹಕರ ಅನುಭವದಿಂದ ಅವರಲ್ಲಿ ಬೆಳೆಯುವ ನಂಬಿಕೆಯೇ ಈ ವ್ಯವಹಾರ ಪ್ರತಿಕೃತಿಯ ಸಫಲತೆಯ ರಹಸ್ಯ.

  • Business Model – Freemium Model

    Continuing in our discussion on business models, Direct Sales being the last one; today we deal with one of the most common model we see in the software world – It is what we called Freemium.

    The term “freemium” is a collation of two words – free and premium. This name beautifully summarizes what this model is all about. Simply it is says make something free and as the customer asks for more features and modifications charge a premium for it.

    One of the glaring examples for this is the anti-virus software that we find today. Most anti-virus are offered for free for a specified period of time say 45 days, and on completion the user would need to purchase it. Another variant of the freemium is to give a basic version of the software with limited essential features, and the additional features would be enabled on paying for the license.

    This business model would work best when you are trying give the prospective customer a chance a feel of your product. This is a showcase to the customer and sometime also helps not just get the sale but in early phases of release can be used for reviewing the features etc. In some cases this also shows the confidence the developing company has in its product!

    Use this technique to win your customer’s appreciation based on your product’s strength.

    Read in Kannada: http://somanagement.blogspot.com/2011/03/blog-post_09.html

  • ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆ ಚರ್ಚೆ – ೪

    ಮುಂಚಿನ ಅಂಕಣದಿಂದ ಮುಂದುವರೆದು, ಇಂದಿನ ಅಂಕಣದಲ್ಲಿ ಇನ್ನೊಂದು ನಿಯಮವನ್ನು ತಿಳಿದುಕೊಳ್ಳೋಣ. ಹಿಂದಿನ ಉದಾಹರಣೆಯಂತೆಯೇ ಇಲ್ಲಿಯೂ ನಿಂಬೆಹಣ್ಣನ್ನು ಬಳಸಿಕೊಳ್ಳೊಣ.

    ನಿಂಬೇಹಣ್ಣಿನ ವರ್ತಕನು, ಕಳೆದಬಾರಿಯ ದುಬಾರಿ ಆದಾಯವನ್ನು ಗಮನಿಸಿ; ಈ ಬಾರಿಯು ಅಂತೆಯೆ ಆದಾಯದಲ್ಲಿ ಹೆಚ್ಚಳ ಸಿಗಬಹುದೆಂದು, ಹೆಚ್ಚಿನ ಪ್ರಮಾಣದಲ್ಲಿ ನಿಂಬೆಹಣ್ಣನ್ನು ಮಾರುಕಟ್ಟೆಗೆ ತಂದನು. ಇಡೀ ದಿನ ವ್ಯಾಪಾರಕ್ಕೆಂದು ಕೂತರೂ, ಯಾವುದೇ ವ್ಯಾಪಾರವೂ ಕುದುರಲಿಲ್ಲ. ವರ್ತಕನು ತಂದಿರುವ ನಿಂಬೆಹಣ್ಣನ್ನು ಹಿಂದಕ್ಕೆ ಒಯ್ಯುವ ಬದಲಾಗಿ ಅಂದೇ ಮಾರುವ ನಿಶ್ಚಯ ಮಾಡಿ, ನಿಂಬೆಹಣ್ಣಿನ ಬೆಲೆಯನ್ನು ₨೩.೦೦ ಇಳಿಸಿ ₨೧.೫೦ ಎಂದು ಮಾಡಿದನು. ಇದನ್ನು ಕಂಡು ಅಧಿಕ ಬೆಲೆಯಿಂದಾಗಿ ಹಿಂಜರಿತಿದ್ದ ಗ್ರಾಹಕರು ನಿಂಬೇಹಣ್ಣನ್ನು ಖರೀದಿಸಲು ಪ್ರಾರಂಭಿಸಿದರು.

    ಈ ಮೇಲ್ಕಂಡ ಸ್ಥಿತಿಯನ್ನು ಕೂಲಂಕುಷವಾಗಿ ಗಮನಿಸಿದಾಗ; ಬೇಡಿಕೆ ಮತ್ತು ಪೂರೈಕೆಯ ಮಹತ್ವದ ಇನ್ನೊಂದು ನಿಯಮ ಹೊರಬರುತ್ತದೆ – ಪೂರೈಕೆಯು ಒಂದೇಮಟ್ಟದಲ್ಲಿದ್ದು, ಬೇಡಿಕೆಯು ಕಮ್ಮಿಯಾದಲ್ಲಿ, ಸಮಾನಂತರ ಬೆಲೆಯು ಇಳಿಮುಖ ವಾಗಿರುತ್ತದೆ.

  • Supply and Demand Series – 4

    Continuing form the point where we left in the earlier discussion on Demand and Supply, we will tweak with the scenario to create the following situation. We would again deal with the lemon vendor.

    Let take the following situation: the last time the vendor visited the market, he had a lot people asking for lemons, so with that in mind he gets along with him a greater quantity of lemons than the previous time. As he set up the stall and set the board Rs 3 per lemon, and began waiting for customers to buy his lemons, he found that there was less number of customers turning up. He waited the whole day, and post lunch, he began giving a rebate, put up a board which read Rs 1.5/- per lemon. The number of consumer no increased!

    Let’s have a look at what actually happened. The lemon vendor went took the earlier experience and got along with him a large but fixed quantity of lemons. He probably pitched the price point based on his earlier experience at Rs 3/- per lemon. But as the day progressed, not many lemons moved; we any way had to get at least some sales else he would need to take the stock back home. With this in mind he decides to reduce the price and see if the number of people who would purchase the lemons increases. This thought gets him to reduce the price and there by increase sale. Since the sale and the price were lower this time, the vendor would try to reduce the quantity he would get for selling also at that price.

    This point is summarized by the variant of Demand and Supply rule as – If demand decreases and supply remains unchanged, then it leads to lower equilibrium price and also quantity.

    Read in Kannada: http://somanagement.blogspot.com/2011/03/blog-post_4535.html

  • ಮುಖಂಡತ್ವ ಮತ್ತು ವ್ಯವಸ್ಥಾಪನೆ

    ಸಾಂಪ್ರದಾಯಿಕವಾಗಿ, ಮುಖಂಡತ್ವ ಮತ್ತು ವ್ಯವಸ್ಥಾಪಕನನ್ನು ಈ ಎರಡು ಪದಗಳ ಅಂತರವನ್ನು
    • ಪ್ರೇರಣೆಯ ವಿಧಿ
    • ಆಡಳಿತ ಆಯಕಟ್ಟು
    ಗಳಿಂದ ವಿವರಿಸಲಾಗುತ್ತದೆ.

    ಇದರಂತೆ, ಸಾಮಾನ್ಯವಾಗಿ ನೇತಾರನಾದವನು ಜನಪರವಾಗಿದ್ದರೆ, ವ್ಯವಸ್ಥಾಪಕನು ಕಾರ್ಯಪರವಾದ ನಿರ್ಧಾರಗಳನ್ನು ತೆಗೆದುಕೊಳ್ಳುವರು. ಆದರೆ ಇಂದಿನ ಜ್ಞಾನದ ಜಗತ್ತಿನಲ್ಲಿ, ಮುಖಂಡತ್ವ ಮತ್ತು ವ್ಯವಸ್ಥಾಪಕವು ತಮ್ಮ ತಮ್ಮ ಪರಿಮಿತಿಗಳಿಂದ ಹೊರಗೆ ಹೋಗಿ ಸಕ್ರಿಯವಾಗಿ ಒಂದರೊಳಗೆ ಇನ್ನೊಂದು ಲೀನವಾಗುತ್ತಿದೆ. ನಾಯಕರು ತಮ್ಮ ಕಾರ್ಯ ಕ್ಷಮತೆಯನ್ನು ಹೆಚ್ಚಿಸಲು ವ್ಯವಸ್ಥಾಪಕ ಸಿದ್ದಾಂತಗಳನ್ನು ಅಳವಡಿಸಿಕೊಳ್ಳಬೇಕಾಗುತ್ತದೆ, ಅಂತೆಯೇ, ವ್ಯವಸ್ಥಾಪಕರೂ ಸಹ ತಮ್ಮ ಸಹೋದ್ಯೋಗಿಗಳಿಂದ ಕಾರ್ಯಸಾಧಿಸಲು ತಮ್ಮದೇ ಆದ ನಾಯಕತ್ವದ ಶೈಲಿಯನ್ನು ಅಳವಡಿಸಿಕೊಳ್ಳಬೇಕಾಗುತ್ತದೆ.
    ನಾಯಕತ್ವದ ಶೈಲಿಯು ನಾಯಕನಿಂದ ನಾಯಕನಿಗೆ ವಿಭಿನ್ನವಾಗಿರುತ್ತದೆ, ಇದರಂತೆಯೇ ವ್ಯವಸ್ಥಾಪಕನೂ ತನ್ನದೆಯಾದ ಶೈಲಿಯನ್ನು ಅಳವಡಿಸಿ, ತನ್ನ ಅಧೀನರಾಗಿರುವ ನೌಕರರನ್ನು ಹುರಿದುಂಬಿಸಿ, ಸ್ವಯಂಪ್ರೇರಣೆಯಿಂದ ಕಾರ್ಯವನ್ನು ಸಾಧಿಸುವಂತೆ ಸ್ಪೂರ್ತಿಯನ್ನು ತುಂಬಬೇಕು.ಈ ರೀತಿಯಲ್ಲಿ ಸ್ವಯಂಪ್ರೆರಿತ ನೌಕರರು ಸಾಧಿಸುವ ಕಾರ್ಯ, ಅಧಿಕಾರದಿಂದ ವ್ಯವಸ್ಥಾಪಕನು ಹೇಳಿದ ಕಾರ್ಯಕ್ಕಿಂತಲೂ ಹಿರಿದಾಗಿರುವುದು ಖಚಿತ.

    ಇಂದಿನ ಕಂಪನಿಗಳಲ್ಲಿ ಕಾರ್ಮಿಕರ ಸವಕಳಿಗೆ ಅವರನ್ನು ನೋಡಿಕೊಳ್ಳುತ್ತಿರುವ ವ್ಯವಸ್ಥಾಪಕರು ಅಥವಾ “ಟೀಮ್ ಲೀಡ್ಸ್” ಬಹು ಮುಖ್ಯ ಕಾರಣವಾಗಿರುತ್ತಾರೆ. ಕಾರ್ಮಿಕರನ್ನು ಸರಿಯಾಗಿ ಅರ್ಥಮಾಡಿಕೊಂಡು, ಅವರನ್ನು ಹುರಿದುಂಬಿಸಿ ಕಾರ್ಯ ಸಿದ್ಧಿಯತ್ತ ಪ್ರೇರಿಸುವುದು ಈ ಜ್ಞಾನಾಧಾರಿತ ಜಗತ್ತಿನಲ್ಲಿ ಅತೀ ಮುಖ್ಯ.

  • Leadership and Management

    Traditional thought on Leadership and Management distinguishes the two aspects:
    • Motivational style
    • Formal structure
    The general belief is that Leaders lead people while managers manage tasks. In the knowledge society that we operate out of today, Leadership and Management have by passed their boundaries and are very close terms with a great dynamism. Today, Leaders need to have management skills to handle resources for the purpose, and Managers need to adapt their own style of leadership to effectively encourage and charge their team members to the particular objective.
    Leadership styles vary with the leader; one might have varied focus in their leadership style – people or process, transactional or transformational, democratic or dictatorial etc. Mangers, whose scope of operation was initially limited to marshaling the available resources and keep things afloat can no longer be said to be the need of the day; managers need to understand their team well, the strength and weakness of the members etc.
    Motivated team members achieve more than, just incentive lead mechanism of task completion. The manager today needs to align the interest of the team members and get them to volunteer for the purpose of the group. A manager who fails to motivate and drive the interest of the team members would not just be a failure in his role but also be detrimental to the company’s prospects.
    It is a well acknowledged fact that a major cause of attrition in today’s industry is the immediate boss. The team member would always look up to his/her immediate boss for suggestions, or encouragement in a work scenario and when that is missing it leads not just to dissatisfaction but also to failure of the team structure. Companies today need to ensure that the first level managers understand their task pretty clearly and encourage them to lead and not just limit themselves to manage their resources.