Facebook to get rid of India network

The world’s largest social networking site, Facebook, has decided to rid itself of regional networks like India and China in a bid to tighten its privacy policy. Following this move, thousands of Facebook users from India, who had opted for the “India” network when joining the social networking site, will have to revise their settings.

Every Indian who joins Facebook has an option to choose the “India” network. India has nearly 12 million Facebook users, and the number is growing steadily. And there are numerous “India networks” — the largest have around 13,198 members. Compared to this, Orkut (owned by Google) has around 16 million users, but the numbers are declining.

Since this update will remove regional networks and create some new settings, in the next couple of weeks Facebook will ask its users to review and update their privacy settings. Users will see a message that will explain the changes and take them to a page where they can update their settings. When they’re finished, it will show a confirmation page so that one can make sure one has chosen the right settings. As always, once the task is done, users will still be able to change the settings whenever they want.

Facebook has its reasons. Almost 50 per cent of all the 350 million-odd Facebook’s active users are members of regional networks, “so this is an important issue for us”, said Facebook Founder Mark Zuckerberg in an open letter to users.

As Facebook has grown, regional networks like India and China have millions of members and “we’ve concluded that this is no longer the best way for you to control your privacy. If we can build a better system, then more than 100 million people will have more control of their information,” said Zuckerberg.

“The positive side is that users will be better able to protect their privacy. On the negative side, users like me who have hundreds of contacts who have added me as friends, would now have to sift through those lists and decide who should see what. This is going to be very painful. It will need a software to manage these third-party contacts,” rues Mahesh Murthy, founder and cheif executive officer of search engine marketing firm, Pinstorm.

“This was waiting to happen. The regional networks were not adding any value as such,” says Kiruba Shankar, co-founder of F5ive Technologies and founder CEO of Business Blogging. He adds, though, that Facebook probably did this since the regional networks were a drain on resources without adding any value in terms of advertising. “When it comes to advertising, Facebook can’t hold a candle to Google,” he says.

Another Facebook user, Moksh Juneja, concurs: “It won’t make any difference to the users except the fact that the India networks held an emotional appeal. It gave, perhaps, a sense of belonging so some users may protest.”

Murthy, on his part, believes that the move also “throws up some very important and sensitive questions”. For instance, what happens to large networks? “Is this a precursor to charging for large networks?” asks Murthy. Instances of that are the “Starbucks” network which has over 4.5 fans and the “Coca-Cola” network with nearly 3.6 million fans. “Will Facebook start charging for networks of this size?”

Murthy adds it will also be difficult to rally people around causes that matter — for instance, the 26/11 terrorist attacks in Mumbai. “I recall that with the help of Facebook and Twitter, we managed to mobilise nearly 220,000 people from all around the city to protest against the attacks, and pressurise the government to take action,” he says.

Incidentally, the first version of Facebook was launched five years ago. Its current privacy model revolves around “networks” — communities for your school, your company or your region. This worked well when Facebook was mostly used by students, since it made sense for a student to share content with their fellow students. Over time, networks were added for companies and regions as well. Today, Facebook has networks for entire countries, like India and China.

However, as Facebook has grown, some of these regional networks now have millions of members.

Hence, Facebook will now “remove regional networks completely and create a simpler model for privacy control where you can set content to be available to only your friends, friends of your friends, or everyone. We’re adding something that many of you have asked for — the ability to control who sees each individual piece of content you create or upload. In addition, we’ll also be fulfilling a request made by many of you to make the privacy settings page simpler by combining some settings”, said Zuckerberg, noting that Facebook “began discussing this plan back in July 2008”.

Experts like Murthy counter that Facebook has used regional networks to grow its presence. “Why should Facebook care now? It has enough users in India. The social networking site — which is now the fourth largest country in terms of population, albeit online, after China, India and the US — is acting like a Big Brother. While protecting privacy is indeed a welcome idea, it should not end up making it harder for people to connect,” concludes Murthy.

How to be a good manager

In every large organization, there's a hierarchy of management that keeps the whole operation running smoothly. Whether you're a senior (upper level) manager, middle manager, or supervisor, you're responsible for directing people so that the organization's goal are accomplished. A good manager can motivate people, learn from previous mistakes, and gain respect from a team. This article focuses on managers in a large organization rather than in a small business or working on specific projects.

Motivate people: Why are the employees there? What keeps them with your organization and stops them from going somewhere else? What makes the good days good? What makes them stick with the organization after a bad day or a bad week? Don't assume it's money--most people aren't that one-dimensional. Ask the employees how they're liking their job on a regular basis. Encourage them to be honest with you. Be a good listener Then take action based upon what they tell you. If health is important to them, give them time to go to the gym and work out. If their family is important, respect the time they may need to send their kids off to school in the morning or pick them up in the afternoon. Remember, our values are what makes us "tick". If you manage by respecting your team's values, they will give you 110% of their effort.

Delegate:You're a manager because you're good at what you do, but that doesn't mean you're supposed to do it ALL. Your job as a manager is to teach other people how do good job. If you're uncomfortable with delegating, however, this can be a huge leap of faith for you. One way to overcome this is to start small. Give people tasks that, if performed incorrectly, can be fixed. Take the opportunity to teach and empower your employees. Then gradually give them tasks with greater responsibility as you come to understand their strengths and weaknesses and learn how to anticipate any problems they might have so you can coach them properly before they begin.

Keep the door open: Always remind people that if they have any questions or concerns, you're ready and willing to listen. Don't be one of those managers who inadvertently makes an employee feel like they're "bothering" you when they bring up a question or concern. Instead of seeing it as another crisis to manage, look at it as an opportunity to show your employee how much you want this organization to be a fulfilling place to work. Never minimize or dismiss their concerns, and always make sure that you've answered their questions completely.

Let people make mistakes. As a manager, you take responsibility for other people's actions, so the last thing you want to do is be responsible for someone else's mistakes. In an attempt to be proactive and prevent mistakes, you might give careful instructions and create clear, strict standards. But are you making people afraid of mistakes? Do they always check with you about every little thing, reluctant to make their own decisions because they might not do it correctly? That ends up making the employees more dependent on you, which makes them less effective and unnecessarily drains a significant portion of your time. In order for people to think for, they need to learn, and in order to learn, sometimes we need to make mistakes. Trust them, and give them a fair margin of error.

Learn from your mistake: When things don't turn out the way you expected, recognize what you could've done differently and verbalize this realization to your employees. This shows them that you make mistakes, too, and it also shows them how they should handle their own mistakes. Whenever you're doing something correctly after having done it incorrectly in the past, let whoever is watching know. E.g. "The reason I know to press this button is because this happened to me when I first started out, and I made the mistake of pressing the blue button, thinking 'This will shut down the system, which should resolve the issue' and I found out--the hard way--that it makes the issue even worse!"

Treat everyone equally. Most of us aren't as egalitarian as we'd like to be. Many times, favoritism happens on a subconscious level. The tendency is to give more positive recognization to the people who remind us of ourselves somehow and who actually like us, rather than to the people who make the biggest contributions to the organization. In the long run, it's people in the latter group who will make the most progress in achieving the organization's goals, so monitor your own behavior carefully and make sure you're not accidentally short-changing them, even if they give you the impression that your positive regard doesn't affect them. Some people shy away from positive feedback but appreciate it nonetheless.