Tag: Learned

Learned!

To learn new things is beneficial at any age, and any kind of learning can benefit other aspects of your life. For instance, taking music lessons can increase your language skills. If you’re interested in a topic, study it. If you’d like a new skill, practice it. Your life is ever-changing and infinitely complex, and your ability to experience it depends on your willingness the learn. The more you learned, the more you live.

Embrace failure and confusion. When you are learning a new thing, you are entering into unknown territory. Allow yourself to experience the confusion of unanswered questions and unfamiliar parameters. When you study a new topic, don’t look up answers to your questions right away. Instead, spend some time trying to figure the answers out on your own. This kind of trying (and failing) helps you better understand what you are learning.

  • How to Set the Right Goals?

    How to Set the Right Goals?

    A goal is a desired result or possible outcome that a person or a system envisions, plans and commits to achieve: a personal or organizational desired end-point in some sort of assumed development. Many people endeavor to reach goals within a finite time by setting deadlines.

    It is roughly similar to purpose or aim, the anticipated result which guides reaction, or an end, which is an object, either a physical object or an abstract object, that has intrinsic value.

    Setting the Goals

    Goal setting may involve establishing specific, measurable, achievable, relevant, and time-bounded (SMART) objectives, but not all researchers agree that these SMART criteria are necessary.

    Research on goal setting by Edwin A. Locke and his colleagues suggests that goal setting can serve as an effective tool for making progress when it ensures that group members have a clear awareness of what each person must do to achieve a shared objective. On a personal level, the process of setting goals allows individuals to specify and then work toward their own objectives (such as financial or career-based goals). Goal-setting comprises a major component of personal development and management.

    Goals can be long-term, intermediate, or short-term. The primary difference is the time required to achieve them.

    Short-term goals

    Short-term goals expect accomplishment in a short period of time, such as trying to get a bill paid in the next few days. The definition of a short-term goal need not relate to any specific length of time. In other words, one may achieve (or fail to achieve) a short-term goal in a day, week, month, year, etc. The time-frame for a short-term goal relates to its context in the overall time line that it is being applied to. For instance, one could measure a short-term goal for a month-long project in days; whereas one might measure a short-term goal for someone’s lifetime in months or in years. Planners usually define short-term goals in relation to long-term goals.

    In any endeavor, the first step is to establish a clear goal. The more detailed and clear it is, the easier it will be for you to make choices and establish steps that you need to take towards accomplishing it.

    However, before getting into the subject of setting goals, let us first talk about the Goal-Setting Theory of Locke and Latham. Learning this will help you visualize the results that you truly want and need.

    Dr. Edwin Locke, the author of the article “Toward a Theory of Task Motivation and Incentives”, published in 1968, explained that people become motivated towards doing their job when they are given clear goals as well as proper feedback. He also pointed that having a specific and challenging goal motivates people to boost their performance.

    Twelve years later, Locke and Dr. Gary Latham published “A Theory of Goal Setting and Task Performance,” their seminal work. It not only highlighted the significance of setting definite and challenging goals, but also provided five key components that will guide you to set them successfully. These are Clarity, Challenge, Commitment, Feedback, and Task Complexity. Here are the steps on how you can use them:

    Establish clear goals.

    It is important to be detailed with what you want to accomplish. By doing so, you can track your progress and determine which areas you need to improve on and which ones are helping you to get closer to your goal.

    Perhaps the most efficient way to establish goals is by applying the SMART criteria. This was first explained by George T. Doran in the November 1981 issue of Management Review. It has since become the primary tool used in setting goals.

    “SMART” stands for Specific, Measurable, Achievable (or Assignable), Relevant, and Time-bound. Here is how you can apply each criterion:

    1. Specific – the goal has to be so clear it leaves no room for doubt. Detail what is important to you, what you expect from it, how you will know when it happens, and so on.
    2. Measurable – this puts emphasis on the need for measurable factors to help determine whether you are improving or not. Without measurable factors, you would find it impossible to stay motivated.
    3. Assignable or Achievable – a goal may be specific and measurable, but it can be unachievable if it is unrealistic. It is important to ensure that you can either achieve the goal-related tasks yourself, or assign some of the tasks to someone who can.
    4. Relevant – it is important to work towards a goal that is in line with your principles and purpose in life. For instance, you can consider whether the goal is worth the time, energy, and resources and if it is of true value to you.
    5. Time-bound – a time frame is an essential part of goal setting, because it helps you commit and increases your focus. A goal that is not time-bound is usually shipped off to “someday” land and never seen again. Therefore, you must set a target date.

    Here is an example of a SMART goal: “I will finish writing the first draft of my twenty-thousand-word romance fiction novel entitled “Oceans Away from Sarah” before December 25, 2016.”

    Set the Right Goals

    Ensure that the goals are challenging

    The more challenging yet realistic a goal is, the more motivated you will be to accomplish it. First, consider whether the goal you want makes you feel excited. Why does the thought of accomplishing it makes you feel good? Visualize the goal and determine the steps you need to take to turn it into a reality.

    Commit yourself to the goal

    Committing to your goal means that you are going to devote your time, energy, and resources to accomplish it. It also means you recognize its importance in your life and that you will not give up. It also helps to remember that plans can change, but the goal should remain the same.

    Track your Progress to Get Feedback

    As you work towards your goal, you must continuously enhance your skills, plans, and tools. That way, you can become even more efficient and effective. The only way to know how and what to improve on is by receiving feedback.

    Feedback is easily given by a team leader and one’s peers in major projects, but if you are on your own, then you need to track your own progress to receive it. Therefore, you must create a way to measure your progress as soon as you start working towards your goal. Through these standards, you can determine how far along you are.

    Calibrate the complexity of the task

    If a certain task towards your goal is too challenging it becomes unrealistic, you can take a step back and make the necessary adjustments. In other words, do not charge head-on if you are unprepared for it, because you will only end up feeling too pressured. This is dangerous, because it can cause you to give up altogether.

    Instead, consider the factors that are causing the task to be too complex. Reflect on whether you need more time, additional skills, or better tools for it. Maybe you need to break it down into smaller, more manageable parts. It is also possible that you need to delegate it to an expert. All these adjustments may even help you achieve your goal more efficiently.

    Once you have established a clear goal, the next step is to generate tasks that are in line with it. By doing so, you would then be able to determine the time you need to accomplish it. How to Set Your Organize Priorities? posts will help you to identify which tasks are important each day, and which ones to set aside.

  • How to Set Your Organize Priorities?

    How to Set Your Organize Priorities?

    There are specific skills and steps that you can learn to effectively manage multiple priorities and to actually assess which activities you need to work on first then next in order to tame your daily and weekly schedule. I’ve tried to organize the best time management advice I can find into one place and make it “research administrator-friendly.”

    The ability to prioritize is highly important in terms of achieving your goal. It helps you to identify and focus only on the essential tasks. It frees you from falling into procrastination or getting distracted by less important tasks. By harnessing this skill, you will be less stressed and a lot more organized and put-together.

    To become proficient in prioritizing, you can start by applying former U.S. President Dwight D. Eisenhower’s Urgent/Important Principle.

    Eisenhower’s Urgent/Important Principle

    In 1954, he mentioned that there are “two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent.” In this sense, these two concepts can be defined as follows:

    Important tasks are those whose results lead to the achievement of our personal or professional goals.

    Urgent tasks require your immediate attention. However, they are typically related to the goal of someone else (such as your boss). Nevertheless, we focus on them more because there are negative consequences to not doing them right away.

    At this point, you may want to reflect on three things.

    First, identify which tasks or activities are most important to you. Are they in line with your goal? How far along are you in terms of accomplishing it?

    Second, look back on how you spend your time each day. Do you focus on what is urgent? Were you able to find time for what is important?

    Finally, consider how you can make time for what is important and still be able to do what is urgent. Alternatively, think about whether you can sacrifice what is urgent for what is important.

    One strategy that can help you focus on the important tasks first is to do them at the start of your day. The reason why this is effective is that you would still make time for what is urgent later on in the day. After all, you will always find a way to do what is urgent to avoid the consequence.

    Make sure to write down all your thoughts until you can flesh out a concrete plan out of them.

    The Pareto Principle

    It is easy to prioritize when you are in control of your time and resources. However, things take a more challenging turn when you are faced with many issues that will force you to make quick decisions.

    If ever you find yourself in this situation, then you can take a page out of Italian economist Wilfredo Pareto. According to him, eighty percent of the effects of most events come from twenty percent of the causes. To make his point clear, he explained two examples.

    The first one is that 80 percent of the properties in his homeland are owned by only 20 percent of the population. The second, on which his principle is initially based, is that 20 percent of the pea-pods in his garden held 80 percent of the peas produce.

    To this day, the Pareto Principle is being used by many professionals to gauge almost anything, such as by stating that 80 percent of a corporation’s sales come from only 20 percent of its products.

    Going back to the concept of Prioritization, you can apply the Pareto Principle by applying the following steps:

    1. Identify the main problems.

    Take note of every issue that is holding you back from achieving your goal or task. If you are working as a team, consult each member to get their own insights. You might also need to consult your progress chart.

    1. Determine the main cause of each problem.

    According to the concept of Root Cause Analysis, there are three common root causes behind any problem. These are Physical Causes, Human Causes, and Organizational Causes.

    When something breaks down or fails to operate due to some tangible or observable aspect, then it is due to a Physical Cause. One example is you being unable to finish a three-page report due tomorrow because your laptop computer crashed.

    If a person failed to do something, or did something wrong, then the problem is from a Human Cause. An example would be your co-worker failing to send you an email of the survey results for your report tomorrow.

    In situations where, despite the effectiveness of tools and the efficient skills of the people involved, the process itself caused the problem, then it is considered to be due to an Organizational Cause. One example is the pyramid scheme, in that the products are effective and the salespeople are passionate and trained. Yet, the system itself fails to be sustainable.

    Based on this perspective, it is easy to identify the root cause of some problems. However, if you find it a challenge to do so, then you should ask yourself these questions to help you deduce the issue until you can identify the root cause.

    What happened?

    How did it happen?

    Why did it happen?

    Will it happen again?

    Why or why not?

    1. Rearrange the problems in order of priority.

    After you have identified the root cause for each problem, you should then create another list of the same problems. Only this time, you will be enumerating them based on how important it is for them to be solved. This way, you will instantly know which one to focus on solving first before you move on to the second, third, and so on.

    1. Come up with the solutions.

    Now that you have analyzed and organized all the problems, the final step is to solve each of them. Start with the most important problem to be solved, and then brainstorm on the best steps to take to address it.

    Now that you know how to apply Eisenhower’s Urgent/Important Principle and Pareto’s Principle, you can choose from a variety of time management tools in organizing all this information. A simple chart on a spreadsheet should do the trick, and it can look something like this:

    Eisenhower’s Urgent/Important Principle

    Today’s List of Tasks

    Important Tasks Urgent Tasks

    Task 1 – 8:00 am to 9:30 am Task 1 – 11:00 am to 12:00 am

    Task 2 – 10:00 am to 10:30 am Task 2 – 1:00 pm to 3:00 pm

    Pareto’s Principle

    Ranking Problem Root Cause Solution:

    1 Problem A Root Cause A Solution A

    2 Problem B Root Cause B Solution B

    3 Problem C Root Cause C Solution C

    By using these tools, you will surely be able to get more tasks done throughout your day. Of course, this does not mean that these tools alone will enable you to focus on getting the job done. There will be times when we fail to focus on a task because of unexpected occurrences and distractions. However, you can overcome these challenges by improving your ability to concentrate. The next chapter can provide you with tips and strategies on how to do just that.

  • All Cavemen Must Carry a Big Stick

    Understanding the Story of All Cavemen Must Carry a Big Stick. Booker T. Washington is credited with the statement, “Success is measured not so much by the position that one has reached in life as by the obstacles which he had to overcome while trying to succeed.”

    All Cavemen Must Carry a Big Stick

    Once, I was a guest on a talk radio show along with Michael McDonald, one of my students who had pulled himself out of the ghetto to become an attorney and a respected politician. Michael had done this despite seemingly overwhelming odds that were stacked against him. Mike was asked by the host why others also do not likewise pull themselves up by their own bootstraps. He replied that it was really tough to pull yourself up by your bootstraps when you had no boots. What a great answer. No matter what the Preamble to our Constitution states, all men (and women) are not created equal.

    We each are born into different environments, with different talents, financial means, intelligence levels and other distinct advantages… or disadvantages. Why do some, like Mike, despite the odds, manage to succeed? Why do some have different drives, ambition, attitudes and determination? When is all this determined? Is it in the womb or the first few years of life? The great speaker, Zig Ziglar says, “Great people are just ordinary people with extraordinary determination.” Man Cave Store, Over the years, I have found this to be true.

    I taught high school for sixteen and one-half years. As I reflect back on the kids that I taught, the ones that accomplished the most in life were the ones that I would never have selected to do so. They were the ones that were average kids with little opportunity and lots of drive, grit and determination. When our caveman friend went out to go hunting, he soon learned that to bring the game home, he had to carry a big stick and learn how to use it. They too had to learn to carry a big stick and lots of arrows in their quiver. Here are Cavemen’s stories.

    Cavemen Story One: 

    Bob graduated from high school with less than average grades. Never did he, or anyone else, expect him to go to college. He met their expectations by starting to work immediately after high school. Although he did not like school, he was really good working with his hands. He liked the immediate gratification of seeing his projects come to fruition. He enjoyed construction work and began his first job as a carpenter’s helper.

    In a few years, he borrowed money from a local bank and built his first house. Then, he built another…then another. Fifteen years after graduation, he built his first condominium and found that he could quadruple his return by building and reselling multiple units. Bob is now a millionaire but continues to build condominiums and commercial properties.

    Cavemen Story Two: 

    Eric, like Bob in the first Cavemen story, barely graduated from high school. If a vote was taken, he would have been selected as the most likely not to succeed. Also, like Bob, he enjoyed working with his hands. His first few jobs were working as a helper for an auto mechanic. He started working part time in construction and learned fast. He enjoyed the challenge and satisfaction of seeing a project completed. Before long, Eric quit his job as a mechanic’s helper and built his first house.

    Eric moved into the house an immediately began his second house. … then a third. … then a fourth. Before long, he was developing subdivisions in his hometown. He negotiated and signed a contract to build grocery stores all across the country for a regional food store chain. The rest is history. Eric is now a multi-millionaire and travels the world expanding his investments and counting his money.

    Cavemen Story Three: 

    Tom graduated from high school in the middle of his class. He was average at best and never attempted to go to college. Instead, he started to work selling televisions at a retail store in a strip mall not far from home. Tom enjoyed sales and got very good at it. While others were in college classes, Tom was learning from the school of hard knocks. He eventually left his job selling televisions and started to work as a salesman for an electronic company that supplied components to the company that manufactured the television sets.

    By the time that Tom’s classmates graduated from college and began to join the workforce, Tom had managed to buy the troubled electronics company. Before long, through Tom’s diligence, determination and perseverance, the company had recovered, and Tom sold it to his biggest competitor. He immediately reinvested his profits into other ventures, which included several radio stations, a restaurant chain and a regional health club chain. Tom now lives in one of the biggest houses in town and spends most of his time playing with his diversified portfolio.

    Story Four:

    John graduated from high school as the class favorite. He was always well-liked and popular. Most were surprised when John did not go to college. He, instead, started to work with his brother-in-law building commercial properties. They soon discovered that they could build high-rise apartments for government housing at hefty profits.

    One thing followed another and soon their company had grabbed the attention of others who wanted to purchase the company. Not long after, John and his brother-in-law sold the business and both retired. Since he was forty-years-old, John has done exactly what he wants to do each day. He has not worked in many years.

    Story Five: 

    Our fifth Cavemen story is the story of Mike McDonald, the young man mentioned earlier in this chapter. I take special pride in Mike’s story since I did play a small part in opening a door to get Mike started. Mike was a great kid in high school. Mike lived in the government housing projects and had witnessed many of the personal tragedies of others growing up there. He stood exposed at an early age to gangs, drugs, violence and crime.

    Mike was smart enough to remove himself from those who were bad influences on him. Mike was active in his church, played on the high school football team and made good grades. Upon graduation, he knew that the likelihood of a college education was not good. This is where I enter the picture.

    Mike had a job working at one of the Taco Bells in Huntsville. As fate would have it, one day I got a craving for a spicy bean burrito. When I entered the Taco Bell I saw Mike sweeping the floors. I asked him why he was not in college. After a short conversation and three burritos, I promised Mike that I would see if I could help him get into college. A few phone calls to Middle Tennessee State University and to State Farm Insurance in Murfreesboro, Tennessee, things were beginning to fall into place. I had worked my way through school at MTSU by working in the mail room at State Farm Insurance’s South Central Office.

    It was mere luck (Remember what I said about luck.) that the personnel manager remembered me (Although it had been nearly ten years.) and agreed to give Mike a job. A few weeks later, Mike was enrolled in MTSU and had a steady job at State Farm Insurance. He caught a greyhound bus to Murfreesboro with only ten dollars in his pocket. Four years later, he graduated with honors from MTSU and entered law school. While at MTSU, Mike earned a position as a split receiver on the football team and was the first black President of the student body.

    Since graduating, Mike has stood named the Most Outstanding Alumni and earned many post-graduate honors. One of his first jobs was as the legal counsel to the Governor of the state of Tennessee. He was later Registrar of Davidson County (Nashville), Tennessee where he served for many years. At this writing, Mike is an attorney in Nashville and a law professor at two universities, MTSU and Tennessee State University. Mike’s success truly touches my heart since he had the least opportunity of any student that I encountered yet, he accomplished the most.

    All of the above stories are true. Of those mentioned, only Mike McDonald had a college education. What did all the people in the stories above have in common? They all had determination, an overwhelming desire to achieve and great work ethic. They each overcame the odds to attain the things that each accomplished. As stated earlier in this book, work ethic is more important than a stack of college degrees. In the Cavemen stories above, each learned to carry a big stick, to fill their quiver, and they each had a passion for what they did.

    Here is a short story about determination:

    Cavemen stories, A young guard stood placed on guard duty for the first time. He stood instructed that no vehicle was allowed to enter the compound unless it had a certain identification number on it. As luck would have it, the first unmarked vehicle to approach the gate was that of a general. The General had total disregard for the young guard and instructed his driver to drive on through the gate. The young guard leaned inside the vehicle and politely stated, “I’m new at this, sir, and I really don’t know what to do. Who do I shoot first, you or the driver?”

  • Practice Does Not Make Perfect

    Practice Does Not Make Perfect

    Several years ago at the National Spelling Bee, one of the young ladies really excelled among the others in the competition. With a bright smile, she confidently spelled each word without hesitation. After she had won the contest, she was being interviewed by the television network and was asked how she became just an outstanding speller. She looked directly into the camera and stated, “My success is due to two things, God and Practice!”

    I spent the first sixteen and one-half years of my working life as an educator. Two particular coaches really stand out in my mind. One fellow would practice his football team hour upon hour, day upon day, week upon week. He would practice his team on weekends and holidays. His practice time ran for hours with disgruntled parents waiting in the parking lot to pick up their kids. He was known far and near as being a tough and demanding coach, a reputation which he treasured. His players seemed to always suffer from burnout and bad attitudes. This coach was known throughout the state as being a tough coach. The problem was he could never produce a championship team. In fact, he often struggled just to have a winning season! Then there was coach number two.

    Coach number two had a whole different philosophy. His practice times were short but compact. The attitudes among his players were great. Every drill had a purpose. His practice time was filled with fun things that developed skills and motivated his athletes. The parents of his athletes loved him; the school board loved him; the Booster Club loved him; and his players loved him. He was always in demand as a public speaker at civic clubs and coaching clinics. Guess what? He also always produced the best teams, winning seasons, and led the conference in athletic scholarships for his players.

    What was the difference in these two coaches? Coach number two had learned the secret of success. Contrary to Ben Franklin or whoever gets credit for the old saying… practice does not make perfect. Only “good” practice makes perfect! If a person does the same thing over and ever and over, but does it the wrong way, it is still wrong. That person is wasting his time, spinning his wheels and reinforcing the negative. A person has to determine the things that work and concentrate on strengthening and improving the little things that will enhance their success ratio. Doing the same thing over and over will produce the same results. If something is not working, then evaluate it (Remember the principals of management?), and make adjustments so that the results will be different. In the world in which we live, the winners have learned to do this whether it is in one’s personal life, business life, hobbies or in coaching!

    A person can find true peace and self-actualization through accomplishment. On the other hand, continuous failure leads to a very sad and unfulfilling life. There are so many people who continue to live their lives in a rut that leads to nowhere. They work in jobs that they do not like, with people that they cannot tolerate and in positions that are unrewarding. This is so sad since life is full of opportunity, excitement and adventure. Why would anyone stay in a situation in which they merely exist instead of flourish? Life has too much to offer for one to waste away his precious years and trade each day of his life for a paycheck! That is why entrepreneurs are different from other people. There is something in their inner being that will not allow them to merely survive.

    Zig Ziglar has inspired thousands upon thousands with his books and public appearances. I had the opportunity to meet Mr. Ziglar several years ago and found him to be even more dynamic in person as he is in his books and on his tapes. Zig believes, as I do, that a good attitude is the most important personal asset that a person possesses. One’s outlook on life determines how far he will go. One’s attitude determines how one reacts to the inevitable failures that even the most successful people have to overcome. As Zig states, “It’s not what happens to you that is important, but rather how you react to what happens to you.” How true this statement is! When things don’t go right, do you fall apart? Do you lash out and blame others? Do you wallow in your failure or do you pick yourself up, dust yourself off and continue to plunge forward? We have all heard the stories of Thomas Edison and the number of times that he suffered defeat and setbacks in his endeavor to invent the light bulb and some of his other inventions. We have all heard the stories of Col. Harland Sanders and how he only found success with his Kentucky Fried Chicken idea after he retired from what he really did for a living. We have heard the story of Garth Brooks who was rejected time and time again by the major record labels in Nashville before a chance appearance at the Bluebird Café turned his life around. Garth went on to be the biggest single country act in history! These type stories go on and on. Zig states that, “One’s attitude, not his aptitude, will determine his altitude.” How true this statement is for the aspiring entrepreneur?

    Over the years, I have discovered that entrepreneurs have a different outlook on life. There is the story about the young clerk in the department store who was approached by a customer who asked him if he was the manager. The young man looked up at the customer and quickly replied, “No sir! Not yet!” What a great answer! Just imagine if the young man had hanged his head and replied, “Oh no sir. Not me. I’m just a clerk.” What a different image that would have projected. There is another story about the two men who were both working side by side digging a ditch that was to be the foundation for a huge new palace. A passerby stopped and asked the first man what he was doing. Belligerently, he replied, “Can’t you see that I’m digging a ditch?” The passerby continued over to the second man and stated, “Well, I see that you are digging a ditch also.” “No sir”, replied the second man. “I’m building a palace!” Attitude! Attitude! Attitude!

    Once, several years ago, I was watching one of the local television stations in my home town of Huntsville, Alabama. The local news had had a contest among the regional junior high school students and had selected one of the students to co-host the weather forecast. The young man that won the contest gave his weather report along with the station’s meteorologist. After the report, the meteorologist conducted a quick interview with the young man. He asked him about his education and future ambitions. The meteorologist concluded his interview by asking him if one day he wanted to be the weatherman at the station. The young man paused, and with a perplexed look on his face replied, “No sir! One day I want to own this station!” I could not help but get a lump in my throat when I heard his answer. That is the attitude that this country desperately needs! Why work at the station when you can own the station? That is the mindset of the entrepreneur.

  • Are You Want to be a Caveman?

    Are You Want to be a Caveman?

    The caveman was the world’s first real entrepreneur. He had no choice. Either he got up, got his club, wandered into the woods, set his traps, killed something and drug it home each day, or he starved. He had to be able to out-run the fastest saber tooth tiger or he perished. There were no guaranteed salaries, pension plans, 401K’s, trade unions to protect him, deferred compensation programs, life and health benefit programs or Christmas turkeys or bonuses. The caveman had to perform each day, every day by the sweat of his brow and with his two hands and wit or he would not survive. Were there some cavemen who survived better and longer than others?

    A caveman is a stock character based upon widespread but anachronistic and conflated concepts of the way in which Neanderthals, early modern humans, or archaic humans may have looked and behaved. The term originates out of assumptions about the association between early humans and caves, most clearly demonstrated in cave painting. The term is not used in academic research.

    Sure there were! Some hunted longer, ran faster, got up earlier, learned to set better traps, learned to preserve their foods and prospered better than the others. These cavemen had the prettiest women, wore warmer furs, had better caves, bigger clubs and were envied and copied by the other cave people. Since mankind first came upon the earth, there were those who learned to excel over others. There always have been those who, through their willingness to take calculated risks, work harder, work smarter, work longer, develop their skills and improve themselves, achieve when others fail. This is true in the animal world. The biggest and strongest buck gets the doe. The fastest gazelle is never eaten by the lion. The smartest mouse is never caught in the trap no matter how large the cheese appears to be!

    Nothing has changed today except that the mentality of the caveman has been absolved by today’s modern world. Most people today would starve to death if they had to survive by killing something and dragging it home every day. Most would starve if they had to really work to make a living. Many todays had rather live with tremendous debt, work in jobs that they hate and with people that they despise and live in houses that they cannot afford than to roll up their sleeves and change their condition in life.

    Today, it is hard to listen to the radio without occasionally stumbling into one of those financial gurus on the talk radio stations out there. On every show, someone will call in to ask advice on the matter of personal bankruptcy. This person is always in debt because he has established habits of making one poor choice after another. He always has lived in houses that he could not afford, attended college on borrowed money, bought automobiles when he should have been walking and built up credit card and personal debt that was larger than his annual income. All of these callers want to declare bankruptcy. They are seeking advice as to how to get the process started. Almost none of them are willing to do the things necessary to eliminate the debt. What? Work two jobs! Nonsense! Work out a payment plan to systematically eliminate the debt. Not me! They just want to know how to wipe out the debt that they, under legal contract, legitimately owe. By doing so, they cross the magic threshold that converts them from a consumer to a thief!

    They are technically robbing a bank! They are absolutely no different than the person who straightens his mask, sticks a gun in a teller’s face then runs to a get-away car. They are doing exactly the same thing except that the bank robber deserves more respect since he is more honest in his intentions. A thief is someone who knowingly and willingly steals from others. If we would today again implement debtor’s prisons, there is no doubt that personal debt would drop to near zero. Mankind has become accustomed to the cushions afforded by this society. Today, there are few consequences for a person’s actions. Because of this, the caveman mentality of eat or be eaten has been lost. As our bankruptcy courts have proven, many have become lazy and had rather steal than to actually work to change their condition. What is as disappointing is that society has accepted this and places little or no shame on the actions of these people!

    This post is addressed to those who, like the cavemen of long ago, want to enter the world of entrepreneurship. This is a great country with opportunity hanging before each of us like a ripe, red apple ready for picking. There is no better place to be in the universe for those who want to enter the world of entrepreneurship. That world is not for the lazy, fainthearted, weak or unstable. It is for those who are willing to run ahead of the racers, to work longer, harder, faster and smarter. It is for those who are willing to break tradition, to color outside of the lines, to stand straight, to square their shoulders, swallow hard and kill something for the pot each and every day. It is for those who are not willing to live like everyone else. It is for those who do not want to be normal. It is for those who want to lift themselves above the crowd and, by their own two hands, shape and direct their future. If you fit this mold, then get on your feet, pick up your club, follow us as we welcome you to the brotherhood of the caveman and the greatest adventure of your life!

  • 14 Principles of Organization

    14 Principles of Organization

    Explain is, What are 14 Principles of Organization?

    Meaning of Organization: “An organization or organisation is an entity comprising multiple people, such as an institution or an association, that has a collective goal and is linked to an external environment”. A group of people, the structures in a specific way to achieve a series of shared goals. Relationships within an organization are determining by its structure and are typically based on role and function. As the external environment can affect, and affected by organizations, they are considering open systems. Also learn, 14 Principles of Management by Henri Fayol, 14 Principles of Organization!

    Now, here are Fourteen types Principles of Organization!

    In the base on school level Principles, you have also read it previous Principles of Organization: 

    I. The principle of unity of objectives:

    Organizational goals, departmental goals, and individual goals must be clearly defined. All goals and objectives must have uniformity. When there is contradiction among different level of goals desired goals can’t achieve. Therefore, the unity of objectives is necessary

    II. The principle of specialization:

    Sound and the effective organization believes in an organization. The term specialization is related to work and employees. When an employee takes the special type of knowledge and skill in any area, it is known as specialization. The modern business organization needs the specialization, skill, and knowledge of this desired sector of the economy and thus, efficiency would establish.

    III. The principle of coordination:

    In an organization many types of equipment, tools are using. Coordination can obtain by group effort that emphasizes on a unity of action. Therefore, coordination facilitates several management concepts

    IV. The principle of authority:

    Authority is the kind of right and power through which it guides and directs the actions of others so that the organizational goals can achieve. It’s also related to decision making. It is vesting in a particular position, not to the person because authority is given by an institution and therefore it is legal. It generally flows from higher level to lowest level of management. There should be an unbroken line of authority.

    V. The principle of responsibility:

    An Authentic body of an organization is top-level management, top-level management direct the subordinates. Departmental managers and other personnel take the direction from top level management to perform the task. Also, Authority is necessary to perform the work .only authority is not provided to the people but the obligation is also provided. So the obligation to perform the duties and task is known as responsibility. Responsibility can’t delegate. It can’t avoid.

    VI. The principle of delegation:

    A process of transferring authority and creation of responsibility between superior and subordinates to accomplish a certain task is called delegation of authority. Authority is only delegated, not responsibilities at all levels of management. The authority delegated should equal to the responsibility

    VII. The principle of efficiency:

    In the enterprise, different resources are using. Therese resources must use in an effective manner. When the organization fulfills the objectives with minimum cost, it is effective. The organization must always concentrate on efficiency.

    VIII. The principle of unity of command:

    Subordinates should receive orders from the single superior at a time and all subordinates should be accountable to that superior. More superior leads to confusion, delay and so on.

    IX. The principle of the span of control:

    Unlimited subordinates can’t supervise by the manager, this principle thus helps to determine numerical limit if subordinates to supervised by a manager. This improves efficiency.

    X. The principle of balance:

    The functional activities their establishment and other performances should balance properly. Authority, centralization, decentralization must balance equally. This is a very challenging job but efficient management must keep it.

    XI. The principle of communication:

    Communication is the process of transformation of information from one person to another of different levels. It involves the systematic and continuous process of telling, listening and understanding opinions ideas, feelings, information, views etc, in the flow of information. Effective communication is important

    XII. The principle of personal ability:

    For the sound organization, human resources are important. Employees must be capable. Able employees can perform higher. Mainly training and development programs must encourage to develop the skill in the employees

    XIII. The principle of flexibility:

    Organizational structure must be flexible considering the environmental dynamism. Sometimes, dramatically change may occur in the organization and in that condition, an organization should be ready to accept the change

    XIV. The principle of simplicity:

    This principle emphasizes the simplicity of organizational structure, the structure if the organization should be simple with a minimum number of levels, so that its member and understand duties and authorities.

    Notes: Here are you have read it 14 Principles of Organization. And, Maybe You will read it; The definitions of all the seven Processes of Scientific Management; Planning, Organizing, Staffing, Directing, Coordinating, Motivating, Controlling. you will be reading this post about; What are Functions of Organization, do you read it about Organization.

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  • 14 Principles of Management by Henri Fayol

    14 Principles of Management by Henri Fayol

    Explain, What is 14 Principles of Management by Henri Fayol?

    Meaning; Business administration is the management of a business. It includes all aspects of overseeing and supervising business operations and related field which include Accounting, Finance, and Marketing. Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization’s resources in order to achieve the objectives of that policy. Definition of Management “To manage is to forecast and to plan, to organize to command, to coordinate and to control; by Henri Fayol.” Read Many Definition of Management. Also learn, 14 Principles of Organization, 14 Principles of Management by Henri Fayol!

    Following the 14 Principles of Management by Henri Fayol are:

    • Division of Work: Specialization allows the individual to build up experience, and to continuously improve his skills. Thereby he can be more productive.
    • Authority: The right to issue commands, along with which must go the balanced responsibility for its function.
    • Discipline: Employees must obey, but this is two-sided employees will only obey orders if management plays their part by providing good leadership.
    • Unity of Command: Each worker should have only one boss with no other conflicting lines of command.
    • Unity of Direction: People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise. Unity of command does not exist without unity of direction but does not necessarily flows from it.
    • Subordination of individual interest (to the general interest): Management must see that the goals of the firms are always paramount.
    • Remuneration: Payment is an important motivator although by analyzing a number of possibilities, Fayol points out that there is no such thing as a perfect system.
    • Centralization & Decentralization: This is a matter of degree depending on the condition of the business and the quality of its personnel.
    • Scalar chain & Line of Authority: A hierarchy is necessary for the unity of direction. But lateral communication is also fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not over-stretch and consist of too many levels.
    • Order: Both material order and social order are necessary. The former minimizes lost time and useless handling of materials. The latter is achieving through organization and selection.
    • Equity: In running a business a ‘combination of kindliness and justice’ is needed. Treating employees well is important to achieve equity.
    • Stability of Tenure of Personnel: Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organization adversely.
    • Initiative: Allowing all personnel to show their initiative in some way is a source of strength for the organization. Even though it may well involve a sacrifice of ‘personal vanity’ on the part of many managers.
    • Esprit de Corps: Management must foster the morale of its employees. He further suggests that: “real talent’s need to coordinate the effort, encourage keenness, use each person’s abilities, and reward each one’s merit without arousing possible jealousies and disturbing harmonious relations.”

    14 Principles of Management by Henri Fayol - ilearnlot
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  • Speak Fluently English Week

    Speak Fluently English Week

    Want to speak English fluently week? This guide will show you how to achieve basic fluency in just one week through practice and hard work.

    How to Speak Fluently English in Week? 

    Now you may be thinking that learning English during the week is impossible…but with some hard work and practice, you can. This guide is your bible to learning how to speak and understand “basic” phrases so that you can carry out a conversation. This guide will not make you sufficient in every area of the English language. This takes a lot of practice. But if you follow the exercises contained within this book, you will be on your way to basic fluency!

    “This is a beginner’s guide and is not meant to teach you advanced conversational techniques.”

    English was brought to Britain from Germany and Netherlands. It originated from West Germanic Language and the Anglo-Frisian dialect. It has gone through various phases of evolution. There is the huge difference between Old English, Middle English, and Modern English. Middle English came about after the invasion of the German and the Norman’s.

    The language you are about to learn has a lot of German, Greek, Latin, Spanish, Hindi, French and Old Norse, just to name a few. It is a mix of languages. A huge number of words have originated from Greek and Latin. This eBook is based on the assumption that you are an intermediate learner and can read English. You are here because you have been trying to learn the language but cannot speak it well, or understand English speakers properly. I shall explain the fundamental principles governing the language and point out the common mistake that you should avoid. The end of each chapter will have an action you shall perform.

    Learning English involves listening, speaking, reading and writing. There are four components essential to learning English.

    Phonetics:

    Phonetics is a branch related to sound. Phonology is a branch related to the systematic organization of sounds in the English language. A phoneme is the smallest unit making up a language. The English language consists of 41 phonemes. Phonemes combine to make up words and syllables. According to Wikipedia, a phoneme can be described as “The smallest contrastive linguistic unit that may bring about a change of meaning”. Phonics is the method of teaching people to recognize different sounds.

    Reading Fluency:

    Fluency is the ability to read and speak without stopping. This means not looking at each word and trying to figure out how to read it. It should be accurate and precise.

    Vocabulary Development:

    Vocabulary is the body of words in any language. It is also the individual knowledge of words and their meanings and pronunciations. It is important to develop your vocabulary skills while learning a language. Of course, you are not expected to go through a dictionary in one day; it is a slow process.

    Oral Skills:

    Oral skills are is your ability to speak a language fluently. This requires correct pronunciations and the use of Grammar. Without development oral skills, learning a language would be utterly useless.

    “Speak Fluently English A Week? How to Learn”

    Nine Simple Method:

    English is a beautiful language. In fact, any language you decide to learn is a beautiful one. However, learning a brand new language is not always easy. Lucky for you, English is not considered to be the most difficult language! Now, if you decided to learn Chinese that would take some time. With around 430 million people around the world speaking English and these are only people with English as their first language your decision to learn it is a good one! It is considered the ‘universal language’.

    Additional tips and guides

    Speaking fluent English in just a week is quite a challenge, but with dedication and the right strategies, you can significantly improve your skills. Here are some key steps to follow:

    1. Immerse Yourself in English

    • Surround Yourself with English: Change the language on your devices and consume English media (movies, TV shows, music, and podcasts).
    • Engage in English Conversations: Find language exchange partners or speak with friends and family who are fluent in English.

    2. Practice Speaking Daily

    • Set Practice Sessions: Dedicate at least an hour each day to speak in English.
    • Record Yourself: Record your speech to track progress and identify areas for improvement.

    3. Expand Your Vocabulary

    • Learn New Words Daily: Aim to learn at least 10-20 new words each day. Use flashcards to help memorize them.
    • Use New Words in Sentences: Try to use newly learned words in your conversations or writing.

    4. Improve Pronunciation

    • Practice Phonetics: Focus on the correct pronunciation of words. Use online resources or apps that provide pronunciation guides.
    • Mimic Native Speakers: Listen to native speakers and try to mimic their intonation and pronunciation.

    5. Engage with English Content

    • Read Aloud: Read books, articles, or any content out loud to practice speaking.
    • Watch with Subtitles: Watch English shows or movies with subtitles to enhance your listening and understanding.

    6. Seek Feedback

    • Get Feedback from Fluent Speakers: Ask friends or teachers to provide constructive feedback on your speaking skills.
    • Self-Assessment: Regularly assess your progress and set achievable goals.

    7. Stay Positive and Confident

    • Avoid Perfection: Don’t worry about making mistakes. Focus on communication rather than perfection.
    • Stay Motivated: Maintain a positive attitude and remind yourself of your goals and achievements.

    By following these steps and committing to regular practice, you can make noticeable improvements in your English fluency within a week. Good luck!

    Note: So why waiting for, go get learn and speak fluently English week. One thing remember doesn’t care about mistake because it is human nature without mistake we did it best.

  • Organizational Behavior: What do you know about?

    Organizational Behavior: What do you know about?

    Organizational behavior is a delicate and complex process. The knowledge and information explosion, global competition, total quality, and diversity are some of the bitter realities that the managers are facing today. There are many solutions being offered to deal with these complex challenges. Yet the simple but most profound solution may be found in the words of Sam Walton, the richest person in the world and the founder of Wal-Mart. Sam was once asked the key to successful organizations and management. Sam quickly replied, “People are the key”.

    What do you know about Organizational Behavior?

    The term paradigm comes from the Greek word “Paradigma”, which means ”model, pattern or example”. First introduced over thirty years ago, by the philosophy and science historian Thomas Khun, the term “paradigm” is now used as, a broad model, a framework, a way of thinking, and a scheme for understanding reality. The impact of information technology, total quality, and diversity mentioned earlier has led to a paradigm shift.

    NEW PARADIGM:

    The organizational behavior has a goal to help the managers make a transition to the new paradigm. Some of the new paradigm characteristics include coverage of second-generation information technology and total quality management such as empowerment, re-engineering and benchmarking, and learning organization for managing the diversity of work. The new paradigm sets the stage for the study, understanding, and application of the time-tested micro-variables, dynamics, and macro-variables. One must know why management needs a new perspective to meet the environmental challenges and to shift to a new paradigm.

    A NEW PERSPECTIVE FOR MANAGEMENT:

    Management is generally considered to have three major dimensions—technical, conceptual and human. The technical dimension consists of the manager’s expertise in particular functional areas. They know the requirements of the jobs and have the functional knowledge to get the job done. But the practicing managers ignore the conceptual and human dimensions of their jobs.

    Most managers think that their employees are lazy, and are interested only in money and that if you could make them happy in terms of money, they would be productive. If such assumptions are accepted, the human problems that the management is facing are relatively easy to solve.

    But human behavior at work is much more complicated and diverse. The new perspective assumes that employees are extremely complex and that there is a need for theoretical understanding given by empirical research before applications can be made for managing people effectively.

    MODERN APPROACH TO ORGANIZATIONAL BEHAVIOR:

    The modern approach to organizational behavior is the search for the truth of why people behave the way they do. Organizational behavior is a delicate and complex process. If one aims to manage an organization, it is necessary to understand its operation. The organization is the combination of science and people. While science and technology are predictable, the human behavior in organization is rather unpredictable. This is because it arises from the deep needs and value systems of people.

    HISTORICAL BACKGROUND FOR MODERN ORGANIZATIONAL BEHAVIOR

    The following are below;

    Scientific Management Approach:

    Scientific management approach was developed by F.W. Taylor at the beginning of the 20th century. This theory supported the use of certain steps in scientifically studying each element of a job, selecting and training the best workers for the job arid making sure that the workers follow the prescribed method of doing the job. It provided a scientific rationale for job specialization and mass production. His assumption was that employees are motivated largely by money. To increase the output, Taylor advised managers to pay monetary incentives to efficient workers.

    Yet, his theory was criticized by many employers and workers. Workers objected to the pressure of work as being harder and faster. Critics worried that the methods took the humanity out of labor, reducing workers to machines responding to management incentives. Therefore, Taylor’s view is now considered inadequate and narrow due to the points given by the critics.

    Bureaucratic Approach:

    While scientific management was focusing on the interaction between workers and the task, me researchers were studying how to structure the organization more effectively. Instead of trying to make each worker more efficient, classical organization theory sought the most effective overall organizational structure for workers and managers.

    The theory’s most prominent advocate, Max Weber, proposed a ‘bureaucratic form’ of structure, which he thought would work for all organizations. Weber’s idea! bureaucracy was, logical, rational and efficient. He made the naive assumption that one structure would work best for all organizations.

    Henry Ford, Henry Fayol and Frederick W. Taylor, the early management pioneers, recognized the behavioral side of management. However, they did not emphasize the human dimensions. Although there were varied and complex reasons for the emerging importance of the behavioral approach to management, it is generally recognized that the Hawthorne studies mark the historical roots for the field of organizational behavior.

    Hawthorne Studies:

    Even, as Taylor and Weber brought attention with their rational, logical approaches to more efficient productivity, their views were criticized on the ground that both approaches ignored worker’s humanity.

    The real beginning of applied research in the area of organizational behavior started with Hawthorne Experiments. In 1924, a group of professors began an inquiry into the human aspects of work and working conditions at the Hawthorne plant of Western Electric Company, Chicago. The findings of these studies were given a new name ‘human relations’ the studies brought out a number of findings relevant to understanding human behavior at work. The Human element in the workplace was considerably more important. The workers are influenced by social factors and the behavior of the individual worker is determined by the group.

    Hawthorne studies have been criticized for their research methods and conclusions are drawn. But their impact on the emerging field of organizational behavior was dramatic. They helped usher in a more human-centered approach to work.

    APPROACHES TO ORGANIZATIONAL BEHAVIOR:

    There are mainly four approaches to organizational behavior. They are:

    • Human resources approach.
    • Contingency approach.
    • Productivity approach, and.
    • Systems approach.

    Human Resources Approach:

    The human resources approach is concerned with the growth and development of people towards higher levels of competency, creativity, and fulfillment because people are the central resource in any organization. This approach helps employees become better in terms of work and responsibility and then it tries to create a climate in which they can contribute to the best of their improved abilities. This approach is also known as ‘supportive approach’ because the manager’s primary role changes from the control of employees to provide active support for their growth and performance.

    A Contingency Approach:

    A contingency approach to organizational behavior implies that different situations require different behavioral practices for effectiveness instead of following a traditional approach for all situations. Each situation must be analyzed carefully to determine the significant variables that exist in order to establish more effective practices. The strength of this approach is that it encourages an analysis of each situation prior to action. Thus, it helps to use all the current knowledge about people in the organization in the most appropriate manner.

    Productivity Approach:

    Productivity is a ratio that compares units of output with units of input. It is often measured in terms of economic inputs and outputs. Productivity is considered to improve if more outputs can be produced from the same amount of inputs. But besides economic inputs and outputs, human and social inputs and outputs also arc important.

    Systems Approach:

    A system is an interrelated part of an organization or a society that interacts with everyone related to that organization or society and functions as a whole. Within the organization ‘people’ employ ‘technology’ in performing the ‘task’ that they are responsible for, while the ‘structure’ of the organization serves as a basis for coordinating all their different activities.

    The systems view emphasizes the interdependence of each of these elements within the organization if the organization as a whole is to function effectively. The other key aspect of the systems view of the organization is its emphasis on the interaction between the organization and its broader environment, which consists of social, economic, cultural and political environment within which they operate.

    Organizations are dependent upon their surrounding environment in two main ways:

    • First, the organization requires ‘inputs’ from the environment in the form of raw material, people, money, ideas and so on. The organization itself can be thought of as performing certain ‘transformation’ processes, on its inputs in order to create outputs in the form of products or services.
    • Secondly, the organization depends on the environment such as public to accept its output. The systems view of the organization thus emphasizes the key interdependencies that organizations must manage. Within themselves, the organizations must trade off the interdependencies among people, tasks, technology, and structure in order to perform their transformation processes effectively and efficiently. Organizations must also recognize their interdependence with the broader environments within which they exist.

    CONTEMPORARY ORGANIZATIONAL BEHAVIOR:

    A Separate Field of Study; Organizational behavior can be treated as a distinct field of study. It is yet to become a science. Now efforts are being made to synthesize principles, concepts, and processes in this field of study.

    Interdisciplinary Approach:

    Organizational behavior is basically an interdisciplinary approach. It draws heavily from other disciplines like psychology, sociology, and anthropology. Besides, it also takes relevant things from economics, political science, law, and history. Organizational behavior integrates the relevant contents of these disciplines to make them applicable to organizational analysis. e.g. it addresses issues, which may be relevant to the case, such as the following:

    • What facilitates accurate perception and attribution?
    • What influences individual, group and organizational learning and the development of individual attitudes toward. work?
    • How do individual differences in personality, personal development, and career development affect an individual’s behaviors and attitudes?
    • What motivates people to work, and how. do the organizational reward system influence worker’s behavior and attitudes?
    • How can conflict (between groups or between a manager and subordinates) be resolved or managed?
    • What contributes to effective decision-making?
    • What are the constituents of effective communication?
    • How do managers build effective teams?
    • How can power be secured and used productively?
    • What are the characteristics of effective communication?
    • What factors contribute to effective negotiations?
    • How can jobs and organizations be effectively designed?
    • How can managers help workers deal effectively with change?

    An Applied Science:

    The basic objective of organizational behavior is to make the application of various researches to solve organizational problems, particularly related to the human behavioral aspect.

    Normative and Value Centered:

    Organizational behavior is a normative science. A normative science prescribes how the various findings of researches can be applied to get organizational results, which are acceptable to society. Thus, what is acceptable by society or individuals engaged in an organization is a matter of values of the society and people concerned.

    Humanistic and Optimistic:

    Organizational behavior focuses on the attention of people from a humanistic point of view. It is based on the belief that the needs and motivation of people are of high’ concern. Further, there is optimism about the innate potential of man to be independent, creative, predictive and capable of contributing positively to the objectives of the organization.

    Oriented towards Organizational Objectives:

    Organizational behavior is oriented towards organizational objectives. In fact, organizational behavior tries to integrate both individual and organizational objectives so that both are achieved simultaneously.

    A Total System Approach:

    An individual’s behavior can be analyzed keeping in view his psychological framework, interpersonal-orientation, group influence, and social and cultural factors; Thus, individual’s nature is quite complex and organizational behavior by applying systems approach tries to find solutions for this complexity.

  • Common Mistakes to Avoid for Beginners

    Common Mistakes to Avoid for Beginners

    Improve your English writing and speaking skills by avoid these 30 common mistakes. Learn about grammar, vocabulary, and pronunciation errors to sound more natural.

    30 Common Mistakes to Avoid for Beginners

    English is a confusing language; there is no doubt about that. There are a lot of mistakes even native speakers make.

    30 Common Mistakes to avoid in English: English is a confusing language; there is no doubt about that. There are a lot of mistakes even native speakers make. Below are 30 common observed mistakes with explanations and examples to help you avoid them.

    1. Focusing Solely on Grammar

    This is the most common mistake new learners make. If you focus on correcting your grammar too much, your English might sound unnatural to a native speaker. Grammar is important, but over-focusing can hurt your ability to speak fluently.

    2. Confusing ‘in time’ and ‘on time’

    ‘On time’ means punctual. For example: “I am always on time.” ‘In time’ means before a deadline. For example: “I submitted my college assignment just in time.”

    3. Misusing Gender Pronouns

    It is common to mix up he, she, him, and her. This can be a problem for learners from languages without gender-specific pronouns. For instance, confusing ‘he’ and ‘she’ may not affect the meaning much but can lead to funny mistakes.

    4. Fun and Funny

    ‘Fun’ is a noun, while ‘funny’ is an adjective. For example: “The rides were fun” and “My friend is funny”. Something that causes enjoyment and pleasure is ‘fun’, while something that makes you laugh is ‘funny’.

    5. Singular and Plural Errors

    Sometimes, learners miss the ‘s’ at the end of a word to make it plural. Problems also arise with uncountable words or names ending with an ‘s’. For instance, “There are a lot of Smiths in our building,” not “Smithies.”

    6. Less and Fewer

    ‘Less’ and ‘fewer’ are often confused. Use ‘fewer’ for countable nouns: “There are fewer people.” Use ‘less’ for uncountable nouns: “There is less water.”

    7. A and The

    ‘A’ is used when referring to something for the first time, while ‘the’ is used for something specific or already mentioned. Avoid these articles when speaking about things in general.

    8. Who and That

    ‘Who’ is for people, and ‘that’ is for objects. For example: “The boy who yelled wolf” and “The cycle that rolled off the hill.”

    9. Overusing “Very”

    Instead of saying “very happy,” it’s more natural to say “thrilled” or “ecstatic.” Overusing ‘very’ can make your text sound repetitive.

    10. Using the Wrong Preposition

    Using the wrong preposition is a common mistake. For instance, it’s “interested in” not “interested on.”

    11. Incorrect Conjugation of Irregular Verbs

    For example, “He goes to work every day” but “He went to work yesterday.”

    12. Mixing Up Their, There, and They’re

    ‘Their’ is possessive, ‘there’ refers to a place, and ‘they’re’ is a contraction for ‘they are’. For example: “They’re going to their house over there.”

    13. Misplacing Modifiers

    Modifiers should be placed next to the word they modify. “She almost drove for six hours,” and not “She drove for almost six hours.”

    14. Using Double Negatives

    Avoid double negatives like “I don’t have no money.” Instead, say “I don’t have any money.

    15. Mispronouncing Words

    Keep practicing pronunciation. For instance, “pronunciation” is often mistakenly pronounced as “pronounciation.”

    16. Wrong Word Order in Questions

    It should be “Where are you going?” not “Where you are going?”

    17. Redundant use of Expressions

    Avoid redundancy. Instead of saying “return back,” just say “return”.

    18. Confusing Affect and Effect

    ‘Affect’ is a verb, while ‘effect’ is a noun. For example: “The weather affects my mood” and “The effect was surprising.

    19. Incorrect Use of Apostrophes

    Use apostrophes for contractions: “They’re” (they are) and possessive: “John’s book.”

    20. Overusing Passive Voice

    While not necessarily incorrect, overusing passive voice can make sentences less direct. Try to use active voice where possible.

    21. Using Much and Many Incorrectly

    ‘Much’ should be used with uncountable nouns and ‘many’ with countable nouns. For example: “How much water?” and “How many apples?”

    22. Improper Use of “Me” and “I”

    Use “I” as the subject and “me” as the object. For example: “John and I went to the store.” and “The gift was for John and me.”

    23. Ending Sentences with Prepositions

    While often acceptable in spoken English, it’s best to avoid this in formal writing. Instead of “Where are you at?” use “Where are you?”

    24. Incorrect Comparative and Superlative Forms

    For short adjectives, add -er for comparisons and -est for superlatives. “Shirt is shorter” and “shortest,” not “more short.”

    25. Using “That” instead of “Who”

    Use “who” when referring to people and “that” for things. For example: “The man who spoke” not “The man that spoke.”

    26. Forgetting to Use “To” in Verb Infinitives

    For example: “I want to eat,” not “I want eat.”

    27. Misusing “Then” and “Than”

    ‘Then’ refers to time, and ‘than’ is used for comparisons. For example: “I had breakfast, then I went to work.” “She is taller than I am.”

    28. Incorrect Use of “Lay” and “Lie”

    ‘Lay’ requires a direct object, but ‘lie’ does not. “I lay the book down” versus “I need to lie down.”

    29. Misuse of Reflexive Pronouns

    Reflexive pronouns should refer back to the subject. “I did it myself,” not “Myself did it.”

    30. Using Conditional Sentences Incorrectly

    For example: “If I were you, I would…” instead of “If I was you, I would…”.

    Note: Steps to Start Improving Instantly

    • Go on the Internet and look for common mistakes made while learning English for your native language.
    • Keep a pen and paper beside you.
    • Write down all the mistakes you have been making.
    • Understand the correct way to use the words or phrases.
    • Make your own sentences using these words and phrases.