Why Saith culture is condemned in Pakistan | سیٹھوں کو کیوں برا کہا جاتا ہے؟ | Dr Irfan Hyder скачать в хорошем качестве

Why Saith culture is condemned in Pakistan | سیٹھوں کو کیوں برا کہا جاتا ہے؟ | Dr Irfan Hyder

The graduates often feel that they are fish out of water. They were never aware of the enormity of the real challenge of organizational behavior that they only read in some foreign books for passing the exams by scoring the minimum grades, but never envisioned or experienced. Their experience of real people, real problems, real issues, and unpredictability of the business environment is sadly out of sync with the reality. They were never trained to take on projects and to complete them to the best of their abilities and to take them to their logical completion which involves satisfying all the stakeholders irrespective of the months or years it may take. For them a project is about a report that needs to be submitted at the end of four months for which they need only a minimum 60% passing marks, and any thing above is good to have but not required.  The only environment they are comfortable of is a multi-national organization or big corporate where there are set structures and processes, where change, if any, is dictated from the top and where the new entrant is not expected to be involved in transformational leadership and organizational change and development. Their inability to measure up to the challenge of working for a real organization and real problems of Pakistan leads them to a mental state of "cognitive dissonance", where they start comforting themselves about their inadequacies by claiming that it is beneath their dignity to work for a “seth organization”, and for which these high-flying graduates of our so called premier universities have coined the pejorative term "seth".  From the  perspective of the family business owner, hiring of high-flying graduates of IBA or LUMS is a high risk endeavor, because they do not even know the language and interpersonal skills required to interact with the shop floor laborers or common people. For these family businesses, it does not make business sense to invest in graduates who are notorious for their job-hopping after every few months, who would jump the ship whenever they get a whiff of a few thousands rupees increment. Making large scale structural changes and procedural changes on their recommendations and suggestions is highly risky because they are likely to leave at a short notice in the middle of even the beginning  unfreezing phase of the "unfreeze,-change-freeze" process of organizational change. Unfreezing is destabilizing with several unintended consequences that have to be dealt with patience, commitment and dogged determination which is often lacking in these graduates.  We need to get away from our current methodology of designing the curriculum where we look at a few curricula of major universities in Pakistan and then tweak the names of courses here and there to align with the structure prescribed by HEC, which interestingly enough, was also designed using the structure of these same universities. HEC's current structure of MBA business curriculum is a solidified variation of the vintage IBA curriculum that was introduced 60 years ago by USAID to produce business graduates who can feed the growth of multinationals in Pakistan, which they have admirably done. But, their lack of focus on local businesses and creation of new businesses is now a huge challenge.    / drirfanhyder     / dr.irfanhyder   http://syedirfanhyder.blogspot.com/ http://www.irfanhyder.com/