Showing posts with label MBA. Show all posts
Showing posts with label MBA. Show all posts

Wednesday, September 25, 2013

The system overhaul

I often wonder, why I still remember some of my nursery rhymes but not the teachers who taught them. Perhaps, the rhymes are so deeply entrenched in my system that forgetting them is out of question. Also, I must confess the delivery of those rhymes in my early formative years was innately creative to keep me engrossed. Remembering a particular teacher has a lot to do with remembering things associated with him or her.

One barely remembers 100 per cent of what one was taught in school. And of all that one remembers, pedagogy and teaching methods have a significant role in effective recall.

Recently, a report about teacher education in Scotland laid emphasis on grooming teachers for future. The findings from international research on teaching and educational leadership highlighted a number of key features of good teachers. It demands teachers to be reflective, creative, committed to profession and development of each child, passionate about learning, enthusiastic about their subject and keen on participating in their own personal learning and development. Click here to Read more IIPM article at IIPM


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Finding your way to light

Laxmikanth Venkatraman has been a part of the IT industry since 1982. His experience spans software product development and support, marketing of IT products and services, business process outsourcing, human resources and systems administration. His expertise lies in development of offshore delivery models and he has been instrumental in setting up offshore delivery centres for MNCs like Intergraph Corporation, D. E. Shaw & Co., ADP and Broadridge. Mr. Venkatraman is a member of the Chartered Securities Investment Institute’s India committee; chairman, AMCHAM Hyderabad chapter; and a member of the advisory board of the ICFAI.

Q. From physics to management, how did it all come along? Also, what was your career idea when you were in school?
A. I really never had any career idea or goal as such. I have always been an avid cricket fan and used to spend my time playing the game. After completing my post graduation, my father suggested that I do a course in computers, as it was the ‘in thing’ then. Eventually I became a trainer in a computer coaching centre. This is how the journey started that brought me where I am today.

Q. Please throw some light on your journey to becoming the MD of Broadridge Financial Solutions India Pvt. Ltd.
A. In many ways, I would say my journey was probably one of the earliest in software industry in India and pioneering in the ecosystem around it. When I look back, I can see that there were a lot of things that we introduced in those days which are still prevalent. For example, knowledge management, innovative HR practices were some of the practices which we introduced in our organisation, and associates wholeheartedly accepted them. These ultimately translated into becoming the best practices of the organisation. All this was possible may be because we were young, enthusiastic and wanted to do a lot of new things. Click here to read more...

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Wednesday, July 31, 2013

United Kingdom: PAST AND PRESENT

Trade union density has fallen markedly in the UK since its peak at 56.3 per cent in 1980. Despite occasional small rises in membership since 1997, statistics over the past decade would suggest that union density has reached one of its lowest levels at just under 30 per cent. A large difference in trade union density rates is evident between the private and public sectors. As of 2008, trade union density in the private sector was 16.1 per cent, while it reached 59 per cent in the public sector.

Trade unions in Britain are organised both horizontally and vertically. The sole trade union confederation in the UK is the TUC. There are 6,471,030 members in TUC affiliated unions, down from 12,172,508 members in 1980. However, the TUC does not conclude or has the power to conclude collective agreements at any level. In response to declining membership figures, UK trade unions have engaged in many mergers in recent years. In 2008, there were 167 trade unions in the UK – down from 238 unions in 1998 and 326 in 1988. In 2007, the UK Trade Unions Amicus and the Transport and General Workers’ Union (TGWU) merged to form Unite the Union (Unite). This is the UK’s largest union, with a membership of about 1,900,000 workers. The largest public sector trade union is Unison, which has a membership of 1,344,000 persons and organises workers in all areas of the public sector. Click here to read more...

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Saturday, July 20, 2013

The burning question

The problems with India’s higher education sector are well-known – poor leadership and management, inadequate investment and infrastructure, poor utilisation of resources, and inadequately trained and rewarded faculty. There are definitely some successes, most prominently the IIMs and a few other top institutions, which have deserved reputations for their high quality graduates. But this success reflects the shortage of options for students, which creates extreme competition for admission to top institutions. The high quality of the small cohort of graduates from these top institutions and the gap in quality of graduates from the mainstream of institutions reflects the broader failure of the educational system in India. The success of the few at the top and the failure of the system to provide for the rest is an indication of defeat and a cause for concern rather than celebration.

I believe that the responsibility for this poor state of affairs is also clear – the fault lies largely with the government, which includes federal state and state governments. Even allowing for resources limitations, the government’s mismanagement is the underlying reason for poor state of education in India.

The government’s poor record in education over the decades suggests that solutions should be sought elsewhere. Unfortunately, the nature of education is such that government involvement is essential. For India, the government has a critical role to play in correcting the current state and in creating conditions necessary for a truly effective education system to emerge. This does not require the government to directly provide higher education or to manage its institutions. Instead, it should create governance and physical infrastructure, and provide financial and HR support where most needed. Click here to read more...

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Thursday, February 28, 2013

Privatisation spurs competition

Q. What are some of the most effective teaching practices you have come across in your career? Please share a cross-national perspective.
A. Two practices have proven highly successful – extending school time upto six days a week and tutoring after school. Countries in East Asia have most or all of these features and generally score highest in international comparisons of achievement. Another advantage in East Asia is that there exists a supportive environment at home along with stimulating parental practices.

Q. What are the major educational reforms introduced by the American government in recent times to raise the standards of learning and teaching?
A. The American government over the past half century has been largely unsuccessful in raising achievement of school children despite being one of the biggest spenders on per student schooling. However, the country has been successful in promoting privatisation, for example, the voucher system that enables children to go to private schools. Click here to read full interview...

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Monday, December 10, 2012

The CSR activities that India needs the most are in the areas of education and health care.

Q- I have done BSc in botany. I love interacting with people and understanding their perspective. Is it a prerequisite to obtain a degree in HR to venture into the industry?
A. Traditionally, it was not a prerequisite but nowadays industry requirements have changed. An HR professional today develops an overall understanding of the industry and is prepared to take up any role. An MBA in HR or doing PGDM (HR) from any reputed institute will not only give you ample exposure to the industry but will also help in finding the appropriate platform to start your career. It is good that you are good with people but learning to manage them is something you need to do.

Q- What can be the best HR practices to achieve organisational goals every year?
A. The role of HR management is evolving with the emergence of new technologies and growth of the global marketplace. It is time for companies to recognise the value of talented and informed HR department.

One of the most important HR practices is delighting employees with the unexpected!

Benefits, compensation, and work-life balance are the most important factors in providing overall job satisfaction. These factors further ensure that employees who stay longer are more productive and earnest. Employee recognition is another important factor that helps a company achieve its desired goals, as it is the talent that ensures the overall growth of any business. Spot awards, annual achievement awards, outstanding performance award, best employee award, could be some of the other initiatives as part of best HR practices. Click here to read more interviews..

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Monday, December 03, 2012

The first obvious thing which surfaces when a company is in trouble is replacement of the CEO

The Yahoo! example fits perfectly in this regard as Bostock, along with three of the directors, is near the exit door after failing to lift the company even after replacing the CEO in a tumultuous time.

During a crisis situation, it is not enough to have just one backup plan. In the current economic scenario, it is necessary to plan for the worse.

Sometimes, board members are too confident and have a notion that there are many within the house capable enough to get in the shoes of the outgoing CEO. How many of the potential candidates can adapt to the role perfectly is something to figure out.

“Boards do get careless because they are under a lot of pressure to replace the person, or they might be looking for qualities like charisma that are irrelevant,” says Hambrick. At times, the consensus on a person’s name deemed fit for the role (due to a particular quality) can be a misfit, considering the need for altogether different skill sets.

Nowadays, researchers are advising board members to analyse on the basis of market trends their decision of substituting the top executive and to decide whether the new person is the right one for the job on similar lines. However, when a company fires its CEO who has started to become a liability considering overall conditions at hand, and brings in someone who they believe can turn things around, then performance might improve substantially. Read more...

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Monday, November 26, 2012

No company is immune to internal hard times — stagnation or declining performance. How can HR pave a way forward when the organisation runs into a wall? Prof. Manas Ranjan Tripathy of IBS, Hyderabad, reveals.

The HR function is often viewed as alien to the organisation’s strategic plan, though there is a feeling of unanimity of its larger role in executing strategies. The role of HR during a turnaround is not definitive in context and application. The major role played by the HR team is that of a coach to the intervention team, facilitator to the employees in adapting change and bulwark for the leadership, devising an exit strategy once the objectives are realised.

Thought leaders DiFilippo and Waldt stressed HR professionals need to be visible to all the employees during difficult times. Although they are merely the messengers, HR staff members often bear the brunt of the blame for reductions in force. But the worst thing they can do is to stay hidden in their offices or walk around looking sombre. Instead they must demonstrate that they are available for questions, are responsive to people’s needs and are continuing to do their jobs in an optimistic way. Another reason to be walking the halls is to listen for rumours and to put an end to them before they go too far. The other important aspect HR may take care of is that of delivering strong messages to the fence sitters as satisfactory underperformance. How a company handles a turnaround can make all the difference when it comes to the business moving forward productively as per the devised strategy of turnaround. The biggest concern for the HR team during this difficult time is to overcome challenges such as talent flight or poaching of talent by opportunistic headhunters and rival companies. Recruiting new talents with the right skill sets for turnaround option is another major challenge for the HR team.

The focus of HR should be to attract the talents who are willing to take risk and script success stories in the form of intrinsic rewards. Read more...

Thursday, November 22, 2012

Accessibility, empowerment and an inspiring vision are what HR wishes from a CEO.

Q. What are the key strategic areas where involvement of HR becomes mandatory? How can a CEO help in making HR practices more effective?
A. An organisation primarily consists of the people working in it. HR is all about human relations and how an organisation can develop this relationship. Culture and ethos are what takes an organisation to the next level. Senior management must develop a culture where people love to come back every day. It is the CEO’s job to create an environment where employees give their 100 per cent.

As the focus of the 21st century is on the happiness quotient rather than only on profits and deliverables, the CEO and HR must engage employees in various activities like taking them out or conducting stress management classes to keep them happy.

Q. What is HR’s value proposition to the CEO?
A. If you value the employees, they will value the organisation. An employee who has high regard for the organisation will remain in the company and serve with 100 per cent sincerity and dedication. But such talent can be retained only when they really feel the senior management is taking good care of them. I believe the best way to take care of an employee is by adding value to his profession and giving him the right kind of exposure through knowledge intervention. Read more...


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Thursday, November 01, 2012

Turning Strategic Intent into Real Results

Q. Can a CEO put HR on frontline of the business?
A. Where the executive has the capability and experience to do so this would be quite possible. With strong leadership skills and a good understanding of what drives the business an executive can leverage the talents and abilities of the people they lead. I have seen HR managers placed in such roles to broaden their experience and perspectives who have done an outstanding job, leading them to more strategic roles as a result. There are HR executives who have become successful CEOs and Ann Sherry, CEO Carnival Australia, is one such example.

Q. According to you, what steps is the HR taking to meet CEO’s expectations and business’ real- time needs?
A. Every area of contribution of HR can become a significant contribution. Some examples are:
• Management of turnover issues reducing the cost, creating positive retention, enhancing the talent pool and the effectiveness of performance. • Transforming the leadership culture to lead new initiatives.
• Employee relations and development programmes to engage them in changing their skills to be able to move in direction of the organisation.
• CSR programmes that are integral to developing a sound direction for the organisation and the society.
• Programmes that enhance quality of working life and increase levels of engagement and retention.
• Evaluation of culture for M&As and transformation programmes to prevent failure from untested assumptions.
• Succession planning initiatives to have a strong pool of candidates leading to natural progressive transitions of leaders. Click here to read full interview...

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Thursday, October 25, 2012

Valerie Rozycki (Founder and CEO, Zipdial) shares, in a Conversation with Abhishek Chanda, her Penchant for start-ups, The Journey Leading to Zipdial and how Trai Regulations Prove to be a boon for her Company while Others Bleed

So, what sparked the entrepreneur in her? “I knew from inside that I’m a start-up person. While studying, I took a class on entrepreneurship, where the goal was to write a business plan for a hi-tech start-up within 10 weeks. Though I did not do very well in terms of grades, it was an eye-opener for me,” she recalls. For Valerie, risks in a new venture never really mattered much. According to her, what is important is the whole idea of starting something new where one can put his/her 100 per cent, rather than searching for something steady and secure. “While starting off, I never really looked back thinking about money. So, when I moved to India, I had to take a pay cut, given that I was now earning in rupees and also at that time the slowdown had hit various economies,” she chuckles.

Zipdial, which offers services like Lead Generation, Voting, Ratings and Surveys, Branding Campaigns, Loyalty and Coupons and Authentication and Mobile Payments, was set up keeping in mind market drivers like, massive growth in the mobile market, a growing demand for simplicity, rising incomes and the most important factor - masses do not use or are not that enthusiastic about SMSes, let alone 3G, when compared to dialing.

So, here is how it works. Lets assume that somebody wants to know the latest IPL scores. The person then dials or Zipdials a number, which rings and disconnects automatically and in comes a SMS with the latest scores. For IPL as a client for Zipdial, they need to pay a fee for the services and later simply mention the Zipdial number in their promotions or advertisement. As soon as the consumer calls, its a call-to-action for the brand. Likewise, there are dedicated numbers for various verticals, may it be cricket or business promotions or an event. For the mass consumer, the numbers are toll free and can be accessed by anyone, anywhere, on any handset or network. A patent pending solution, Zipdial has been the only player in the world for over the last 14 months or so since they launched, claims Valerie, but off late a few similar modules have mushroomed. Click here to read more....

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Wednesday, October 17, 2012

Encouraging The Devil’s Advocate

The challenge facing executive teams in ensuring that sound decisions are made is simple: groupthink. Psychologist Irving Janis, who researched the subject extensively, defined groupthink as the systematic errors made by groups when taking collective decisions.

The three layers of groupthink

1. Key causes: Include group cohesion, directive leadership and ideological homogeneity.

2. Common symptomatic behaviours: Include overestimation of the capabilities of the group, being closed-minded and pressure for uniformity.

3. Consequent decision-making flaws: Include inadequate contingency planning, insufficient information and biased assessments of risk, cost-benefits and moral implications.

Research has shown it is natural for teams (whatever their motivations and guidelines) to suppress dissent or information flow; have extreme attitudes; make extreme judgments; be less flexible in adapting their approach to changing circumstances, but – despite all this – have greater confidence in their decisions. Groups also tend to focus discussion on things they already agree about rather than things they disagree about, leading individuals to publicly endorse decisions viewed as normal for the group, despite privately holding reservations. Click here to read more..

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Friday, August 24, 2012

FIVE YEARS OF RESEARCH, INTELLECT AND PASSION-DRIVEN BUSINESS JOURNALISM THAT HAS TRANSFORMED BUSINESS JOURNALISM... THE WAY IIPM TRANSFORMED MANAGEMENT EDUCATION IN INDIA! WATCH OUT FOR THE NEXT FIVE YEARS!!!

It's been absolutely wonderful a journey! What's most important is that I know that every line we carried in these five years, was one which we believed in it. There has been no compromise – with advertisers, with politicians, with policymakers, with businessmen. They have actually often hated us for our bold views, filed cases against us; and the best part has been that we have had competitors trying to harm us – and our parent institution – in all possible ways! It only shows that we made a huge impact. An impact that made competition fear us, policymakers and politicians uncomfortable, and businessmen careful. And I think that was the role that we wanted to have as a business and economy magazine. We stood not only for truth, but truth backed by intellect – our biggest differentiator. In the world of unintellectual journalism and journalists – and more so in the business sphere – we wanted to bring in analysis that would set benchmarks.

We wanted to be honest to the point that no businessman could say that any Business & Economy journalist was just a phone call away. And everyone knows that our magazine has never been a PR tool, or one where only foolish praises would be showered, issue after issue. And most importantly, we gave our readers in four crisp pages – yes, that has been the size of our cover/main stories – what other magazines failed to give in four times the number of pages! Trust me, any pathetic journalist can write a 16 page story by taking 30 quotes and placing them one after the other – with logic or sans logic. But when you have to write a story in four pages, you better be intelligent enough to know what the context is. And that happened purely because of the team of MBAs led by Sutanu and A. Sandeep in tandem. If Sutanu was the ideas man, A. Sandeep was the guy who saw to it that every line retained its sharpness and yet had subtle humour in it, which business magazines rarely get to see! And trust me, more often than not, I have found our half-page stories as wonderful as our cover stories. They have all been cover stories in their own right – that is the amount of knowledge that the team squeezed into each story!

We realise that we are still not The Economist – the magazine I personally respect the most – so we never dared to call any of our half page stories the cover story. But I know that many of them were worth being cover stories. So, for their endless hard work, intellect and sustained sincerity, thank you so much Sutanu and Sandeep. For keeping the intellectual flag flying through Scrutiny stories, thanks Prasoon; you and your team are brilliant! For the smart lifestyle section – which all business magazines started only after we started – many thanks to you Prashanto and your lovely team. Many many thanks to the super awesome design team under Satyajit, ably supported by Manish and others.

Of course, taking out a magazine requires a 'huge behind the scenes' production work and for that, Gurudas, thanks to you and your lovely team as well! Finally, I must must thank Abhimanyu for managing ad-sales, despite my endless strictures which always made his life difficult. What is most amazing with all the names I have taken so far, is that they have all been with us since day zero of Planman Media! That is the power of a team, without which an organisation is nothing. Thanks to everyone who has contributed with so much passion and heart, but has not been named here. Above all else, I must thank Dr. Malay Chaudhuri for giving us the vision and a great institution called IIPM.


Wednesday, October 22, 2008

Make way for Noddy!

Noddy and his friends bring Toyland and its treasures to India

He loves driving his friends around Toyland and delivering parcels in his little red and yellow taxi. The other toys can hear him coming by the unique ‘Parp, Parp’ sound of his taxi’s horn and the jingle of the bell on his blue hat… So, did you hear him come? Well, all the kids present for the Noddy live show titled ‘Noddy and the Treasure Map Adventure’ on the 29th, 30th, and 31st of August at Siri Fort Auditorium, New Delhi, sure did. All of them sprang up and cheered on their beloved Noddy’s entrance. Enid Blyton’s endearing little wooden boy – Noddy – created way back in 1949, has somehow sustained its popularity to the present day. So much so that the same ‘Adventure’ will play out in Mumbai, Bengaluru and Kolkata in the coming weeks. The show has various over-the-top devices, lights, sounds, special effects and stunts to create a larger-than-life fantasy for the audience. In the show, the evil goblins Sly and Gobbo give a mysterious treasure map to Noddy and his pals and they embark on an adventurous trip to discover what lies beneath Toyland. Their trip allowed for a lot of interaction and participation with not only the kids but also their equally thrilled parents. The story line completely enchanted the kids, and why wouldn’t it, it’s hard to go wrong with a treasure hunt adventure tailor-made for kids....click for Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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