IBA

Santa Singh and Banta Singh were always boasting of their parents
achievements to each other.
Santa Singh : Have you ever heard of the Suez Canal?
Banta Singh : Yes I have. Santa Singh : Well, my father dug it.
Banta Singh : That's nothing, have you ever heard of Dead Sea? Santa Singh : Yes I have.
Banta Singh : Well, my father killed it.

Once Banta Singh attended an Interview.
Interviewer : Give me the opposite words.
Banta Singh : Ok
Interviewer : Made in India
Banta Singh : Destroyed in Pakistan
Interviewer : Keep it Up
Banta Singh : Put it Down
Interviewer : Maxi Mum
Banta Singh : Mini Dad
Interviewer : Enough! Take your Seat
Banta Singh : Don't take my seat
Interviewer : Idiot! Take your Seat
Banta Singh : Clever! Don't take my Seat
Interviewer : I say you get out!
Banta Singh : You didn't say I come in
Interviewer : I reject you!
Banta Singh : You Appoint me Interviewer: ........!!!!!!!

Have you ever watched kids
On a merry-go-round?
Or listened to the
rain
Slapping on the ground?
Ever followed a butterfly's erratic flight?
Or gazed at the sun into the fading night?
You better slow down
Don't dance so fast.
Time is short.
The music won't last.
Do you
run through each day
On the fly?
When you ask How are you?
Do you
hear the reply?
When the day is done
Do you lie in your bed
With the
next hundred chores
Running through your head?
You'd better slow down

Don't dance so fast.
Time is short.
The music won't last.

Ever told your child,
We'll do it tomorrow?
And in your haste,
Not see his sorrow?
Ever lost touch,
Let a good friendship die
Cause you never had time
To call and say,"Hi"
You'd better slow
down.
Don't dance so fast.
Time is short.
The music won't last.
When you run so fast to get somewhere
You miss half the fun of getting
there.
When you worry and hurry through your day,
It is like an unopened
gift....
Thrown away.
Life is not a race.
Do take it slower
Hear
the music
Before the song is over.

No surely not.... "Mariam" nay koi band nahi bajaya... i mean banaya hey... its a slide from her shows starting "RocKING", that is onair now a days on TV1, chalooo class fellow k chacker main hi check ker lo TV1 ko...

& i think Farooqi ka show bhi pipe line main hey....

So m thinking of getting my Autograph book signed, [ is say pehlay k hamri class k clebs k bharm ho jain... :) ]

waisay i feel like k most people would b knowing tht
already... [u know excitment of the clebs :-P] but any how its officialy on
class board now :) !

CHAPTER ONE 1.1 BACKGROUND OF STUDY The function of Leadership – the number one responsibility of a leader is to catalyze a clear and shared vision for the company and to secure commitment to and vigorous pursuit of that vision. As we discussed earlier, this is a universal requirement of leadership, and no matter what your style, you must perform this function. Why is visioning and mission statements so important? What exactly is a vision and a mission statement? And how do we go about setting them? Answering these questions is the essence of this project work. The writer hopes to inspire its readers to put “catalyze a shared vision” as its number one priority. I will present the “Collins-Porras Vision Frame work” – a useful, concrete framework that removes the fuzziness that surrounds the topic yet, at the same time, preserves the magic or spark that’s an essential quality of Vision. Throughout this project I will provide specific pointers on the process of catalyzing a shared vision, I’ll like to provide you a quick snapshot of the overall structure that. Figure 1.1 STRATEGY STRATEGY TACTICS TACTICS Figure 1.1 shows the basic flows: you begin with Vision; move to strategy, and then to tactics. It also shows that vision is composed of three basic parts: core values and beliefs, purpose, and mission. I will explain each of these parts later in the chapter, and give many examples. But first I will explain why an organization should take on the challenging task of setting a vision. Instilling an organization with a lasting corporate vision is a challenging task. As one manager told me, “By asking me to do this you’re setting the bar at a very high level. The purpose of this study therefore, is to ascertain the role which corporate vision and mission statements plays in the overall performance of an organization. 1.2 DEFINITION OF PROBLEM The ability of organizations to formulate a clear strategy can be most tasking for the modern managers. And often times this puts to test the competencies and managerial capabilities of the leader of an organization. There are thousands of pages in management literature written about strategy. Strategic Management is a required course at most business schools. Large consulting firms build client lists by selling “strategy solutions”. There is good reason for this: sound strategy is essential to attaining greatness. But think for a minute about the word strategy. What does it really mean? Strategy is how one intends to go about attaining a desired end. It is the means to an end. Thus, it is wholly impossible to have an effective strategy unless you are clear absolutely clear about what the end point is. Strategy is a path to attaining your vision. Knowing how to get “there” is impossible if you can’t articulate what “there” is. Most companies let crises, firefights, and tactical decisions drive the company. We refer to this as “tactics-driving strategy”. Vision should drive strategy and strategy, in turn, should drive tactics, not the other way around. This may seem obvious and the reader may be wondering why the writer is harping on it. However, its practice is also extraordinarily rare. I’ve noticed that in my short career that in almost every company (including my present organization) with significant organizational problems, one of the root difficulties is the lack of a clear vision. As I write this thesis we have a group of consultants in-house at my company helping us out with a corporate vision. Meanwhile we have a strategy for the organization but no clear picture of what we hope to achieve or where we are headed. I hope the outcome of visioning going on in my organization right now will form the basis for a future work. 1.3 OBJECTIVE OF STUDY Vision isn’t necessary to make money; you can certainly create a profitable business without it. There are plenty of people who have made a lot of money, yet had no compelling vision. But if you want to do more than just make a lot of money – if you want to build an enduring, great company – then you need a vision. If the historical evolution of great companies was examined closely – companies like IBM, L.L. Bean, Hewlett-Packard, Mckinsey & Company, Sony, McDonald, NIKE, Disney among others you will find that at some point, while the company was still relatively small, key leaders instilled a compelling vision into the organization. 1.4 SIGNIFICANCE OF STUDY In view of the great importance that a clear vision and mission statement plays in the overall performance of an organization and the last legacy the presence of such visions leave in an organization a sound and well articulated vision is a basic pre-requisite for an organization that desires to be great and stay above board. This study will be useful to various managers and entrepreneurs of both big and small organizations who are saddled with the responsibility for steering the course of their businesses and ensuring the leave an institution that will survive them and stand the test of time. Though these managers may be acquainted with visioning and mission statements, this study may add more to their knowledge of this topic or even raise questions which may create room for further research. 1.5 BASIS OF COMPARISON In as much as one realizes that no attempt to compare the performance of business can provide absolute answers, however relative insight can be gained as the process of coming up with a Vision, Mission statement and a Strategy can vary from organization to organization. It is therefore reasonable that comparisons should be made between companies with a clear vision and companies without a vision. This writer believes is the only way the reader can fully comprehend and appreciate the impact that visioning makes on an organization. 1.6 SYNOPSIS This work is structured in such a way that Chapter one dealt with the introduction of the research, objective and significance of study, definition of problem and also basis of comparison. Chapter two dwells on the literature review and theoretical framework of the research. Chapter three deals with research methodology focusing mainly on system of research. Chapter four has its main thrust on data presentation and Analysis and finally chapter five is a brief summary, conclusion and recommendation. REFERENCES 1. Vincent, D.R: (1998, March-April). Understanding Organisational Power. Journal of Business Strategy, pp. 9, 40-44. 2. Carlson, F.P: (1990, May-June). The long and short of strategic planning. Journal of Business Strategy. pp. 11, 15-19 3. Shapiro, B.P: (1988, November-December). What the hell is market-oriented? Havard Business Review, 66, 119-125. CHAPTER TWO 2.1 LITERATURE REVIEW Various researches have been carried out on the different aspect of this study, “Impact of Corporate Vision and Mission on an Organization”. Among these researches are those done by Edward O. Welles, Harold Evans, Richard Barrett, Gregory G. Dess among others. Richard Barrett (1998), while writing on “Creating Vision, Mission and Values” recognized that a well-designed vision, mission and values statements are essential for building strong, positive corporate cultures and giving an organization a strategic direction and purpose. The “Four Why’s” process creates inspirational vision, mission and values statements that address the motivations of employees, customers and society-at-large. The vision statement describes how the organization will find fulfillment. The mission statement declares the organization’s core business and sets out its intentions with regards to meeting stakeholders needs. The values create a code of behavioral principles that support the mission and vision and build a cohesive culture. The “Four Why’s” process offers several advantages over traditional methods: 1. It separates the internal motivation from the external motivation of the organization.

From: http://www.findfreeessays.com/show_essay/30385.html

[from: http://hotdogs.diary-x.com/ ]

Oh Sinnerman, where you gonna run to?
Sinnerman, where you gonna run to?
Where you gonna run to?
All along dem day

Well I run to the rock, "please hide me"
I run to the rock,"please hide me"
I run to the rock, "please hide me, Lord"
All along dem day

But the rock cried out, "I can't hide you"
The rock cried out, "I can't hide you"
The rock cried out, "I ain't gonna hide you guy"
All along dem day

I said, "Rock, what's a matter with you rock?"
"Don't you see I need you, rock?"
Lord, Lord, Lord
All along dem day

So I run to the river, it was bleedin'
I run to the sea, it was bleedin'
I run to the sea, it was bleedin'
All along dem day

So I run to the river, it was boilin'
I run to the sea, it was boilin'
I run to the sea, it was boilin'
Along dem day

So I run to the Lord, "please hide me Lord"
"Don't you see me prayin'?"
"Don't you see me down here prayin'?"

But the Lord said, "go to the devil"
The Lord said, "go to the devil"
He said, "go to the devil"
All along dem day

So I ran to the devil, he was waitin'
I ran to the devil, he was waitin'
Ran to the devil, he was waitin'
All on that day

I cried -
POWER!!!!!!!
(Power to da Lord)

Bring down,
(Power to da lord),

POWER!!!
(power to da lord)

Oh yeah, Woh yeah, Woh yeah

Well I run to the river, it was boilin'
I run to the sea, it was boilin'
I run to the sea, it was boilin'
All along dem day

So I ran to the Lord
I said, "Lord hide me, please hide me"
"please help me"
Along dem day

He said, "child, where were you
when you oughta been prayin'?"
I said,"Lord, Lord, hear me prayin'"
Lord, Lord, hear me prayin'
Lord, Lord, hear me prayin'"
All along dem day

Sinnerman you oughta be prayin'
Oughta be prayin', Sinnerman
Oughta be prayin',
All on that day

I cried -

POWER!!!!!!!
(Power to da Lord)

Go down
(Power to da Lord)

POWER!!!!!!!
(Power to da Lord)

Power, Power, Lord

Don't you know I need you Lord
Don't you know that I need you
Don't you know that I need you

Power, Lord!

http://www.offroadpakistan.com/forums/viewtopic.php?pid=415
http://www.indiantelevision.com/mam/headlines/y2k5/aug/augmam66.htm
http://www.sindh.gov.pk/Business_and_investment/investment_0.htm

yesterday bulkering through... gone through this post
on the other window was checking out the wikipedia, a intresting ensyclopedia... just checked out the friendship page... :P

Friendship is a type of interpersonal relationship that is found among humans and among animals with rich intelligence, such as the higher mammals and some birds. Cross-species friendships are common between humans and domestic animals. Less common but still of note are friendships between an animal and another animal of a different species, such as a dog and cat.

Individuals in a friendship relationship will generally welcome each other's company and often exhibit mutually helping behavior. Friendship is generally considered to be a closer personal relationship than an acquaintanceship, although there are a range of 'degrees of intimacy' in both friendships and acquaintances. For most people, there is an overlap between friends and acquaintances.

Friendship is a topic of study of sociology, anthropology and zoology. Various theories of friendship have been proposed, among which are social psychology, social exchange theory, equity theory, relational dialectics, and attachment styles.
______________________________________________
ha !

http://www.nostalgiacentral.com/features/20moviethings.htm

Momentarily - As you come into land at an American airport and the announcement says that you will be landing momentarily, look around to see if anyone is sniggering. That will be the Brits! I never did figure out why they say this. Momentarily to us means that something will only happen for an instant - a very short space of time. So if the plane lands momentarily will there be enough time for anyone to get off? Weird!