Do management stories help us understand administration and management? Please give your stories.

 Story No1

It's a fine sunny day in the forest and a lion is sitting outside his cave, lying lazily in the sun. Along comes a fox, out on a walk. Fox: "Do you know the time, because my watch is broken"  Lion: "Oh, I can easily fix the watch for you" Fox: "Hmm... But it's a very complicated mechanism, and your big claws will only destroy it even more." Lion: "Oh no, give it to me, and it will be fixed" Fox: "That's ridiculous! Any fool knows that lazy lions with great claws cannot fix complicated watches" Lion: "Sure they do, give it to me and it will be fixed" The lion disappears into his cave, and after a while he comes back with the watch which is running perfectly. The fox is impressed, and the lion continues to lie lazily in the sun, looking very pleased with himself.

Soon a wolf comes along and stops to watch the lazy lion in the sun. Wolf: "Can I come and watch TV tonight with you, because mine is broken" Lion: "Oh, I can easily fix your TV for you" Wolf: "You don't expect me to believe such rubbish, do you? There is no way that a lazy lion with big claws can fix a complicated TV. Lion: "No problem. Do you want to try it?" The lion goes into his cave, and after a while comes back with a perfectly fixed TV. The wolf goes away happily and amazed. Scene : Inside the lion's cave. In one corner are half a dozen small and intelligent looking rabbits who are busily doing very complicated work with very detailed instruments. In the other corner lies a huge lion looking very pleased with himself. Moral : IF YOU WANT TO KNOW WHY A MANAGER IS FAMOUS; LOOK AT THE WORK OF HIS SUBORDINATES. Management Lesson in the context of the working world : IF YOU WANT TO KNOW WHY SOMEONE UNDESERVED IS PROMOTED; LOOK AT THE WORK OF HIS SUBORDINATES

Story No2

It's a fine sunny day in the forest and a rabbit is sitting outside his burrow, tippy-tapping on his typewriter. Along comes a fox, out for a walk. Fox: "What are you working on?" Rabbit: "My thesis." Fox: "Hmm... What is it about?" Rabbit: "Oh, I'm writing about how rabbits eat foxes." Fox: "That's ridiculous ! Any fool knows that rabbits don't eat foxes!  Rabbit: "Come with me and I'll show you!" They both disappear into the rabbit's burrow. After few minutes, gnawing on a fox bone, the rabbit returns to his typewriter and resumes typing. Soon a wolf comes along and stops to watch the hardworking rabbit. Wolf: "What's that you are writing?" Rabbit: "I'm doing a thesis on how rabbits eat wolves." Wolf: "you don't expect to get such rubbish published, do you?" Rabbit: "No problem. Do you want to see why?" The rabbit and the wolf go into the burrow and again the rabbit returns by himself, after a few minutes, and goes back to typing.  Finally a bear comes along and asks, "What are you doing? Rabbit: "I'm doing a thesis on how rabbits eat bears." Bear: "Well that's absurd !" Rabbit: "Come into my home and I'll show you" Scene : As they enter the burrow, the rabbit introduces the bear to the lion. Moral: IT DOESN'T MATTER HOW SILLY YOUR THESIS TOPIC IS; WHAT MATTERS IS WHOM YOU HAVE AS A SUPERVISOR. Management Lesson in the context of the working world: IT DOESN'T MATTER HOW BAD YOUR PERFORMANCE IS; WHAT MATTERS IS WHETHER YOUR BOSS LIKES YOU OR NOT

 

 

Yes one of the teaching strategies are case studies of companies, there are many stories to Google Inc. or Mitsubishi or

stories and analogies illustrations and analogies for motivation, inspiration, learning and training Here are stories, analogies, research findings and other examples that provide wonderful illustrations for learning, and inspiration for self-development. Read about the travellers and the monk, tickle me elmo, get in the wheelbarrow, the shoe box story, the scorpion and the frog, murphy's plough, Pavlov's dogs, the monkeys and the stairs, and more. Look at the stories index for stories listed by subject. Or go straight to the stories. Analogies, stories, fables and case-studies are great ways to illustrate teaching, training and business lessons. Stories, examples, fables and research references add colour and substance to presentations and reports, and reinforce learning of all types. Some of these stories are ironic and so can best be used to illustrate pitfalls and vulnerabilities rather than best practice. If you know who wrote any of the unattributed stories below please let us know so that credit can be given. Read and enjoy and send me your own favourite stories and anecdotes. See also the quotes page, which contains many more motivational, educational and amusing anecdotes for writing, speaking, learning, teaching and training. Please note that The Person Who Had Feelings story, which was on this page for some while (with suggested but uncertain attribution to Barbara Dunlap) has been removed at the request of Barbara Dunlap Van Kirk, its author, who has kindly contacted me to explain that she is indeed the author, and that the work is protected and so is not to be reproduced. The version on this page was also somewhat different to Barbara's original. Some of these stories might be offensive to certain people in certain situations. If you are a strong advocate of political correctness or are easily offended please don't read this page, or the rest of this website, and for goodness sake don't go near the acronyms page. If you are a publisher, editor, teacher, trainer, writer, or speaker of any sort, then please be mindful that disability, discrimination and equality are highly sensitive issues, and that when seen from these angles, some of these stories will be objectionable or offensive to some people. Many of these stories refer to different forms of the human condition, and to people from different parts of the world. Anyone seeking examples of political incorrectness and stereotyping of all sorts will find lots here. This is a major aspect of storytelling and unavoidable in many cases I'm sorry. At the same time, the infinite values, lessons, and significance of stories and storytelling of all sorts represent much deeper human interest than should be controlled by the arbitrary application of 'political correctness' in everything that what we read and share. Otherwise ninety-nine percent the world's fairy tales would be outlawed and banned, and nearly all books (especially the Holy Bible), newspapers, films and every other media would not exist. There are warnings on a few of the stories, notably the ones which mention blind (visually impaired/challenged) people, but similar warnings could effectively apply to every story on this page. Not because the stories are bad or evil or inherently offensive, because they are not, but because in this modern age it is possible to infer and find something offensive to somebody somewhere in anything that humankind can create, and so certainly any bunch of entertaining stories is likely to be highly potentially offensive indeed. Your aim therefore, if you are a communicator who uses stories (and any other form of communication media), should not be to reject everything which refers to a disadvantaged stereotype or some other 'potentially offensive' example of human condition or ethnicity; your aim is to be aware of your audience and purpose, and to choose and position your materials and words and references accordingly

 

Stories and Dramas are essential part help the management and administration. Here is a lesson if not story or Drama.

 

Eight months had passed since the new sales strategy had been rolled out. It was a very small market and Ahmed wanted to see the impact of the new strategy at the grassroots level. He was horrified to find that the team had not implemented the new strategy at all; they were still using the strategy that had been declared a failure a year earlier. “But the new strategy was so clearly communicated in my presentation at the sales conference and in my email updates thereafter,” he felt.

 

   On returning to HQ, Ahmed informed the sales director of the situation. He then declared his plan of extensively touring small markets to enforce the new strategy. The Sales Director said, “You are wasting time and resources. Focus on the source, instead.” The Sales Director said “You rolled out the strategy. Your presentation was good, very logical and systematic. It helped explain the sound foundation of the strategy to the management but it did not connect emotionally with the sales force. No attempt was made to sell it to the sales managers. Your presentation lacked drama. Your words did not inspire. They did not feel any need to change from the old ways. So they went back and carried on as before. Now, you are paying the price. Instead of wasting time, the sales director then told Ahmed how this could be done.

 

   At the next annual sales conference, everyone was invited to a resort away from the city. Everyone had to come dressed in formals. Everyone was expected to register. Everyone got a conference kit and a name tag. There was a powerful audio visual presentation explaining how the new strategy came into being. The background music was grand. Trumpets were blown when the sales performance was announced and drums were beaten to a crescendo when the target for the following year was presented. Break-away groups were formed to study and discuss the new strategy and the change in tactics. Opinions of every sales person were documented carefully. The final document of strategy and tactic was presented by Ahmed to the commercial director who nodded his head, signed it and presented in all solemnity to the sales director who then, along with his regional managers took a pledge. This was followed by a minute long silence for the pledge to sink in, after which the day ended with a thunderous applause.

 

   Why this drama? The Sales Director explained – while emails influence the eye, and logical presentation appeal to the head, dramatic conferences seep into the soul. The drama communicates the passion. It reaches out directly to the heart. This time, he told Ahmed, every manager carried the new strategy to their market.

 

Thanks for invitation & my story still updating, i don't know when it finished

I apologized for the answer I am waiting for answers the rest

Thank you for inviting...................... your answer enough

I have not story . your story enough 

Agree with experts answer <<<<<<<<<<<<<<<<<<

To understand the administration and management simply master:

- Principles of management

- The levers of effective management

- The principles of financial analysis

- The accounting

- Budget management

- Communication

- Audit

- Management costs

- Strategy of business

- The management control

- Commercial technics

- Administration

  

If you do not master these principles, the stories of management will not be of any use.

A man in a hot air balloon realized he was lost. He reduced altitude andspotted a woman below. He descended a bit more and shouted, "Excuse me,can you help me? I promised a friend I would meet him an hour ago, but Idon't know where I am."The woman below replied, "You're in a hot air balloon hoveringapproximately 30 feet above the ground. You're between 40 and 41 degreesnorth latitude and between 59 and 60 degrees west longitude.""You must be an engineer," said the balloonist. "I am," replied the woman,"How did you know?""Well," answered the balloonist, "everything you told me is, technicallycorrect, but I've no idea what to make of your information, and the factis I'm still lost. Frankly, you've not been much help at all. If anything,you've delayed my trip."The woman below responded, "You must be in Management." "I am," repliedthe balloonist, "but how did you know?""Well," said the woman, "you don't know where you are or where you'regoing. You have risen to where you are due to a large quantity of hot air.

You made a promise which you've no idea how to keep, and you expect peoplebeneath you to solve your problems. The fact is you are in exactly the sameposition you were in before we met, but now, somehow, it's my fault."