THE CHANAKYA MARCH'13

Kirloskar Institute of Advanced Management Studies

Enriching Lives

The

Chanakya VOLUME 13

ISSUE 5

Practicing Passion Mr.Sumit Roy Prospects of Training in Indian Health Care Industry Mr. Shashank. M. Hiremath, Dr. T. Manjunatha & Dr. Anilkumar. G. Gara It’s a long way to the TOP Mr. Deepak Deshpande Impact Interview - Sankalp Sanskritik Samiti Samanvay/Nostalgia celebrations T & D : An attribute towards preeminence Soumik Bhattacharjee

MARCH 2013

Focus Human Resources

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F r o m t h e D i r e c t o r From the July 2013 issue of Chanakya, we will be welcoming on board a regular space for the President of Samanvay – KIAMS Alumni Association. The purpose and direction of the Association will be articulated by the President. Here I want to share the processes which led to the Association formation.

when the then alumni student reps took up the challenge of making it happen. The challenge was not in getting the alumni buy-in, or in registering the Trust, but in the logistics and coordination across the 4 corners of the country. The student reps also needed to find time amongst their numerous preoccupations to drive it. What started two years ago was carried forward by the subsequent alumni reps till it fructified in the registration in Jan 2013. From outside it may look like an inordinate amount of time, but those who were at it would recognize that it happened when it could happen!

To start with I need to acknowledge the role of the alumni in supporting the Institute’s programmes. I do not know if there is any benchmark for this but I have found they are always there when we reach out to them. They have been associated with us as visiting faculty, mentors for SIP, panelists for SIP and capstone, even assisting in interview preparation of the students. They have given leads for Placements as well as spoken to aspirants for Admission. A couple of them have also given some live problems to the students to practice their problem-solving skills.

With the registration behind us, there now surfaces another challenge. (The caveat here is that I could be wrong but it still needs to be looked at). KIAMS means different things to each alumni individually – it could be the hostel, or favorite faculty, or awakening one’s personality, or Firoz, or specific spots where something memorable happened, or even Vaibhav! There could be many more like these. While these are the stuff of which Nostalgia is made, membership of the association requires subscribing to an alternate paradigm of KIAMS the idea, KIAMS the value, KIAMS the Institution. And this should co-exist with the individual platform. As with any activity that involves a large number of individuals, the challenge is to bring about a minimum common program. The founder-members may drive it, but the contribution has to be from all. The Institute and the Association will have to work out a mutually beneficial agenda to build on the existing goodwill.

In return, the Institute has made available to them the space for Nostalgia and guidance on sundry matters in their work place which would benefit them by conceptual inputs. It is also known that all the faculty have strong bonding with some of the alumni from each batch on a one-on-one basis beyond the official role.

All these are ingredients of tremendous goodwill. However these were mostly individualized rather than institutionalized. I have personally experienced that a few alumni willing to step forward on my request from me, but finding it difficult to transfer the same enthusiasm if approached by some other member of the Institute – and it may be that this is the case with every other member in the Institute. But the one disadvantage with this state of affairs was that when we wanted to involve the alumni as a whole in any initiative, there was no one who could speak for the alumni body. It was always the case of individuals, who also happened to be alumni, stepping forward. This was the need that made us consider formalizing the relationship in an Association.

The future alumni reps have another role in addition to hosting the annual Nostalgia meets. They would form the office coordination backbone of the Association. To my mind this would give them a first-hand experience of coordination that will stand them in good stead when they step out into industry. I would also be a challenge for process organisation, because while the reps change year on year, the coordination has to run on a uniform basis.

We did spend a couple of years tossing around the idea in the annual alumni meet, but it did not gather urgency till a couple of years ago

These are exciting times indeed!

E d i t o r i a l “Wishing all its readers a very happy and safe New Year. Starting the New Year with a positive note…Mend a quarrel. Dismiss suspicion and replace it with trust. Give a soft answer. Encourage youth. Manifest your loyalty in word or deed. Keep a promise. Find the time. Forgo a grudge. Forgive an enemy. Listen. Apologize if you were wrong. Try to understand. Flout envy. Examine your demands on other. Appreciate. Be kind. Be gentle. Laugh a little.

Laugh a little more. Deserve confidence. Decry complacency.

Express your gratitude. Take pleasure in the beauty of the world.

Speak the truth. Speak it again. Speak it still once again.

training and grouping the right people together in work teams. In the typical corporation today, HR department spends a great deal of time on administrative activities, assisting managers throughout the organization with their personnel management activities. Because it is demanding, this type of work almost always takes precedence over work concerning strategy development and analysing how talent affects organizational performance.

Talking about interpersonal skills and how it forms an extremely important part of human resource management, Team Chanakya brings you another exciting issue with its main focus on “Human Resource Management”. The issue takes into consideration the various aspects of human resource for what is required today is “being at the table and not on the table”. B-15 wishes all their seniors of b-14 a very successful and a happy corporate life ahead.

This is what it takes to build a person’s interpersonal skills.

Whatever organisation you work in interpersonal skills are very important and these are skills which influence the working environment. If you do not have interpersonal skills, communication will be very hard and frustrating in the work environment. Therefore it is imperative that all companies address the need for interpersonal skills in its employees by both proper

Happy reading!!!

Team Chanakya.

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Practicing Passion - The Art of Rolling on - Mr. Sumit Roy

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nce passion is identified, it is what that makes passion to roll on". "To make it roll one has to roll on his self again and again till it becomes an identity". Our identity is like our signature which gets imprinted and keeps manifesting as we desire to use it. Many a times our identity are in scattered and disoriented and we fall in an abyss just like a black hole which has sucked all our drive. Life seems to pass on without a meaning and continuation of the same makes like uninteresting and drab.

Passionate people are feeling oriented, they experience dense emotions. So the crux when emotions arises instead of brushing it a side one can practice delving it into and find its musing which is a seed of a calling talent and geniuses is in the process of germination.

Passion activates to take an action and it is dedication to the domain that makes passion to ride over and take you to the zone of an expertise. So we can conclude passion is a means to an end and not just an end in itself. If you are passionate about a given profession make that a habit to remain passionate.

Individual looks for interesting things in life. Some are able to create interest and thrive on interest, rather without interest they get restless. This restlessness is a kind of vibration which is looking for a vibration which can neutralize this disturbing and nagging feeling within a feeling. This act of getting disturbed is constructive in attracting a vibration which propels an individual to take a somersault in a realm where one is able to tune in and remain floating.

How can you remain passionate? ?

Feel and keep feeling strongly about your domain specific goal ?

Prioritize and have a schedule to devote time on your passion ?

Avoid and reject any kind of negativity that can act like a wet

blanket ?

Talk your craft to expert people and take guidance ?

Stretch. Put an extra effort and build up your emotional stamina ?

Develop infinite patience ?

Be certain about your outcome ?

Find a mentor

The struggle is to get in the feeling of the feeling. This is a hunt! The hunt of the realm where our passion can get a soil to grow.

Individuals are generally not good at seeking their passion. On the contrary what one is seeking, the same is seeking you. It is a matter of meet and this is an event where there is a coherence of energy and once this happens there is a dance. This dance is an ecstasy where the lover finds his passion able to melt into existence and practice passion.

Excellence just not arises from innate gifts but from interplay of drive, quality training, World class content and tons of effort.

Most dodge away from putting efforts and many gets victimized by their laziness. People look for shortcuts and by - lanes and hence a reward comes in shortcuts and often a circuitous path. And as the adage goes “as you sow so you reap”. The question is stay put in your endeavor for a substantial time period.

Have an aspiration of a Falcon And Pride of a Leopard Be graceful at the time of Hunt And be victorious in times of War Don’t get involved with the nightingale and the peacock One is full of words and the other all colors

So how can one keep putting efforts for a substantial time period?

• Have a score card in front of you.

Score card act like a mirror, without a mirror you cannot see yourself. So a scorecard acts like an indicator.

- RUMI We tend to get distracted. Distraction and disorientation has become our part of our life. Those who are serious to pursue their passion have to understand that mind needs to get in a path that is designed.

Passionate people are designers of their life and they don’t stop designing they keep designing as they target towards an excellence.

So they are mentally very demanding to their selves. And this demand creates an vortex in their heart which spurs them to get animated and pour mountain of work in their journey of their pursuit.

Develop an empowering self dialogue Self talk has a tremendous influence on your psychological makeup. Monitor your internal dialogue. Notice it.

Holding something which is dear to you for a period and getting it it’s grooves has a magical effect on your to roll on your path of your outcome..

If you stay on purpose, Purpose will not let you down.

Mr. Sumit Roy Entrepreneurship Educator, NEN

The most influential of all educational factors is the conversation in a child's home.

- William Temple 2

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Prospects of Training in Indian Health Care Industry - Mr. Shashank. M. Hiremath, Dr. T. Manjunatha & Dr. Anilkumar. G. Gara.

Indian healthcare sector to gross Rs.1.3 trillion revenue by 2020

this segment also has the power to be the engine of the country’s economy. Many foreign companies will continue to invest in it in the years ahead. As of now, India’s economy is flourishing and the middle class is getting stronger with more disposable income to spend on healthcare services. The Government of India too is in the midst of constantly developing all inclusive policies on healthcare that aim to reinforce the sector -a high number of infrastructures and advance medical equipment solutions have been infused in the sector. In the years ahead, the sector holds greater potential and promise. “Health Insurance as a business has the potential to show top line growth,” concludes Dr Reddy.

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n recent times, much has been understood about the healthcare industry in India and its expansion. And rightly so; the industry has been gathering steam and making people take notice of its massive growth. Last year, Dr. Prathap C. Reddy, Apollo Hospitals group founder-chairman said in Bangalore that the overall industry will show speedy signs of growth mainly because of increase in life expectancy, higher income levels, greater reach of health insurance, and growing lifestyle-related diseases. In reality, it is already a million-dollar industry that is currently undergoing a rapid expansion phase with 12 percent CGPA (cumulative growth per annum) since 2008. By 2020, the sector will accumulate Rs.1.3 trillion (Rs.12,60,000 crores) in revenues. “Government initiatives and public-private partnerships will help create better opportunities for nurses, paramedics, emergency medical technicians and specialized doctors across the country,” Dr Reddy said.

Hospital becomes a training platform Each member of the hospital needs training, which has widened its avenue from CMEs in the class room to e-learning. What is the factor linking CEOs, doctors, the nursing staff and the front office person working for the same institute? They all find the need for continuous training. Technology becomes obsolescent after a time, so people need to upgrade themselves continuously in their own ground. Hence, there is a need for training. Hospitals today, have realized the need to shed their image of a cluttered and chaotic place. More health and qualityconscious Indian customers and international patients are on the lookout for cheaper yet superior healthcare facilities, which in turn have given a new dimension to the concept of care and indirectly to the training and development scenario. "Hospitals are being compared to hotels and airlines, and the customer is more demanding and expects nothing but warm and hospitable staff," believes Kumar S Krishnaswamy, Group Head - HRD, Wockhardt Hospitals Group, Bangalore. No more do patients just flock to hospitals for treatment.

"To fulfill this demand, training and development has gained crucial importance," says Rupak Barua, Chief Operating Officer, Calcutta Medical Research Institute (CMRI), Kolkata

According to the Investment Commission of India, the market size of hospitals and nursing homes will grow at 20% every year & projected to stand at Rs. 54,000 crores. Medical equipment on the other hand will be somewhere near to Rs. 9,000 crores with 15 per cent growth; clinical lab diagnostics with Rs.4,500 crores - a clear 30 per cent increase. In addition to this, imaging diagnostics will be another money-spinning business standing at Rs.4,500 crores (30 per cent growth). Other services including training and education, aesthetics and weight loss, and retail pharmacy will stand at Rs. 9,000 crores. There’s also been an entry of medical tourism, educational services, and leisure tourism in India which is likely to build up in the coming years drawing an added $6 to $50 billion in revenue and producing nearly 10 to 48 million direct and indirect jobs by 2020.

Healthcare Investments International Ratings agency Fitch recently said that "India's healthcare sector will continue to witness investments in 2012 but at a slow pace, driven by a wide gap between the demand for, and supply of, healthcare services," Fitch Ratings said in its annual report '2012 Outlook: India Health Care'. It further added: "This (slow growth) is due to below-par healthcare infrastructure, especially in Tier II and Tier III cities, increasing lifestyle-related health problems, changing demographics, rising disposable income and insurance penetration, and increasing government support and medical tourism". "The sector will continue to offer investment opportunities in increasing bed capacity, ancillary industries like medical technologies and diagnostics in Tier II and Tier III cities, while specialty services like cardiology, neurology, joint replacements etc, are likely to attract most of the investments in bigger cities," the report said.

Laying down the training standards Dr Narottam Puri, Executive Director, Max Healthcare, compares training and development to a marriage between medical training and service training. Fundamentally, training can be largely divided into two segments. The first part covers the continual medical training given to doctors, nurses and paramedics. The second part consists of service and behavioral training given to the front-office staff, telephone operators as well as nurses. While the former ensures that services are as per the quality standards set, the latter is essential for the positive mindset of the employees who will deliver the service. Learning is a key to competitive advantage and training is seen as the means to achieve it. Training enables to continually work at improving services.

"No organisation can choose whether or not to train, the only choice is the method. Our educational system provides us with technical knowledge and therefore it becomes imperative to provide soft skill training," says R Basil, CEO of Manipal Hospital, Bangalore.

Growth of the Insurance Industry The Insurance segment is worth $3 billion (Rs 15,000 crores) as of now.

“Health insurance is rising at 20% and will reach around $13 billion by 2020. So, it is growing at a quicker rate than the healthcare industry but, even with that growth, you are talking about a funding gap of over $200 billion. The gap in rupees crores is so significant that the Indian government will have a serious issue in terms of financing healthcare” says Mr. Antony Jacob, CEO, Apollo Munich Health Insurance.

Competing with other Sectors and Road Ahead

Soft Skills : Soft skills play a vital role in hospitals to assuage emotionally distraught people who come to the hospital and expect empathy and attention. If the staff is not well trained to handle the customer tactfully, it can backfire on the image of the hospital. Some of the soft skills training programmes conducted at Manipal Hospital include self-awareness, confidence-building, inter-personnel skills, team spirit, corporate communication, behavioral management and leadership. Job-specific training and technical skills training are continuous programmes conducted throughout the year at the hospital.

The healthcare segment is moving ahead on the same line as the pharmaceutical or the software industries here. Like manufacturing,

Leadership programmes : To hone the behavioral skills of its employees, hospitals have initiated leadership programmes for its

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attendants. An attendant meant to transfer patients from the OT to the ward needs to understand the importance of the process. Through training on process leadership this importance can be instilled. For a manager it is important that he achieves team work, resolve personal issues and extract performance out of his team. "Also the in-house customer should get prompt response from various departments. All this is possible when you train your employees with regards to what to do, at what time, and how to resolve the issues, if problems arise," states Neeraj Kumar, Manager-HR, Aditya Birla Hospital, Pune.

Adaption of modern methods However, all training programmes need not be boardroom-oriented.

Hospitals have discovered that e-learning is equivalent to a virtual classroom where a professional from his own centre learns the curriculum. "We have installed Edusat for DNB candidates and tele lectures are regularly conducted from Southampton General Hospital, UK, and also from eminent professors in the field of cardiology, cardiac surgery and anesthesia, using tele-medicine facility," says Dr Padmanabhan. For the training purpose and awarding the qualification, the hospital has tied up with IIT (Chennai) for medical biotechnology and BITS-Pilani for physician assistant courses. Under the Management Development Programme (MDP), hospitals even send their employees to hospitals abroad for training.

Internal Team-building : Training programmes are also effective platforms for internal team building. When employees from different departments of a hospital come together by dint of a training initiative, it gives them an opportunity to understand each other better. An activity-based leadership programme conducted at Mumbai’s Hinduja Hospital had executives and managers from 20 different departments come together for a quiz contest. This initiative proved instrumental for forming a bond and increasing the efficiency of the hospital.

Conclusion "There is a gap between what the nurses and doctors are expected to do in the hospitals and what they are trained to do during their teaching.

The expectations are different. Who will fill this gap? The medical and nursing colleges are not filling it," says Puri. The cases in point are the medical colleges in countries like the US and the UK, where skills like basic communication skills are not only taught but examinations are taken, which if not passed, the medical degree is not offered. As the healthcare industry does not come under the organized sector, the backup staff is not always trained. Front office staff possesses mind blocks which hinder them from understanding the patients' state of mind. Any training and development activity will only work when the top management is committed. For that, a training budget needs to be allocated, believes DP Yadav, GM, Personnel and HRD of Lilavati Hospital, Mumbai. He also feels that there is a lack of qualified people in hospital HR to acknowledge and understand the training needs of the staff. As is anticipated, since more and more trained doctors, technicians of Indian origin abroad are returning to India, there will be a continuous need and necessity for carrying out training of hospital employees.

Technical Training : The technical work front of training and development in a hospital includes aspects like evaluation of patients by technicians from ECG, Echo, TMT, X-Ray, and also anesthesia technicians, physician assistants, cath lab technicians and nursing care professionals. In Frontier Lifeline Hospital (FLH), Chennai, all these aspects of training are provided to the newly-joined technicians and nurses by the already trained staff members. According to Dr N Padmanabhan, Medical Superintendent, FLH, Chennai, the need for extensive training and development starts from the time the patient reports to the hospital. "For a hospital of international repute like FLH, where a patient reports for a heart ailment, the need for immediate attention is a necessity. Hence, it is important that the staff at all levels is trained to handle emergency patients," he adds.

Keep looking at the forefront Depending on the need and vision, Indian hospitals have moulded their training structure. At Hinduja Hospital, the HR department identifies the training needs of its employees for the calendar year, comes up with a calendar and sticks to it. Depending upon the type of programme, a decision is taken to conduct the training programme internally or to outsource it. The main parameters are the category of people who are to be trained, the subjects on which they need training and the kind of output the hospital is looking at in the end. Max Healthcare has a fullfledged centralized training cell in the form of Max Institute of Medical Education (MIME), which takes care of all its technical training requirements. On the other hand, soft-skills and service training is handled by the HR department. "It is not the question of benefits, but what works best for an organisation. If we have resources within the company, why not utilize them? So, MIME outsources service training to its HR department vis-à-vis HR department outsources medical training to MIME, and it works for us," opines Dr Puri.

Author Mr. Shashank. M. Hiremath Asst Professor, KLS’s, Institute of Management Education & Research (IMER), Belgaum, Karnataka Co-Authors Dr. T. Manjunatha Principal, Bapuji Academy of Management & Research (BAMR), Davangere, Karnataka Dr. Anilkumar. G. Garag Director, BEA’s, Bapuji B-Schools, MBA, Davangere, Karnataka

References 1. Bhat R & Maheshwari S.K (2004); Human Resources issues and implications for health sector reforms, Indian Institute of Health Management, Ahmedabad.

2. Health and Family Welfare Sector Investment Programme in India (2001); Institutionalizing a professional development course for district medical officers in India ECTA Situational Analysis 2001/ 25, GoI, Department of Family Welfare, European Commission, New Delhi.

3. http: // healthcare. financialexpress. com / 200702 / healthcarelife01.shtml 4. http: // www. businessreviewindia. in / business_leaders / indiashealthcare-industry-is-touching-new-dimensions 5. World Health Organization. (2000); “What Resources are Needed”, in: The World Health Report 2000, Health Systems: Improving Performance. WHO, Geneva, Switzerland.

Manipal Hospital widely used the concept of 'Training the Trainer', where an internal resource is identified for this programme, who then assists the training department to conduct various training programmes. Every employee needs training related to his aspect of the job. "We also conduct programmes in Marathi for our attendant category and try to ensure that all categories of employees undergo training," states Ankush Gupta, Manager-HR, PD Hinduja Hospital, Mumbai. Even HoDs need behavioral training. "I should know how to deal with my customers and my first customer is my staff. Am I only limited to my technical skill or I should know the supervisory or managerial skills? All the doubts and uncertainties are addressed in training," Gupta explains.

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Information Literacy Among the Rural Community in an Economically Backward Region of Karnataka State, India - Mr. Danappa Pattar & Ms. N. Parvathamma

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paper on “Information Literacy Among the Rural Community in an Economically Backward Region of Karnataka State, India”, co-authored by Librarian Danappa Pattar for an international journal, the “Journal of Agriculture and Food Information”, was published by Taylor and Francis. The abstract of the paper is as follows:

own Radio. Rural community need information related to health, food, education, politics and availability of financial assistance, along with agriculture related information, namely, variety of seeds, weather, cultivation methods, harvesting and marketing of agricultural produce. Friends, Neighbors and Elders are the major source of information, and Television and Radio are the most preferred channels for agriculture related information. At present, the role of Agricultural officers and Agricultural Extension Centers in rural areas is limited. Since 75% of the families are in possession of mobile phone, it can be used as a means to disseminate location specific information to them on daily basis. 50% of the rural community is unable to utilize the information available to them since information is available in an unknown language or they are unable to understand the practical applicability of the information available to them. The rural educated youth, who have completed at least ten years of school education can be identified as Information Gatekeepers in each village and they can be encouraged to serve as intermediaries in disseminating information provided by Extension Centers and Agricultural officers. Libraries in rural areas need to become meeting place for the villagers to exchange the information.

Information and communication technologies including Internet should be used effectively to satisfy the information needs of rural communities.

In India, more than 70% of the population in India lives in villages and agriculture is the main source of income. In addition to the agriculture related information, rural community need information related to market value of the agricultural produce, health, education, politics, avenues for additional income and availability of financial assistance regularly. An understanding of the types of information required by the rural community, different channels and sources of information they use for accessing the information and difficulties faced in utilizing the available information will be useful in the planning of services of Agricultural Extension Centers and Information Systems. In this context, a study of Bellary district, one of the most economically backward regions of Karnataka State was undertaken. Socio-economic status of the study population shows that majority of them are between the age group of 20 - 35 years (83.25%), all them have completed at least primary education and Kannada is the mother tongue of 96.76% of the population. Only 10% of them can read and write English.

Average annual income of 46% of them is less than Rs.50,000/which is less than the average per capita income of the State and India. Dairy farming is the major source of additional income.

37.48% of them own agricultural land. An average of 74.59% of the families own Television and Mobile phone, and 54.9% of them

Mr. Danappa Pattar Librarian, KIAMS, Harihar.

Ms. N. Parvathamma Professor, Dept of Library and Information Science, Gulbarga University, Gulbarga, Karnataka

“When you look at yourself from a universal standpoint, something inside always reminds or informs you that there are bigger and better things to worry about.”

- Albert Einstein

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Management Principles – An Anchor in Times of Turbulence: The Case of Nokia - Mr. Vivek Goyal, Ms. Sakshi Vatsa & Mr. Puneet Sharma

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paper on “Management principles – An anchor in times of turbulence: The case of Nokia” has been selected to the International Conference on Management and Economics 2013 (ICME 2013), University of Ruhuna, Srilanka. It talks about Nokia, the world's second-largest mobile phone maker by 2012 unit sales (after Samsung), with a global market share of 22.5% in the first quarter of that year. However, over the past five years it has suffered a declining market share as a result of the growing use of smartphones from other vendors, primarily the Apple iPhone and devices running on Google's Android operating system. This paper views the Nokia case through the prism of Management concepts which, if adopted, could have helped Nokia in its turbulent times.

The abstract of the paper is as follows:

Of late, Nokia has been trying to turn things around. The measures included appointing a new CEO, phasing out the Symbian platform in favor of Windows OS, introducing mobile phones in each segment including the dual SIM phones, de-layering the organization, etc. Despite these efforts the picture didn’t improve.

Sakshi, on behalf of her team talks about their own experience working on the paper and their boundless excitement when their paper was selected, and their experience working with Dr.Gopal Iyengar.

When I came to KIAMS little did I have an idea that so many new and exciting opportunities were waiting for me. Out of the many that were there, one of them certainly stands out. The opportunity to work under the guidance of our director, Dr. Gopal Iyengar. We took up the Nokia case (all thanks to sir). All the three of us were pretty excited by the idea of working on a company that was so well known. All we did was put in out best effort but had only little hope that it would get selected in the ICME conference organised by the University of Ruhana. Everytime a deadline approached, it was a "if it gets selected" sort of a situation. We worked on the case and yes would like to mention that working on it was less of work and more of fun.

Nokia, one of the Fortune 500 companies has been losing its fortune. The Finnish company’s ranking plummeted from 147 to 174 in the Fortune 500 list. Its contribution to Finland’s GDP has fallen from 4-6% in 2000 to 1.6% in 2009. Correspondingly, its share of Finland’s export has fallen from 32% to 16%. In 2011-12, it has cut around 20000 jobs and has announced plans to shut its Salo (Finland) manufacturing plant, resulting in loss of 90% of Salo’s revenue. In June 2012, Nokia also sold its SBU (Vertu) to a private equity group EQT VI, retaining only 10% share.

When told that the case had been selected in the conference, our happiness and pride knew no leaps and bounds. It's an incredible feeling and the fact that we could somehow contribute to representing KIAMS at an international level. This has been a learning experience throughout and of course its been a pleasure working with sir. Although we have completed our PGDM, we do look forward to such opportunities in the future.

Surprisingly, the downslide of Nokia, which started in 2007, has not been as a result of the economic slowdown, but due to complacency and management ineptitude. Nokia at one point of time had the highest brand loyalty and largest market share in each of its segments. Flattered by customer loyalty, Nokia turned a blind eye to the changes sweeping the markets. Samsung capitalized on Nokia’s inertia and captured a lion’s share of the market. The progress was phenomenal and unparalleled.

(Mr. Vivek Goyal, Ms. Sakshi Vatsa & Mr. Puneet Sharma.)

Try a thing you haven’t done three times. Once, to get over the fear of doing it.

Twice, to learn how to do it. And a third time, to figure out whether you like it or not.

- Virgil Garnett Thomson

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My Visit to Colombo, Sri Lanka - Prof. Bidyanand Jha

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very Management preacher aspires to get a chance to share his knowledge, work and expertise on a recognized world platform. I am not different from them. As a part of the Faculty in the Management Education, I also aspired to present my work and thoughts on a platform which can be globally recognized. I got a chance to be a part of an International Conference held at Colombo, Sri Lanka. The Journey was a memorable experience for me. Some highlights are as follows.

The hotel crew informed me that the car assigned to me will be there with me during the stay at Colombo. I was happy. Took the pleasure of enjoying one of the admired car with driver for two days.

Morning 8, I had to report to the conference venue. I got ready and then the driver took me to the venue. The time I got down from the car, there was a warm welcome by the crew of University of Colombo and I was accompanied to the mini-conference hall where the Top 5 Participants were present including me. A wonderful conversation with the participants happened there over a cup of coffee. Many things happened there over the cup of coffee. This was the most fruitful time of my trip as I was praised for my work by some of the best marketing faculties around the world and also I came to know the area of improvement keeping the best practices of the world as benchmarks. After that we were accompanied to the main conference hall and given the first row to take our seats.

I got the final confirmation mail in the month of November about the selection of my research paper in the conference. I started searching for the best tour packages which can be best deal for me.

As our normal practice, I visited makemytrip, Yatra and so on. I wanted to make it as cost efficient as it can be. During my search in makemytrip, I came across the hotels in Colombo near to the Airport. As a conscious customer, I selected the budget hotel named as “Ramada International” which was showing the lowest price.

After booking the hotel, I got a mail about the confirmation of booking from the hotel. They also informed me that, their driver will receive me from the airport. I sent them a confirmation mail back.

To our surprise, it was informed that we need to present our work during the inaugural function. It meant that all invitees including the dignitaries of University of Colombo, Students of University of Colombo, and various participants will be listening to us. I presented my paper, got a good appreciation from the panel.

Enjoyed the session of others. After the session had lunch and rushed to my hotel back because I had planned to leave on the same day. But the driver told me that there is a Colombo car race in the evening and I changed my plan. I called up the Airline office and changed my dates of travel. I enjoyed the car race. I could get the best view because i was placed at the 6th Floor of the Hotel. I missed my family there, they could have enjoyed the facility of the stay and they might have done some shopping there.

I booked the airline tickets in “Sri Lankan Airways”. I went to Bangalore International Airport to start my Journey to Colombo. At the check in counter, I met with the most admired cricketer of Sri Lanka “Mr. Arjuna Ranatunga”. We had few minutes of chit chat with each other. He had accompanied a blind cricket team of his trust to Bangalore for some blind cricket tournament. I felt worth spending little more money in choosing” Srilankan Airlines”. After that there was no pleasure as the crew inside the flight did not compete with “Kingfisher”.

I wish to go back to the same hotel with the family and have a holiday tour. No formal Business. Hope to make it happen. My advice to people who are going to Colombo in future is to go with a friends group or your family. Stay in a cottage hotel near Colombo beach and enjoy the freaking holiday.

During the check in the types of documentation which is required to fill, gave a unique feel of going abroad.

At last, crossing the border of country and getting honoured by the authentic and recognized bodies of knowledge for your work, it gives a pleasure. People are more or less same, some differences in language. Especially Sri Lanka is not much different than us.

After clearing all visa formalities, I went to “Thomas Cook” for currency exchange. After every formality when I moved towards the exit gate, I found one Sign Board with my name written in bold letters and a person in Pure White clothes waiting for my arrival. I went to him and then he took my luggage and kept into “Toyota Corolla” and took me to the Hotel. I always expected a mediocre service as I had booked the cheapest hotel, but to my surprise it turned out to be a five star hotel. I stepped in the room at midnight. I found two baskets there, one was a fruit basket and other was drinks basket. I was told that the products in the basket are complimentary.

I missed my friends there to enjoy.

There are few events in a human life which can be remembered. In my life this is one among them. All the best to team “ The Chanakya” and thanks for giving me the platform for sharing my experience got an appreciation.

Prof. Bidyanand Jha Kirloskar Institute of Advanced Management Studies

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It’s a long way to the TOP - Mr. Deepak Deshpande

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ifteen years ago, I found myself in the right place at the right time. After three years of teaching experience at Gulbarga University, while pursing post graduate research degree, I walked right into my first corporate job. To my good fortune, L&T, a reputed engineering company that specializes in manufacturing, engineering projects and IT, was in the midst of a hiring push to strengthen their employee welfare initiatives, and I, with many other engineering graduates, got selected.

I knew I didn't know enough. I wanted to move from operations into HR management at Tata's but there were some knowledge gaps I needed to fill first. As the senior technical officer of operations, I had an engineering and operations background. But I knew I didn't have the business and leadership skills to balance [the technical ones].So I signed up for several personality development programs and other intensive advanced management programs. These programs taught skills right from managing my own emotions, decision making skills and people management skills, to strategic planning and leadership. These really helped me develop my general management skills .I was frequently asked how I managed to earn this long list of degrees?. As an MBA student managing a full-time HR job in the IT sector, I could never find time to catch up on my reading for the course. So I decided to cut back on the time I spent with friends; I deliberately picked up hobbies such as reading management articles, self-help books, attending free seminars and conferences, giving talks in management schools to first year students, and being a part of RotarAct club just to sharpen my skills.

With a sense of euphoria and confusion, I disclosed this to my PhD guide: with great clarity of thought, my mentor advised me to take it up. I was lucky to have such an objective- focused research guide - it was hard for many of my classmates to find jobs straight out of University. My PhD guide was a great mentor who kind of literally pushed me to take this opportunity and assured me all his support till I earned my research degree.

Working for an engineering company, a progressive organization, proved exciting for the 27-year-old; but soon I discovered, that to stay competitive in such a cutting-edge environment, I would have to continuously update and expand my skills set. Only a year out of the university, I decided that it was necessary to return to the classroom - this time through distance education mode, and enrolled with IGNOU - Indira Gandhi National Open University, to pursue a master's degree in business administration with a focus on HR and Marketing.

Some of the organizations offered tuition reimbursement. I made full use. Besides, I used to enroll for all the training programs conducted in the companies where I worked. I was so eager to be a part of this that I would even offer my help in working out the logistics and doing basic stuff - like ensuring that training rooms, material etc are ready. Administering feedback forms and analysis of the same was a huge learning opportunity!

If I were asked of the sacrifices I had to make, I would say I only made an investment in myself. It was painful for a few days to miss my family time, my favorite TV soaps and clubbing. I did however continue to listen to music since I found it as a stress buster - thanks to walk-mans (those days we did not have iPods). One important aspect is the immense support I got from family & friends.

With the India Inc. on the growth path after the economic reforms were initiated for the first time in 90s, with the IT boom happening, I wanted to take classes that would help me develop in IT related areas. While a degree in electronics allowed me to gain a wealth of knowledge in the subjects of computers, electronics, physics and mathematics, I wanted something to fill in the gaps where I lacked in the subject of management. I felt that having a well-rounded background in both electronics and management would best aid me in growing faster in the corporate world.

This is very crucial when you make the commitment to pursue a degree in the midst of your career. So relationship management plays a very important role in achieving our goals. All this paid off in a new position. Now he’s working as Vice-President and Head, Human Resources function at Net Magic Solutions, a leading IT Managed Services company in India. “My inclination to learn and constantly upgrade my skills has been the key-factor for my growth so far. It gave me a much better frame of reference to manage successfully”, says Mr. Deshpande.

I now had to balance my full-time job at L&T with a week end class – a schedule that enabled me to earn necessary credit-hours a semester. Everything went as planned; I completed about 5 one year diploma courses in 10 years. The best part is that my subsequent employers - Tata Consultancy, Datamatics, Blue Star Infotech and Trigyn encouraged and supported me by regularly motivating me and providing me growth opportunities in the organization with each degree that I earned.

As told to Team Chanakya (Mr. Deepak Deshpande is Vice President-H.R at Net Magic Solutions)

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Women senior managers and the cliches - Ms. Bhavi M Patel

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re women really too emotional and unsuitable for settling into senior management roles? All over the world women are rarely seen on top of the hierarchy, but why?Should the trend really change?

of the world’s top five oil companies. Women also head governments in countries such as Argentina, Australia, Brazil and Thailand.

January 18, 2013 saw the release of a Sudhir Misra movie titled “Inkaar” starring Arjun Rampal and Chitrangda Singh. The movie is about Maya Luthra filing an official sexual harassment complaint against Rahul Verma, and the inquiry progressing to reveal a lot of instances and the slippery truths. Maya, unlike how Indian women are generally perceived to be, is a small town girl, but can do almost anything to go up the ladder, is ambitious and will fight back, will not take anything lying down and says in the movie, that there is nothing that she can’t handle. There are two instances in the movie that stick on – one, where Maya reminds her boss KK, that he had said that there were only three women National Creative Heads in India but now there will be only two, because she was filing a sexual harassment complaint against their CEO Rahul; and the second, where KK tells Maya, just work it out between you and Rahul, because you are proving an old cliché in corporate, that women are too emotional to settle into senior management roles. Is the cliché true? Are that how women are? Or are the men not emotional?

Percentage of women in senior management globally 30% 25% 20% 15%

Percentage of women in senior management globally

10% 5% 0% 2004

2007

2009

2012

Source: Grant Thornton IBR 2012 Since 1970, the proportion of women in the mature market workforce has risen from 48% to 64% . Though almost an equal number of men and women get recruited into business firms when totalled up across the world, the proportion of women in those top jobs is indeed very low.

In fact, just 3% of the Fortune 500 CEOs are women . Just 14.9% of corporate board members in the FTSE 100 companies are female . In the wider FTSE 350, just 10% of the 2775 directors are female, and 40% have all-male boards . The IBR survey, including both listed and private firms as subjects, indicates that 21% of the senior management roles globally are held by women, a figure which has barely changed since 2004, as is evident in the graph above. BRIC countries show that 26% of its senior management roles are held by women, compared to 18% in G7, 32% in ASEAN countries, 24% in European union, 22% in Latin America and 18% in North America. Russia offers a very positive picture, with this figure being at 46%, followed by Botswana, Philippines and Thailand at 39%. An explanation for this trend is that Russia has a sex ratio highly in favour of women, with there being 1.2 women for every 1 man. Botswana, Philippines and Thailand have a strong tendency of joint families, which provides a strong childcare infrastructure, allowing the mothers to go out and work. The other end of the spectrum is held by highly patriarchal societies like Japan (5%), India (14%) and the United Arab Emirates (15%).

According to the Grant Thornton International Business Report 2012, titled, ‘Women in senior management: Still not enough”, approximately one in every two people on the planet is a female, and yet the latest IBR finds that women hold barely more than one in five senior management roles. The bearing and raising of children is usually cited as the major explanation of these statistics, but a growing body of research suggests that such an imbalance in the boardroom can be detrimental to business growth prospects. Research has shown that stronger stock market growth is more likely to occur where there are higher proportions of women on senior management teams . Another study found that businesses with a greater proportion of women on their boards outperformed rivals in terms of returns on invested capital (66% higher), returns on equity (53% higher) and sales (42% higher) . A study by the University of Leeds found that having at least one female board member reduced that business’s chances of folding by 20%, and having more than one reduced the odds even further . It is indeed important that companies around the world today, drop this age old cliché of women being not suitable for senior management roles and understand the benefits of a gender-balanced decision making process and its impact on the prospects of growth of the company, with an open and broad mind.

A strong contrast is offered by a country like China, where every one in four senior management positions is held by woman, though this figure is a drop down from the one in three seen a year ago. It could be because as China becomes richer, families become less financially distressed and mothers can choose to pursue a high quality life by opening their own micro-business or leaving the workforce altogether. Mass urbanization and losing the boost of demographic transition could also be probable causes .

The past twelve months have seen women take the lead in some of the toughest economic and political environments – Christine Lagarde became the first female to head the International Monetary Fund; Angela Merkel, the German Chancellor has emerged as the key figure in solving the Eurozone sovereign debt crisis and Maria Das Gracas Foster has taken over at Petrobas, becoming the first woman to run one

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For the last 20 years, corporate boards and business leaders have gone on and about, ‘counting’ the number of women and ‘gathering proof’ instead of taking the initiative to open the doors of their own senior management teams. The world over, it is being said that the need of the hour is innovation and growth. If that is so indeed, then counting and finding proof are just stalling techniques! This endless dialogue about the business value of inducting more women into senior management positions, claiming they are too emotional and sensitive and are not in a natural state of mind or condition to be able to take tough decisions or lead such huge companies, is in itself a significant barrier to the advancement of women.

become systematic and deliberate about activating their potential while putting in their everything to overcome the subtle blockages that come on the way as they seek and take on more senior roles. Women are also in need of opportunity, someone who will put them forward for development or operational roles, to help them move forward. It is an observation that having even women in the senior management, opens the scope for many more to come in.

Women also need to start raising their hand for projects that garner visibility, both for herself and for their company. They should make it a point to tell the decision-maker about what contributions they have made and sign up for as many mentoring and training programmes that the company offers. Managers should trust their employees, trust they are indeed productive and give them the flexibility they need. If one can’t do that, it means they are doubting the recruitment process of the organization, in which case, severe and urgent amendments might be required on that front. Encouraging one another strengthens culture, and it is a shift in the culture and paradigm that we seek.

It has become a popular saying nowadays, that had ‘Lehman Brothers’ been ‘Lehman Sisters’, today’s economic crisis would be very different, perhaps it just wouldn’t be there at all!

But apart from all other smaller reasons, the main big reason for this trend is Culture – the old-school mentality that feeds off gender bias and assumes that women can excel without professional support and that it is alright to exclude them from management roles.

Einstein had once said that insanity is doing the same thing again and again and still expecting different results. After spending a quarter of a century trying not to do anything authentic and serious, it seems its time for the boards and leaders to recognize and engage a diverse talent pool.

In doing so, the firm will itself find success over the long run. The ultimate winners in this gender race would be ones who can identify and leverage the talent, innovation and ideas that are available to them.

Can somebody please go and tell KK from Inkaar, that the clichés are meant to be changed, and its people like you who can spark the change, so JUST DO IT!

Mentoring the employees either formally or informally, such as women-only speed-networking events, whereby junior female professionals get introduced to the senior leaders and the junior employees are allowed to business-specific and career-related questions to managers, learn and work alongside them, etc. One important by-product of such programmes would be gaining support to take up high profile assignments, recognition and eventually (hopefully) promotion.

Ms. Bhavi M Patel Institute of Rural Management, Anand (IRMA) Post graduate programme in rural management (2011-13)

There goes an old saying that talent is innate, but expertise comes from practice. Behaviourists are known to believe that it takes about 10000 hours to become an expert in any field. Counting at the normal working hours of about 40000 hours a week, it would mean a strong five year commitment. This is one area where women fail. A normal woman would begin working at about 22-24 years of age, get married in about another year or two, and then it becomes difficult for her to continue with her commitment to work, with the children and in-laws and other duties coming in. non-regular events make their own contribution – a doctor’s appointment, husband’s office colleagues coming, the child’s PTA meeting, etc. Employers today consider marathon running, waking up early to exercise or staying up late to do some research on some current issue as commendable, but getting up early to pack tiffins and send the kids and husband off, as not so applaudable. That’s an assumption and a perception, which needs to change. Work, is after all not where you go, but what you do. The workforce today sees a growing need to establish a sustainable work-life balance. At such times, it is essential that the companies come forward and provide the employees options to take a break, de-stress, maintain a healthy lifestyle, and provide full flexibility on where, when and how the work gets done.

i

‘Women matter: Gender diversity, a corporate performance driver’ – McKinsey and company, 2007 ii ‘The Bottom Line: Corporate performance and women’s representation on boards’ Lois Joy, Nancy M Carter, Harvey M Wagener, Sriram Narayan, Catalyst 2007 iii ‘Women in boardroom help companies succeed’ – Professor Nick Wilson, LUBS reported in the Times, 19 Mar 2009 iv ‘Still struggling’- The Economist http://www.economist.com/blogs/dailychart/2011/11/working-women v ‘Closing the gap’ – The Economist, http://www.economist.com/node/21539928 vi ‘Record numbers of women in UK Boardrooms’ - The Guardian http://www.guardian.co.uk/business/2012/jan/10/record-numbers-of-women-onuk-boards?newsfeed-true vii Corporate Governance Review 2011 – Grant Thornton UK viii http://www.iveybusinessjournal.com/topics/the-workplace/more-women-in-senior roles-if-only-companies-really-wanted-it#.UPvzMcnjWiM

In the current cultural environment, the playing field is not levelled.

Women are in need of more confidence, and need to be more capable than men to achieve the same goals. Women themselves need to

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Employee Empowerment - A tool to business success - Mr. M.Vivek

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ost of us are thinking that money is the only thing that motivates employees to work. But it fails to do the same beyond a certain limit. So there arises a question, what actually motivates the employees to do their work? Though there are various factors responsible for increasing the level of motivation of employees, the foremost and the important factor is Employee Empowerment. But, what is this employee empowerment? It is a term which is used to express the ways in which non-managerial employees of an organization are given full freedom to take decision on their own without compromising the goals, mission and vision of the organization. The decisions may be small or large depending upon the degree of power with which the company invests in the employees.

a) Style: Empowered employees have a working style of self management and possess a team spirit. They make, implement and are held accountable for work-related decisions. b) Skills: Empowered employees are trained to have efficient communicational skills and effective problem-solving skills. They identify problems and challenge inefficient policies. c) Staff: Empowered employees are expected to grow as leaders by reinforced empowering management practices.

Types of Employee Empowerment Suominen, et al. (2005) classify Employee Empowerment into three types: a) Verbal Empowerment: Verbal Empowerment refers to the ability to state one’s own opinion and debate another one’s point of view in different kinds of groups. Participation in decision-making is also an integral part of verbal empowerment. It has been reported that increased decision-making authority strengthens employee organizational commitment, autonomy (meaning the freedom to apply their skills and knowledge) and job satisfaction. b) Behavioural Empowerment: Behavioural Empowerment refers to the ability to work in groups in order to solve problems; to identify problems that need to be solved; to collect data about work problems and to recommend solutions; and to learn new skills and handle a more challenging job. Other aspects of behavioural empowerment include reporting and team work. c) Outcome Empowerment: Outcome Empowerment includes the ability to determine the causes of problems and to solve them, as well as the ability to make improvements and changing the way the work is done with a view of increasing the effectiveness and outcome of the organization.

Contents: 1. Employee Empowerment-Widely Accepted Definitions 2. Elements of Employee Empowerment 3. Types of Employee Empowerment 4. Various levels of Employee Empowerment 5. Pillars of Employee Empowerment 6. Pros of Employee Empowerment 7. Cons of Employee Empowerment 8. Role of Managers in Employee Empowerment 9. Conclusion 10. Sources Employee Empowerment - Widely Accepted Definitions Spreitzer (1995) defines employees empowerment as an intrinsic task motivation manifested in a set of four cognitions (meaning, competence, self-determination and impact) reflecting an individual’s orientation to his/her work role. In summary, they are defined as follows: ?

Meaning is the value of work goals or purposes judged by an individual’s perception relative to his or her own personal mission or expectations. ?

Self-determination is an individual’s sense of having choice in initiating and regulating actions. ?

Competence refers to self-efficacy specific to work; i.e., the individual’s capability to perform work activities with necessary skills and knowledge. ?

Impact is the degree to which a person can influence strategic, administrative or operating outcomes at work. Smith and Mouly (1998) define employee empowerment as a transfer of power from the employer to the employees to make quick and quality decision. Brymer (1991) defines employee empowerment as a process of decentralizing decision making in an organization, whereby managers give more discretion and autonomy to the front line employees.

Various Levels of Employee Empowerment Employee Empowerment can be mainly classified into three levels. a) Encouraging - It is a way of encouraging employees to participate and to play a more active role in their work. b) Involving - It is a method of involving employees in taking responsibility for improving the way that things are done. c) Enabling - It is a way of enabling employees to make bigger decisions without consulting their senior level managers.

Elements of Employee Empowerment Fracard (2006) sees that employee empowerment consists of three elements. For employee empowerment to be successful, their presence is essential.

“Good morning and welcome to our first employee empowerment seminor.”

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Figure No.1 clearly depicts how employees are treated within the organization.

Figure No.2 clearly shows that, the employees are the greatest asset of an organization. But the bitter fact is that, only few companies have realized this.

costs. ?

Industrial Democracy: Industrial democracy will be misused since labour unions and workers are empowered. Strikes and lock outs become more frequent. Also, labour unions gain insights into management and their functioning and there is a chance that they leak the same.

Pillars of Employee Empowerment Role of Managers in Employee Empowerment The success of employee empowerment depends upon the following pillars. a. Resources: It includes all types of resources such as financial, information, tools and equipments. b. Coaching: Managers must play the role of mentors in the organizations. c. Alignment: Aligning organizational goals with the strategy to be adopted. Also the goals formulated by the management should be specific, measurable, achievable and realistic and should have the time limit to be achieved. This will motivate employees to work towards achieving these goals. d. Information: Employees should get the necessary information in good time to make fruitful decisions. Information should be readily available and quickly transmitted to all concerned employees. e. Climate: There must be a positive work environment and also a high degree of trust among the employees should be highly encouraged and maintained. f. Training of employees should be encouraged by management in organization in order to develop the knowledge and skills of their employees (Ongori and Shunda, 2008).

In the book “Empowerment Takes More Than a Minute”, the authors explain the three keys that managers must use to empower employees: a. Information sharing with everyone in the organization. b. Creation of employee autonomy through boundaries. c. Replacement of old hierarchy with self-managed teams.

According to author Stewart, in her book “Empowering People” she describes that for a successful work environment, managers need to exercise the “right kind of authority”.

Conclusion Employee empowerment not only increases employees’ commitment level, but also promotes good employee relations in the organization.

Thus during decision-making process, the management should involve and consult its employees. Also in order to cope up with the changes in macro-environment, the employees of the organization has to be trained in an effective manner. Hence management at all levels of the organization must trust their employees and encourage open communication. Also there is a need for good leadership at all levels of the organization to formulate and implement employee empowerment policies.

Pros of Employee Empowerment From the organizational point of view, the following pros are associated with employee empowerment. ?

Employee Empowerment generally leads to greater job satisfaction and motivation. ?

It leads to creativity and innovation since the employees are given freedom to act on their own. ?

Complaints dealt with quickly which ultimately leads to greater customer satisfaction. ?

It also leads to increase in the efficiency of employees. ?

It results in reduced costs and increased productivity. ?

Only minimal amount of supervision and delegation is needed. ?

More focus on quality of products or services offered. ?

Risk-taking and Risk-managing capacity of the workers will increase.

“Business Leaders, Managers and HR Experts are now learning that employee empowerment doesn’t mean the captain loses control of the ship, but rather, the ship moves in a less rocky fashion because of the empowerment.”

- Jean Scheid Mr. M.Vivek Full Time Research Scholar Department of Banking Technology School of Management Pondicherry University Puducherry-14

Cons of Employee Empowerment

Sources: 1. “Empowering People” by Jane Smith.

2. http://en.wikipedia.org/wiki/Empowerment#Workplace_empo werment.

3. Antecedents and Consequences of Employees Empowerment by Said Shaban Hamed.

4. http://www.wisegeek.com/what-is-employee-empowerment.htm.

5. http://www.managementstudyguide.com/employee empowerment.htm.

The following points go against employee empowerment: ?

Arrogance: Worker arrogance can become a great problem for the supervisors and the managers. Also problems related to delegation may arise. They avoid reporting about their work which leads to negative feedback. ?

Security: There is a chance for leakage of data since the information is shared with all. ?

Risk: Since risk-taking capacity of the employees is more, there are equal chances of success and failure. Sometimes, it might leads to huge

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Using Consensus for Group Decisions - Mr. Somsubhra Chaterjee

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he term “consensus” is most often heard during political campaign season or when Congress is in session. Politicians are forever promising to build consensus with those on the other side of the political aisle, but there’s typically more talk than action.

Business leaders and human resource managers cannot afford to be so cavalier in their commitment to consensus. Sticking to the concept of proper consensus management can lead to happier employees and more robust bottom lines.

Five Ways to Implement Consensus for Group Decisions As a human resources manager, it’s important to know some of the considerations that should be weighed before implementing a consensus-building model.

Important ideas to consider: 1. Lose the attitudes that undermine consensus: A team that operates in a “win-lose” environment – one employee’s idea must prevail over another’s – is not going to do well with consensus.

Consensus building can also falter on a team with members who routinely avoid conflict. For effective dialogs to take place, employees should be encouraged to speak their minds, but also to understand that everyone has an equal say. Bear in mind that reaching consensus does not necessarily mean a unanimous decision.

What is consensus?

Consensus is a method for group decision-making in which the goal is to arrive at a final decision that is acceptable to all members of the group because each had a say in its formation. Effective consensus decision-making leaves every team member feeling that they have been heard and that their ideas have been considered.

Consensus can be a very powerful tool for human resources because with it you can unite employees around a common goal and generate greater productivity. Consensus also fosters a climate of cooperation with employees collaborating to solve problems.

2. Have regularly scheduled meetings: A team using consensus management must meet frequently to allow every team member the opportunity to have a voice in decisions. There also should be a consistent process at these meetings for employees to voice their opinions.

Because it involves the participation of everyone within a group, fostering consensus builds more buy-in from individual employees who feel they have more say, and therefore more of a stake in business processes and outcomes.

3. Encourage an atmosphere of open communication: Employees will not speak freely in an atmosphere where new ideas are not welcome. Managers must make it clear to employees that all opinions are welcome. This will lead to employees trusting the

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decision. There are rewards that come naturally from this exercise.

Proper support reinforces the consensus building process to increase engagement among all stakeholders and decrease negative attitudes that can undermine productivity.

process, which is a critical component of consensus building success.

4. Set and achieve clearly defined goals: No decision-making process, whether by group or individual, is going to be successful if the goals are not clearly defined. Clichés abound on this subject, but the simplest is still the best: You can’t get anywhere if you don’t know where you are going. Communication is vital in this area.

Managers should make the ultimate group objective clear to employees before engaging in consensus building.

As difficult as it may be to implement, consensus building can offer tremendous rewards for the manager who uses it wisely in the right circumstances. One can just hope that managers get it right.

Mr. Somsubra Chatterjee PGDM I, KIAMS

5. Support the decision: After encouraging employees to work together to forge consensus, it’s important to support the ultimate

Previous consensus

Implement

Seek a compromise

Make an edit

Disagree

Wait

Was the article edited further?

Yes

Do you agree with the change?

Agree

No

New consensus

You don't have to be a "person of influence" to be influential. In fact, the most influential people in my life are probably not even aware of the things they've taught me.

- Scott Adams 14

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Impact Interview Maneesha Sharma is an eminent social worker who runs her organization “Sankalp Sanskritik Samiti” in Raipur, Chhattisgarh. She works towards institutions and capacities that strengthen the voices against marginalization of communities and increase the participation of the marginalized in the society. She channelizes the potentialities of youth, women, children and other marginalized communities for their own development and works towards a healthy society free from hunger, disease, discrimination and injustice. Her vision is a society where voluntarism and voluntary organizations play dominant and constructive role in social cohesion, economic empowerment and Nation building.

1. Tell us something about your journey of life?

model to the state govt to help them to make policies accordingly.

We have also started 350 ambulance service in the state. We are also working with Punjab for “IDV” (Intravenous Drug User) to stop and prevent HIV aids. We have twenty people as staff for the same.

We have also started the de-addiction cum rehabilitation center in Chhattisgarh. It is twelve years old now. We have all the staff trained by “National Institute of Social Defence” and “RRTC” (Regional Resource Training Center) Pune.

Then we started the very first moving clinic in Raipur with two ambulances, three MBBS doctors, male and female nurses who go to slum areas to spread the awareness among the community for Do’s and Don’ts of a conceiving lactating mother for hygiene management.

We have started Mobile clinic and in continuation to that we started 1098 toll free number for the first time in Chhattisgarh for delivering 24 hours services to brief about children care and protection who are in distress.

We also run a computer lab and after six months we provide them “Microsoft Certification” and give them placements.

We also head our livelihood activity called “swashakti” where we have 100 sewing machines for women who come from slum areas to learn. Also there is a production house where they do the stitching work and we have the tie ups with schools and hotels for stitching uniforms and the money is distributed among themselves.

We have also done action research for Gender Mains training which is being published nationally.

I was married at a very early age just after passing my 10th standard in a conservative marwadi family. After my marriage I continued studying. I did triple M.A in English, History and Sociology. I came into education sector with the help of my friend. We started a school named “Royal Kids Convent” in Rajnandgaon district of Chhattisgarh. Under my administration the school grew very fast with many innovations. Later it was registered under the ICSE board of education. While entering into the field of social service, I did my masters in social work and I am pursuing MBA now.

2. What is “Sankalp Sanskritik Samiti” all about and which section of the society does your organization work for?

Sankalp has embarked on a set of key initiatives focusing on capacity building, knowledge building, participatory research, health centric development, marginalized communities of marginalized people. With a combination of training, research and consultancy it has grounded its work with conceptual understanding of social reality to command the strategic direction of interventions. The organization works for education, livelihood and health. We started working for the tribal people. For two decades we worked for them.

We also worked for “Water Hygiene Foundation” and the innovation is been graphicated not only in India and America but in Australia also titled as “Little Doctor”. We specially work for marginal line poor people who are in distress and who need care and protection. Our organization and SHRC( State Health Resource Center) had done a small study on how Govt of India should formulate policies in favour of poor and needy people. We gave this

3. What is Gender Mains Training all about?

We have seen that women are responsible for maintaining hygiene like water hygiene. For maintaining it they have to face a lot of problems like they have to go and fetch the drinking water from outside their home. They also go for open Defecation.No separate toilets for male and female due to which girls don’t turn up to school

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and female teachers also suffer a lot of problems due to common toilets. These are the main causes to do this action research.

Hygiene Sanitation” we contacted “Waterage” India which is UK based and we got the funds. Then we contacted “Hans” foundation which is also UK based and there also we got the funds. It varies from objectives that which organization you need to approach.

4. What motivated you to begin this?

7. What is the biggest challenge that your organization faces?

I was in scouts and guide in my school and my father was in army so this kind of social work was inherited into each family member that we have to do something for the society. As the society is giving so much to me so I should give it back with a vote of thanks. These were the reasons why I am into social work. Initially I thought to carry it on as part time but later I thought that better I should work as full time because there are numerous problems in the community.

So I joined the organization as full time in 2003. Many interns visit our organization to learn from Symbiosis, students from Pune, Bangalore and different parts of Maharashtra. We already have 60 people working in the organization.

As such we don’t face any problem. We have ISO certification with us. We are well established. We go and train IAS/IPS in Lal Bahadur Shastri Taining Academy, Mussoorie. We also take care of our staff.

For their care and protection we have many policies like sexual harassment policy, Children’s policy, HIV Aids protection policy etc. That is why we have a smooth running organization.

8. What are your plans for the near future?

We are planning to start orphanage for the street children. Also we are planning to start short stay home for the overall development of children.

5. What are the objectives of your organization? ?

Work with the most marginalized and excluded communities especially women and children and their associations for their socio-economic and cultural development as well as other contemporary public welfare issues. ?

Secure, protect and promote the constitutional and citizenship rights of most marginalized communities including Right to Water and Sanitation, Human Rights, Right to Food and Work, Right to Education, Right to Health, Right to Constitutional Remedies and the Right to Life. ?

Work with the State, like-minded development support organizations and civil society organizations to implement various socio-economic development programmes, undertake research and influence policy in favour of most marginalized and excluded communities. ?

Environmental Justice and Integrated Water Resource Management. ?

Participate actively for the popularization of Government Public Welfare Schemes and Programmes and to develop and publish significant community literature. ?

Cooperate with the other organizations working towards similar goals.

9. What message would you like to give to the readers?

Youth power is a recognized force in the world today. The youth are filled with tremendous energy and towering ambitions. They can be utilized as a constructive and as a destructive force by any nation.

So, I expect the youth section of the society to contribute for the overall development of the society.

Awards so far …………. ?

Their 37th Gram panchayat got President Award for the social

work. ?

In 2009, She was awarded “International Visitor Leadership Award” from Govt. of America. She was the only one to receive this award from Asia. ?

She has also received “Best Citizen” award by Retd. Election Commissioner GVG Krishnamurthy, New Delhi for active participation in social area.

6. How are you able to manage the funds?

As told to Ms. Pulkit Tiwari PGDM I, KIAMS

We get 10-20% funds from Govt of India and rest we get from abroad. We get the funds from wherever we apply for. For “Water

“If someone is going down the wrong road, he doesn’t need motivation to speed him up. What he needs is education to turn him around” - Jim Rohn 16

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T & D : An attribute towards preeminence - Mr. Soumik Bhattacharjee

T

Training and Development plays an important role. It reduces performance deficiencies , provides greater stability, flexibility and growth capacity within an organization. It is an investment in HR that is an effective source of recruitment and helps to decrease dissatisfaction, absenteeism, complaints and turnover of employees . It promises a better return in future.

raining refers to a certain organized activity imparting information or instructions that aims towards the enhancement of the performance of the participants that will help to attain him or her a required level of knowledge, skill and expertise.

However development is a certain process to change or expand an expression into another of equivalent value or meaning.Training and development is an important functions in any kind of organization. A training prepares an employee to be equipped with certain requisite skills whereas development is a process that focus to increase learning abilities. Honing skills are always very much important to ensure further growth. A person with a limited training creates his or her own boundaries that creates hindrance towards further growth, he becomes like a stagnant pool, whereas development shows the right way to enhance skill sets to take more responsibilities . As an obvious result the importance of that certain trained professional within the organization grows gradually and steadily. Training is need based whereas development is voluntary.

When a person does not have certain required skill sets then training plays an important role. But the development is all about personal effectiveness including job efficiencies and it is always self driven process.

Providing information for the employee about why the new skills, skill enhancement, or information is extremely necessary. The organization should make certain that the employee understands the link between the training and his/her job. You can enhance the impact of the training even further if the employee sees the link between the training and his ability to contribute to the accomplishment of the organization's business plan and goals. It's also important to provide rewards and recognition as a result of successful completion and application of the training. People like completion certificates. They have penchant for them. This contextual information will help create an attitude of motivation as the employee attends the training. It will assist the employee to want to look for relevant information to apply after the session.

Training and Development if properly provided to an employee it makes them focused, motivated and result oriented. They become self aware and instill zest for excellence. As a whole they become an integral part of the organization where they feel inspired, enthusiastic and take a leading role within the organization. I would like to end by a quote by Mark Twain on training .

Let us have a look at the lucid example for better understanding between training and development.

Suppose a person joins in an organization. At the very initial stage when he or she needs to play a specific role for example a software trainee in an IT firm he or she needs to learn only that set of skills that are required to perform a definite course of task or action. Now if that person wants to grow beyond certain level by acquiring new skills it is important to develop himself or herself. This nature or traits we can state by development where he or she wants to grow as an individual, he may find it necessary to be equipped with certain managerial skills and expertise to make himself more marketable.

Now for that he may take up an MBA course to learn the required skills. This intrinsic effort to learn further that goes beyond mere technical competencies , it can be termed as development.

'Training is everything. The peach was once a bitter almond; cauliflower is nothing but cabbage with a college education.' - Mark Twain Mr. Soumik Bhattacharjee PGDM I, KIAMS

Imagination was given to man to compensate him for what he is not, and a sense of humor was provided to console him for what he is.

- Oscar Wilde 17

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Nostalgia / Republic Day - Mr. Chitransh Shrivastava

Q

uestions popped up my sloth mind on night of 25th January that how will you relate the two terms? For former, my mind says you are bound to something for which you feel sickness as if home sickness; whereas for the latter my mind is supreme and is not dependent on others as it is being representing others. Why so obtuse combination?? But I never knew answers were in ‘RAC status.’

team-work’. This was followed by a Pani-puri eating competition, ‘Capacity’ was the word which I admired most, and was proving itself literally. There was exhibition kind of TT match, which reinstalled the ‘winning mode’ for all batches.

After the leisure time (When actually I heard many ‘pepzpukin in pots’), The main highlight of the event started i.e. the cultural. I think show stopper were no other than the anchors (Kunal sir and Nihal) who mocked about everything and actually anything.

Cultural events included ‘cultural dance by somsubhra’,’song by soumik’,’Ramp walk by B-15’,’Dance by B-15 on offcourse opGangnam (PS: a joke only B-15 will understand)’,’a thematic ramp walk where show stopper Akshay showed his immaculate skills’.

But most important part was when our Alumni Anil sir said, “I can see the hard work done by B15 for the event, and I really appreciate it”.

Early morning somebody rang the doorbell, till it matched my sleeping frequency, making me to go into ‘electrophile state’. He was the Alumni representative calling me to escort the seniors who have arrived pretty early in the morning. ‘oh gosh!! Is he serious (was the first argument I wanted to say)’. I don’t think “unwillingly” I said yes.

While escorting them to hostel I felt so awkward when they were discussing even the meagre details of college with so much enthusiasm (and mind you it still was early morning and I wasn’t in state of mind to joke), which was sounding obtuse to me. After Returning to my room before I could finish my morning abut ions my cell buzzed, it was again the ‘AR’s message’ “reach the ground square for some preparations”. I was still envying my roomie who was sleeping as if he hasn’t’ slept for 10 days.

Event was followed by dinner (for which I will give 100 if I would have given 10 for lunch). And for the pepz who love High Bass, Rock band concert was there. But the surprise package was freestyle dance by few of our batchies on latest numbers. It was almost past midnight when rest of the world might have slept, but it was looking as if the event had just embarked.

The most important part was the interaction which started after the dinner. Boundaries dissolved further by the conversation at Bonfire at night which was suffixed by delicious Barbeque. ‘Queries and Answer session was there’ I thought, because every conversation indirectly was linked to placements or SIP.

Being computer savvy is a negative point when your classmates know this fact, and they want to cash this out. I was made to do so many articulatory work which I can’t explain in this write up (Grin).

Anyways the flag hoisting ceremony was the predecessor for a dialogue between the B-14/15 and the director mam for the alumni meet.

Next Morning was actually mid-afternoon, We had some of activity’s like kite flying and mehndi. Then director mam offered stage to B-13 to share their views with B-14 and B-15. It was more of a formal session where formation of alumni association was announced (at both the campuses). I still remember Pankaj sirs line “It can only be your home where you can wake up at 12, live life as if there is no wife”.

Some of the ‘enthuquest’ kinda students were seen interacting with the alumni’s for the their so called ‘enrichment’. The events for the day continued with a Lunch buffet menu which is explicably unexplainable. It could be understood by the fact that I rarely found anyone chatting while eating. Anyways after finishing lunch I saw all alumni’s chatting, snapping &enoying with each other.

I think this cleared the question which was popping up my mind on 25th night. I chose the square ground to write this write up because after seeing the trodden grass at square ground (because of stage formation) I was able to recall and write easily as if the event was happening again in front of me.

The adventurous jungle theme of the event was embarked the very first activity i.e. balloon shooting. My next statement will make it pretty clear what they did over there, ‘I saw them batting, I saw them mocking, I saw them hooting, I saw them losing control and I also saw them shooting’. The next activity was typical jungle games requiring some physical activity and pretty higher level of concentration. And they showed us how best they were at it, by converting the games from one person to multi person mode. I think indirectly they gave us clue ‘best way to survive in industry is via

Mr. Chitransh Shrivastava PGDM I, KIAMS

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Samanvay 2013 – A day etched in memory - Mr. Vivek Kapate

Samanvay is one of the most awaited events in the KIAMS institute.

This is the annual meet of all the Alumni of KIAMS. Not only the present batches, but the Alumni also look forward to this day to revisit their alum matter. In this all the passed out batches of KIAMS are welcomed back to a place they once called HOME.

in building good relations with the people who were once a part of which we are now. The event did not go without a few hiccups, but the Alumni did not mind and actually gave us a new perspective to look at and deal with problems that might arise.

To sum up, the event went on to be a great success and full of challenges and great experiences leaving us eagerly waiting for our next meeting.

The Samanvay 2013 was held on 26th and 27th of January. The 26th January being republic day, was started with National flag hoisting.

All the Alumni were very nostalgic as they entered the campus. It was like they came back home after a very long journey. Their eyes were filled with memories as they looked at the rotunda and triangle(the most favourite spots in KIAMS). Some of them had joined the corporate world a year back and some were there for over two decades. We were eager to learn from them and they were eager to enlighten us. It was a humbling experience as we interacted with them and they were more than happy to interact with us.

Mr. Vivek Kapate PGDM I, KIAMS

The below extract are the experience shared by our alumini “Relive the Moments” – that is what I call samanvay! It is always great to be back to Campus; Samanvay 2013 was an experience in itself!

The breakfast was followed by the formal event which saw the i n a u g u r a l o f t h e “ S A M A N VAY K I A M S A L U M N I ASSOCIATION”. There was a lot of backend work which had to be done. In this process we got interact with the Alumni from as early as B2. Post the formal event, we had some fun games and sports lined up for them. This also worked as an ice breaker between the present batches and the Alumni.

From the moment I entered the campus, I could feel the vibes of Love, from every corner. The people at kiams and the place itself give you a homely feeling; it acts like a stress buster.

I would like to appreciate all the students of B14 and B15 for making this Samanvay a grand experience for the alumni. All activities were well planned and importantly the environment was created such that, you feel at home, you get the feeling of the same old kiams. At KIAMS, you always get the feeling that the place and activities are same just that people change, while roles remain the same.

Mr. Nikhil Damle, the President of the Association, shared his experience of the financial world with the upcoming finance managers. The students of both the current batches got glimpse of what they were going to face once the course was completed.

Though many Alumni had travelled the previous night, they actively participated in all the games, their energy levels were high all along. As the evening approached, all of us geared up for the cultural. The Alumni also participated in the cultural. A colorful cultural was followed by amazing fireworks and torch lightning by the ex-sports reps of different batches. Then followed the DJ night which witnessed some stellar performances. We also had bonfire near the swimming pool. It was a beautiful sight to see a bonfire accompanied by some soft music and melodious antakshri. The bonfire went on till 4 in the morning.

I Love people at KIAMS and I know they Love me too, this samanvay, was a feel good factor for me. The kind of affection which I got from people was heart touching!

Dedication by Dr Gopi was one of the sweetest gestures. It speaks the gratitude of the person!

To sum up my experience, i always feel that, you might come out of the KIAMS, but KIAMS never comes out of you; the feeling remains with you forever!!

The following day we had activities like tattoo and mehendi waiting for them. Many preferred to play sports like cricket and TT, while others just spent time with their old friends.

Thanks to the students, management, faculty and the staff for making us to relive the memories! I wish both the batches all the best for future endeavours!

Finally the day was coming to a close. It was time for them to go back. It was a great learning experience for many of us. This helped

"Basharat Abbas"

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1. What is the name of new exchange launched in India ?

15.Name the IT company which is going to be removed from Nifty .

2. Name the company that has the tagline “Land of rising technology�.

16.Which bank will soon be a new entry in the Nifty ?

3. Jim Hagemann Snabe and Bill McDermoot are the joint CEOs of which company ?

17.Which commitee was set up by the goverment for the implementation of GAAR ?

4. Who was the founder of LinkedIn ?

18. Which state goverment had hosted Global investor summit in January 2013 ?

5. Which automobile company launched Gurkha recently ?

19. Which retail store is also called Wally World ?

6. Which company now owns IPL team Deccan Chargers ?

20. Which company will invest 50 million Euros to set up deodrant unit in Maharashtra ?

7. In which city did the trial-run of Monorail took place recently ?

21. Import duty of which commodity was raised by 50% recently ?

8. Name the CEO of Indian software company who has been named an independent director on the board of General Electric .

22. Which body has threaten to take action against Google for invading privacy ?

9. Where is Carrefour headquarterd ?

10. Which country in the world has the highest tax rate ?

23. Who said famously "You're only as good as the people you hire"?

11. Which software company has Yammer for $1.2 billion ?

24. Which Asian country recorded 7% GDP and surprised everyone?

acquired internet startup

12. Which PSU in Oil sector was disinvested recently ?

25. Which state has got 27% share ,the biggest share in FDI in India ?

13. Which airlines has agreed to buy stake in Jet airways ?

14. Charlotte Bobcats, a professional basketball team, is owned by which famous basketball player ?

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Bid Adieu - Mr. Nishanth Joseph

Farewell is beautiful, A glimpse into the future, Farewell is wonderful, It sets for Adventure.

Goodbye is sad, A dive into the past.

Goodbye is hard, It memories cast.

For old faces must go, Yet new places to go.

A chapter opened, And a chapter closed.

O Farewell O farewell How nice if I could tomorrow tell, O Goodbye O goodbye In thou sweet memories lie.

For us you take backward, And make to the past hold, Farewell a' forward To face the future bold.

With feelings set at bay, These very words I say, Farewell and goodbye, Goodbye and farewell.

Thank you seniors for being there...

In times of trouble and pain, We hope to see you soon...

May be tomorrow or in eternity , But surely we shall meet !!

Mr. Nishanth Joseph PGDM I, KIAMS

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Brand Update - Mr. Saurabh Jadhav

Toyota launched Five-Speed Automatic Fortuner in the Indian Market

compatible with 3G, 2G and Wi-Fi networks and can transfer files via Bluetooth 3.0.

A30 sports a 5MP camera with LED flash on the rear, while the front panel has a VGA snapper. The dual-sim smartphone has a 1,500mAh battery and boasts of FM radio with recording. The manufacturer is retailing the device at Rs 7,299 in the Indian smartphone market.

Videocon A20 is the smaller sibling of A30 and runs on the out-of-date Android 2.3 (Gingerbread) operating system. It features a 3.5-inch touchscreen and is powered by a 1GHz processor with 256MB RAM. Onboard memory in the device is restricted to 512MB, though storage can be expanded up to 16GB via microSD card.

Bajaj Auto launched 100 cc motorcycle Discover 100T

The Japanese automaker Toyota Kirloskar Motor on 16 January 2013 launched a five-speed automatic version of the Fortuner SUV for 22.33 lakh rupees (ex-showroom New Delhi).? ? The company is now also offering the Fortuner TRD Sportivo, which was launched as a limited edition in October 2012, as a regular variant in its lineup.? ? The earlier version of Fortuner the 4x2 AT was extremely popular and had been highly appreciated by the customers. Now, the new five-speed AT will further add to the drive quality and comfort. ? ? Toyota has also added a new colour to the Fortuner’s options list; pearl white mica which is available across all variants of the SUV. Bookings for the new variants will begin from 18 January 2013.

Videocon launches phone with dual-core processor

India second largest manufacturer of Motorcycle Bajaj Auto on 7th January 2013 launched its 100 cc motorcycle Discover 100T priced at 50500 rupees. ? ? The astonishing feature of the all-new Discover 100T is that it delivers the power of a 125cc with the economy of a 100cc to bring in the joy of riding to this segment.? ? As per the company, the new bike is powered by a patented four-valve DTS-i technology engine which delivers 10.2 Ps of power and a fuel efficiency of 87 km per litre.? ? The engine is also coupled with fivespeed gear box and auto chokes for easy start in all weather conditions.? It was seen that Goldman Sachs in a 4 January 2013 report included Bajaj Auto in its Asia-Pacific "growth recovery" group of stocks that are expected to see favourable growth and valuations in 2013.

Videocon has launched two budget Android smartphones in India, named A20 and A30. With these two devices, the Indian manufacturer takes on phones by rivals like Micromax and Samsung. Interestingly, Videocon's flagship device shares the name with Karbonn's smartphone with a 5.9-inch screen, which was officially launched today.

The all-new Videocon A30 features a 4-inch screen and is powered by Android 4.0 (Ice Cream Sandwich). The device runs on a dual-core 1GHz processor with 512MB RAM and comes with 4GB internal memory and support for 32GB microSD card. This smartphone is

- Mr. Saurabh Jadhav PGDM I, KIAMS

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- Mr. Saurabh Jadhav

A

Kingfisher Airlines has started giving some staff salaries after a gap of almost two and half months, according to reports.Reports stated that the sections of the staff, mainly airport staff, received their salaries for June 2012.The monthly salary outgo for the airline is around Rs 200mn and its staff members have not been paid regular salaries since June last year., report said.There are reports that the airline has over 4,000 people on its rolls.

s it braces for an opposition onslaught in Parliament next week, Indian government cracked the whip by moving to scrap the 12 helicopter deal with AgustaWestland and decided to send a CBI team to Italy to probe the charges that kickbacks to the tune of Rs 362 crore were paid to bag it. The Defence Ministry also threatened to take other actions as per terms of the contract, an apparent reference to invoking a clause in the contract for recovery of money already paid in the Rs 3,600 crore deal. India has paid more than 30 per cent of the sum. "The Defence Ministry issued a formal show cause notice to AgustaWestland seeking cancellation of the contract and taking other actions as per terms of the contract," Ministry spokesman Sitanshu Kar said.

India will allow wireless broadband airwave holders to provide voice services if they pay an additional Rs. 16.58 billion ($306 million), Department of Telecommunications said. The move is expected to boost Mukesh Ambani’s Reliance Industries Ltd.? The Department of Telecommunications said on Monday that companies with BWA spectrum and an ISP (Internet service provider) licence can migrate to a new unified licence regime and offer voice services on payment of Rs.16.58 billion.? RIL is the only company with nationwide fourthgeneration (4G) broadband airwaves. The company bought airwaves in a 2010 auction and has invested at least $3.5 billion till date.RIL is expected to offer 4G communication services that provide high-speed wireless data transfer of around 100 megabytes per second.? However, the telecom ministry’s move must to be formally signed off by the Telecommunications Minister R. Chandrashekhar. If brought under the regime, the tower companies would have to pay an annual licence fee of 8% of their revenue and would be required to cut foreign shareholding to 74%. Currently the companies pay no licence fee and a foreign shareholder can own 100% of their equity.

Agriculture and Food Processing Industries Minister, Sharad Pawar, called for greater technical thrust in agricultural sector and said “The 12th Plan accepts the proposition that a greater technical thrust is needed, and the strategy for agriculture should take this into account. In order to provide scientific focus to some of the critical areas, research consortia platforms are to be launched in Seed, Diagnostics and vaccines, Nanotechnology, Bio-fortification, Agri-incubators, Water, Natural Fibers, Health Foods, Hybrids, Secondary Agriculture, Farm Mechanization, Precision Farming & Energy, Genomics, Molecular breeding and Agro-biodiversity.”While addressing the 84th AGM of ICAR the Minister said, “This has been a momentous year for the National Agricultural Research System and the Indian Agriculture in its entirety. I wish to inform the august house that ICAR has established the National Institute for Biotic Stress Management at Raipur in Chhattisgarh, Indian Institute of Agricultural Biotechnology at Ranchi in Jharkhand, Regional Research Station of CAZRI for cold arid agriculture in Leh, Jammu & Kashmir and 5 new KVKs, one each in Andhra Pradesh, Jammu & Kashmir, Orissa, Maharashtra and Karnataka, raising their total to 631 KVKs across the country. The ICAR has also added 19 new Experimental Learning Units to the existing 264 units in 51 State Agricultural Universities and created a centralized Statistical and Computational Genomics Lab Facility.”

Polaris Financial Technology Ltd, a leader in products, solutions and services that enable unprecedented operational productivity for the global Financial Services industry, today announced the launch of its Research, Innovation and Development Centre (RIDC) in its Belfast Centre, UK.This launch enables Polaris to strengthen its leadership position by establishing a dedicated near-shore RIDC, in order to support transformational outsourcing programs for its strategic customers in Europe.With the active involvement of the UK Trade & Investment (UKTI), the current Centre in Belfast is being enhanced to bring RIDC competencies to drive business outcomes to Polaris' customers in Europe along with the near-shore advantage.

The 11th Maruti Suzuki Desert Storm 2013, one of the highly anticipated rallies was flagged off from the Brand Center of Maruti Suzuki India Limited, amidst excitement and fanfare. Over 275 participants were flagged off by Mayank Pareek, COO (Marketing and Sales) Maruti Suzuki. The participants headed to Sardarshahar, where the first leg of the long and exciting journey will being midnight.? ? Speaking on the occasion, Mayank Pareek, COO (Marketing & Sales), Maruti Suzuki India Limited, said, “Each year, we begin our Motorsport calendar with Maruti Suzuki Desert Storm rally. The past ten years of Maruti Suzuki Desert Storm has seen unprecedented glory. This year too, we hope to bring forth the same level of experience and much more. After the success of the night rallying last year this year we have added an additional night stage.

Making it tougher and challenging for the participants.”

Wipro Infotech, the India and Middle East IT arm of Wipro, on Monday said it has bagged a 10-year contract from Mumbai International Airport (MIAL) for providing IT services the new integrated terminal T2.? ”This partnership will significantly enhance customer experience and satisfaction through the use of IT”, Wipro said in a statement.? Wipro will be responsible for providing managed services across the entire IT landscape at MIAL and delivering high availability and operational efficiency across all the critical airport processes, it added.? ? "This engagement with MIAL adds strength to our existing Airport and Infrastructure Practice and positions Wipro uniquely in delivering value to our clients globally in this major emerging sector," Wipro Infotech Senior Vice-President and Global Infrastructure Services Anand Sankaran said.

- Mr. Saurabh Jadhav PGDM I, KIAMS

1) 2) 3) 4) 5) 6) 7)

MCX-SX AKAI SAP Reid Hoffman Force Motors Sun TV network Mumbai

8) Francisco D'Souza 9) Boulogne Billancourt, Greater Paris, France 10) Aruba 11) Microsoft 12) Oil India 13) Etihad Airways

14) 15) 16) 17) 18) 19) 20)

Michael Jordan Wipro IndusInd Bank Shom Commitee Gujarat Walmart Hindustan Unilever Limited

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21) 22) 23) 24) 25)

Gold Europen Union Ray Krocc of McDonalds Philipines Orrisa

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Across 5. Christine Lagarde became the first female to head ..................

7. Defence ministry of India issued a formal show cause notice to .................. seeking cancellation of the helicopter contract 9. Smartphones A20 and A30 was recently launched by ..................

Down 1. .................. has sex ratio highly in favour of women 2. Who defines employees empowerment as an intrinsic task motivation manifested in a set of four cognitions 3. .................. defines employee empowerment as a process of decentralizing decision making in an organization 4. Who reported Bajaj Auto in its Asia-Pacific "growth recovery" group of stocks that are expected to see favourable growth in 2013 6. .................. agency predicted that India's healthcare sector will witness slow investments in 2012 8. Reid Hoffman founded this social networking website 10. IndusInd bank would be included in .................. index on April 1.

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The Chanakya Inter Bschool Contest Winner : Bhavi M Patel - Institute of Rural Management, Anand (IRMA) Other Contributiors: Sunil Pandey – Goa Institute of Management Arnav Talwar and Inder Deep Singh – Great Lakes Institutes of Management, Chennai Prakriti Priya – IFMR, Chennai.

Divyanshu Kumar Singh - IIM Lucknow M.Vivek - School of Management, Pondicherry University Anjali Sainani - SIBM Pune Dinoop Nair - Vishwakarma Institute of Management (VIM), Pune Radhika Patodia – XIMB Harshpreet Singh, Ankur Goel - XIMB

Congratulations to the winner and to all the other participants from Team Chanakya.

Placement News

Successful Candidates

Recruiters Odessa Technologies Smart Cube HDFC Asset Management Company Ltd. Idea Cellular Ltd XL Dynamics WalkWater Talent Advisors ICICI Securities Ltd SBI Life Insurance Drshti Strategic Research Services Pvt Ltd 99 Acres Bajaj Allianz General Insurance Co. Ltd BNY Mellon International Operations (India) Pvt Ltd HCL Infosystems Ltd Ladderup Wealth Management Pvt Ltd L&T Infotech Ltd CRISIL Ltd Delta Commercial Broker LLC (Citi Bank) MarketsandMarkets Coffee Day Beverages Decathlon Sports India Pvt Ltd Anurash Insurance Services

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Sakshi Vatsa Anish Wadhwa Laxmi Gupta Swati Soni Anant Prakash Kamran Faiz Richa Dhasmana Ritesh Ahir Sudheer Kumar Devalla Siddharth S Modukuri Tanuj Sharma Ayush Gupta Kamal Kishore Vivek Goyal Sunit Paul Suresh Vaswani Ankita Mittal Ujjwal Dutta Ravi Gupta Shobit Saxena Bharat Gilda Bhaumin Shah Ankur Rai Ankit Jaiswal Shailendra Chaturvedy Ekta Maheshwari Pawan Singh Surya Teja

Md Kamil Khan Nitin Bhandari Ishan Sahni Karishma Chopra Aakash Bhardwaj Ritesh Kothari Deepak M Devaya Neeraj Mittal Sayantani Chatterjee Kirti Kamboj Rakesh Gan Gunjan Rahi Khushboo Vijayvargiya Richa Mittal Saloni Wadhwa Anshuman Tewari Kumar Gaurav Shivam Nagar Hrishikesh Lule Chandrachur Palchaudhuri Mrinali Rao Neha C. Parihar Surendra Kumar Singh Anupam Prakash Kirti Kumari Kumari Sneha Meha Singh Priyanka Asojia

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CAMPUS NEWS r NPTEL – National programme on technology enhanced learning, a joint initiative off IITs and IISc conducted a workshop at

Harihar campus on 5th January. They offer E – learning in engineering, science and management. r ‘Lohri’ was celebrated on the eve of the winter solstice with a bonfire on 13th January and ‘Makar Sankranti’ was celebrated the

following day by flying kites. r ‘Samanvay’ was held in Harihar campus on 26th and 27th of January while ‘Nostalgia’ was held in parallel at Pune campus. r Batch 14 of Harihar campus was given a farewell party followed by DJ night on 8th February. r Batch 14 of Pune campus was given a farewell party followed by DJ night on 9th February. r Ashwamedha’13 was won by B14 with an overall score of 28 - 10. r Gulmohar day was celebrated on 13th February with exciting games and a luscious dinner.

Team Chanakya gives special thanks to Mr. Siddhant Shrivastava, Mr. Anil Adya for his valuable contributions in the March’13 issue.

Student Editorial Team Ms. Pulkit Tiwari, Ms. Bhaswati Chakraborty Mr. Bharathwaj S. Mr. Saurabh Jadhav (PGDM-I) Ms. Ekta Maheshwari, Ms. Tulika Raj, Mr. Siddhartha Sarma Modukuri, Mr. Manindar Kumar Nayak (PGDM-II)

We invite you to send in youe feedback to help us bring out the best in ‘The Chanakya’. chanakya@kiams.ac.in thechanakya.kiams@gmail.com

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The Chanakya, March 2013

KIRLOSKAR INSTITUTES OF ADVANCED MANAGEMENTS STUDIES

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