A Project study Report On

Role of Corporate Strategy in Retail

Developed by Name: Vikas Bhatia Reg. No.:

Strategy of Jack Welch on Wining in GE

Batch code Start date: 23/3/11 Name of coordinator : Name of student : : : End date: 15/4/2011 Bipin Basil Vikas Bhatia April.15, 2011

Date of submission :

Winning Strategy Of Jack Welch

Contents Topics
Preface Acknowledgment Executive Summary Introduction of Jack Welch Missions and Values Condor Differentiation Voice and Dignity Leadership Hiring People Management Parting Ways Change Crisis Management Strategy Budgeting Organic Growth Mergers and Acquisitions

Page No.
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Six Sigma The Right Job Getting Promoted Hard Spots Work Life Balance Annexure

46 47 49 51 53 55

Preface

Retailing is a distribution channel function where one organization buys products from supplying firms or manufactures the product themselves, and then sells these directly to consumers. A retailer is a reseller (i.e., obtain products from one party in order to sell to another) from which a consumer purchases the product. In the majority of retail situations, the organization from which a consumer makes purchases is a reseller of products obtained from others and not the product manufacturer. The recent years have witnessed a rapid transformation and vigorous profit in Indian retail stores across various categories. This can be contemplated as a result of the changing attitude of Indian consumers and their overwhelming acceptance to modern retail formats. Asian markets witness a shift in trend from traditional retailing to organized retailing driven by the liberalizations on Foreign Direct Investment. Indian organized retail market is growing at a fast pace due to the boom in the Indian retail industry. In 2005, the retail industry in

India amounted to Rs.10,000 billion accounting for about 10% to the countrys GDP. The organized retail market in India out of this total market accounted for Rs.350 billion which is about 3.5% of the total revenues. Retail market in the Indian organized sector is expected to cross Rs.1000 billion by 2010. Here in this project we are going to study the retail strategy formulated by corporate giant Jack Welch He gives various examples regarding this in his book Winning which we are going to learn.

Acknowledgement
Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits. Since Welch retired in 2001 as chairman and chief executive officer of GE, he has traveled the world, speaking to more than 250,000 people and answering their questions on dozens of wideranging topics. Inspired by his audiences and their hunger for straightforward guidance, Welch has written both a philosophical and pragmatic book, which is destined to become the bible of business for generations to come. It clearly lays out the answers to the most difficult questions people face both on and off the job. Welch's objective is to speak to people at every level of an organization, in companies large and small. His audience is everyone from line workers to MBAs, from project managers to

senior executives. His goal is to help everyone who has a passion for success. Welch begins Winning with an introductory section called "Underneath It All," which describes his business philosophy. He explores the importance of values, candor, differentiation, and voice and dignity for all. The core of Winning is devoted to the real "stuff" of work. This main part of the book is split into three sections. The first looks inside the company, from leadership to picking winners to making change happen. The second section looks outside, at the competition, with chapters on strategy, mergers, and Six Sigma, to name just three. The next section of the book is about managing your careerfrom finding the right job to achieving work-life balance. Welch's optimistic, no excuses, get-it-done mind-set is riveting. Packed with personal anecdotes and written in Jack's distinctive no b.s. voice, Winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change the way people think about work.

Executive Summary

Winning was written for the sole purpose of answering questions about business and management. Over the past years Jack Welch has received thousands of questions from business owners, HR directors, team managers, and employees alike. After visiting such people in many parts of the world, Jack has decided to put all the answers into one book. Many questions that have been asked started during an autobiography tour in 2001 and 2002. As former CEO of GE Jack has a reputation of winning and many look up to him for his insight. Armed with a unique perception of business and how a company should be run, Mr. Welch takes on the simple yet hardest questions relating to business practices. The book is divided up into four main parts; underneath it all, your company, your competition, and your career. Each section covers a different category of questions attempting to shed light on the gray area of business decisions.

In Jack Welch latest book Winning (Welch), he attempts to answer questions relating to how businesses should adapt organizational behavior techniques. Kreitner and Kinicki have written the text book called Organizational Behavior (OB). OB
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writes the rules and Welch breaks them. Both battle it out to decide what is the best way to take on the organizational disarray of todays business. Here they will battle out how motivation, goals, six sigma, and change should be implemented in businesses and groups around the world.

Before the bell dings, it is important to go over some major themes of Welch book. The four major sections are; underneath it all, your company, your competition, and your career. Welch starts the discussion off with the distinction of mission and values. Mission answers the question how are we going to win in this business (Welch, 2005). Welch believes that each one of his businesses must be...

Introduction of Jack Welch

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John Francis "Jack" Welch, Jr. (born November 19, 1935) is an American chemical engineer, business executive, and author. He was Chairman and CEO of General Electric between 1981 and 2001. During his tenure at GE, the company's value rose 4000% and was the most valuable company in the world for a time. In 2006 the Welch net worth was estimated at $720 million. Jack Welch was born in Peabody, Massachusetts to John, a Boston & Maine Railroad conductor, and Grace, a homemaker. Welch attended Salem High School and later the University of Massachusetts Amherst, graduating in 1957 with a Bachelor of Science degree in chemical engineering. While at university he

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was a member of the Alpha chapter of the Phi Sigma Kappa fraternity. Welch went on to receive his M.S. and PhD at the University of Illinois at Urban Campaign in 1960. Welch joined General Electric in 1960. He worked as a junior chemical engineer in Pittsfield, Massachusetts, at a salary of $10,500 annually. While at GE, he blew off the roof of the factory, and was almost fired for doing so.[5] Welch was displeased with the $1,000 raise he was offered after his first year, as well as the strict bureaucracy within GE. He planned to leave the company to work with International Minerals & Chemicals in Skokie, Illinois. Welch was named a vice president of GE in 1972. He moved up the ranks to become senior vice president in 1977 and vice chairman in 1979. Welch became GE's youngest chairman and CEO in 1981, succeeding Reginald H. Jones. By 1982, Welch had dissembled much of the earlier management put together by Jones.

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Role of Corporation Strategy in terms of Winning:-

Mission and values

My Comments

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Jack uses mission like Joel Barker uses vision; as a focal point for everything the organization does. Recognized as Entrepreneur of the Century. Welch obviously was adept at integrating culture (values and mission) and business strategy to create a focused effort. His book is easy reading, direct and practical so any entrepreneur or business manager can integrate his concepts into their business. If you get a chance to see him live do so.

Setting the mission Setting the mission is the top management responsibility. A mission cannot be delegated to anyone except the people ultimately held accountable for it.

Treating the Customer They treat customer the way they wanted to be treated. Here are the one or more techniques to treat customer according to the corporate strategy.:

Never let profit center conflicts get in the way of doing what is right for the customer.

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Give customers a good, fair deal. Great customer relationships take time. Do not try to maximize short-term profits at the expense of building those enduring relationships.

Always look for ways to make it easier to do business with us. Communicate daily with your customers. If they are talking to you, they cant be talking to a competitor. Dont forget to say thank you.

Values Create values: People must be able to use them as marching orders because they are the how of the mission, the means to the end winning. In contrast to the creation of a mission, everyone in a company should have something to say about values.

Integrating Mission & Values

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A concrete mission is great. And values that describe specific behaviors are too. But for a companys mission and values to truly work together as a winning proposition, they have to be mutually reinforcing.

Condor

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The Biggest Dirty Little Secret In Business

In order to get ahead, you need great ideas - lots of great ideas. To get the best ideas, turn your business into an idea machine. Nurture a constant flow of ideas from every level of your organization - not just your top managers. The only way to foster such idea-sharing is to develop a culture of candor, where people aren't afraid to speak their minds. Reward them for their candor, even if it makes themselves and others - yes, you - look bad. Favorite Quote: "...I would call lack of candor the biggest dirty little secret in business." Lack of condor blocks smart ideas, fast action, and good people contributing all the stuff they have got. It is a killer. The Condor effect Lets look how candor leads to winning there are three main ways.: First and foremost, candor gets more people in the conversation, and when you get more people in conversation, to state the obvious, you get idea rich.

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Second, candor generates speed. When ideas are in everyones face, they can be debated rapidly, expanded and enhanced, and trusted upon. That approach- surface, expanded, debate and decide. isnt just an advantage its necessary for global marketplace.

Third candor cuts costs-lots-although you will never be able to put a precise number on it. Just think of how it eliminates meaningless meetings and reports that conform that everyone knows you.

What Can be done? To get a candor, you reward it, praise it, and talk about it. Most of all, you yourself demonstrate it in an exuberant and even exaggerated way.

Differentiation
Cruel and Darwinian?

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Try Fair and Effecttive In professional sports, athletes who perform best are rewarded lavishly. Those who don't play well are paid the minimum salary and eventually fired. Businesses should operate the same way. It may seem cruel and Darwinian, but in the long run, people are happier doing what they're good at. If they're not excelling, you're ultimately doing them a favor by moving them out of an environment where they know they're a drag on the organization. They'd be happier some place else.

Differentiation Defined Basically, differentiation holds that a company has two parts, software and hardware. Software is simpleits your people. Hardware depends. If you are a large company, your hardware is made up of the different businesses in your portfolio. If you are smaller, your hardware is your product lines.

Managing the People

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Its a process that requires managers to assess their employees and separate their performance into three categories: top 20 percent, middle 70, and bottom 10. Thenand this is the keyit requires managers to act on that distinction. I emphasize the word act because all managers naturally differentiatein their heads. But very few make it real. Differentiation is about managers looking at the middle 70, identifying people with potential to move up, and cultivating them. But everyone in the middle needs to be motivated and made to feel as if they truly belong. You do not want to lose the vast majority of your middle 70 you want to improve them. As for the bottom 10 percent, and there is no sugarcoating this- they have to go. I didnt invent differentiation! I learned it on the playground when I was a kid.

When people differentiation is real, the top 20 percent of employees are showered with bonuses, stock options, praise, love, training and a variety of rewards. There can be no mistaking the stars at a company that differentiates. They are the best and are treated that way.

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Voice and Dignity

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Every Brain in the game Know what you believe I mention it because it is the hinge for every principle you have just read about- mission and values, condor and differentiation. The belief is this: every person in the world wants voice and dignity, and every person deserves them. By voice, I mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture. By Dignity I mean people inherently and instinctively want to be respected for their work and effort and individually. If youve just read the above and said, Well, obviously, then fine. I am assuming that most people are having that response. And may be the belief in voice and dignity doesnt even need to be stated, it is so widely accepted and its importance is so selfevident. But I have been surprised over the past couple of years of how often I end up coming back to this value when I talk about winning.

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In all I must explain the strategy that some people have better ideas than others: some are smarter or more experienced or more creative. But everyone should be heard and respected.

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Leadership
Its Not Just About You Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. What Leaders Do: Jacks 8 Rules Rule1:- Leaders relentlessly upgrade their team, using every encounter as an opportunity to Rule2 :- Evaluate, coach, and build self-confidence. Rule3 :- Leaders make sure people not only see the vision, they live and breathe it. Rule4:- Leaders get into everyones skin, exuding positive energy and optimism. Rule5:- Leaders establish trust with candor, transparency, and credit. Rule6:-Leaders have the courage to make unpopular decisions and gut calls. Rule7:-Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action.

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Rule8:-Leaders inspire risk taking and learning by setting the example. Rule9:-Leaders celebrate.

As a leader, emphasize the companys vision and direction so everyone knows it in their sleep. Talk about it with everyone until you become sick of hearing yourself talk. Tie it into money, bonuses, security and promotions. Leadership is challenging- all those balancing acts, all the responsibility, all that pressure. Underneath, you would surely see that the best care passionately about their people- about their growth and success.

Hiring
What Winners Are Made Of

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Nothing matters more in winning than getting the right people on the field.

The Acid Tests The first test is for integrity. The second test is for intelligence. The third test is for maturity.

The 4-E (And 1-P) Framework The first E is positive energy. The second E is the ability to energize others. The third E is edge, the courage to make tough yes-or-no decisions. Which leads us to the fourth E-execute-the ability to get the job done. If a candidate has the four Es, then you look for that final Ppassion.

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Hiring For The Top The first characteristic is authenticity. The second characteristic is the ability to see around corners. The third characteristic is a strong penchant to surround themselves with people better and smarter than they are. The fourth characteristic is heavy-duty resilience.

People Management
You Have Got The Right Players Now What? People management covers a wide range of activities, but it really comes down to six fundamental practices.

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Practice1:- Elevate HR to a position of power and primacy in the organization, and make sure HR people have the special qualities to help managers build leaders and careers. In fact, the best HR types are a combination of pastor and parent in the same package. Practice2:- Use a rigorous, no bureaucratic evaluation system, monitored for integrity with the same intensity as Sarbanes-Oxley Act compliance. Practice3:Create effective mechanismsread: money,

recognition, and trainingto motivate and retain. Practice4:- Face straight into charged relationshipswith unions, stars, sliders, and disrupters. Practice5:- Fight gravity, and instead of taking the middle 70 percent for granted, treat them like the heart and soul of the organization. Practice6:- Design the organization chart to be as flat as possible, with blindingly clear reporting relationships and responsibilities.

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Parting Ways
Letting Go Is Hard To Do This strategy is all about how to manage a parting of ways with as little pain and damage as possible Importantly , not all parting are created equal.

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 First there are firings for integrity violations:- stealing, lying, cheating, or any other form of ethical or legal breach. Then, there are layoffs due to economic downturns. Finally, there are firings for nonperformance.

The Three Big Mistakes of Firing 1. He blew up in anger, shouting, You have got to be crazy. We dont fire people at this company! 2. Every person who leaves goes on to represent your company. They can bad-mouth or praise. 3. Unfortunately, it took about a year before employee was let go. At every Staff meeting, we watched in agony as the selfconfidence seeped out of him. How to Control These Mistakes? 1 - Nobody Should Be Surprised When They Are Let Go. Employees should be informed enough about the nature of their business that they understand who might be laid off in an economic downturn or change in the industry. If they aren't performing well, they should be well aware of this through

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regular formal and informal reviews. If they can't improve, they should know they will have to move on.

2 - Minimize The Humiliation. Encourage him that there's a better job out there for him, better matched to his temperament and skills. Help him move toward that next job.

The unfortunate reality is, firings are a part of business, But that doesnt mean they have to end up as the bitter messes they often do. If you handle them right, they will never be enjoyable, but they can be tolerable for all involved.

Change
Mountains Do Move Change is an absolutely critical part of business. You do need to change, preferably before you have to. What you have heard about resistance to change is also true. People hate it when their bosses announce a transformation initiative They run back to

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their cubicles and frantically start emailing one another with reasons its going to ruin every thing. If you want to get work done and a few supporters as well then you can make something happen by using such practices: Attach every change initiative to a clear purpose or goal. Change for changes sake is stupid and enervating. Hire and promote only true believers and get-on-with-it types. Ferret out and get rid of resisters, even if their performance is satisfactory. Seize opportunities, even if they're brought about by someone's misfortune. Buy real estate when prices plummet. Be there when a company fails, to see if pieces can be bought up at a bargain price. Purchase undervalued companies in a country that's going through recession. It takes a strong stomach to ignore the nay sayers; but it can lead to great profits.

With all the noise out there about change, its easy to get overwhelmed and confused.

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But really just four practices that matter: Communicate a sound rationale for every change. Have a right people at your side. Get rid of the resisters. And seize every single opportunities even those from someone else misfortune.

Crisis Management
From OH-GOD-NO TO YES-Were- FINE Crisis management is often referred to a firefighting. Like a fouralarm blaze, an event of the oh-God-no Variety can really

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consume an organization. For managers, crises often stand out as the most painful and trying experiences of the their business lives. For managing the Crises managers must assume Five things when crises happens:-

First, assume the problem is worse than it appears. Second, assume there are no secrets in the world and that everyone will eventually find out everything. Third, assume you and your organizations handling of the crisis will be portrayed in the worst possible light. Fourth, assume there will be changes in processes and people. Almost no crisis ends without blood on the floor. Fifth, assume your organization will survive, ultimately stronger for what happened.

A Way To Prevent Crisis Create a culture of integrity, meaning a culture of honesty, transparency, fairness, and strict adherence to rules and regulations. In such cultures there can be no head fakes or winks. People who break the rules do not leave the company for

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personal reasons. They are hangedpubliclyand the reasons are made painfully clear to everyone.

Your Competition
Strategy- Its All in The Sauce Strategy is a living, breathing, totally dynamic game. Its fun and fast. And its alive. In real life, strategy is actually very
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straightforward. You pick a general direction and implement like hell. First, come up with a big aha for your businessa smart, realistic, relatively fast way to gain a sustainable competitive advantage. Second, put the right people in the right jobs to drive the big aha forward. Third, relentlessly seek out the best practices to achieve your big aha, whether inside or out, adapt them, and continually improve them.

Strategy, then, is simply finding the big aha, setting a broad direction, putting the right people behind it and then executing with an unyielding emphasis on continual improvement. couldnt make it more complicated that that if I tried. I

Making Strategy Real: 5 Points 1. What the Playing Field Looks Like Now 2. What the competition has been up to 3. What youve been up to

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4. Whats around the corner 5. Whats your winning move

The Right People Any strategy, no matter how smart, is dead on arrival unless a company brings it to life with peoplethe right people.

Budgeting
Reinventing the ritual

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"...The budgeting process at most companies has to be the most ineffective practice in management."

Traditionally, companies either budget with a negotiated settlement or a phony smile.

In the Negotiated settlement, a business or division comes to the senior management complaining about barriers to growth and say they'll be doing well to beat 6 percent growth next year. The management thinks more optimistically and argues that they can deliver 12 percent. They wrangle for awhile and finally settle on a goal of 9%. All act disappointed with their compromises at the meeting but go home giving high fives that they got what they wanted: management can get enough growth from the division to look decent and the division heads feel they can easily meet or surpass their goals and get their bonuses.

In Phony Smile Budgeting, the division heads come to the senior management with grand plans, asking for the money to pull off the dreams they feel they can make happen. Management

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asks some questions and shakes hands smiling, but later gives the word that they can only afford to give them one half what they ask for. Demoralized, the division leaders divvy up the money a little here and a little there, rather than put it where it could be used for the biggest gains.

Welch took GE from those types of budgets to budgets that answer two questions:

"How can we beat last year's performance?"

"What is our competition doing, and how can we beat them?"

Look at obstacles and opportunities in the real world. Allocating resources becomes more of an operating plan than a budget. You might need to reallocate resources mid-way through the year because of new opportunities or new competition. One division might be rewarded for growing at only 6% but beating the competition in a difficult environment, whereas another division

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grew by 15%, but may not get rewarded as much since they didn't take full advantage of a growth opportunity. This encourage divisions to set "stretch goals" rather than be limited to "meeting their budgeted goals."

Organic Growth
So You Want To Start Something New

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One of the most exhilarating things about being in business is starting something new from inside something old- launching a product line or service, for example:- Moving into a new global market. Not only is its a blast, it is one of the most rewarding paths to growth. Companies have a habit of sending expendable bodies to run new ventures. Its nuts. For a new business to succeed, it has to have the best people in charge, not the most available Here are three guidelines for making organic growth a winning proposition. Not surprisingly, they are antidotes to the mistakes just listed above. Guideline 1:- Spend Plenty up front, and put the best, hungriest, and most passionate people in leadership roles. Guideline 2:- Make an exaggerated communication about the potential and importance of the new venture. Here new ventures should report at least two levels higher than sales would justify. If possible, they should report directly to the CEO. Guideline 3:- Err on the side of freedom; get off the new ventures back.

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Legendary entrepreneurs like Henry Ford, Dave Packard, and Bill Gates are undeniably examples of the excitement and glory of starting something new from scratch and watching it grow to astonishing proportions.

Mergers and Acquisitions

Deal Heat and Other Deadly Sins

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You have seen the big party when two companies announce their merger. There is the early morning press conference on CNBC, the chatter and the buzz, the vigorous pumping on hand, the TV lights glaring, the glossy banner proclaiming the new company name. its all there but the confetti. Todays managers are working day or night under clock and usually been seen that if any merger will happen its helps in sharing the workload and work battles end. But in reality, as the veteran of any merger will tell you, the battle has just begun, and the deals rewards wont come without a lots of blood, sweat, and tears. So the strategy is the merger should be made avoiding these seven pitfalls they are as follows: The first pitfall is believing that a merger of equals can actually occur. Despite the noble intentions of those attempting them, the vast majority of MOEs self-destruct because of their very premise.

The second pitfall is focusing so intentionally on strategic fit that you fail to assess cultural fit, which is just as important to a mergers success, if not more so.

The third pitfall is entering into a reverse hostage situation. In which the acquirer ends up making so many

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concessions during negotiations that the acquired ends up calling all the shots afterward. The Fourth pitfall is integrating too timidly. With good leadership, a merger should be complete within 90 days. The Fifth pitfall is the conqueror syndrome, in which the acquiring company marches in and installs its managers everywhere, undermining one of the reasons for any merger- getting an influx of new talent to pick from. The sixth pitfall is paying too much. Not 5 or 10 % too much, but so much that the premium can never be recouped in the integration.

The Seventh pitfall affects the acquired companys people from top to bottom- resistance, In a merger, new owners will always select people with buy-in over resisters with brains. So If you want to survive, get over your anger and learn to love the deal as much as they do.

Six Sigma
Better than a Trip to the Dentist

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GE Adopted the quality improvement program Six Sigma in 1995. He believes that it is tops in improving efficiency and productivity, lowering costs, reducing defects, building customer loyalty and building great team leaders. Nothing compares to the effectiveness of Six Sigma when it comes to improving a companys operational efficiency, raising its productivity, and lowering its costs. Six Sigma is a quality program that, when all is said and done, improves your customers experience, lowers your costs, and builds better leaders. Six Sigma accomplishes that by reducing waste and inefficiency and by designing a companys products and internal processes so that customers get what they want, when they want it, and when you promised it. Make no mistake: Six Sigma is not for every corner of a company. In a time, most people come to understand Six Sigma and where to use it- and not to use it- in an organization. Most of all, they also come to appreciate its competitive power after they have seen it in action for few months. At which point, they usually become Six Sigma missionaries themselves.

The Right Job

Find It And You Will Never Really Work Again

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"Every time I ask successful people about their first few jobs, the immediate reaction is almost always laughter."

First, get a job and learn something about yourself. What do you like or dislike about it? What are you good at and bad at? Second, get another job that's more in line with the strengths and desires you discovered in your last job.

Third, repeat the process until you find yourself in a job you love.

Even then, there will be trade-offs. Maybe there's a person you have to work around that you don't like. Perhaps the boss has irritating quirks. Don't expect to find an absolutely perfect job in an imperfect world.

Here are some signals to look for when you're exploring a potential job:

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Signal #1: You like the people there - they're your type. Signal #2: You'll get the opportunity to learn and grow. Signal #3: You'll get credentials that will help you move forward in a healthy industry. Signal #4: It's your own decision - not something your parents or spouse are pushing you into. Signal #5: The work itself is fun, meaningful and rewarding.

Random advice on finding a job: If you're looking for a new job, don't quit your old one. People would much rather hire a person who's presently working. And while you're working, work hard. "Nothing will get you a new job faster than terrific performance in your old one."

Getting Promoted
Sorry, No Shortcuts

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Some promotions come because of luck, but very few. The facts are, when it comes to careers, you mainly make your own luck. Here are some tips which helps any executive in getting promotions:1. Do more than you're asked. Perform beyond all expectations. If you can, expand your job in such a way that your boss and colleagues all look better. 2. Manage those below you in such a way that when they're asked about you, they'll say that you are fair, you care and you were willing to show tough love. 3. Help the leadership to champion new initiatives. 4. Find the right mentors. Some may be mentors for weeks, others for years. Some may be older, others younger. Some bosses, some subordinates. Welch had dozens of informal mentors throughout his career. 5. Learn from the business media. Welch learned tons about business throughout his career by devouring every business magazine and newspaper he could get his hands on. 6. Manage your relationships with your subordinates with the same carefulness that you manage the one with your boss. 7. Get the radar screen by being an early champion of your companys major projects or initiatives.

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8.

Search out and relish the input of lots of mentors, realizing that mentors dont always look like mentors.

9. Be positive and fun, not a negative bore. 10. Don't buck the company values.

Hard Spots
That Damn Boss

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I never known a person who did not light up at the memory of a truly great boss. And for good reason: great bosses can be friends, teachers, coaches, allies and sources of inspiration all in one. They can shape and advance your career in ways you never expected- and sometimes they can even change your life. But sometimes boss may be strict and they may be acting like a jerk. For handle bosses in that situation following tactics may be used: Ask yourself why he's acting like a jerk. For example, is he a jerk to everyone, or just to me? Most workers overrate their job performance and how wellliked they are among colleagues. Look honestly and objectively at your own attitudes and performance for clues. Meet privately with your boss to ask him frankly what is wrong. If something surfaces, commit yourself to a plan for improvement. Nine out of ten times, complaining to the boss's boss will only hurt you. If the boss will be around for the foreseeable future, ask yourself, "Is it worth it?" If not, seek employment elsewhere. If you stay, you forfeit the right to complain. You're there by choice.

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Work Life Balance

Every Thing You Always Wanted To Know About Having It All But Were Afraid To Hear

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Your boss may be concerned about your personal life, but he's also concerned about the company winning in a competitive work environment. Your strong performance at work should grant you a hearing when you ask for accommodations related to your life outside of work. For creating the work and life balance following points should be kept in mind: Your bosss top priority is competitiveness. Of course he wants you to be happy, but only inasmuch as it helps the company wins. Most bosses are perfectly willing to accommodate work-life balance challenges if you have earned it with performance. The key word here is: if. Bosses know that the work-life policies in the company brochure are mainly for recruiting purposes and that real work-life arrangements are negotiated one-on-one in the context of a supportive culture, not in the context of But the company says.! People who publicly struggle with work-life balance problems and continually turn to the company for help get pigeonholed as ambivalent, entitled, uncommitted or incompetentor all of the above.

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 Even the most accommodating bosses believe that work-life balance is your problem to solve. In fact, most know that there are really just a handful of effective strategies to do that, and they wish you would use them.

Annexure
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In this section I have referred some link to making this project:(i)Google Search and www.scribd.com (ii) Wikipedia, the free encyclopedia (iii)Jack Welch Winning book (iv) Under Guidance of Mr. Bipin Basil (College Trainer)

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