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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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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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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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...

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