Exisiting is the Opportunity

(1) Assign the responsibility (2) Stop defending bad business (3) Use a System (4) Focus on early warning signs - Decline sales - Shifting customers taste - Competitors in (5) Redeploy resources

2015

Cold inside - ၂၀၁၅ မွာ ဘာလုပ္ရမလဲဆိုတဲ့ ေမးခြန္း။ ပတ္၀န္းက်င္က (Business Environment) အရင္ကထက္ ပိုမိုလွဳပ္ရွားေျပာင္းလဲလာတယ္။ (Dynamic) ေျပာရရင္ အေတာ္အတန္တည္ျငိမ္ Simple and Stable ကေန အေတာ္လွဳပ္ရွားေျပာင္းလဲလာတယ္။ (Dynamic) မတည္ျငိမ္မွဳေတြ၊ မေရရာမွဳေတြနဲ႔ ၂၀၁၅ ကို ဘယ္လိုျဖစ္ေက်ာ္ၾကမလဲဆိုေတာ့ကာ ႏိုင္ငံတကာကလိုေ စာင့္ၾကည့္ ေနရမဲ့ အခ်ိန္မဟုတ္ပါဘူး။ (Wait and See Period) မဟုတ္ပါဘူး။ ဒီမွာရွိတဲ့ လုပ္ငန္းေတြက အေသးစား အလတ္စားဆိုေပမဲ့ SME (Small and Medimum Enterprise (SEM) လို႔သာေခၚတာ တကယ္ေတာ့ တကယ့္အငယ္စားေလး (Micro) ေလးေတြပါ။ ႏိုင္ငံတကာက လုပ္ငန္းေတြက ႏိုင္ငံတကာမွာ ရွိတဲ့ လုပ္ငန္းေတြ MNC (Multi-National Companies) ျဖစ္ပါတယ္။ ေစ်းကြက္ ထဲမွာ က်ေနာ္တို႔က ဦးေဆာင္ေနတဲ့ အမွတ္ တံဆိပ္ေတြ (Leading Brand) ေတြမဟုတ္ပါဘူး။ ရွိလွ စိန္ေခၚေနတဲ့ (Challenger Brand) ေတြပါ။ ေခါင္းေဆာင္အမွတ္တံဆိပ္ေတြက စစ္ျပင္ေနတဲ့ အခ်ိန္ Contraction Defense ျဖစ္ေနႏိုင္တာမို႔ က်ေနာ္တို႔အားလံုး အားေမြးျပင္ဆင္ေနရမဲ့ အခ်ိန္ (Passer-By) ပါ။ ေခတ္ေျပာင္းရင္ လူေျပာင္းသလို အမွတ္တံဆိပ္ေတြလည္း ေနရာ အတက္အက်ရွိေနတက္တယ္။ ဆိုးတာက ဒီေနရာက ေနရာေပ်ာက္သြားမွာပါ။ ဒီအခ်ိန္က က်ည္ဆံကို ခဲထားရမဲ့အခ်ိန္ (Bite the Bullet) (သို႔) ေဆးခါးၾကီး (Bitter Pill) စားရမဲ့ အခ်ိန္ပါ။ မဟုတ္ရင္ ကိုယ့္ေသတြင္းကိုယ္တူးထားသလို (Digging your own hole) ျဖစ္သြားႏိုင္ပါတယ္။ မဟုတ္ရင္လည္း အရွင္လတ္လတ္ ေျမျမဳပ္ျပီးသြား ျဖစ္သြားမယ္။ (Buried Alive).

လိုတယ္

ဆန္းသစ္ဖို႔ စနစ္လိုတယ္။ စနစ္ေကာင္းဖို႔ ေခါင္းေဆာင္လိုတယ္။ ေခါင္းေဆာင္ေကာင္းဖို႕ စည္းကမ္းလိုတယ္။ စည္းကမ္းေကာင္းဖို႔ ပတ္၀န္းက်င္လိုတယ္။ ႊThink as a ...team..to be the best and biggest...

Social media and managing performance

Social media and managing performance Social media can affect how staff do their work and where they do it. This can bring challenges for employers in how they supervise employees' work flow, accomplishments, output and problems. Key points Productivity, the pros - Better work-life balance: By managing the person as well as the employee, and being aware of issues at home and work, organisations can get more flexibility from the hours and the way employees function to help meet business needs. Also, in agreeing any flexibility arrangements with the employer, an employee can accommodate personal needs more easily. For example, a manager who works in PR might agree an arrangement with their employer where they take off an extra hour at lunchtime twice a week to help as a carer for an elderly relative. They then make up the time in the evening, working on their employer's social media account. Productivity, the cons - Time theft: Employers may be concerned that some employees spend too long using company computers for personal reasons such as sending emails to friends, updating social network accounts, or browsing and shopping online. In these circumstances, productivity can be badly affected. This is a problem which can be difficult for line managers to spot, as employees can switch quickly on screen between their work and personal use of social media. Another complication can be that as well as using their work computer, an employee might also use their work or personal smart phone. However, IT specialists can monitor employees' time spent online on work equipment, or block access on a work computer to certain sites. Monitoring: For employers, while keeping an eye on employees' use of social media might be helpful in maintaining standards, it can cause bad feeling among staff and be time consuming for managers. Additionally, employees may be unaware that some forms of social networking, such as on smart phones, can inadvertently provide a form of monitoring - for example, by revealing the user's location. Work organisation: The use of social media often blurs the distinction between work and personal life, with many employees available at home and while travelling. This has led some employers to put more emphasis on managing the tasks an employee performs rather than managing the time they work. Also, although knowledge sharing often leads to a greater centralisation of information resources, employees can get more freedom in the way they manage their workloads. Communication, the pros - Quicker: A line manager, their staff and colleagues can use tweets, smart phones, emails, internal message boards and professional networking sites to keep in touch and exchange information almost instantly. In addition, phone conversations can maintain the personal touch. Communication, the cons - Less face-to-face contact: There can be times when electronic communication can be less subtle and effective than talking face to face with an employee. A line manager on the phone or online may not be able to pick up on other signals to get to the root of a concern - for example, if the manager is emailing an employee about their sickness absence. Health and safety: Some employees use personal social networking as a way of switching off from work rather than having regulated breaks away from IT equipment. Addiction: The use of social media can become addictive to varying degrees - from constantly checking work emails, often at home, through to deeper personal problems such as online gambling. Where there is a serious problem, an employer may need to encourage an employee to seek specialist help. The way forward Develop a policy on the use of social media at work: Every organisation will have different rules. Some may ban personal use of the internet altogether, while others may allow 'reasonable use' at the discretion of a line manager. It may be helpful to set some guidelines - for example, personal use of social media is permitted during tea breaks and lunchtime. An employer should consult its employee or trade union representatives when drawing up a policy (see the guide on Social media and how to develop a policy). Also, it should be aware that this is a rapidly changing area and policies may have to be updated regularly. Educate employees: Although many people's social and domestic lives revolve around the use of social media - everything from booking concert tickets to paying bills - this does not constitute having a break from work computer screens (many organisations recommend 10 minutes away from a screen for every hour worked). The Health and Safety Executive has guidance on the risks of using VDU and IT equipment, which all employees could be encouraged to look at. Give line managers guidelines on remote/homeworking: Use of social media is allowing many employees to work away from an organisation's base, with their employer's agreement. This can pose unique challenges for performance management. Common sense suggests that managers will often focus on end-products rather than managing time too closely. However, the basic rules of effective performance management still apply - for example, holding regular performance reviews and maintaining an ongoing dialogue with all staff. Settling in new staff: An employer should use the first few weeks of employment to establish its acceptable standards of behaviour. Also, it should spell out the risks of using company facilities for personal use, in terms of the impact on productivity and the extra pressure that puts on the team, and any potential disciplinary consequences. Discipline: An employer should make it clear to employees what behaviour will be monitored and what disciplinary sanctions may be triggered - for example, if someone is off sick, but colleagues report seeing pictures online of them out socialising. Research in 2010 for the website job board network My Job Group suggested that misuse of social networking tools costs the UK economy £14 billion annually in lost work time. http://www.acas.org.uk/index.aspx?articleid=3376

Social media and bullying

Social media and bullying Social media has brought with it bullying in a different form - through the internet. Bullying through technology is not always so tangible - the victim may not see it, though their colleagues may, and it can carry on online away from the workplace. An employer still needs to deal with cyber bullying, as it can be as damaging as any other kind of bullying, and sometimes more so. Key points Cyber bullying: This is bullying, harassment and victimisation conducted through social media such as blogs or social networking sites. Inappropriate photographs, offensive or threatening comments or sensitive personal information might be posted vindictively. A manager or an employee might be targeted. The victim may, or may not, be aware that they are being bullied. For example, while they are likely to see a threat emailed to them, they may not see comments on a social networking site. Technology is evolving fast: This may offer more opportunities for bullying to take place. Also, employers may struggle to keep pace with how the rate of technological change affects their policies, reviewing them and then getting them up to date. This could impact on how effectively they maintain the standards of behaviour they expect. While it is not legally possible to make a claim solely about bullying to an employment tribunal, an employee may be able to bring a claim under laws covering discrimination and bullying. Conduct outside of work: Social media tools, such as smart phones and social networking sites, can be used so that bullying between staff can more easily be conducted out of working hours and away from work premises. Risk of exclusion: Managers and employees can sometimes feel pressure to join someone's online circle of 'friends' or work contacts. For example, even though an employee might prefer not to accept an invitation, they might worry that to decline or ignore it could offend the sender, and cause a problem further down the line. Some staff can be uncomfortable either accepting or declining an invitation from their line manager or other senior member of the organisation. The way forward Update bullying and disciplinary policies: An employer should include guidance on the use of social media. For example, it should clearly state what behaviour is unacceptable. This might include the use of offensive or intimidating language directed at another employee on social networking sites. Also, an employer should consider widening its bullying policy to cover cyber bullying outside the workplace. This should be done in consultation with employee or trade union representatives. Monitor electronic activity: An employer can check emails and social networking sites if an employee reports instances of cyber bullying. But, an employer must monitor with the full knowledge of those employees being watched (see the Acas guide Social media, defamation, data protection and privacy). Credit: http://www.acas.org.uk/index.aspx?articleid=3379

Social media and how to develop a policy

Social media and how to develop a policy A research paper from the Institute of Employment Studies, commissioned by Acas, highlights the difficulties some employers have in setting standards of behaviour for employees' use of social media. It advises employers to take a "common sense stance" in regulating conduct and treat 'electronic behaviour' as it would 'non-electronic behaviour'. Key points Work out a policy: An employer should set out in writing what it regards as acceptable behaviour in the use of social media at work and what is unacceptable. It should also give clear guidelines for employees on what they can and cannot say about the organisation. Draw a line between private and work lives: An employer should be clear throughout its policy in making a distinction between business and private use of social media. If it allows limited private use in the workplace, or in any way connected with the organisation, it should be clear what this actually means in practice. Advantages: The benefits of a policy can include helping: the employer to protect itself against liability for the actions of its workers; line managers to manage performance effectively. Be ready to adapt: A policy can have many benefits, but an employer should make sure it is written in a way that can accommodate alterations so it keeps pace with the continuing evolution of social media. Acas Senior Policy Advisor Adrian Wakeling talks about social media in the workplace. What should the social media policy cover? Network security: To avoid viruses, most organisations will have controls on the downloading of software. Technical security features, such as firewalls, will usually be managed by the IT department. Acceptable behaviour and use of: Internet and emails: If personal use is allowed, state the boundaries. Smart phones and hand-held computers: Employers need to regularly review and update their policies to cover the new and evolving ways for accessing social media, and to reflect changing employee behaviour and attitudes about their use. Social networking sites: Remind employees to regularly check the privacy settings on their social networking profiles, as they can change. Also, research has shown that the majority of employees would alter what they have written on their social networking profiles if they thought their employer could read them. To find out more, see Acas guide Social media, defamation, data protection and privacy. Further, an employer should cross-reference its social media policy to its bullying and harassment policy. Blogging and tweeting: If an employee is representing the company online, set appropriate rules for what information they may disclose and the range of opinions they may express. Bring to their attention relevant legislation on copyright and public interest disclosure. Data protection and monitoring: An employer should try to find alternatives to checking staff use of social media, if it can. It needs to justify the use of monitoring, showing that the benefits outweigh any possible adverse impact. An employer should consult with employee representatives or a recognised trade union. Business objectives: As well as setting clear rules on behaviour, many employers are integrating the use of social media tools into their business strategy. Social networking can be used internally to encourage employee engagement with the organisation, and externally to help promote the organisation's brand and reputation. Disciplinary procedures: An employer should try to apply the same standards of conduct in online matters as it would in offline issues. To help an organisation respond reasonably, the employer should consider the nature of the comments made and their likely impact on the organisation. It would help if the employer gives examples of what might be classed as 'defamation' and the penalties it would impose. Further, the employer should be clear in outlining what is regarded as confidential in the organisation. The organisation's 'intellectual property': This is material which is the result of creativity in the organisation - for example, the company logo and brands, a song, copyrights, an invention, patents, designs etc.. The employer should clearly outline what constitutes its intellectual property. How to communicate your social media policy Consult: An employer should talk with employees in determining what will be in the policy. This will help ensure it is fair, and seen to be fair. It will also help make it relevant to the organisation's needs. For example, if your employees handle sensitive and confidential information on members of the public, the policy will need to reflect this. Use social media: A high proportion of employees do not know if their employer has a policy on internet use. Technology is evolving so quickly that many policies soon become out-of-date, so they need to be reviewed regularly. Social media channels can be an effective way for an employer to raise awareness of its policy and any changes. When settling in new staff: A 2010 report by the website job board network the My Job Group found that 55% of employees questioned admitted to accessing social networking sites at work. An employer's induction programme is a good way to make clear to new starters the boundaries for use of the internet. Each organisation will have its own culture and standards of 'acceptable behaviour', but it is best to be clear about these from the beginning. Legal considerations The Human Rights Act 1998 gives a 'right to respect for private and family life, home and correspondence'. The provision is directly enforceable against public sector employers, and all courts must interpret other existing legislation in relation to the Human Rights Act. Case law suggests that employees have a reasonable expectation of privacy in the workplace. The Regulation of Investigatory Powers Act 2000 covers the extent to which organisations can monitor or record communications at the point at which they enter or are being sent within the employer's telecommunications system. It applies to public and private communication networks. It gives the sender or recipient of a communication the right of action for damages against the employer for the unlawful interception of communications. There are two areas where monitoring is not unlawful: Where the employer reasonably believes that the sender and intended recipient have consented to the interception; Without consent, the employer may monitor in certain circumstances -for example, to prevent crime, protect the business or to comply with financial regulations. The Data Protection Act 1988 covers how information about employees and job applicants can be collected, handled and used. The Information Commissioner's Office has published an employment practices code - Information Commissioner’s Office: Quick guide to the employment practices code [PDF, 168kb] - to help employers comply with the law. Credit: http://www.acas.org.uk/index.aspx?articleid=3381

Social Media and Today workforce

Social media The impact of social media on the workplace is increasing. Social media is the broad term for internet-based tools used on PCs, laptops, tablets and smart phones to help people make contact, keep in touch and interact. This trend can affect communications among managers, employees and job applicants, how organisations promote and control their reputation, and how colleagues treat one another. It can also distort what boundaries there are between home and work. Key Points Develop a policy: Employers should include what is and what is not acceptable for general behaviour in the use at work of the internet, emails, smart phones and social media, such as networking websites, blogs and tweets. However, it might prove impractical to have an overly formal policy that also includes rigidly covering the use of social media in recruitment. Rules for recruitment: While a rigid policy on using social media in recruitment could soon become obsolete, because the trend is changing and developing so quickly, it is still advisable for an employer to have at least some rules, or procedures, which managers and employees should follow. Screening job candidates: In particular when recruiting, employers should be careful if assessing applicants by looking at their social networking pages - this can be discriminatory and unfair. Who can see your profile? Employees should regularly check the privacy settings on their social networking pages, as they can change. Also, they should consider whether they want or need co-workers to see those profiles. Talk to your staff: Employers should inform and consult with their employees if planning to monitor social media activity affecting the workplace. Update other policies: For example, an organisation's policy on bullying should include references to 'cyber bullying'. Be sensitive: Employers should promote a work-life balance - the line between work and home is becoming increasingly blurred by the use of modern technology. Credit: http://www.acas.org.uk/index.aspx?articleid=3375

စကားေျပာေကာင္းတဲ့သူ မသဲအူ။

အေျပာေကာင္းတဲ့သူနဲ႔ အေကာင္ေျပာတဲ့သူ။ ေျပာတာကို ၾကားတာ လား။ ၾကားခ်င္တာကို ၾကားၾကတာ လား။ ဒီဖက္နားက ၀င္ျပီး ဟိုဖက္နားက ျပန္ထြက္သြားတာ လား။ အေျပာေကာင္းသူ ျဖစ္ခ်င္တာ လား။ အေကာင္းေျပာသူ ျဖစ္ခ်င္တာ လား။ အဆိုးေျပာတဲ့သူ ျဖစ္ခ်င္တာ လား။ အေျပာဆိုးတဲ့သူ ျဖစ္ခ်င္တာ လား။ ဘယ္အခ်ိန္မွာ ေျပာတာကို ေျပာတဲ့ အတိုင္ၾကားၾကတာလဲ။

Why Buddhism (11) ရြဲကုန္သည္

ရြဲကုန္သည္ (ဘုရားအေလာင္း) တစ္သိန္းတန္ ေရႊဖလားကို ေငြအနည္းငယ္နဲ႔ ရြဲေတြေပးျပီး ယူသြားလို႔ တရားပါသလား။

တရားပါတယ္။
အဖိုးတစ္သိန္းတန္ေၾကာင္းရွင္းျပပါတယ္။
ကာယကံရွင္ ပိုင္ရွင္ ေက်နပ္လို႔ လဲလွယ္သြားတာပါ။

Why Buddhism (10) အဂၤုလိ

ရဟန္းၾကီး ေဂါတမ မေျပးနဲ႔။

ေျပးေနတာ ငါမဟုတ္ဘူး။
မင္းပဲ။

ငါ့မွာ ကိေလသာေတြ ကုန္ခန္းေနုျပီ ျဖစ္လို႔
ေတာက္ေလာင္ပူျပန္မွဳေတြမရွိေတာ့ျပီ။

Why Buddhism (9) သင္ျပဳ ကာယကံ

Performance Related Pay

ျပဳသူ အသစ္
ျဖစ္သူ အေဟာင္း။

ျပဳလည္း မျပဳနဲ႔။
ဖ်က္လည္း မဖ်က္နဲ႔။
ျပဳတာ ျဖစ္တာ ပ်က္တာကို
သိေအာင္ေန။

Why Buddhism (8)

Discrimination

Mission Statement of Directory

Missions of A Directory 1) Access information easily by people in Myanmar (new) Access information easily by technology 2) A book that includes every information to know by customer (new) To be successful information resources without book by means of technology 3) All information are gathered when people need (new) Top information provider 4) Everyone can use the advanced technology (new) Everyone can easily use the advanced technology 5) To provide one-stop service, better communication and information all customer needs (new) To support right information easy and convenient way for customer 6) The best information book to provide information all customer used (new) Everybody can use, understand will help to all customer needs and wants 7) To get one-stop updated and accurate data (new) People could easily access updated & accurate information

Think there is a better way...

Think... there is a better way.

လုပ္ငန္းခြင္မွာ ျဖစ္တတ္တဲ႔ ျပႆနာမ်ား

လုပ္ငန္းခြင္မွာ ျဖစ္တတ္တဲ႔ ျပႆနာမ်ား Part-1(5min) 1.ဆရာတို႔ စီးပြားေရး လုပ္ငန္းခြင္ ဆိုင္ရာ ကၽြမ္းက်င္မႈသင္တန္းေတြေပးေနတာ ဆိုေတာ႔ သီအိုရီ အရေရာ တကယ္ လုပ္ငန္းခြင္မွာေကာ ဆရာတို႔ ၾကားေနရတဲ႔ လုပ္ငန္းခြင္ျပႆနာ ေတြကို ေျပာျပေပးပါဦး။ ျပသနာေတြေျဖရွင္းေနရင္းနဲ႔ အခ်ိန္ကုန္တက္ၾကပါတယ္။ ဘာျပသနာေတြလဲလို႔ ေမးရင္ လုပ္ငန္းနဲ႔ မဆိုင္တဲ့ ျပသနာေတြ၊ လူမွဳေရး၊ ပုဂၢလိကအေရးေတြကို ေျဖရွင္းေနရင္နဲ႔ အခ်ိန္ကုန္ေနတက္ၾကပါတယ္။ 2. လုပ္ငန္းခြင္ထဲမွာ ျပႆနာ ျဖစ္လာရင္ ဘယ္လိုပံုစံမ်ိဳး ေျဖရွင္းရင္ အေကာင္းဆံုးျဖစ္မလဲ။ ျပသနာရွိရင္ အေျဖရွိရမွာပါ။ အခုျပသနာေတြျပီ။ ဒီျပသနာေတြရဲ႔ အရင္းအျမစ္က လူေတြပဲ။ နားလည္းမွဳလြဲေနတက္ၾကတယ္။ ကိုယ္လုပ္မွအလုပ္လို႔ ထင္တက္ၾကတယ္။ ကိုယ့္အလုပ္ကမွ အေရးၾကီးတယ္ ထင္ေနတက္ၾကတယ္။ တကိုယ္ေကာင္းဆန္တာမ်ားသြားတက္တယ္။ အဖြဲ႔အစည္းစိတ္ဓါတ္နည္းသြားတက္တာေတြက အေျခခံေတြပါပဲ။ သူမွားသလားဆိုေတာ့ ဒီလိုလည္းမဟုတ္ဘူး။ သူမွန္သလားဆိုေတာ့လည္း ၁၀၀ ရာခိုင္ႏွဴန္းမဟုတ္ဘူး။ ဒီလိုျပသနာမ်ိဳးေတြက ေျဖရွင္းရတာ အဆိုးဆံုးပါ။ ေျဖရွင္းမဲ့သူအေနနဲ႔ အခ်က္အလက္ေတြအားလံုးကို အရင္စုစည္းထားသင့္တယ္။ ပြင့္ပြင့္လင္းလင္းျဖစ္ေအာင္ေျဖရွင္းရမယ္။ 3. ပထမဆံုး ေျပာခ်င္တာက နားလည္မႈ လြဲတာေပါ႔ တစ္ခ်ိဳ႕က မေျဖရွင္းၾကဘူး ေျဖရွင္းရင္ေကာ ဘယ္လိုပံုစံမ်ိဳးနဲ႔ ဆရာ႔ အျမင္ေလးကို ေျပာျပပါဦး။ ေျဖရွင္းနည္းက ႏွစ္မ်ိဳးပဲရွိတယ္။ လြတ္ထားတာရယ္ ရင္ဆိုင္ေျဖရွင္းတာရယ္ေပါ့။ Part-2(5 min)။ 1.ေနာက္ တစ္ခ်ိဳ႕က လူမႈဆက္ဆံေရး အားနည္းတာလို႔ေျပာရမလား ဆရာ သတ္မွတ္ထားတဲ႔ အခ်ိန္ထဲမွာ သတ္မွတ္ထားတာကိုပဲ တိတိ္က်က်လုပ္တယ္ ။ ညိွႏိႈင္းလို႔မရတာမ်ိဳးေပါ႔ဆရာ.အဲလိုလူမ်ိဳးနဲ႕ ၾကံဳရင္ဘာလုပ္ရမလဲ။ မန္ေနဂ်ာႏွစ္မ်ိဳးရွိႏိုင္တယ္ေလ။ အလုပ္ကို ဂရုစိုက္တဲ့သူရယ္။ လူကို ဂရုစိုက္တဲ့သူရယ္ေပါ့။ ပထမအမ်ိဳးအစားျဖစ္မယ္။ အလုပ္မွ အလုပ္ပဲ။ ေရဘူးေပါက္တာမလိုခ်င္ဘူး။ ေရပါတာပဲ လိုခ်င္တဲ့သူမ်ိဳးေပါ့။ အေျခအေန အခ်ိန္အခါဆိုတာရွိတယ္ေလ။ 2.လုပ္ငန္းခြင္မွာ ျဖစ္တာဆိုေတာ႔ ႏွစ္ဦးႏွစ္ဖက္ ေပါ႔ေနာ္ ။ ခုနက လို ကိုယ္ကလိုက္ေလ်ာ ညီေထြမႈမရိွတာကို ေျပာင္းခ်င္တဲ႔သူကေကာ ဘာလုပ္သင္႔လဲ။ အဓိကက အသင္းအဖြဲ႔စိတ္ေပါ့ တင္းေ၀ါ့(ခ)ေပါ့ရွိေအာင္ ဖန္တီးေပးရမယ္။ အဖြဲ႔ရဲ႔ ခံယူခ်က္ကို မိမိခံယူခ်က္နဲ႔ တသားျဖစ္ေအာင္ ဖန္တီးရမယ္။ ပြင့္လင္းစြာဆက္ဆံရမယ္။ ေျပာဆိုရမယ္။ 3.ေနာက္ ဆရာ ခုနက ဆရာေျပာသလိုပဲ လုပ္ငန္းခြင္မွာ ေနာက္ကြယ္မွာေျပာတဲ႔ အျဖစ္ေတြ လည္းရိွတယ္ေနာ္။ ေနာက္ကြယ္မွာေျပာတက္ၾကတယ္။ ေနာက္ေက်ာဓါးနဲ႔ထိုးတယ္ေပါ့။ ဒါက နိမ့္က်တဲ့ စိတ္ဓါတ္ေတြေပါ့။ က်ေနာ့္ကို သေဘာမက်ရင္ က်ေနာ့ကို သေဘာက်ရင္ 4.ႏွစ္ဦးႏွစ္ဖက္ ၊ လုပ္ငန္းခြင္မွာ လူမႈေရးျပႆနည္းေအာင္လို႔ ဘယ္လိုလုပ္ရမလဲ ဆိုတာလည္း ဆရာရဲ႕ အေတြ႔အၾကံဳနဲ႔ မ်ွေ၀ေပးပါဦး။ ငါ ဆိုတာမရွိမွ ျဖစ္မွာ။ ငါတို႔တေတြဆိုုတဲ့ စိတ္ဓါတ္ေမြးၾကရမယ္။ They hate us, because they are not us. Great People talk about Process, Small People talk about People. Part-3(5min) 1.ေနာက္ လုပ္ငန္းခြင္ဆိုတာ ဝန္ထမ္း အခ်င္းခ်င္းမွ မဟုတ္ပါဘူး customer ေတြနဲ႔လည္း ေတြ႕ရတာဆိုေတာ႔ customer ေတြနဲ႔ျပႆနာတက္ရင္ ဘယ္လို ေျဖရွင္းရင္ အေကာင္းဆံုး ျဖစ္မလဲ။ ေစ်းဘာေၾကာင့္လာ၀ယ္ၾကသလဲဆိုတဲ့ ေမးခြန္းကို အရင္ေမးၾကည့္ရေအာင္။ ျပသနာျဖစ္လို႔ ျပသနာရွိလို႔ ၀ယ္ၾကတာပါ။ လိုအပ္လို႔ ၀ယ္ေၾကးဆိုရင္ ေမာၾကီးတစ္ခုလံုး ၀ယ္ထားရမယ္။ အပ္ကအစ ေလယာဥ္ပ်ံအထိလိုေနတာပဲေလ။ ဒါေၾကာင့္ ကိုယ့္အေနနဲ႔က သူ႔ျပသနာကို ေျဖရွင္းေပးဖို႔ ၾကိဳးစားၾကရမယ္။ ကိုယ့္ရဲ႔ ျပသနာက ေစ်းေရာင္းရဖို႔ဆိုတာကို ဦးစားေပးလြန္းရင္ ျပသနာေပၚ ျပသနာထပ္ေနလိမ့္မယ္။ သူ႔ျပသနာကို ေျဖရွင္းရင္းနဲ႔ ကိုယ့္ျပသနာကို သူေျဖရွင္းေပးပါလိ္မ့္မယ္။ သူက ျပသနာရွာတယ္ဆိုရင္ နံပတ္တစ္ စားသံုးသူ အျမဲတမ္းမွန္တယ္။ စဥ္းမ်ဥ္းနံပါတ္ ၂။ မွားေနတယ္ ထင္ရင္ေတာင္ သူမွန္ေနတယ္ပဲ စဥ္းစားရမယ္။ စားသံုးသူကို ေလးစားရမယ္။ ကိုယ္ေတြက သူတို႔ကို အသံုးေတာ္ခံ ေဖ်ာ္ေျဖခံေတြေပါ့။ ကိုယ့္ရဲ႔ အမူအရာေတြကို ဂရုစိုက္ဖို႔လိုပါတယ္။ အၾကည့္တခ်က္။ အေျပာတခြန္း။ ရိုင္းျပသြားရင္။ 2.ေနာက္လုပ္ငန္းခြင္မွာ ဘယ္လို ဆက္ဆံေရး တာ၀န္ယူမႈေတြက ေအာင္ျမင္မႈျဖစ္ႏိုင္မလဲ ဆိုတာေျပာျပရင္း ႏႈတ္ဆက္ေပးပါဦး။ နားလည္းမွဳကို တည္ေဆာက္ဖို႔ လိုပါတယ္။ ေကာင္းမြန္တဲ့ ပတ္၀န္းက်င္ကို တည္ေဆာက္ဖို႔လိုပါတယ္။ ဖိုင္း (တစ္ခုမွားရင္) ဖိုင္း…. အမွားရွာေနတဲ့ ပတ္၀န္းက်င္ကိုု ျပင္ရမယ္။ အျပဳသေဘာေဆာင္တဲ့ ရိုင္းပင္းတဲ့ ပတ္၀န္းက်င္ကို တည္ေဆာက္ၾကရမယ္။ အလုပ္ထဲမွာ တစ္ေယာက္နဲ႔ တစ္ေယာက္ ၾကည့္မရတာက အေတာ္ဆိုးတဲ့ ျပသနာပါ။ ဘုရားေဟာထဲမွာလည္းရွိတယ္။ ပုဂၢလသဘၻာရ မတည့္ရင္ တရားထူးမရႏိုင္ဘူး။ စိတ္ခြန္အားတိုးဖို႕အတြက္ Colleageus and Sကpervior

ေျမြေပြးတြင္းလူး

ေျမြေပြးတြင္းလူး ေရးနည္း ဒီတိုင္းသြား... အရွင္လတ္.. ေျမျမွဳပ္ခံ.. ျမင္ေနရ... ရင္ လတ္ ကိန္း သည္...... Your environment is keep moving and changing faster than ever. So keep moving with the current and keep abreast with the time.But one thing is "Inertia," we have been in the state of rest and motionless for long, so we must change this habit or culture, unless you will be buried alive

အခုေတာ့

တခ်ိန္က ထုတ္လုပ္ေရးကို ဦးစားေပးတယ္။ ဲျပီးေတာ့ အရည္ေသြးအလွည့္ က်တယ္။ ေနာက္ေတာ့ သူမ်ားထက္ ထူးေအာင္က်ိဳးစားၾကတယ္။ အခုေတာ့ တန္ဖိုုးျမွင့္ဖို႕ ၾကိဳးစားၾကရမယ္။

ဘယ္လိုေဆာင္ရြက္ၾကမလဲ။ အထြက္ေမးခြန္းေတြ

အျပည္ျပည္ဆိုင္ရာ အတင္းေျပာသူမ်ားေန႔

ေဆးမွီ၀ဲသူ က်န္းမာ ခ်မ္းသာမည္။ ဦးခ်ိန္တီ။ ေလပုတ္ထုတ္ေဆး အေနာက္ကလယ္ရင္ အနံထြက္မယ္။ အသံက်ယ္ရင္ စိုးတယ္။ ေလပုတ္ထုတ္ေဆးစားလို႕ က်န္းမာေရးေကာင္းတယ္။ ေရာင္းတဲ့သူလည္း စီးပြားျဖစ္တယ္။ ေခတ္သစ္မျမေလးတံဆိပ္နဲ႔ ေလပုတ္ထုတ္ေဆး ေရာင္းတဲ့သူေတြရွိတယ္။ ေလပုတ္ေတြက ေနာက္ကမထြက္ဘဲ အေရွ႕ကထြက္တယ္။ အညွီရွိရင္ ရင္အံုမယ္။ ၀ယ္တဲ့ စားသံုးတဲ့သူရွိရင္ ေရာဂါျပန္႔ပြားႏိုင္တယ္။ ေလမွတဆင့္ ကူးဆက္ကုန္တယ္။ သူမ်ားမေကာင္းေၾကာင္း ေျပာျပီး အႏိုင္မယူခ်င္နဲ႔။ သူမ်ားထက္ပိုေကာင္းေအာင္ လုပ္ျပျပီး အႏိုင္ယူပါ။ ၀ိသာခါကေျပာဖူးတယ္။ အတြင္းမီး အျပင္မထုတ္နဲ႔။ အျပင္မီး အတြင္းမထုတ္နဲ႔။ ငါလည္းေျပာမယ္။ ေလပုတ္ေတြကို ပါးစပ္က မထုတ္နဲ႔။ အျပည္ျပည္ဆိုင္ရာ အတင္းေျပာသူမ်ားေန႕က နင့္ေမြးကို ေရြးေပးလိမ့္ သတ္မွတ္ၾကမယ္။ ထင္ေပၚတဲ့ နင့္ကိုု၏ ဂုဏ္ျပဳၾကလိမ့္မယ္။ တမိေပါက္ တေယာက္ထြန္းတဲ့ နင့္ကို မျမေလးလဲ တမလြန္က ဂုဏ္ယူလိ္မ့္မယ္။ ပီတိျပံဳးေနမယ္။

အကယ္ဒမီ အီယာဂို ဘရူတယ္ မျမေလး။ March 15

ဒီေန႔ မတ္လ ၁၅ ရက္.... ဆီဇာ အေတာ္ကံေကာင္းတယ္။ You too, Brutus, လို႔ ေရရြတ္ျပီး တခါတည္း ျပိဳလည္းသြားတာ ေရာမအတြက္ အခုထိ ျပန္ထမလာႏိုင္ေတာ့ဘူးဘဲ။ ငါကေတာ့ တကယ္ ကံဆိုးတယ္။ ေနာက္ေက်ာကေန ဓါးနဲ႔ထိုးေနလို႔ မင္းတို႔ရဲ႔ နာမည္ကို တဖြဖြ ခဏဏ ေရရြတ္ေနရတယ္။ မင္းတို႔ လက္ခ်က္ေၾကာင့္ ငါ အၾကိမ္ၾကိမ္ ျပိဳလဲေနရတယ္။ ဆီဇာသာ အသက္ရွင္ခဲ့ရင္ ဘရု(စ)တပ္တို႔အဖြဲ႔ ေငြေရာင္ ပိတ္ကားျပင္မွာ အကယ္ဒမီရမွာ ေသခ်ာတယ္။ အသက္ရွင္ေနတဲ့ ငါကေတာ့ မျမေလးနဲ႔ ကိုေအာင္ေလးတို႔အဖြဲ႔ကို ဆင္ဆာမျဖတ္ဘဲ အကယ္ဒမီေရွာ့အတြက္ ၾကိဳးစားခြင့္ေတြေပးထားတယ္။ ဒီႏွစ္မရလဲ ေနာက္တစ္ႏွစ္ေပါ့။ ဆီဇာ့မွာ အန္ေထာ္နီနဲ႔ သူတူ႔ရွိသလို ငါ့မွာလည္း နႏၵသိန္းဇံနဲ႔ ေရႊေသြးရွိတယ္။ ဘရု(စ)တပ္တို႕ လူစုက ဆီဇာကို ပြန္ေပျပဇာတ္ရံုနားမွာ လုပ္ၾကံၾကတယ္။ ငါကေတာ့ လူ႔ဇာတ္ခံု အရွဳပ္ထုတ္ ျပဇာတ္ၾကီးထဲမွာ ခ်ာခ်ာလည္ေနတယ္။ လူစုလိုက္ပါအံုး။ ဓါးေသြးလိုက္ပါအံုး။ ရွံဳခ်လိုက္ပါအံုး။ ေျပာျပလိုက္ပါအံုး။ ငါ့ကိုယ္ထဲ ငါ့ေနာက္ေက်ာကေန သြားေတြ။ ဓါးေတြ။ ထိုးသြင္းလိုက္ပါအံုး။ မျမေလးနဲ႔ ကိုေအာင္ေလး။ ဘရူတယ္ မျမေလး။ အီရာဂို ကိုေအာင္ေလး။ ဘရူတယ္ အီရာဂို မျမေလး။ အကယ္ဒမီ အီယာဂို ဘရူတယ္ ကိုေအာင္ေလး။

မေကာင္းလည္း ကိုယ္ပဲ ေကာင္းလည္းကိုယ္ပဲ

မိတ္ေဆြအစစ္နဲ႔ မိတ္ေဆြအတု က်ေနာ္ မေကာင္းလ်င္ သူမ်ားကို ေျပာပါ။ က်ေနာ္ အရြဲ႔တိုက္တက္ ဆိုးျပတက္ပါသည္။ က်ေနာ္ေကာင္းတာ မသိခ်င္ေယာင္ေဆာင္ေနပါ။ က်ေနာ္ ေနာင္လုပ္မျပေတာ့ပါ။ ေကာင္းမျပေတာ့ပါ။ က်ေနာ္ မေကာင္းလ်င္ က်ေနာ့ကိုသာ ိတိုက္ရိုက္ ေျပာပါ။ က်ေနာ္ ၾကိဳးစားျပင္ပါမည္။ က်ေနာ္ေကာင္းလ်င္ သူမ်ားကို တျခားသူမ်ားကိုုေျပာပါ။ က်ေနာ္ ဒီထက္ပိုၾကိဳးစားပါမည္။