To Be A Manager

An Indian walks into a cafe with a shotgun in one hand and a bucket of buffalo manure in the other. He says to the waiter, "Me want coffee".

The waiter says, "Sure chief, coming right up". He gets the Indian a tall mug of coffee, and the Indian drinks it down in one gulp, picks up the bucket of manure, throws it into the air, blasts it with the shotgun, then just walks out.

The next morning the Indian returns. He has his shotgun in one hand and a bucket of buffalo manure in the other. He walks up to the counter and says to the waiter, "Me want coffee". The waiter says "Whoa, Tonto. We're still cleaning up your mess from the last time you were here. What the heck was that all about, anyway?"

The Indian smiles and proudly says, "Me in training for upper management. Come in, drink coffee, shoot the shit, and disappear for the rest of the day."

Indian Corporate World

The corporate boat race

An Indian automobile company and a Japanese auto company decided to have a competitive boat race on the Ganga River. Both teams practiced hard and long to reach their peak performance. On the big day, they were as ready as they could be. The Japanese team won by a mile.

Afterwards, the Indian team became discouraged by the loss and their morale sagged. Corporate management decided that the reason for the crushing defeat had to be found. A Continuous Measurable Improvement Team of "Executives" was set up to investigate the problem and to recommend appropriate corrective action. Their conclusion: The problem was that the Japanese team had 8 people rowing and 1 person steering, whereas the Indian team had 1 person rowing and 8 people steering.

The Indian Corporate Steering Committee immediately hired a consulting firm to do a study on the management structure. After some time and billions of dollars, the consulting firm concluded that "too many people were steering and not enough rowing." To prevent losing to the Japanese again next year, the management structure was changed to "4 Steering Managers, 3 Area Steering Managers, and 1 Staff Steering Manager" and a new performance system for the person rowing the boat to give more incentive to work harder and become a six sigma performer. "We must give him empowerment and enrichment." That ought to do it.

The next year the Japanese team won by two miles. The Indian Corporation laid off the rower for poor performance, sold all of the paddles, cancelled all capital investments for new equipment, halted development of a new canoe, awarded high performance awards to the consulting firm, and distributed the money saved as bonuses to the senior executives.

Note:

- This is a story of two conglomerates in real, some incidents have changed and shared from piece I found on Internet.