*Update on the issue: Goibibo was kind enough to contact me on Sunday itself. They have agreed over phone to reverse the excess amount. Still to get any written communication on that!

THE ISSUE:
Many of you are familiar with the travel website "goibibo.com". Site is set up wonderfully, with so much options like a mobile app and user friendly website. But all these purely to cheat customers.

I was checking for a hotel in Coorg to spend the summer holiday wit my family. Since goibibo was guaranteeing the best price, i searched their website, came across a good resort for my holiday. They charged Rs 5374 per night for 2 adults and my baby girl who is 5 year old. I confirmed the booking and paid the same through their website - strictly believing in their policy of guaranteeing the lowest price.

After booking confirmation, I went to travelguru.com to reconfirm the price and to show my wife that we got the best price. To my utter surprise, travel guru.com offered the same for Rs 4,168 per night. Thats almost 30% less than what goibibo.com offered. I felt cheated and decided to check few other websites. This time i went to yatra.com and they offered the same for Rs 4,539 per night.

This is what goibibo.com is doing, cheating customers, who trust them.

My advise - never go for goibibo.com. You have better options and better prices elsewhere. Opt for travel guru.com or yatra.com.

goibibo.com - pure cheating.

I don't know whats going to happen once i reach the resort!

screenshots attached for your reference.

travelguru.com (goibibo.com cheated)

yatra.com (goibibo.com cheated)

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. See what they get right.


1. Business is an ecosystem, not a battlefield.

Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered.

Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.

2. A company is a community, not a machine.

Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship."

Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

3. Management is service, not control.

Average bosses want employees to do exactly what they're told. They're hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the "wait and see what the boss says" mentality.

Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4. My employees are my peers, not my children.

Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.

Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5. Motivation comes from vision, not from fear.

Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions.

Extraordinary bosses inspire people to see a better future and how they'll be a part of it. As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.

6. Change equals growth, not pain.

Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change ... until it's too late.

Extraordinary bosses see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7. Technology offers empowerment, not automation.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.

Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8. Work should be fun, not mere toil.

Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.

Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

Original article can be found here:
http://www.inc.com/geoffrey-james/8-core-beliefs-of-extraordinary-bosses.html

WHY EMPLOYEES LEAVE ORGANISATIONS ? - Azim Premji, CEO- Wipro

Every company faces the problem of people leaving the company for better pay or profile.

Early this year, Mark, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer.

He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office,and the very best technology,even a canteen that served superb food.

Twice Mark was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined.

Last week, less than eight months after he joined, Mark walked out of the job.

Why did this talented employee leave ?

Arun quit for the same reason that drives many good people away.

The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All The Rules". It came up with this surprising finding:

If you're losing good people, look to their manager .... manager is the reason people stay and thrive in an organization. And he 's the reason why people leave. When people leave they take knowledge,experienc e and contacts with them, straight to the competition.

"People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman.

Mostly manager drives people away?

HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave,but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job.

When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don 't have your heart and soul in the job."

Different managers can stress out employees in different ways - by being too controlling, too suspicious,too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue.

Talented men leave. Dead wood doesn't.

What is the major reason? Comment your opinion!

Emirates airline online UAE visa

Emirates has launched a new online visa system for people from 56 countries, including India, Pakistan and the Philippines, visiting the UAE. 

 a step-by-step guide.

•  

• 
  

• 

  Step 1

  After you book tickets click on "Manage a Booking" on www.emirates.com and follow on-screen instructions. One-way flights are not eligible. Pay $57 (Dh209) for a 30-day visa and $44 (Dh162) for a 96-hour visa (plus $17 (Dh62) service charge and sales taxes for both). Residents of some countries may have to pay deposit of Dh1,000.
• 

  Step 2

  Upload copies of passport bio page, photograph and proof of residence for transfer to Dubai immigration.
• 

  Step 3

  Track status of visa application on "Manage a Booking" using visa application number.
• 

  Step 4

  Visa will be delivered electronically within four days. All payments are by credit card. Deposit will be reversed on credit card upon confirmation of exit from the UAE.

• 
  

Thinking out of the box!

Thinking Out of the Box - A True Story

There are two kinds of imagination: first is the idealistic or utopian imagination; second is the practical imagination. Here are some examples of this second kind of imagination.

Some time ago I received a call from a colleague. He was about to give a student a zero for his answer to a physics question, while the student claimed a perfect score. The instructor and the student agreed to an impartial arbiter, and I was selected. I read the examination question:

Question: Show how is it possible to determine the height of a tall building with the aid of a barometer.

The student had answered,“Take the barometer to the top of the building, attach a long rope to it, lower it to the street, and then bring the rope up, measuring the length of the rope. The length of the rope is the height of the building.”

The student really had a strong case for full credit since he had really answered the question completely and correctly! On the other hand, if full credit were given, it could well contribute to a high grade in his physics course and to certify competence in physics, but the answer did not confirm this.

I suggested that the student have another try. I gave the student six minutes to answer the question with the warning that the answer should show some knowledge of physics. At the end of five minutes, he had not written anything. I asked if he wished to give up, but he said he had many answers to this problem; he was just thinking of the best one. I excused myself for interrupting him and asked him to please go on.

In the next minute, he dashed off his answer which read:“Take the barometer to the top of the building and lean over the edge of the roof. Drop the barometer, timing its fall with a stopwatch. Then, using the formula x=0.5*a*t^^2, calculate the height of the building.”

What to think and what not to think.....!

At this point, I asked my colleague if he would give up. He conceded, and gave the student almost full credit. While leaving my colleague’s office, I recalled that the student had said that he had other answers to the problem, so I asked him what they were.

 “Well,” said the student, “there are many ways of getting the height of a tall building with the aid of a barometer. For example, you could take the barometer out on a sunny day and measure the height of the barometer, the length of its shadow, and the length of the shadow of the building, and by the use of simple proportion, determine the height of the building.”

“Fine,” I said, “and others?”

“Yes,” said the student, “there is a very basic measurement method you will like. In this method, you take the barometer and begin to walk up the stairs. As you climb the stairs, you mark off the length of the barometer along the wall. You then count the number of marks, and this will give you the height of the building in barometer units.”

“A very direct method.”

“Of course. If you want a more sophisticated method, you can tie the barometer to the end of a string, swing it as a pendulum, and determine the value of g at the street level and at the top of the building. From the difference between the two values of g, the height of the building, in principle, can be calculated.”

“On this same tact, you could take the barometer to the top of the building, attach a long rope to it, lower it to just above the street, and then swing it as a pendulum. You could then calculate the height of the building by the period of the precession.”

“Finally,” he concluded, “there are many other ways of solving the problem.

“Probably the best,” he said, “is to take the barometer to the basement and knock on the superintendent’s door. When the superintendent answers, you speak to him as follows: “Mr. Superintendent, here is a fine barometer. If you will tell me the height of the building, I will give you this barometer.”

At this point, I asked the student if he really did not know the conventional answer to this question. He admitted that he did, but said that he was fed up with high school and college instructors trying to teach him how to think.

The student was Neils Bohr and the arbiter was Ernest Rutherford.

“Truly Amazing Story!!!”

Reproduced from:

http://www.amazingposts.com/2008/10/thinking-out-of-box-true-story.html