ចំរៀងប្រចាំសប្តាហ៍ —​ សំរស់រតនៈគិរី

ស្តាប់ចំរៀងដែលខ្ញុំចូលចិត្តកាលពីប្រមាណជា ១០ឆ្នាំមុន ពិតជាធ្វើអោយខ្ញុំនឹកដល់ វ័យជំទង់ដែលមិនខ្វល់អ្វីក្រៅពីការសិក្សារៀនសូត្រ។

ចំរៀងមួយបទនេះវាពិតជាមានន័យ ហើយវាកាន់តែមានន័យថែមទៀតចំពោះអ្នកដែល មនុស្សជាទីស្រឡាញ់ ឬក្រុមគ្រួសារ​ ឬឪពុកម្តាយបងប្អូនដែលរស់នៅខេត្តរតនៈគិរី។

សង្ឍឹមថាបទចំរៀងនេះនឹងធ្វើអោយអ្នកទាំងអស់គ្នាគេងបានលក់ស្កប់ស្កល់ និងយល់សប្តិល្អ។

រាត្រីសួស្តី!!

Harvard Business School- “Why Your Employees Are Losing Motivation”

This morning, while searching for some tips to get the recognition the boss during the first quarter, I found this topics which is very interesting and very true to the reality on Harvard Business School.

To share with all of you, I would like to “re-post” that topic again in purpose to gain your attentions. Pleas enjoy your reading.

Three key goals of people at work
To maintain the enthusiasm employees bring to their jobs initially, management must understand the three sets of goals that the great majority of workers seek from their work—and then satisfy those goals:

  • Equity: To be respected and to be treated fairly in areas such as pay, benefits, and job security.
  • Achievement: To be proud of one’s job, accomplishments, and employer.
  • Camaraderie: To have good, productive relationships with fellow employees.

To maintain an enthusiastic workforce, management must meet all three goals. Indeed, employees who work for companies where just one of these factors is missing are three times less enthusiastic than workers at companies where all elements are present.

One goal cannot be substituted for another. Improved recognition cannot replace better pay, money cannot substitute for taking pride in a job well done, and pride alone will not pay the mortgage.

What individual managers can do
Satisfying the three goals depends both on organizational policies and on the everyday practices of individual managers. If the company has a solid approach to talent management, a bad manager can undermine it in his unit. On the flip side, smart and empathetic managers can overcome a great deal of corporate mismanagement while creating enthusiasm and commitment within their units. While individual managers can’t control all leadership decisions, they can still have a profound influence on employee motivation.

The most important thing is to provide employees with a sense of security, one in which they do not fear that their jobs will be in jeopardy if their performance is not perfect and one in which layoffs are considered an extreme last resort, not just another option for dealing with hard times.

But security is just the beginning. When handled properly, each of the following eight practices will play a key role in supporting your employees’ goals for achievement, equity, and camaraderie, and will enable them to retain the enthusiasm they brought to their roles in the first place.

Achievement related
1. Instill an inspiring purpose. A critical condition for employee enthusiasm is a clear, credible, and inspiring organizational purpose: in effect, a “reason for being” that translates for workers into a “reason for being there” that goes above and beyond money.

Every manager should be able to expressly state a strong purpose for his unit. What follows is one purpose statement we especially admire. It was developed by a three-person benefits group in a midsize firm.

Benefits are about people. It’s not whether you have the forms filled in or whether the checks are written. It’s whether the people are cared for when they’re sick, helped when they’re in trouble.

This statement is particularly impressive because it was composed in a small company devoid of high-powered executive attention and professional wordsmiths. It was created in the type of department normally known for its fixation on bureaucratic rules and procedures. It is a statement truly from the heart, with the focus in the right place: on the ends—people—rather than the means—completing forms.

Stating a mission is a powerful tool. But equally important is the manager’s ability to explain and communicate to subordinates the reason behind the mission. Can the manager of stockroom workers do better than telling her staff that their mission is to keep the room stocked? Can she communicate the importance of the job, the people who are relying on the stockroom being properly maintained, both inside and outside the company? The importance for even goods that might be considered prosaic to be where they need to be when they need to be there? That manager will go a long way toward providing a sense of purpose.

Stating a mission is a powerful tool. But equally important is the manager’s ability to explain and communicate to subordinates the reason behind the mission. Can the manager of stockroom workers do better than telling her staff that their mission is to keep the room stocked? Can she communicate the importance of the job, the people who are relying on the stockroom being properly maintained, both inside and outside the company? The importance for even goods that might be considered prosaic to be where they need to be when they need to be there? That manager will go a long way toward providing a sense of purpose.

2. Provide recognition. Managers should be certain that all employee contributions, both large and small, are recognized. The motto of many managers seems to be, “Why would I need to thank someone for doing something he’s paid to do?” Workers repeatedly tell us, and with great feeling, how much they appreciate a compliment. They also report how distressed they are when managers don’t take the time to thank them for a job well done yet are quick to criticize them for making mistakes.

Receiving recognition for achievements is one of the most fundamental human needs. Rather than making employees complacent, recognition reinforces their accomplishments, helping ensure there will be more of them.

A pat on the back, simply saying “good going,” a dinner for two, a note about their good work to senior executives, some schedule flexibility, a paid day off, or even a flower on a desk with a thank-you note are a few of the hundreds of ways managers can show their appreciation for good work. It works wonders if this is sincere, sensitively done, and undergirded by fair and competitive pay—and not considered a substitute for it.

3. Be an expediter for your employees. Incorporating a command-and-control style is a sure-fire path to demotivation. Instead, redefine your primary role as serving as your employees’ expediter: It is your job to facilitate getting their jobs done. Your reports are, in this sense, your “customers.” Your role as an expediter involves a range of activities, including serving as a linchpin to other business units and managerial levels to represent their best interests and ensure your people get what they need to succeed.

How do you know, beyond what’s obvious, what is most important to your employees for getting their jobs done? Ask them! “Lunch and schmooze” sessions with employees are particularly helpful for doing this. And if, for whatever reason, you can’t immediately address a particular need or request, be open about it and then let your workers know how you’re progressing at resolving their problems. This is a great way to build trust.

4. Coach your employees for improvement. A major reason so many managers do not assist subordinates in improving their performance is, simply, that they don’t know how to do this without irritating or discouraging them. A few basic principles will improve this substantially.

First and foremost, employees whose overall performance is satisfactory should be made aware of that. It is easier for employees to accept, and welcome, feedback for improvement if they know management is basically pleased with what they do and is helping them do it even better.

Space limitations prevent a full treatment of the subject of giving meaningful feedback, of which recognition is a central part, but these key points should be the basis of any feedback plan:

  • Performance feedback is not the same as an annual appraisal. Give actual performance feedback as close in time to the occurrence as possible. Use the formal annual appraisal to summarize the year, not surprise the worker with past wrongs.
  • Recognize that workers want to know when they have done poorly. Don’t succumb to the fear of giving appropriate criticism; your workers need to know when they are not performing well. At the same time, don’t forget to give positive feedback. It is, after all, your goal to create a team that warrants praise.
  • Comments concerning desired improvements should be specific, factual, unemotional, and directed at performance rather than at employees personally. Avoid making overall evaluative remarks (such as, “That work was shoddy”) or comments about employees’ personalities or motives (such as, “You’ve been careless”). Instead, provide specific, concrete details about what you feel needs to be improved and how.
  • Keep the feedback relevant to the employee’s role. Don’t let your comments wander to anything not directly tied to the tasks at hand.
  • Listen to employees for their views of problems. Employees’ experience and observations often are helpful in determining how performance issues can be best dealt with, including how you can be most helpful.
  • Remember the reason you’re giving feedback—you want to improve performance, not prove your superiority. So keep it real, and focus on what is actually doable without demanding the impossible.
  • Follow up and reinforce. Praise improvement or engage in course correction—while praising the effort—as quickly as possible.
  • Don’t offer feedback about something you know nothing about. Get someone who knows the situation to look at it.

Equity related
5. Communicate fully. One of the most counterproductive rules in business is to distribute information on the basis of “need to know.” It is usually a way of severely, unnecessarily, and destructively restricting the flow of information in an organization.

Workers’ frustration with an absence of adequate communication is one of the most negative findings we see expressed on employee attitude surveys. What employees need to do their jobs and what makes them feel respected and included dictate that very few restrictions be placed by managers on the flow of information. Hold nothing back of interest to employees except those very few items that are absolutely confidential.

Good communication requires managers to be attuned to what employees want and need to know; the best way to do this is to ask them! Most managers must discipline themselves to communicate regularly. Often it’s not a natural instinct. Schedule regular employee meetings that have no purpose other than two-way communication. Meetings among management should conclude with a specific plan for communicating the results of the meetings to employees. And tell it like it is. Many employees are quite skeptical about management’s motives and can quickly see through “spin.” Get continual feedback on how well you and the company are communicating. One of the biggest communication problems is the assumption that a message has been understood. Follow-up often finds that messages are unclear or misunderstood.

Companies and managers that communicate in the ways we describe reap large gains in employee morale. Full and open communication not only helps employees do their jobs but also is a powerful sign of respect.

6. Face up to poor performance. Identify and deal decisively with the 5 percent of your employees who don’t want to work. Most people want to work and be proud of what they do (the achievement need). But there are employees who are, in effect, “allergic” to work—they’ll do just about anything to avoid it. They are unmotivated, and a disciplinary approach—including dismissal—is about the only way they can be managed. It will raise the morale and performance of other team members to see an obstacle to their performance removed.

Camaraderie related
7. Promote teamwork. Most work requires a team effort in order to be done effectively. Research shows repeatedly that the quality of a group’s efforts in areas such as problem solving is usually superior to that of individuals working on their own. In addition, most workers get a motivation boost from working in teams.

Whenever possible, managers should organize employees into self-managed teams, with the teams having authority over matters such as quality control, scheduling, and many work methods. Such teams require less management and normally result in a healthy reduction in management layers and costs.

Creating teams has as much to do with camaraderie as core competences. A manager needs to carefully assess who works best with whom. At the same time, it is important to create the opportunity for cross-learning and diversity of ideas, methods, and approaches. Be clear with the new team about its role, how it will operate, and your expectations for its output.

Related to all three factors
8. Listen and involve. Employees are a rich source of information about how to do a job and how to do it better. This principle has been demonstrated time and again with all kinds of employees—from hourly workers doing the most routine tasks to high-ranking professionals. Managers who operate with a participative style reap enormous rewards in efficiency and work quality.

Participative managers continually announce their interest in employees’ ideas. They do not wait for these suggestions to materialize through formal upward communication or suggestion programs. They find opportunities to have direct conversations with individuals and groups about what can be done to improve effectiveness. They create an atmosphere where “the past is not good enough” and recognize employees for their innovativeness.

Participative managers, once they have defined task boundaries, give employees freedom to operate and make changes on their own commensurate with their knowledge and experience. Indeed, there may be no single motivational tactic more powerful than freeing competent people to do their jobs as they see fit.

 

New Generation of Microsoft Surface will Come with LTE, Early next Year

Surface 2

Clueless to what Microsoft is doing then. They introduced their Surface tablets and Surface Pro tablets last year without any LTE or 3G add-on. Last night they also introduced their new generation of their Surface and Surface Tablets as well, but it still no 3G or LTE included.

What are they doing? Where are they marketed these tablets? Are they targeted for all PC users? Are they targeted for just developed countries like USA, UK? Asian countries need 3G devices and i am sure that if USA or UK businessmen come to work in Asia countries, will also need 3G while they traveling or they’ll missed their work.

WPCentral posted that, Surface 2 and Surface Pro 2 will come with LTE in early next year. Is that make any sense while the Apple always comes with both WiFi and LTE version with just a few weeks after they introduced. Do you think that Surface 2, Surface Pro 2 will help Microsoft to gain some market share? I don’t think it would help.

Microsoft Unveil Its 2nd Generation Surface and Surface Pro Tablets

After nearly a year of marketed Surface and Surface Pro, Microsoft today has introduced to the world its 2nd Generation of these tablet line with tons of upgrade both in terms of performance, hardware and software.

Surface 2 will still come with Windows RT 8.1 with full Offce RT offers that including Outlook apps. This tablet is the mid-range tablet from Microsoft targeted for end users who need more mobility tablet with more productivity on-the-go. Speaking of hardware upgrade, Surface 2 will comes with new Nvidia Tegra 4 SoC with 4GB of RAM, Full HD screen, 32GB/64GB internal storage with 200GB SkyDrive cloud storage as default and with new design kickstand that allow you to view in 55 degree angle. Last but not least, Surface 2 will also come with USB3.0 which will allow you to backup, transfer large files with 10x faster compare to USB2.0.

Surface 2 will come with $449 without Type or Touch Cover included.

Surface 2

Surface Pro 2 will still come with the same screen resolution, full HD. But major upgrade is its hard-core CPU. It will come with the latest Intel Haswell CPU, 4GB or 8GB of RAM, 128GB or 512GB of storage with 200GB SkyDrive for 2 years. It will has the same as kickstand to Surface 2 and will also come with USB3.0

Surface Pro 2 with start with $899 without Type or Touch Cover include.

Surface Pro 2Microsoft also upgrade Surface 2nd generation accessories with new design touch cover and type cover. These both accessories will come with LED Backlit light, but thinner 1mm compare to previous generation. For type cover, they also add 30Wh battery so that it can boost up Surface’s battery life. Last but not least, Microsoft also introduced Surface Dock with USB3.0,

Surface dockSurface Docking station

Touch Cover 2Touch Cover 2 with LED Backlit

Type Cover 2Type Cover 2 with LED Backlit

The first generation of Surface Pro and Surface RT was a painful experience for Microsoft with nearly $1 billion lost, so let’s see how will these 2nd generation will help Microsoft gain the share from Apple iPad product lines?

 

Vaccines and Vaccination Concepts in Cambodian’s People Views

People has developed and used vaccines more than 50 years already. There are more than 10 vaccines available in the market to help protect both infants and adults people.

Most vaccines are produced to target infants and children because protecting infants and children might give more effectiveness in terms of social impact and healthcare impact. Just a few vaccines that targeted for adult population.

Vaccines has been accepted widely around the world, especially in developed countries such as United States, UK, France,… So, how about vaccine acceptance in Cambodia?

Vaccination is injecting viruses or at least some part of viruses or bacteria into healthy people. In Cambodia, vaccines has been introduce in 1995, during UNTAC era. But at that time, only hepatitis B vaccine that introduced. Until now, the mindset and the perspectives of Cambodian people about vaccines are still just a strange-thing-to-be-accept.

It is very hard, really hard to convince Cambodian people to get themselves or their children to get vaccinated. Currently Cambodian people are so deeply believes on National Immunization Program’s vaccines that are good, safe and ENOUGH. While all children or people in developed countries are enjoying the benefits of getting vaccinated from new vaccines, Cambodian people are too happy with more 20-year old vaccines such as BCG, whole-cell pertussis, diphtheria, and oral polio vaccines. These vaccines has been introduced since I was not yet born. Many severe adverse reaction has been reported from these vaccines but yet we still happy to get it even if we can afford the better one.

Speaking about new vaccines introducing, the tough-decision from MoH is just so difficult to engage while they don’t understand about some new concepts. They don’t even know what is disease awareness activities. I was quite surprise while they said that disease awareness is considered as product promote.

Here are some example of immunization schedule in some neighborhood countries (Thailand) and the United States. This example just to give you more view of where are we now in terms of protection against preventable disease compare to them.

Thai EPI

 

Thailand Immunization Schedule 2013

CDC Schedule

United States Immunization Schedule

Vietnam EPI

Vietnam Immunization Schedule

Cambodia EPI

Cambodia Immunization Schedule

Now you can can see the differences between our current immunization schedule to the others countries both developed and developing countries. Vietnam is still better than us and yet we complain about them. We cannot even compare to Thailand Immunization schedule.

I hope to see a very busy immunization schedule in the next 4 or 5 years so that more Cambodian children will get protected from vaccine-preventable diseases. I hope and wish that next Cambodia’s PM will put introduce new vaccines ton EPI programme” as part of their politic strategies, not just purely thinking of how to get the PM’s desk.

This is just my own observation and view. I didn’t mean to fight against anyone or any purpose to create any conflicts.

The Future of Cambodian Children is in our hands, your hands. So do not let any Cambodian children get infected by vaccine-preventable diseases. Get them vaccinated!!

” I Miss You, Sis”

WP_20130430_002

Living mean you need to accept something that could happen unexpected. I have raised in a medium-low income family with father is a teacher, mother is a farmer and I have 4 sisters and brother.

Since I was born, I rarely to have a fancy life like some of you here had. As a farmer, my mother worked really hard to assure that her children got educated and no child will left behind those education curtain. She worked without thinking night or day or even no holiday for her.

To show the respect and the efforts that she contributed, we are children, we try to study really hard without any extra demand. I used to spend 7500 riel per week for both study and everyday life assurance. I rode a bike 10km a day to school and spent nearly 12 hours at school. I never tasted good food, all I had was grilled fish and cold-white rice which I cooked and packed it myself. That was my childhood life look like.

Since such a little boy until was 18 years old, I stay with my 2nd big sister. My sister was a teacher, she was so kind, but she was not an easy sister to understand then. Sometime she shouted at me, sometime she fought with me. But I never felt any guilty because I knew, to live with each other we need to live in that way better than not saying anything then the problems becoming bigger and bigger.

In 2002, I left my mother, my beloved sisters and brother to Hanoi, Vietnam for a 6-year university study. In 2009, I came back but I wasn’t spent enough time with them because I need to continue my journey by started my career. I always go to visit them on any occasions such as Holidays or new year. We was so happy, everyone was smiling and laughing. We had party, drank some beers, dancing so on so forth.

But came to 2012, my 2nd big sister started to get her first symptom of her illness – diabetes. She treated but the disease was not controlled. Diabetes was there, she began to show another symptom – lung TB. Then the doctor started to treated with TB medication. During the Khmer New Year, I went to visit her and I brought her to emergency at Calmette Hospital, then went to IHC in Ho Chi Minh city, Vietnam. Then doctor said, ” your sister is diagnosed with Metastasis liver cancer. Nothing left we can do for her.” When I heard this news, I was like the whole sky is falling down on me. The sister that used to live with nearly the most of my life, the sister that used to motivated and help both in ideas, and financial is now leaving me without any returns. I felt hopeless and idealess. I just sit and try to smile in front of her face, tried to tell her that you’ll be alright sis while everything could happen to here without any expected.

One and a half month later after we came back from Ho Chi Minh city, she died with tears of her 4-young-daughter and four of sisters and brothers. Before she left, she told me her last words, “Sophea, brother, I need you promise me one thing, please taking a good care of my daughters, let them study and guide them to have  good life. Please support them no matter what situation is. Promise me brother!” That’s the only thing I heard from her and I will never hear her sound again and forever.

Until now, each time I see my nieces’s faces, my tears are falling because they just remind me of what her mother told me to taking care of them. How could God treat a people like that? She just wanted to life and stay with her daughters, just want to see her daughters graduated, get married and she just wanted to see her grandchildren then. But those dreams will never becoming true, because everything disappeared. All I have now is just a memories which I will never forget until I die.

At this time, I just want to tell you each and everyone that, please love your families and do anything good for them as much as you can.

“SIS, I DO MISS YOU AND MISS YOU SO MUCH!”