China's space dream comes true humbly

Ten years after China sent its first man into low earth orbit, three astronauts operating the Shenzhou-10 spacecraft started a journey on a mission which seeks a permanent space station around 2020.



Chinese President Xi Jinping said at the launch site that the crew carry a "space dream" of the Chinese nation and represent the lofty aspirations of the Chinese people to explore space.

The dream, though also dreamt by the more frequent space travelers of Russia and American, includes a manned space station, moon exploration and even deep space odysseys.

The dream is a humble one. China was decades behind Russia and the United States in space technology.

But Chinese pursue it unswervingly in line with a carefully designed three-phase manned space program.

Two years after the space flight operated by China's first astronaut, Yang Liwei, two men, including Shenzhou-10 commander Nie Haisheng, orbited the earth in 2005. Then three more in 2008, two of whom finished China's first extra-vehicular activities (EVA).

After the unmanned Shenzhou-8 and Tiangong-1 space module docking in 2011 to test automated space docking, a key skill to assemble a space station, three Chinese astronauts succeeded in operating the docking manually in 2012.

The Shenzhou-10 mission, if successful, marks the end of the first half of the second phase, which means China has completely mastered EVA and space docking skills.

However, just as the female astronaut Wang Yaping said, "we are all students in facing the vast universe."
China's pursuit of its own space dream showcases a latecomer's unremitting interests and desire to learn about the universe.

During the 15-day Shenzhou-10 mission, Wang will hold a class in space educating a group of students from a high school in Beijing through satellite communication.

This in-orbit event, hopefully broadcast live, will inspire students and also spur citizen's space interests in a country with 1.3-billion people, making this an unparalleled popularization of science in human history.

Similar to other space giants, China's space program was carried out by astronauts selected from air force pilots and supported by military resources. But China has reaffirmed that it opposes militarization of the space and will utilize the space in a peaceful way.

After the year 2020, China's future space station will probably be the only one of any kind in service considering the ISS's retirement plan. By then, China's space dream will not only serve its own people but also contribute to space exploration for the human race.

By Xinhua writers Yan Hao, Meng Na and Li Huizi

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China's space dream crystallized with Shenzhou-10 ...

China's space dream crystallized with Shenzhou-10 launch

JIUQUAN, June 11 (Xinhua) -- China successfully launched its fifth manned spacecraft late Tuesday afternoon, sending three astronauts on the country's longest space trip.

With 10 astronauts and six spacecraft launched into space in a decade, China is speeding up on the path of exploration and building a home for Chinese in the galaxy.

At a see-off ceremony held hours before the launch, Chinese President Xi Jinping extended good wishes to the three astronauts.

"The mission's crew members carry a space dream of the Chinese nation, and represent the lofty aspirations of the Chinese people to explore space," said Xi.

The President later watched the launch at the Jiuquan Satellite Launch Center in northwest China, and shook hands with staff at the center after the successful launch.

Unlike the space trip of Yang Liwei, China's first astronaut who boarded the Shenzhou-5 spacecraft in 2003, of less than a day, the three astronauts will stay for half a month.

In its journey, Shenzhou-10 will dock with the orbiting space lab Tiangong-1 twice, once through automatic operation and the other manual, and a lecture will for the first time be given on board the assembled orbiter to a group of teenage students on the ground.

Compared with the previous nine Shenzhou spacecraft, the Shenzhou-10 is no longer experimental but considered an applicable shuttle system for transporting astronauts and supplies to orbiting modules.

"It is like developing a new type of car. You have to try it on roads of different conditions. Now trials are over and the car can be put into formal operation," said Zhou Jianping, chief engineer of China's manned space program.

On the other hand, the upgraded Long March-2F carrier rocket is technically the same as the one used with the Shenzhou-9 manned spacecraft.

"No alteration means that China's rocket technology is becoming mature," said Jing Muchun, chief designer of the carrier rocket.

This mission aims to further test technologies designed for docking and supporting astronauts' stay in space, as well as to use new technologies related to the construction of a space station, said Wu Ping, China's manned space program spokeswoman, at a press conference on Monday.

The Tiangong-1 space lab has been in orbit for about 620 days, and about three months are left before the designated end of its service.

The module is considered the first step toward China operating a permanent space station around 2020 and making it the world's third country to do so.

The nation is likely to launch a space station before 2016.

There are risks that the conditions of some components on Tiangong-1 might not be at their best since the module is near the end of its service and has gone through four docking tests, Wu said.

For Nie Haisheng, commander of the three-member crew and a second-time space traveler, this mission will be longer, with more experiments to be conducted, than his previous outing in 2006.

"It will be a new challenge with greater risks," Nie told the media on Monday.

However, he is looking forward to entering the space lab module. "My colleagues and I will work in a home for Chinese in space," he said.

For this mission, the manned space program also considered approaching the public.

In a lecture through a live video feed system, female astronaut Wang Yaping will introduce motion in a microgravity environment, surface tension of liquid, and help students understand weight, mass and Newton's Laws.

Wang will also interact with students and teachers on Earth and the lecture will be broadcast live.
Ordinary Chinese, especially science enthusiasts, are excited about the new mission.

"It is a festival for space fans," said Zhao Yang, a researcher with the China Science and Technology Museum, who just watched the Hollywood sci-fi blockbuster Star Trek Into Darkness on Monday.

He was very much interested in the lecture to be given in space, saying, "There might be an interesting introduction about the weightless condition."

For renowned science fiction novelist Liu Xinci, Tuesday's events reinforced his belief that he will live to see space travel become accessible for all common people.

He has a very vivid vision of future life.

"In the next century, human beings will set foot on all planets in the solar system. People will inhabit the moon and Mars. A lot of people will work in space as space journeys will be as easy as flights."

COMMUNISTS IN SPACE

The three-member crew were all veteran Air Force pilots before being selected as astronauts. Nie is the first general visiting space while his teammate Wang Yaping is China's first space traveler born in the 1980s, a generation growing up in era of reform and opening up.

All of them are members of the Communist Party of China.

Yang Liwei, the country's first astronaut, once told Xinhua that Chinese astronauts might not pray like their foreign counterparts do before they set off on a space mission; however, Communism, as their shared faith, supports them.

"If the country has its own space station, Chinese astronauts, who are Party members, might set up a Party branch up there," Yang said.

Of the crew, 48-year-old Nie is commander of this mission, and responsible for the manual docking operation with the Tiangong-1 target orbiter.

Zhang Xiaoguang, 47, will assist the commander to accomplish the spacecraft's manual docking with Tiangong-1. Another job that Zhang will be doing in space is to film Wang's lecture lecture, which will be broadcast to middle and elementary school students in China.

Wang, 33, is the second Chinese female astronaut after Liu Yang in the Shenzhou-9 mission, which blasted off in June last year. Wang will be responsible for monitoring the conditions of the spacecraft, space experiments, operation of equipment and taking care of fellow crew members.-  Xinhua

Are you a manage or leader?

LEADERS and managers obviously have one thing in common they lead or manage teams; but as their titles suggest there are differences between leaders and managers.

As an executive search consultant I have interviewed many senior executives over the years and most of them have indicated that they would prefer to be led than to be managed.

However, I have observed that as an organisation grows it is almost impossible to scale up without a strong management structure. As such, I believe that leadership and management both have a part to play in the growth of an organisation.

The manager

My first encounter with a manager was on my first job. I was fresh out of school and had no knowledge of how an office operated let alone how to use the computer which ran the now obsolete Wordstar programme. I was in awe of my manager. She seemed to know where everything was and always spoke confidently regardless of whom she was addressing. She would also set our targets, monitor our progress and discipline us when necessary. If we accept the definition of a manager as one who directs and controls, then I would say that she played her role well but I found that I was doing the job because I had to and not because I wanted to. My manager was not concerned about engagement as long as we met our targets and would not entertain any queries that would challenge the norm. Whilst I didn't feel that she was someone I could confide in, I certainly respected her discipline and commitment to her job.

The leader

We have all come across leaders who have inspired us at some point in our lives. In comparison with the manager I mentioned earlier, the managing director of the same company was someone who was out to change the world. She was absolutely passionate about what she believed in and her passion was infectious. She spoke with such clarity of thought that I never questioned her beliefs and was glad to work weekends and long hours to be a part of something bigger than myself. Suffice to say that she was an inspiring individual who has influenced my professional and personal life even until today.

The difference

Warren Bennis lists the following comparisons between a manager and a leader in “On Becoming a Leader,” which was published in 1989:

• The manager administers; the leader innovates.
• The manager is a copy; the leader is an original. The manager maintains; the leader develops.
• The manager focuses on systems and structure; the leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a long-range perspective.
• The manager asks how and when; the leader asks what and why.
• The manager has his or her eye always on the bottom line; the leader's eye is on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader challenges it.
• The manager is the classic good soldier; the leader is his or her own person.
• The manager does things right; the leader does the right thing.

As such, we can conclude that not all managers are leaders and some managers may never become leaders. Whilst many of us have come across individuals commonly known as “born-leaders,” who simply thrive in situations that call for a leader to step up to the plate, there are also many who made the transition from manager to leader. This then begs the question: How does one make the shift from a manager mindset to that of a leader?

Given that any kind of change takes time and usually uncomfortable if not painful, I would offer these six areas as the first step in the transition process from manager to leader.

Something bigger than themselves: A leader usually has a cause to champion. A manager who strives to make this transition would have to find something that he or she strongly believes in, in the context of their own organisations or field of expertise. This could include something they feel needs to be changed or an innovative idea they want to see implemented. For instance, a regional sales director whom I interviewed as a potential candidate for an executive search project shared with me that he was hired by his current employer to develop the market for the company's products in Malaysia. However, he felt that there wasn't sufficient demand for their products in one country and he expanded the customer base into China. He successfully created a whole new market for the company and needless to say he was given a promotion for his achievements.

A strategic mindset: A potential leader would also benefit from developing a more strategic view of the business and the industry in which they operate in. For example, managers are usually focused on a function such as finance, sales or human resource. A manager who wants to transition into the realm of a leader would first need to understand how his or her role as a manager adds value to the entire company, the community and the industry. When a manager is able to see the bigger picture, then better decisions can be made that would benefit the business rather than the individual.

Ability to multi-task effectively: Most leaders have the innate ability to deal with many things at once. I'm not referring to being on the laptop or smartphone while meetings are going on, as this will probably be more distracting that productive. Multi-tasking effectively deals more with being able to group similar tasks together and work on more than one item at a time. When there is downtime, this period can then be used to review new information or put together a new group of tasks to be kicked-off next.

Recognising trends: A leader is generally able to see patterns and trends in seemingly unimportant data, even without the help of customer relationship management software tools. They are able to make sense of information whilst managers are often only capable of data gathering and some basic analysis of the information captured.

Long term vs short term: Leaders have a long-term view of the company's direction and the macro factors that affect the business. Their broader view of the situation also gives them an added advantage when dealing with obstacles as they are able to see beyond the immediate issue and make more informed decisions. On the other hand, managers may only deal with short- to medium-term goals and this lack of foresight may limit their ability to make decisions as compared with the strategic view that a leader is able to take.

Ability to communicate effectively: Communication is without a doubt one of the most important skills a leader must develop. Ideally, a leader would be someone who can communicate in a clear message by being both tactful and direct at the same time. A manager without sufficient foresight or empathy tends to be more directive and concise in delivering a message.

Would organisations prefer to hire managers or leaders?

In my view, an organisation needs both managers and leaders for sustainable success. Leaders are usually the ones we see in the limelight, who are highly influential in an organisation. They are also the ones who inspire the rest of the team with their good performance, passion or superb knowledge of an industry. However, they are usually not the ones who would get into the details and execution of projects. This is not an issue for organisations with sufficient structure and headcount to support these leaders but organisations with very leaner teams need leaders who can be hands-on when necessary; failing which the organisation would require the skills and expertise of good managers to fill the gaps. Therefore, in a world where many individuals are able to operate as either a manager or a leader; the ability to wear both the manager and leader hats interchangeably is a highly sought-after commodity.

Talking HR by Pauline NG

Pauline Ng, the managing director of BTI Consultants, encourages all managers who want to become leaders to make the transition but to keep their “manager hats” handy.