Showing posts with label IIPM. Show all posts
Showing posts with label IIPM. Show all posts

Friday, September 20, 2013

Fight for rights still a core agenda

The First World War witnessed the rise of a mass labour movement and spread of trade unionism, majorly in the unorganised sector. Its initial militancy rocked the complacency of the old leadership. The most salient constraints facing the Industrial Relations in Asia shifted from maintaining labour peace and stability to increasing both numerical and functional flexibility during the 1980s and 1990s. The trend is evident in seven ‘representative’ Asian IR systems – Japan, South Korea, Singapore, Malaysia, the Philippines, India and China.

Main Influences on Asian IR Structure

The IR systems in Asian countries have emerged from circumstances similar to those that have influenced countries in other developing regions. Western models of IR do not adequately explain and help us understand the shape of Asian IR. The distinguishing features of a developing country’s IR systems have been explained as: “...a dualistic economic structure, where a pre-capitalist economic system mainly dominates the scene; a small industrial sector and the related small numerical size of the working class; a segmented labour market, where a sharp dualism both, between modern and traditional manufacturing sectors and between small and large firms exists; the dominance of the state in the industrial sector; weak trade unions, and, thus the absence of collective bargaining between employers and employees.”

On the whole, western industrialisation did not take place under State direction or patronage, but in a laissez-faire setting in which an entrepreneurial middle class moved the industrialisation process forward, which in turn created a distinctive working class. Due to its relative homogeneity, this working class found it possible to organise itself collectively into trade unions to protect and further its interests. Western governments did not ‘create’ unions. Click here to read more...

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Friday, July 26, 2013

An Interview with Prof. Pranabesh Ray (Dean, XLRI, Jamshedpur) suggests the management-union dialogue is the best way to deal with workplace issues

Q. In case of a labour union-management clash, what should be the best way for the management to respond?
A. If you look at our legal structure, we will see that our labour laws have evolved in a peculiar manner. Today, the government’s role is much more than what is required between the management and labour relationship. For example, our constitution gives us the fundamental right to form a union and association under Article 19 (1) C, but unfortunately in that legal structure there is no law for their compulsory recognition. Except for some small pockets in Mumbai, nowhere in the country the management requires to recognise any union.
Recognition allows communication with the management, which does not happen. So, even if I have the right to form a union, nobody will listen to me. Communication will happen only when they are forced through some industrial action, like strike. And, therefore, need for a third party or a tripartite mechanism has been emphasised. Labour and management should be allowed to sit and settle their matter amicably. They must understand they are vital for each other’s existence and thus need to listen to each other.
Q. With HR becoming proactive in organisations, where does that leave trade unions in today’s scenario?
A. HR is becoming proactive, but unfortunately its proactiveness is not percolating to the grass-roots level. The movements of HRD are still restricted to executive or officer level. If you look at people specialising in HR from various institutes, you will find they are actually not going through hardcore IR issues and are more into strategy, T&D and performance management.
Q. The 1980s saw a number of strikes and lockout, which declined with the turn of the decade (in the early ’90s). To what can we attribute this decline?
A. There could be various factors such as opening up of economy, better evolved employers who were sympathetic to employee needs, and better salary structures. When labour and management interact the outcome is often positive, but when the third party intervenes the real problem starts. Click here to read full interview...

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Thursday, April 18, 2013

The curriculum of Higher education in India needs a major transformation so as to connect the teachings imparted in class with the lives of students and to prepare them for future

According to a case study of the Indian National Curriculum Framework (NCF) by Professor Rohit Dhankar of Azim Premji University, Bangalore, “It does not seem to be possible to challenge the entrenched rote-learning pedagogy in Indian classroom and constantly increasing curricular load without taking a more clear, robust and coherent epistemological position.” Sadly, the frameworks does not say that a better expressed and a more effectual epistemological standing can work out these problems, rather they argue that if we want success, repetitive memorisation becomes a crucial weapon in the arsenal of educational reforms. But in order to face the challenges thrown across by the changing dynamics of various industries, the focus should be on helping students develop skills such as critical thinking, collaboration in the team, contemplation from a historical perspective, interpersonal communication, innovative presentation and exhaustive research competence.

Though some initiatives are being prepared by some education bodies, critics have their doubts. Not very long ago the Central Board of Secondary Education (CBSE) announced that it will try out an international curriculum (CBSE-i) from the next academic year. It planned to introduce this curriculum in 100 schools across the country that aimed to promote community service by students from standard I in alliance with an NGO and to focus on research from standard IV.

The board believed that this curriculum would assist students in pursuing higher studies abroad and collaborate with global markets. But educationists are skeptical about this. Many of them believe that the board is not doing anything novel. It is trying to introduce something that is already present in the NCF. They also feel that developing a child’s social consciousness is as important as enhancing its knowledge. Click here to read more...

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Thursday, February 07, 2013

Dr. Upinder Dhar (Vice Chancellor – JK Lakshmipat University) says the missing state support is imperative for the academia growth

Q. How far is the fee structure a determining factor while joining a private institute?
A. High fee structure is not a deterrent for quality institutions. Even IIM Ahmedabad charges INR 15.5 lakh. Students are sceptical of paying large amounts where credentials of an institution are not well-established.

Even in the case of IIMs, the fellowships during research programmes are nowhere near the salaries.

Q. Today when universities are mushrooming, attracting and retaining competent faculty members has become a major challenge. How do you deal with it?
A. We provide total academic and professional freedom. The faculty is free to undertake research and conduct training programmes.

The faculty is encouraged to network with peers nationally and internationally. The university has tie-ups with five leading institutes globally for joint research and academic collaboration. The faculty is also encouraged to attend conferences and is nominated to present papers in India and abroad.

Q. Many students are increasingly heading offshore for higher education. Does this reflect the poor state of our higher education system? What can be done to alter the scenario?
A. The need is to encourage and appreciate good institutions in the country. There needs to be a proper mechanism to support quality upcoming institutions. Another need is to encourage Indian institutions collaborate and to tie up with well-acclaimed foreign institutions.

Q. What are your thoughts on providing global exposure to students?
A. The interaction of students with global academia is already happening. India is fast emerging as a global player on the educational landscape, attracting the attention of best academia across the world. Global academia is visiting India and local students are able to interact with international faculty directly or through video conferencing now. Click here to read full interview...

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Monday, January 14, 2013

From old-line to online

At a time when we are mulling going paperless (there might be no direct link to save the environment), to what extent can we implement it in the education sector? With new age technology taking rapid strides, new ways and methods of imparting knowledge are cropping up, even at the grassroots level.

Many believe that physical proximity between the teacher and the taught is not relevant anymore. In fact, what really matters now is knowledge transfer, in any form. Getting things done is what matters in today’s cut-throat world.

Earlier, use of internet in the education sector was limited to online admissions and online result announcement. But adopting it as a mode of teaching is a relatively new idea. There are some institutes conducting their examinations online. National institutes such as IIT Mumbai, IIM–Kozikode and IGNOU are providing online courses.

Rathish Babu, CEO of Access Atlantech College, believes online revolution is in the offing. “The future is online. The mode of study or methodology will be a mix of online material interlinked to a library for reference, more of a click -and-view type. Typically the classroom will be simulated online. A large number of subjects that do not require practical working labs will go online. The emphasis will be on quality of content and mentoring rather than on physical meetings. Assessments will replace examinations, skill sets would be acquired through internships and industrial experience would be gained during studying.” Click here to read more...

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Friday, January 11, 2013

Managerial attitudes and it's implications

The situation:
One night, Rajul was not feeling well and so he took some medicine to get sound sleep. At the middle of night, his cell phone started to ring continuously but each time it went unanswered. This prompted one of the security staff member to come to his house and wake him up.

The security guard woke up his wife Tosty and informed her that the back door of Rajul’s office has been found open. When she told this to Rajul, he immediately called the senior security guard to get complete information about his office and later decided to visit the spot. Meanwhile, he kept on wondering if anything had been stolen from his office that had so many important documents, including those on the work of one of major tenders that were in process. Before he left the house, his wife asked him to lock the door from outside. Click here to read more..

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IIPM: Indian Institute of Planning and Management
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Monday, December 10, 2012

Leadership is a skill, and any skill must be learned and developed.

Q. In today’s scenario it has become essential to keep reinventing oneself. How can an organisation help its employees in this endeavour?
A. Make it a part of the review process. Get employees to think bigger in terms of their work; challenge them. People and organisations that are too comfortable rarely reinvent themselves.

Too often we ask employees to do things without teaching them how. Do you have an organisational process for reinvention? Develop tools that managers can use with those, then lead to help them reinvent themselves.

Q. Today, succession planning has become critical to leaders and organisations. What measures would you suggest to deal with this complex issue?
A. The first step is awareness. That sounds obvious, but I find many firms are in a kind of denial: they know they need a succession plan, but “not yet”. We should always be thinking at least two steps ahead, especially in terms of future leadership.

The next step — and I have referred to it already — is having an effective process. Succession planning should never be haphazard but rather a carefully considered process.

Q. So, what is the most interesting project you are working on, and what are your future plans?
A. I am spending more time these days thinking about who gets followed and why. I am interested in understanding how leadership may have changed due to technology, generational differences and other factors. And, as always, I have got at least two new book ideas I am working on.

Q. You have authored some bestsellers on leadership and management. What inspires your writing?
A. My goal is simple: to help readers. I try to provide insights that will make the reader’s personal and/or professional life better.

Q. What is your advice to young professionals set to enter the corporate world?
A. Expand your horizons and think beyond the familiar. I believe experience is the best teacher, and therefore, advocate trying lots of things to get lots of experience. But it is also important to contemplate what you have learned from your experiences. A variety of experiences without any reflection is of limited value. Read more...

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Monday, December 03, 2012

Challenging the public’s mind

Masters in science and management, Mr. Himanshu Sinha is an alumnus of the Indian Institute of Management, Ahmedabad (IIM-A). He has nearly 19 years of experience of leading the HR, Personnel and Administration departments. Mr. Sinha has also worked with organisations such as, Asahi India Glass Ltd., Cummins India Ltd., and Gordon Herbert India Ltd.

Q. Please share your thoughts on the turnaround in a public sector organisation? How different are the HR challenges here in comparison to the private sector?
A.
Turnaround in a public sector organisation is mostly undertaken to revive it financially, by taking it on the new or different trajectory, change of products or services, due to loss of competitiveness, failure to achieve the desired results, modernisation and other such factors. Any such turnaround exercise is supposed to be undertaken in a well planned and systematic manner in order to achieve the desired goal.

The basic challenges, as far as HR is concerned, remain similar in both the sectors. In a public sector organisation, the challenges lie more in motivating and changing the mindset of people. It is the same set of people who have been working with the organisation for a long time and that too in a value-based culture. As far as HR is concerned, several tools in the form of various OD interventions are available today to support a turnaround and to attain the desired objectives or results. Although even today there is little agreement on what HR strategies lead to a successful turnaround, either in public or private sector organisation. Read more...

Read More IIPM Related Articles
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Rajita Chaudhuri-The New Age Woman
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IIPM Best B School India
IIPM B-School Detail
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IIPM : The B-School with a Human Face

Monday, November 26, 2012

Ready to nurse an ailing business?

With 30 years of experience in the corporate sector, Dr. Michael Teng has been a torchbearer for many companies facing corporate distress. He has spent 20 years working as a CEO for multinational, local, and public listed companies, and has authored 27 books which can help sail companies through turbulent times.
His bestseller, ‘Corporate Turnaround: Nursing a sick company back to health’, talks about how to diagnose a company when it is sick and prescribes effective management principles and theories for a holistic corporate turnaround.


Q. Define the HR’s role in turning around a healthy business in to a world-class organisation?
A. It is important for a business to develop a strong corporate immune system, i.e., corporate culture which is flexible, innovative, and swift in handling the marketplace changes. The human resource management has an important role to foster this culture by making sure that the message is properly communicated, and policies are put in place and executed well.

Q. Please give us some effective and easy-to-administer techniques which can help HR restructure a company during turnaround.
A. The concept of 4Cs: Communication, Concentration, Cost Control, and Cash Flow Improvement, applies here so as to get control over the sinking ship.

Communicate with your key stakeholders to explain and get their support to your turnaround plan. Concentrate by focusing on core competency, which is necessary to avoid dissipate the limited resources. Cost control is the best antidote in bad times, but one has to be careful in cutting costs as it might hamper the business in a long run. Cash flow improvement is the lifeblood of the company and one has to look into the receivables and payables, inventory, credit terms, etc.

Human Resource department also needs to monitor and follow up to ensure employee morale does not take a beating, messages and policies are properly communicated and implemented. Read more...

Thursday, November 22, 2012

Partners for a sustainable solution

Q. How can a CEO help transform traditional HR to strategic HR?
A. If a CEO believes that “people are the most important assets an organisation has”, he or she would be personally involved in building talent pipeline, developing talent and strengthening organisation culture.

Q. What are the CEO’s expectations from HR?
A. Primary goal of strategic HR function is to increase organisation effectiveness by focusing on real business challenges. The expectation is to identify HR focus areas which help the organisation achieve its objectives. Overall, employee motivation and productivity have to be at the centre stage.

Q. And what does HR expect?
A. The core of the expectation is for the CEO or the functional leader to believe in the criticality of people and the focus needed on building talent. The core expectation of motivating employees, developing them and enhancing their effectiveness remains the same.


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Thursday, November 01, 2012

Organisation’s objectives and direction

To understand what the CEO expects from his HR, we need to understand the mandate and the vision the CEO or the business leader has for the organisation, and what the CEO feels is his or her most critical responsibility or challenge. With the rapid globalisation of business, the key challenges for almost all CEOs today are: 1.Sustainable and profitable growth 2.Managing globalisation and diversity 3.Creating a workplace that spurs innovation 4.Managing and retaining talent 5.Managing costs 6.Using technology to stay ahead of the pack 7.Being prepared for the future

Today, executive level business leaders are looking to their HR organisations to answer critical people and talent questions to address the above challenges and to anticipate and prepare for future challenges. While many will question the role HR can play in terms of costs and technology, the fact remains that if HR has stepped up to take the role of a business partner, it needs to be able to find ways to help overcome challenges beyond its core skill areas.

To be able to deliver on these expectations, HR needs to evolve beyond the traditional strategic HR model. Dave Ulrich and Wayne Brockbank’s HR Business Partner model has helped HR professionals integrate more thoroughly into business processes and align their day-to-day work with desired business outcomes. In the future, the ways in which HR professionals will serve as business partners will continue to evolve, and require more expansive understanding of the organisation and business. The HR leader of an organisation is uniquely placed to have an in-depth understanding of people and processes vital to the firm. Increasingly, human resource professionals will have to be able to assess the human capital impact attributable to gain or loss in market share, profit margins and stakeholder value. Read More...

Read More IIPM Related Articles
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IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Thursday, October 25, 2012

Prof. R.S. Sirohi (Vice-Chancellor, Invertis University) tells us about The Barriers between Education and Students in Rural India

Continued....Lack of trained faculty is another impediment according to Prof. Sirohi. He says faculty crunch is a serious issue in many institutions, including Invertis, which is taking vigorous steps to address the problem. “As the university is not situated in a big city, lecturers and professors are apprehensive about joining Invertis (approx. 250 kms from Lucknow),” he tells as a matter of fact. Also, majority of students come from rural areas and lack basic communication skills. Therefore at Invertis, there are training cells for both students and faculty, he says and feels that developing soft skills is one of the most difficult parts of training.

Invertis organises a host of programmes like debate competitions and discussions to help students better their communication skills. Universities in rural India have an additional responsibility to prepare their students to face the outside world. They can do a phenomenal job in removing the inherent hitch in those coming from a rural background, he opines. At Invertis, the need to adapt to industry is well understood. Therefore, the curriculum changes every two years. This is done keeping in mind that the corporate world is growing at a fast pace and updating syllabi will equip students better to face the stiff competition, emphasises Prof. Sirohi.

“We also plan to explore opportunities to have an association with foreign universities. Our objective is to provide exposure to Invertis students,” he reveals. Prof. Sirohi, however, refrains from commenting on the future trends in the field of education. Today, the scenario is dynamic and it is very hard to predict the future. “We need to focus on building a strong base and provide opportunities to students for overall growth. Only then can they pave a way for themselves,” Prof. Sirohi signs off. Read More...

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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
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Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
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IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Monday, October 15, 2012

Ankur Bansal, (Vice Chairman, NDIM) Points out some key Loopholes in Imparting Management Education in India and offers Solutions

Speaking about the initiatives taken by him, apart from setting up a new campus since he took charge, he says, “We increased the annual intake of students in the institute. Then, I started speaking to a lot of international professors, as well as expanded our corporateindustry interface. We are also looking at international collaborations for student and faculty exchanges.”

Having completed his MBA from the USA, Mr. Bansal finds some stark differences in the way a management degree is perceived and pursued in India. He points out, “Students entering the top 50 colleges in the US are of the average age of 27+ years. These students would have ideally had some work-ex and the classrooms there are more discussion-based, where the teacher acts as a facilitator. In India, the average age is 21-22 years, comprising students who come in right after an under graduate degree. This makes the classroom more lecture-based. Also, the quantity and quality of research done by the faculty matters a lot in the USA, rather than the number of teaching hours that the teacher has, which is a priority here in India.”

Again, according to him, the expectations of students in India from an MBA degree is more to do with a plum-salaried job. What the students fail to understand is that, entering a management school is just an entry point, but what really matters is what you do and how much effort you put in those two years of education.

Said that, what makes NDIM stand out from the clutter? And he quickly points out that, “Unfortunately, there is a big gap, between what people promise and what they deliver. For the last 15 years or so, we have been trying to keep up to that promise. Also, our objective is not to make some quick money and exit, which a lot have been resorting to in the last 4-5 years. My grandfather started the institute with a vision of giving back to society and even today, that commitment remains intact.” Adding further, he concludes by maintaining that, the institute’s aim is not to have 5000 MBAs each year, but as a policy, keep a limited intake and deliver quality education to the chosen few. Read More...

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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
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Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Thursday, October 11, 2012

She Writes Story Contest winner: Shreya Manjunath

Shreya Manjunath is one of twelve winners of the MSN-Random House She Writes a Story Contest', as chosen by our judges. Her story 'Winds of Indifference' features in the 'She Writes: A collection of Short Stories' published by Random House India and available at all leading bookstores.

Shreya Manjunath has a PGDM from IIM Bangalore and a BE in Computer Science from PESIT. She has been working as a management consultant. Shreya also writes socio-political satirical articles for a leading satirical website.

read an extract from shreya manjunath's story 'winds of indifference' 

'Honour be damned,' muttered Ketki under her breath. But Sarasvati Prasad was damned if he did and damned if he didn't. The eavesdropping winds carried his daughter's tales to any honourable villager who cared to listen, a pool that excluded nobody. Breezy gossip offered a welcome respite from the village still life. Gossip was liberation from the mundane. Libel was a lifestyle. Sarasvati Prasad grimaced as his firstborn argued with him incessantly. 'Papa, please let me go to the city,' Ketki demanded. She then appealed to their shared dream, 'Is it not your wish that I become a witch doctor?' He still hesitated. 'For Saraswati's sake,' Ketki pleaded, knowing fully well that she was playing her trump card. Sarasvati Prasad had always felt deeply obligated to his namesake, ever since books offered him refuge from school bullies.

Even as a child, Sarasvati Prasad had been effeminate, which made him a target for a many a thorough-bred, burly lads from the badlands of rural UP. Sarasvati had turned his solace into profession by becoming a village headmaster of some repute.

Post marriage, Sarasvati, still irked by his insecurities, felt that fatherhood would make up for his supposed inadequacies, and therefore proceeded to spawn four kids in quick succession. His false machismo may well have contributed his wife's untimely death. The guilt-ridden schoolmaster embraced his effeminacy ever since, vowing to mother his wife's young children after her demise. Sarasvati nursed his young children with the best education he could offer.

As soon as Ketki deemed it fit to demand to go to the city for higher education, the tussle for her future began. 'What will the relatives say if I send you to the city? What of our family's honour?' Sarasvati was at a loss for words once again, the first time being when he first held the feisty firstborn in his hands. Ketki had been promised to the goddess of the written word even before she was born. Sarasvati finally obliged and so did the goddess. Ketki aced her medical entrance tests.

Ketki doesn't remember leaving her village. She was evacuated to the city, undercover and in haste. The panchayat in her village, the so-called 'honour upholders', were hardly the patron saints of women's education. Ignoring the whispering winds back in the village, Ketki breezed through her doctorate exams and graduated with honours, though the panchayat believed this dishonoured the village.

in her own words: shreya manjunath

Have you always been a writer? What made you start writing?
I have done some freelance copywriting work in the past. After I completed my MBA from IIM B, I started writing satirical articles for a leading socio-political satirical website. Moving life experiences, spare time and the need to find my voice all made me start writing regularly.

What inspired you to enter She Writes?
I was delighted to be provided a platform to share the life experiences of Indian women, celebrating their struggles and successes. I was inspired to write for the competition with a view to expanding our society's liberal space and sensitizing the Indian public to the problems that ail our society.

Why did you chose the category you did?
The hostel where I stay is teeming with stories of women from small towns and villages who moved to the city. They all found the experience of moving to the city liberating and empowering. I drew from their struggles. Outrage over the diktats of regressive panchayats and honour crimes also made me choose the category of "Women in the city".

Do you have a writing routine - e.g. do you have favourite places to write/favourite times of day/do you write longhand or on a computer?
Ideas seem to have a life of their own and come to me when they do. I keep a mental tab of these ideas till I can get my hands on a laptop and then make little notes of these ideas. Finally I get down to weaving together these ideas and spinning a tale.

Who is your favourite author?
Salman Rusdie is my favourite author. His genre of magic realism connects you to the world while transcending it. The combination of a real connection and the chance of escape make for a great read. Ever the engineer, I also love Issac Assimov's short sci-fi stories that have the appeal of both science and psychology.

Which book has inspired you the most?
Vikram Seth's Suitable Boy moved me with its account of the conundrum of choosing a spouse- a loaded, weighty decision that largely determines how your entire personal life is going to pan out. The choice set against the background of a complex, multi-ethnic India made for a stirring read.

Which key piece of advice would you give to any other budding writer?
Exposure, be it through life experiences or reading enriches your imagination. Be engaged the world and with people, there are stories waiting to be found!

Wednesday, October 10, 2012

EduRiser Learning Solutions Organises a Learning Programme on Collaborative Business Simulation

Continued...LDGM simulated the setting of the wilderness where ‘Dutchman’ participants were supposed to get to the mine, get as much gold as they could and return
home. The situations that arose were designed to apply directly to real-time workplace situations. The participants could relate to and apply the learnings from the simulations to the workplace that encourage them to think and reflect, evaluate situations, value relationships between departments, promote interdependence, appreciate roles, maximise ROI and do more. Participants of the programme believed that LDGM was one of the best tools for reinforcing learnings of Collaboration, Teamwork, Risk Taking, Decision Making, Strategic Planning, Negotiation Skills and Resource Planning and Management. Mr. Salvis, the facilitator of this programme said, “Collaboration is in the best interest of the organisation, its clients and its employees. Inter-departmental conflict and unhealthy competition mar business growth and market value. Instead, if teams choose to collaborate for a common goal of organisational well-being and customer satisfaction, the results are overwhelming.” LDGM is a business simulation designed and packaged in an innovation game based format that is completely immersive and fun while being reflective and providing many key learnings for organisational greatness. Read More


Monday, October 08, 2012

WORLD: ENERGY CRISIS AND WHY EVEN WE COULD BE WRONG :-)

The lethargy to move to alternative fuel seems almost insane...

The reality is that many underdeveloped and developing nations have similar sources of alternative energy; yet, fail to see the potential. If most of the major metropolitan cities turn to CNG as the standard fuel for all public transport systems and private vehicles, it would reduce the oil demand significantly. While billions of dollars are being spent in most nations for construction of highways, a fraction of similar investments for the creation of mass rapid railroad transport system running on gas (not gasoline, but hydrogen based gas) would not just drastically reduce the need for fuel oil, but would also help in creating a cleaner environment.

Reports state that India’s natural gas production is slated to touch nearly 170 million standard cubic metres per day by 2011-12. So, when natural gas and CBM can run power plants and vehicles, when an Iran or Russia based pipeline can meet the rest of the demand, why is such a price rise paranoia?

As the oil reserves near depletion in Middle East, the price of the same can only go up. A war between Israel and Iran might never happen but the fear factor of the same would continue to push the price northward. It’s time to exit this game theory of US (who perhaps benefit the most as the more the price of oil rises, more becomes the demand of dollar to buy the same). Let’s hope that the day gas becomes the preferred fuel is not far. And what would be proof of that? That’s easy. That would be the day an exemplary American President bombs a state called Bihar in India and claims he did it for saving the world from weapons of ‘gas’ destruction.


Read more....

Source : IIPM Editorial, 2012.

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IIPM : The B-School with a Human Face


Saturday, October 06, 2012

Jointly till The End of Time

JPC for 2G Scam is Illogical, Considering The Past Record of JPCs in India

Opposition parties including CPI () and BJP are strongly demanding a Joint Parliamentary Committee (JPC) to investigate the 2G scam, which is estimated to have cost the nation Rs.1.76 lakh crore. But the JPC may not be the solution, considering the track record of JPCs conducted before.

There have been four JPCs conducted. The first ever JPC was instituted to investigate the Bofors contract on August 6, 1987 after a 45 days logjam of Parliament. The scale of the scandal was to the tune of Rs.400 million. The committee, under the leadership of B. Shankaranand, held 50 sittings and gave its report on April 26, 1988. Opposition parties rejected the committee saying that most members were from the Congress party. The second JPC was conducted to inquire into irregularities in Securities and Banking Transactions in the aftermath of the Harshad Mehta scandal involving over Rs.6 billion under former Union minister and senior Congress leader Ram Niwas Mirdha on August 6, 1992. It took nine years to prepare a report in 2002 but it was tabled in Parliament in 2005. Still, the recommendations were neither fully accepted nor implemented. The third was on the Ketan Parekh scam involving money worth Rs.30 million on April 26, 2001. The committee did present the report in 2002 and Ketan Parekh was arrested (then got bail too), but a lot of recommendations including sweeping changes in stock market regulations were ignored. The fourth JPC was on the pesticide residues in soft drinks, fruit juice and other beverages and to set safety standards. While the result was found positive, no productive actions were taken. The fact of the matter is JPCs only recommend, but cannot force governments to take action.


Source : IIPM Editorial, 2012.

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IIPM : The B-School with a Human Face

Friday, October 05, 2012

India’s Upcoming B-Schools

A list of the B-Schools that Nearly made it to The Top 30 Ranks in the B&E-ICMR B-School Survey. And well, They Might just Make it Next Year!

B-schools of today can ill afford to stick to age old theories and management practices. In this dynamic business world, they have to continuously imbibe the changing trends and embrace the emerging buzzwords like sustainability, ethics, environment and entrepreneurship. And with an ever growing number of competitors, they cannot avoid the marketing aspect as well, since they have to be able to make their target audience aware of their courses and opportunities available post education. While in the west, b-school rankings keep changing almost every year, with even institutions like Harvard Business School not coming in the top ranks because of competition, in India, the situation has been quite different till now, with legacy rankings continuing for ages and the same b-schools coming in at the same ranks more or less. To that extent, the B&E ICMR B-School Survey has pointedly ensured that such legacy issues are avoided – and positively so, this year, while the usual suspects did make it to the top thirty, here’s a list of those b-schools which just about escaped from being included in the main list. There is no taking away credit from them, as India needs more and more b-schools to reject legacy rankings and to be the new change. Here they are:


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face

Monday, September 10, 2012

HEWLETT-PACKARD: NEW CEO

The New CEO is a Software guy and has Prior Experience only in Enterprise Sales – A clear mismatch with the current philosophy of HP – The largest IT company in the World. Is he the right choice? 

From ethics to business. While at SAP, Apotheker helped build a global software enterprise sales unit. B2B was his frontier. He headed various divisions and revived SAP’s R&D platform, and kicked-off a glorious run of 18 quarters of double-digit software revenue growth, which ended in 2009. The agony for the hopefuls is that, at HP, none of these credentials will play the cushion. He is not known to be a people’s man – a fact which will not help inspire HP’s 30,000 employees, who have not been in the best of spirits under Hurd’s reign. To prove this, as per Thomson Reuters, HP’s revenue and net profits per employee for FY2009 stood at $406,335 (97.11% less than that the industry’s) and $28,405 (93.08% less than the industry’s) respectively. Says Sturm of EMA, “The immediate challenge facing Apotheker relates to employees. It is imperative that he takes immediate steps to improve employee morale & control key employee turnover. If he cannot do these, then his tenure with HP will be brief.” While HP is known for its hardware, distribution and B2C business, software is more of loose change (accounting for 2.8% of HP’s topline for Q2, 2010). And this is precisely what Apotheker has set out to repair. Expectedly, under him, HP’s focus on software will increase manifold. But with software, comes innovation. And Apotheker’s SAP files prove him a failure at it. Also, he has earned a reputation for establishing an environment at SAP, which focusses on high-cost and low return maintenance and support pricing, rather than profitable applications, despite the billions spent on innovation. The fact that he has also presided over product delays and has demonstrated ill-sense of pricing techniques (he angered SAP’s customers by increasing prices during the slowdown), also does not ensure better days ahead for the mass-pleasing HP; the foreboding danger being a repetition of what happened to SAP – HP might soon find competitors chiseling away its PC market share, a process which has already started. (HP’s global share during Q3, FY2010, stood at 17.5% vis-a-vis 19.3% in FY2009).

So what should Apotheker do? He has options. The most irresistible one will be not to tamper with HP’s pride – its hardware business – which he will, despite knowing that Hurd tried to give HP a software and enterprise business edge with its acquisitions of EDS, 3Com and Palm. But neither did the $13.9 billion EDS acquisition help HP make waves in the consulting & services business (where IBM is #1), nor did the $2.7 billion 3Com buy manage a dent in the network arena where Cisco rules. And as for the $1.2 billion Palm buy, everyone knows what an HP smartphone looks like (!).

Many claim that Apotheker might do to HP what Sam Palmisano did to IBM. But the truth is – the very imagination lacks logic. HP is not IBM. When IBM chose to go the software way, it was being sucked into a black hole, with its hardware business collapsing. It was then that IBM decided to shed the deadweight of its hardware unit. HP is in not in a similar situation by lightyears! It is the #1 IT company in the world (having made $114.55 billion in revenues in FY2009) and sells the largest numbers of PCs and printers in the world (claiming 37% of global market share in the printer segment as of Q3, 2010). What makes Apotheker believe that HP needs a makeover?

Whether he will take a dig on cloud computing is a wonder (as he has had his share of expensive failures in this regard while at SAP, burning $5 billion in two years), but what is inevitable, is that HP under Apotheker will join the battle to capture the enterprise space from the likes of Oracle and IBM. This would call for expensive acquisitions of players like SAP, Salesforce.com, et al, which will put big question marks on the ROI figure of HP, that is already lower than the industry’s (12.36 and 15.56 respectively).


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face

Saturday, September 08, 2012

Priyanka’s multipurpose acting chops

Let’s face it: Anjaana Anjaani is not going to find a place on the list of her mentionable movies. And Khatron ke Khiladi (KKK) was much better off with Akshay Kumar. (In fact, KKK plans to rope back Akki for their next season). But hey, Priyanka Chopra has just been voted the most kissable star in Bollywood! She may be training to kick some serious butt in the upcoming Don 2, but that, Ms Chopra, should give you an idea of the kind of action most would like to see you in.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face