HRD Contents - National HRD Network · 2013-09-24 · response the short-term “Fight or Flight...

| HRD News Letter | March 2006, Vol.21, Issue:12 5|

Vol - 21 March 2006 Issue - 12

EditorC. Balaji,

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Board Members

DWARAKANATH P, National President

SANTRUPT MISRA Dr., Immediate Past President

ANAND NAYAK, Regional President (East)

GOPAL KRISHNA M., Regional President (South)

MARCEL PARKER, Regional President (West)

RAO G P, Regional President (North)

VARADARAJAN S. (Raja), National Secretary

SATYANARAYANA K, Executive Director

ASHOK REDDY B, National Treasurer

MAHALINGAM S, Co-opted Member

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This journal is on our Website:www.nationalhrd.org & www.nhrdn.org

ContentsFeatures

6 ......... President’s Message7 ......... Editorial8 ......... News Roundup30 ....... Chapter News

Book Review

27 ... Ravi DasariColumn

10 ... Music For The H(ea)R(t)- Madan Srinivasan

Lead Feature

12 ... Corporations and SocialResponsibility

- Dr. T.H.ChowdaryCase Study

20 ... Mr.kripal Singh, WhatHappened?

........... - R. Dharma RaoArticles

11.... Is An Mba Right For Me?........... - Prasad matoori

13 ... Are You Preparing For A CampusRecruitment ?

........... - Nimesh Rajput

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14 ... GET……SET……HIT……............................................. - Dr. Latha

15 ... Ethical Leadership- Dr. KSB Nayar

16 ... Perfectionism & Success........................................ - R.A. Sharma

18 ... Sensitivity Training (ST)- Mr. Nitin Sankar

22 ... People & Leadership Issues inManaging Disruptive Technologies

- V. Sankarnath,V.V.Chandra Mouli

23 ... What's Pygmalion?- Mrs. Susy Rajan

Ms.N.Preeti Chrysolite

24 ... Enriching Culture To Entice- A.Venu Gopal Iyengar

D. Srinivas

25 ... Knowledge Management —TheNeed Of The Hour

- Srikanth.Iyyanki

26 ... Executive Counseling- Dr. A.Jagan Mohan Reddy

28 ... Strategic HR for Tomorrow- Subhasheesh Bhattacharya


In my last message I had explained howtime management can help us achieve

‘Work-life balance’. In the current one I willfocus on ‘Stress Management’, a vital needfor today’s fast-moving professionals.

Now, the most commonly accepteddefinition of stress is that stress is acondition or feeling experienced when aperson perceives that demands exceed thepersonal and social resources the individualis able to mobilize.

Stress is therefore a negative experience.And it is not an inevitable consequence ofan event: It depends a lot on people’sperceptions of a situation and their realability to cope with it.

There are two types of instinctive stressresponse the short-term “Fight or Flight”response and the long-term “GeneralAdaptation Syndrome”. The first is a basicsurvival instinct, while the second is a long-term effect of exposure to stress. In thebusiness environment, this exhaustion isseen in “burnout”.

From

NationalPresident’s DeskA third mechanism comes from ‘the way thatwe think’ and interpret the situations in whichwe find ourselves.

The behavioral effects of stress

The behavioral effects of an over-stressedlifestyle are easy to explain. When underpressure, some people are more likely todrink heavily or smoke, as a way of gettingimmediate chemical relief from stress.

Others may have so much work to do thatthey do not exercise or eat properly. Stresshas been also been found to damage theimmune system and is also associated withmental health problems and, in particular,anxiety and depression.

The Positive Effects of Pressure

Sometimes, however, the pressures anddemands that may cause stress can bepositive in their effect. One example of thisis where sportsmen and women flood theirbodies with fight-or-flight adrenaline topower an explosive performance.

And the Negative...

In most work situations jobs, our stressresponses causes our performance tosuffer. A calm, rational, controlled andsensitive approach is usually called for indealing with most difficult problems at work:Our social inter-relationships are just toocomplex not to be damaged by anaggressive approach, while a passive andwithdrawn response to stress means that

we can fail to assert our rights when weshould.

Stress and the way we think

Particularly in normal working life, much ofour stress is subtle and occurs withoutobvious threat to survival. Most comes fromthings like work overload, conflictingpriorities, inconsistent values, over-challenging deadlines, conflict with co-workers, unpleasant environments and soon. Not only do these reduce ourperformance as we divert mental effort intohandling them, they can also cause a greatdeal of unhappiness.

There are three major approaches thatwe can use to manage stress:

� Action-oriented: In which we seek toconfront the problem causing thestress, changing the environment orthe situation;

� Emotionally-oriented: In which we donot have the power to change thesituation, but we can manage stressby changing our interpretation of thesituation and the way we feel about it;and

� Acceptance-oriented: Wheresomething has happened over whichwe have no power and no emotionalcontrol, and where our focus is onsurviving the stress.

P. Dwarakanath

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Nagpur and Agra Chapters inauguration in March, 2006Nagpur chapter is being inaugurated on 5th March, 2006. Prof. Syam Shukla, Corporate Relations

Manager, Central Institute of Business Management Research and Development is the chiefcoordinator and can be contacted on 093723-35153 or on his e-mail: [email protected]

Agra Chapter is being inaugurated on 25th March 2006. Col. Dr. C K Singh, is the chief Coordinatorand can be contacted on 098371-90455 or on his e-mail:[email protected]


Are you accountable? i.e. Are you okwhen some one holds you to account?

For example if your manager asks you howfar you have progressed on the project youare now managing, what do you experience- Irritation? Anger? Happiness? Insult?Touched? Indifference? Take anotherexample. Do you really look forward toperiodic reviews with your boss or do youreally curse the person who invented reviewsas a process?

You can look at something away from work.Imagine this scene. You return home around9.00 p.m. from work, tired as usual. As yousit-down and begin to unlace your dusty

March

Editorialshoes, Your wife greets you, "Did youremember to buy the one litre of Milk andtwo packets of Curd I asked you tobuy onyour way back?" As it happens to mefrequently, you too had clear forgotten aboutthis! How do you feel? What happens toyou when your friend tells you that he waswaiting for you to return his call; and yourecall that you had promised him to call himback because you were in a meeting whenhe called you.

Most of us are not comfortable when weare held to account. We would rather beleft alone. We would rather that the personwho held us to account were not a nag. Wewould rather that the review meetings wereshorter if not completely out of the way. Wewould rather that this horrifying stuff called"Dash board" was actually dashed anddammed.

How come the above? Most often,

� We don't make a detailed plan - we areOK with "A rough Road Map" (Nowonder the journey gets rough!)

� We don't pen the plan down - the planis in our heads. (No wonder othersbreak their heads about the plan)

� If we had a plan and had it penneddown, we forget where in the depths ofour computers did we save it a fewweeks ago? (Lesson: Name folders andfiles in natural language or even asentence!)

� If we had a written down plan, whichwe follow closely, we don't do things asper the plan and don't inform the otherstakeholders about these changes. (Nowonder the others have to follow upclosely)

� Even if we did things exactly as per theplan, how we did these "and not whatwe did" seems to be the bone ofcontention when people hold us toaccount.

I think the best thing to do when peoplehold us to account is to be indifferent at themoment, and to forget it shortly thereafter!

Isn't this better than fretting and fuming,feeling guilty and small as we do mosttimes? Or is there a more matured andempowering way of being accountable?

Balaji

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News RoundupHCL now wants its computers to be onthe move

After emerging a leader in the desktop market,HCL is now eyeing a slice of the fast-growingnotebook market. The company entered themobile computing space sometime back, bylaunching its range of laptops. The laptops aretargeted at value-conscious customers andwill most likely compete with players such asZenith and Acer.

Pantaloon arm buys over 1% in Divi's forRs 20 cr

Manz Retail, an investment arm ofPantaloon, has acquired over 1% equity inDivi's Laboratories. Manz Retail boughtDivi's shares through an auction held by theIncome Tax (I-T) Department for aconsideration of around Rs 20 crore.

HR News

Sutherland to hire 3,000 at Kochi

In a major expansion of its offshore operationsin India, the New York headquartered BPOplayer Sutherland Global Services announcedplans for a foray into Kerala. The companywill invest Rs 120 crore to set up its state-of-the-art service delivery centre and traininginfrastructure in Kochi.

Sutherland will be building its own campusin 25 acres of land at Kalamassery andwould hire 3,000 professionals in the first36 months. Dilip Vellodi, CEO, SutherlandGlobal Services, said that the companywould start operations in July-August period.In the long run, the company proposes tohire around 7,500 persons in the Kochicampus.

Techbooks to double headcount

Techbooks, a publishing focused knowledgeprocess outsourcing (KPO) player is on anexpansion spree. The $60-m KPO isplanning to double it's headcount in both theDelhi and Pune offices.

It is looking at hiring 2,000 people in Delhiand 450 in Pune and is also planning todevelop another building in the NCR regionand one more in Pune to accommodate newemployees.

IT pros expect 16.6% salary hikes thisyear

The 10th annual salary survey conductedby Hewitt Associates expects salaries in

Industry News

Wipro bags US consulting co cMango

Continuing with its 'string of pearls'acquisition strategy, Wipro has signed adefinite agreement to acquire 100 per centstake in US technology infrastructureconsulting company cMango Inc for $20million in all cash deal.

Through this acquisition, WiproTechnologies adds a 120-member strongteam and deep domain expertise inbusiness service management, enabling itto deliver faster, more comprehensive andconsistent business services, whileincreasing revenue opportunities andreducing service cost and business risk.

Moser Baer to set up SEZs

Compact disk maker Moser-Baer India Ltdplans to set up a Special Economic Zoneunit for the purpose of entering into the photovoltaic cells and module-making business.

The board of directors decided to establishand invest in a new public limited subsidiarycompany, which will function as 'developer'of the Special Economic Zones, thecompany informed the Bombay StockExchange.

MS faces tougher battle in Europe

Microsoft's antitrust battle in Europeintensified when some of its biggest rivalsfiled a new complaint against it, accusingthe company of a wide range of antitrustabuses.

IBM, Oracle, Sun Microsystems and sixother companies submitted a formalcomplaint to the European Commission,claiming that Microsoft continues to abuseits dominant position in the software marketin spite of a 2004 European antitrust rulingagainst it.

The complaint opened a new chapter inMicrosoft's long-running battle withcompetition regulators. The EuropeanCommission says Microsoft has notcomplied with its antitrust ruling, and isthreatening to fine the company as muchas 2 million euros a day. Microsoft paid 497million euros in fines after the 2004 ruling.

NationalIndia to rise by 13.8 per cent in 2006, a minordrop from the 2005 figure of 14.7 per cent.The survey further shows that salaries areslowly getting stabilized in India and nodramatic movements are taking place.

The extensive salary survey covered 29industries, 652 countries and 900,000employees. It was conducted to measureactual and projected salary increases, andcompensation packages of five specific jobcategories, namely - senior/topmanagement, manager, professional/supervisor/technical, clerical/support andmanual workers.

India needs over 2 lakh networking pros

The advent of globalisation, India's prowessin information technology and a strongeducational system are bringing about aninformation communications technology(ICT) revolution. The signs are everywhere:the phenomenal rate of mobile adoption,increased ICT investments by enterprisesto compete effectively, small- and medium-sized businesses investing in ICT to becomesuppliers to multi-national companies andstate governments looking to bridge socio-economic disparities and provide effectivecitizens-centric services are someexamples.

Looking ahead, Gartner predicts that IndianICT spends will surpass $54.8bn by '08, andachieve a compounded annual growth rate(CAGR) of around 19%. With this growthcomes the increase in demand fornetworking professionals in the country.

Caritor to add 1,200 by Dec '06

IT solutions firm Caritor is planning to hikeits India headcount by 1,200 people byDecember '06. The company currently hasabout 2,300 staff in India while 500 moreare employed globally.

While 30% of the new hiring will be for thecompany's Chennai development centre,the rest will be in Bangalore, according toRaja Sekharan, Sr. VP-sales (APAC & ME)and marketing, Caritor. The IT firm has twodevelopment centres in India (Chennai andBangalore).

Caritor is also planning a 4,000-seat centrein Bangalore for future recruitment in thenext two-three years. "The IT industry isexpected to double in the next two years.With a 40% growth in the last three years,we expect to out perform the industryfigures, hence the proposed expansion,"says Mr Sekharan.


Balack and White


Surely the most effective setting forlearning is LIFE itself; many a time, it

happens in the most unexpected places andin a most unexpected way. In this case, itwas in a music concert by an incrediblytalented & well known young Indian lady,the daughter of an even better known musicmaestro that took place recently in Delhi.

As we drove to the auditorium, my wife & Iremembered the time almost four years agowhen we had attended a program by thesame musician in Kuala Lumpur. We hadgone with a couple of foreigner friends. Soit automatically fell upon us to explain thelegends & mythological stories depicted inthe songs/musical items, either in whisperedtones as they were being played or duringbreaks. At the end of the concert, my friendsadmitted that connecting the stories to themusic definitely helped them appreciate itmuch better.

As we made our way to our seats, werealized that not much has changed at leastas far as the audience was concerned sincelast time. Decidedly the audience was moreIndian - both from Gen Next & oldergenerations, but there was also a goodsprinkling of foreigners in our midst as well.The buzz of conversation was low andbarely suppressed the keen anticipation ofwhat was to follow. We soaked in theambience of the place. Indeed, one couldn'thave asked for a better venue for a concert!

Presently, the musicians came on stage. Theywere welcomed with an enthusiasticapplause. We were treated to 90 minutes ofwhat I can only later come to term as acousticmagic, for indeed these talented musiciansled by the young lady kept the audiencemesmerized throughout the performance. Mywife and I whole heartedly agreed that themusician in her had matured manifold inthese four years and she's blossomed into acreative force to reckon with in the musicworld. It was indeed an experience to relish& cherish for a long time!

Time Asia had this to say about her: "…….has made her sitar an instrument not just ofa silky melody, but of a cultural revival….

Injecting freshness & energy into (traditionalIndian music), and broadening its appealfor a younger generation."

As I was reliving the experience of theconcert in my mind, it made me wonder howwe - the HR folks - can create such magicin our organizations! Several of us probablyalready are - aren't we leading the agendaof building our organization as a best placeto work or constantly looking for innovativeways in which to attract a prospective &diverse talent pool, while figuring out howto keep our existing employees excited andinspired all the time? Isn't the topmanagement looking up to us to be changeagents to rapidly transform ourorganizations in pace with global trends andthe ever changing macro environment? Isthere, then, any insight/learning that we candistil from a seemingly dissimilar profession- music in this case? I am convinced to sayYES, and will share with you why!

The first insight I gained was the importanceof Creating the Right Mood. How can wecreate a mood in our organizations thatwould do away with the Morning Blues mostof us wake up with and get into the Thank-God-It's-Any-Day mood? The answer is inmaking work fun & enjoyable. Moving backto the concert, I noticed the sheer raptureon the faces of the musicians as they wereeither playing or listening to one of theirteam members. They seemed to love everymoment of being on stage - of being withone another. Clearly they ALL belongedthere! It was a delight to watch from a fewrows away how they connected with oneanother, either through a smile, or a cue oreven a funny face, all happening in front ofa 500-strong audience. The team alsosignaled sincere appreciation when any ofthem did a solo performance with gusto &aplomb.

We do know that it's possible to make workfun & enjoyable even in the most trying ofplaces. For example, in the FISH! fable, thefishmongers in the Pike Place Markettransformed their workplace - a fish market- into a place of exciting & frenetic activitythat they looked forward to coming

everyday. If the simple four point FISHphilosophy - PLAY, MAKE THEIR DAY, BETHERE & CHOOSE YOUR ATTITUDE - canbe inter-woven into an organization's peopleagenda, we may have hit upon a solution tobuild a best place to work. As one of thefish mongers says: "It's about who you'rebeing while you're doing what you're doing".

The second insight is how diversity in teams,when leveraged rightly, can trulyORCHESTRATE a superb teamperformance. In the concert, there wereeight musicians and two singers. Themusical instruments were an interestingblend of Indian classical like the violin & tablaand Western like the piano & the guitar. Thetroupe's first item involved all the musicianstogether at the same time on stage, thenas the evening progressed, troupe membersmoved on and out of the stage in a perfectlyrehearsed & unobtrusive manner andperformed their pieces. While the young sitarplayer was the common element in all items,she stepped back many a time and let theother players take the lead. As we heardthe jugalbandi between the violin & the sitar,allowed ourselves to drift through theeuphonious notes of the flute and marveledat the earthy, deep voices of the classicalsingers, it was apparent who was in chargeduring those moments. If the young lady hadnot chosen to relinquish her lead at the righttime, they would never have been able toproduce such wonderful music.

How often do we fail to assess the talent &potential each team member brings & useit to the fullest? Remember the meetingsyou've attended where only the ideas of thefew who spoke the loudest & strongest wereheard? Or the time when the employee whochose to dress jaraa hat ke was looked downupon as a misfit in the organization? I amnot for a moment professing here a pink &flowers dress code for men at work, butmaking an attempt to heighten oursensitivity to appreciating that God has notmade us all alike, there's a reason he choseto wire us differently, let's not createautomatons or same-minded people in ourorganizations.

Mr. Madan Srinivasan,V.P. Organization Capability Pepsi Co India Holdings Pvt.Ltd., Gurgaon can be reached at:[email protected]

Music For The H(EA)R(T)

Mr. Madan Srinivasan

COLUMN


Insight No. 3 came as a result of mydeliberations on trying to understand thecreative process behind the "productdevelopment" - in this case a fine musicalbum that conducted new & boldexperiments with music & sounds & playingit to a live audience When did they first getthe Eureka - the Big Idea? And once theygot the Big Idea, how did they convert it areality? As many of us would have learnt inour corporate lives, it's not easy to identifya winning idea/proposition and sieve it fromthe clutter of junk, but it is even more difficult

to execute the winning idea to perfection.What REALLY is this creative process thatdoubtlessly most artists follow - right fromEminem to Anoushka Shankar - that keepsthe audience - their key stakeholders - inmind? How do some have universal appeallike MJ, and yet others who cater to a nicheaudience say rock bands?

Surely we can learn from the creativeprocess even as we develop, design androll out our portfolio of HR programs? Our"products" can also have universal

employee appeal, they can be high on thecreative/excitement quotient, and they canbe "sold" through promotional campaigns -the possibilities as we begin drawingconnections and patterns from outwardlydisparate things only keep growing…

Well, now the bell in my school has rung.The "lecture session" may have come to anend; but my learning may have just begun.As I mentioned in the start, the best placeto learn is LIFE. Can we also add a musicconcert to it and create some great musicin our organizations? �HHHHH

An MBA is right for you if you know whatyou are letting yourself in for, you are

up to it, you want to do it and you can affordit. Research via the Association of MBAs,some of the many business schools offeringMBAs and personal contacts should clearup the first two of these issues pretty quickly.The last is a matter of personal financialplanning. But why should you want to do it?There are many reasons which people give,and many of these are merelyrationalizations of the fact that they reallyfancied it - which is as good reason as any.An MBA can significantly enhance yourcareer potential: you become much betterinformed about the various heads ofbusiness and learn how to think aboutbusiness in an integrated and proactive way- essentially developing your powers ofunderstanding and analysis, becoming moreflexible and useful for employers (or to yourown business) and better able to make apositive difference in whatever businesssituation.

"An MBA will change you, yet should beimmensely enjoyable in terms of yourlearning".

An MBA gives you the chance to meetpeople from diverse cultures andbackgrounds, to learn with them and fromthem ... and so the experience at yourfingertips during an MBA course is probablygoing to run into man-centuries. An MBAwill challenge you (if it does not, ask for your

money back and find another one), yetshould be immensely enjoyable ... in termsof your learning and socializing. And whenshould you do it? You should have somedecent experience ... so that you have somehandle on what is being taught (and, to befrank, experience at school andundergraduate level don't really count here)and can also contribute well to the learningof others. But you want to be young andfree enough to really immerse yourself andget maximum benefit, and be at the stagewhere the desired effect of achievement ofthe MBA degree is maximized for you. As arule of thumb, mid twenties to mid thirtiesis right for many people ... but this is not arule. The best advice is to inform yourselfas much as possible and then think throughslowly and carefully what you want. You mayjust want to do an MBA; you may want tochange your career and then the world.Whatever, if you really want it and can do it... then do.

"The MBA provides a focus on decision-making and analysis, and providesaccess to a range of relevant experienceshared with a group of peers."

The MBA will expose you to the full rangeof general management skills. Many MBAssay that 50% of the knowledge gained on aprogramme is as a result of sharingexperiences with fellow students. Managersalso say they have gained increased

Prasad matoori, Aurora PG College, He can be reached at : [email protected]

Is An MBA Right For Me?

Prasad matoori

confidence and capability as a direct resultof studying for the MBA.

Having a general rather than specialistfocus, the MBA benefits managers whoneed to think and work strategically. MBAstudents often want to move into generalmanagement positions, but may also besenior specialists who need an overview ofan organization. The MBA may be a pre-requisite in some companies, and for many;the degree opens new doors and createsnew opportunities. That is not to say thatthe MBA will offer an automatic passport topromotion, but it will equip you with the rightskills and knowledge to maximizeopportunities in the workplace.

"MBA students are often looking to moveinto a management role, acquire therelevant skills, and broaden theirbusiness and commercial knowledge."

Others are seeking a change of careerdirection or general broadening ofmanagerial competencies.

Maximizing job opportunities and careerprospects is often a key motivator. Graduatesoften find that the MBA is a springboard formore radical career changes and leads toexciting new opportunities. In banking orconsultancy it may be the norm to take anMBA. Some people hit their mid-30s and feelthat if they are going to get into seniormanagement now is the time to start. �HHHHH


At a recent seminar with the theme,"ICTs with the Human Face" at the

Loyola College, Chennai a number ofprofessors, especially those of economicsand sociology talked eloquently about thedigital divide, marginalisation anddeprivation of many poor people andwondered as to why the IT companiesengaged in software export could not betaxed heavily because they are earning fatprofits and the money coming from suchtaxes should be used for helping the poorand disadvantaged on the wrong side ofthe digital divide.

2. At a conference of the Chiefs of PublicSector Undertakings (PSUs) where Sri RajivGandhi, the then Prime Minister was theChief Guest for review of the performanceof the PSUs, a number of CEOs of thePSUs which were making losses but thatthe PSUs are not merely profit -motivatedas private sector companies are and thatthey are doing a lot of social welfare workfor their employees. When my turn as Chiefof the VSNL came to speak about mycompany's performance which being thebest was specially appreciated by the PrimeMinister, I said, our company is a greatcompany. We look after the welfare of ourworkers. If any body dies, we immediatelygive a lump sum amount for funeral andimmediate help in the family. We employ oneof the dependents irrespective of his or herqualification in the company. We are runninga school and for some others we providetransport to schools. We have a residentialcolony, we look after its conservancy, water& electric supply and maintenance of thebuildings. We run a welfare center wherewe put sewing machines for trainingmembers of the families of ouremployees……"I was cut shot by the PrimeMinister. He asked, "what does yourtelephone company do? Why are youmentioning so many things which areextraneous?" Then I said that, "wheneverwe get some time free from our socialresponsibility work for our employees, wealso do some telephone maintenance andplanning and management work. Then hesmiled. And I added Sir, most of thecompanies which are reporting losses are

covering up their non-performance byinvoking the social responsibilities of thePSUs and the services they are renderingto the employees and to the community.They are forgetting that their main businessis that of the company. The Bhagawadgitasays that it is better to die performing one'sown duties even imperfectly rather thanundertake the duties of others. When thereis an education department, why should thecompany run schools? When there is ahealth department why should companiesrun a dispensary or a hospital? When thereis state-owned road transport corporation,why should we run busses for the children?When there is the PWD why should wehave residential colonies and maintainhouses? Why can't the government takewhatever money it wants profit of the sate-owned companies and distribute it to thehealth, transport, welfare, education andother departments requiring them to do thespecific tasks they can do very well for ouremployees? A number of CEOs withintegrity and real jest for performanceappreciated what I said. The young PrimeMinister was pleased with my frankness buthe did not immediately rule that the PSUsbe divested of their so called social welfareresponsibilities, as ideal employers in thegovernment sector.

3. The I.T and software companies in Indiaare the only ones which have been creatingthe largest number of very well -paid jobsfor the educated. These companies are inan extremely globally competitive sector.They have to cut costs and therefore theprices for their services to American andEuropean companies seeking ourknowledge power. We have competitors inIsrael, Ireland, Philippines and now -a -days, in the former East European socialistcountries which are now free from Russianimperialism. China is also emerging as aknowledge-power besides a manufacturingpower. By abolishing the monopoly oninternational telecommunications,competing private sector companies havebeen able to bring down the cost of broad-band telecommunications which are thehigh -ways on which the products andservices of the IT and IT -enabled services

are delivered to consumers in all thecontinents. Two of our companies hadbought under- sea cable systems providingimmense bandwidth at throw away pricesbecause those companies had gone intobankruptcy. Systems which were costing$3000 - 5000 mln when they wereconstructed had been purchased for under$200 mln. Therefore the prices that theycan charge or they incur for broad bandwidth that is required by the softwarecompanies is low. A few years ago, ourforeign exchange position was very bad.Every effort was made to export to earnforeign exchange and it is in IT & softwareservices that we were gaining a competitiveadvantage because of our relatively lowsalaries compared to those in westerncountries.

4. It was to encourage the emergence ofglobally competitive software and servicerendering companies that the governmentwisely decided that on all the foreignexchange earnings of India -basedcompanies, there would be a tax holiday.This enabled the companies to use theirfinancial resources; that is, the surplusesof revenues over expense to rapidly expandtheir businesses and provide tens ofthousands of jobs. In a matter of about 7-8years, these companies have createdemployment for about one and half millionI.T professionals as well as ordinarygraduates and that employment isincreasing at about 30% an year. And forevery person in the IT & ITES companies,there are between 3-5 jobs created in otherareas like transport, catering, residence,health, entertainment education andtourism. Is it not better that companies usetheir profits to expand and create additionaljobs rather they give 30% of their profits togovernment as taxes? It may beremembered that 80% of the increasedrevenues of the government through newor enhanced taxes are used on totallyunproductive, non-developmental work likeincreased salaries, allowances and perksto government employees and what they callwelfare. As Rajiv Gandhi said, 85% is eatenaway and only 15% is reaching the people.The people are happy even with this low

* Director : Center for Telecom Management & Studies, Chairman : Pragna Bharati, Andhra Pradesh and Advisor Satyam Computers.He can be reached at : E-Mail: [email protected] & [email protected]

Corporations and SocialResponsibility

Dr. T.H.Chowdary*Lead Feature


15% for that is unearned income. In otherwords most of the tax monies are wastefullyused and are pocketed by the advantagedpeople; that is, those who are in governmentand are wielding political power.

5. What is the purpose of Corporations? Itis to render social service or is it to do abusiness of manufacture or provide aservice and make profits and distributethem to the share holders those who havetaken the risk and invested money andrender least priced services to consumers?Is a company engaged in the developmentof software expected to have the expertiseto deliver health services or to construct andmaintain roads? What the government can'tdo even after raising taxes and promisingso much welfare, is expected to be done bycompanies. What then is government for?It has all sorts of departments, including"minority" welfare and sports, and somestates have corporations for poultry andmeat, fish and leather products. Why shouldthey squander their money on thesecompanies all of which are making lossesand expect privately financed companiesand corporations to undertake socialservices ?

6. And yet there are some companies whichare spending considerable amount ofmoney and managerial talent on their non-core business for the benefit of certainsections of the society. For example: thelargest I.T companies realise that unlessthey have got sufficient supply of excellentpersons with very good professionalqualifications, their business cannot expandtherefore they are helping educationalinstitutions to improve the quality ofeducation. That activity blesses the companyas well as education in general. Similarly, thevery well -paid, very senior owners of thecompanies realise that since they havewealth coming as return on the investmentin the companies, they could use that wealthfor benefiting the society. Thus, the Chairmanof one software company has founded aTrust which is undertaking the all-rounddevelopment in about 200 villages. It iseducating the villagers in sanitation,exhorting them to have good education,promoting health and nutrition and mostimportantly, it is improving the quality ofeducation in the schools in those villages.In a further step, has extended broad -bandtelecommunications to scores of villages,picked up a few hundred bright boys and

girls, trained them in computer skills and isout-sourcing work to the villages, thusproviding gainful employment to the villagegraduates.

7. It is populism to harangue thatcorporations must do social work. Politicalleaders and parties who have been swearingand promising eradication of poverty arequitting poverty and are becoming veryprosperous, building wealth to last for a fewgenerations. While commanding vastresources of the government and garneringhuge proportion of the gross domesticproduct (GDP) as taxes and loans, ifgovernment can not deliver on what theyare supposed to do it is immoral andirresponsible for them to call uponcompanies to do social work. Companies'Chiefs and executives must boldly rebutthe populism of politicians. It is wealthypeople and not corporations who may usetheir wealth for service of the people andthat too, not by feeding illiterates to breedmore illiterate voters but by building capacityin the people through education, throughtraining and skills and instilling in themaspiration, frugality, value for work andsavings and such virtues.

If your answer is yes, please answerthe following questions ?

1. Why are you going for the campusrecruitment?

Please list out the objective and reasonsfor the decision for the campus recruitment.

Check with your past experience whetheryour objectives were fulfilled ? if no, why itwas happened ?.

2. For what job profile you wish to recruitfrom campus recruitment ?

Prepare a job profile for which you arelooking for the candidate and for that jobprofile what will be the basic behaviouralaspect as well as conceptual knowledge youare looking for. How you judge the above ?

What will be your recruitment & selectionprocess ? Who will be your interview panelmembers and what will be their role ?

How you will be arriving on final conclusion?

3. What kind of job environment areyou going to offer to the candidates?

Whether the candidates child hood historyand hi expectations are matching with the

job environment where he can performcomfortably.

4. What will be career plan for thecandidates for next three years.

5. On what basis are selecting theinstitute for the campus recruitments?

Have you checked the subjects and theirsyllabuses? Have you got information aboutthe credentials of their faculties ?

Have you checked the facilities for learningand technical up gradation of the institute'slab, workshop etc.? Are all the above, arematching with your requirements ?

6. Who will be playing the role of amentor for the new joiners.

7. Can you able to retain them for nextfive years after your valuable efforts.

How can you make satisfying with you thatthey will not think to apply to other job forcertain period.

Are you sure that they are not looking forthe other alternative after joining with you.Or he/she is just time being accepting youroffer till they will not get the offer for whichthey are looking for.

Are You Preparing For ACampus Recruitment ?

Nimesh Rajput

8. What impression you wish to createamong the mind of the candidates andinstitute members through your pre -placement talk.

Is it correct picture of your organization.

What ever you are saying, how you practiceit , if do not have plan, plan it and plan toact accordingly. You offer is at par with othersimilar kind of industries.

9. Do you want to select only the topper orbest student of the institute or second rankstudents will fulfill you requirements andgives you long term commitments.

10. Maximum how many candidates youcan finally offered for a same batch andsame institute which will balance theinformal groups of your unit.

11. Apart from the above hoe are youmaking it cost effective and successful.?

These questions will be useful for thepreparation or taking decision for thecampus recruitment, you can make yourown questioners and check list which willimprove your recruitment process.

Nimesh Rajput, Sr. Manager - HRD, Enercon India Limited, He can be reached at : E mail: - [email protected]

�HHHHH

�HHHHH


In this competitive world to withstand andachieve in life we have to acquire basic

educational qualifications with greaterconfidence and goal. In the process we haveto face lot of challenges, hurdles and failurebut, we should GET the way by laying ourown road with values and strengths SETourselves to go forward and HIT the goal inlife

I just wanted to share my challengingexperience while working with manufacturingis different from other industries in respectof people capability building and thoughtprocesses. How difficult is to change abusiness model from manufacturing toservices and impact on people.

Recruiting lady social welfare officer in amanufacturing organization was a new andcreative concept. The objective behind wasto do something to the employees and theirfamilies as a whole who are assets for theCompany.

With the same real the LADY SOCIALWELFARE OFFICER has taken care of theseveral creative welfare activities for theworkmen who were 3000 in numbersworking in various shifts in continuousprocess in manufacturing factory.

Initially, accepting LADY SOCIAL WELFAREOFFICER was very new surprising andconfusing concept to all the workmen andas day by day passed the LADY SOCIALWELFARE OFFICER interacted with theworkers inside the shop floor itself in thebeginning all the work force were surprisedabout the LADY SOCIAL WELFAREOFFICER role.

Slowly the interaction with the workers inall the three shifts was initiated and theacceptance was achieved by them.

The role clarity was my first objective to bringchange thinking in them. Workmen werevery cooperative and listened to the goodthings. They are between 25-35 years ofage group who are young and dynamic andzeal to work and the only drawback is thatthey are with primary education and fewwere with secondary education.

Actual interaction with workmen, shiftincharges and supervisors was started andthe problem of absenteeism was identified

and to curb this various action plans weredesigned for whole family.

For workmen - individual counselling wasdone to curb their identified individualproblems

For families - family counselling by homevisits.

For children - Self Developmentalprogrammes like career developmentcommunication skills for boys and girlsseparately designed to instill independentthinking in them.

For workmen along with spouse: -Planning for retirement and in case they aregoing on VRS and the lump sum amounthow should be saved were counseled andguidance is given whenever required. Insuch a way lady social welfare officerachieved their acceptance.

So, here the objective was to develop thewhole family of the workmen as an asset tothe organization. To achieve this goalvarious creative/innovative welfare activitieswere designed to reach their hearts to bringin change in them.

All these workmen who stay in and aroundneighbourhood community of the factory.The management decided to donate fundto one of the leading eye hospital and as asocial responsibility vision screening centrewas inaugurated in the community wheremost of the workmen stay and avail thefacility and it was also extended to otherpeople in the community and the treatmentis in force. As vision is very important forall the human beings this idea wasfacilitated by the organization. This is onlya beginning in reaching the hearts of thecommunity people like this manydevelopmental programmes for women -like saving, child development counsellingto the adolescent girls and boys separatelyetc., were designed and conducted whichreached the hearts of the community too.

Now, the time has come to the LADYSOCIAL WELFARE OFFICER to focus onthe problem of absenteeism and for whichthe data was collected who were absentingfrequently from work and irregular to duties.

Concrete steps were taken by LADYSOCIAL WELFARE OFFICER like

individual counselling with the help of shiftincharges and supervisors was planned andall the chronic absentees were metindividually and preliminary meetings wasconducted and in two to three counsellingsessions came to know the various causeswhich were identified for absenteeism theforemost reason was alcoholism for whichfew cases were referred to alcoholicanonymous groups and with the support ofshift incharges and supervisors tremendouschange in the workmen was achieved bycontinuous counselling with the workmenand their families and helped me in curbingthe problem to certain percentage and theimpact was on the attendance and regularitytowards work and in-turn productivityincreased. The current role has brought selfsatisfaction by transforming the whole familyin particular the employee who is thebackbone of the factory.

By this we can come to concusion that whenan employee is taken care will give maximumbenefit to organization even by scarifyingtheir personal family life where comes thecommittment in building their own capabilitiesand have greater sense of own ness.

My strengths are my energy and passion,my skills as a coach, my ability to giveconstructive feed back helped me in doinga research on this problem in depth. Youhave to constantly reinvent yourself to beeffective in number of different situations.Organization is multi-dimensional andrequires careful handling in the process ofchange.

"Change cannot happen without passionand energy"

Any young professional in this competitiveworld to survive should have personal recipefor success is be passionate about whatever do learn, learn, learn throughexperiences, stretch yourself. Never acceptdefeat. Never let any one or any thing getto your spirit. Stay young at heart this helpsto build bridges and learn. Laugh a lot; neverlose zest for life and living. Exercise andstay healthy. With this positive thinkingsuccess will be yours.

As we all know "WINNERS DO THINGSDIFFERENTLY AND THINKDIFFERENTLY"

Dr. Latha, is Executive HR with Karvy Consultants and can be reached at [email protected]

GET……SET……HIT……

Dr. Latha

�HHHHH


Probably, as long ago as the cavedwellers, human beings have been

concerned with the ethics of our leaders.Our history books are replete withdescriptions of good kings and bad kings,great empires and evil empires and strongpresidents and weak presidents.

The word ethics has its roots in the Greekword ethos, which means "customs,""conduct," or "character." Ethics isconcerned with the kinds of values andmorals an individual or society findsdesirable or appropriate. Ethics isconcerned with the vir tuousness ofindividuals and their motives.

In regard to leadership, ethics has to do withwhat leaders do and who leaders are. It isconcerned with the nature of leaders'behavior and their virtuousness. In manydecision-making situations, ethical issuesare either implicitly or explicitly involved. Thechoices that leaders make and how theyrespond in a given circumstance areinformed and directed by their ethics.

There are five principles of ethicalleadership, the origins of which can betraced back to Aristotle. Although notinclusive, these principles provide afoundation for the develop-ment of soundethical leadership: respect, service, justice,honesty and community.

ETHICAL LEADERS RESPECT OTHERS

Philosopher Immanuel Kant (1074-1804)argued that it is our duty to treat others withrespect. To do so means always to treatothers as ends in themselves and never asa means to ends. Beauchemp and Bourie(1988) pointed out: "Persons must be treatedas having their own autonomouslyestablished goals and must never be treatedpurely as the means to another's personalgoals." It requires that we treat other people'sdecisions and values with respect, whichincludes giving credence to others' ideas andconfirming them as human beings.

Respect for others is a complex ethic and itmeans that a leader listens closely to his orher subordinates, is empathic and is tolerantof opposing points of view as well asconfirms their beliefs, attitudes and values.

ETHICAL LEADERS SERVE OTHERS

Leaders who serve are altruistic; they placetheir followers' welfare foremost in theirplans. In the workplace, altruistic servicebehavior can be observed in activities suchas mentoring, empowerment behaviors,team building, and citizenship behaviors, toname a few (Kanungo & Mendonca, 1996).

The leader's ethical responsibility to serveothers is very similar to the ethical principlein health care of beneficence, which impliesthat health professionals ought to makechoices that benefit patients. Ethical leadershave a responsibility to attend to others, beof service to them, and make decisionspertaining to them that are beneficial andnot harmful to their welfare. They must bewilling to be follower centered, must placeothers' interests foremost in their work, andmust act in ways that will benefit others.

ETHICAL LEADERS ARE JUST

Ethical leaders are concerned about issuesof fairness and justice. They make it a toppriority to treat all of their subordinates inan equal manner. As a rule, no one shouldreceive special treatment or specialconsideration. Where individuals aretreated differently, the grounds fordifferential treatment need to be clear,reasonable and based on sound moralvalues.

Dr Nayar is Managing Director/ChiefConsultant, Kartikeya ManagementConsultants, and Hon. Professor, Dr AlbertSchweitzer International University,Geneva, Switzerland. He can be reachedby email: [email protected]

Rawls (1971) stated that a concern withissues of fairness is a requirement for allpeople who are cooperating together topromote their common interests. If weexpect fairness from others in how they treatus, we should treat others fairly in ourdealings with them

Issues of fairness become problematicbecause there is always a limit on goodsand services, and often competition forthose limited things available resulting inconflicts between individuals about fairmethods of distribution. The nature of rules

for distribu-ting rewards says a lot about theethical underpinning of the leader andorganization.

ETHICAL LEADERS ARE HONEST

As children, a phrase we frequently heardfrom grownups was "never tell a lie." To begood meant we must tell the truth. To be agood leader, leaders need to be honest.

The importance of being honest can beunderstood more clearly when we considerthe opposite of honesty: dishonesty (Jaksa& Pritchard, 1988). Dishonesty is a form oflying, a way of misrepresenting reality.Dishonesty may bring with it manyobjectionable outcomes, and foremost is thedistrust it creates. When leaders are nothonest, others come to see them asundependable and unreliable. People losefaith in what leaders say and stand for; theirrespect for leaders is diminished. As aresult, the leader's impact is compromisedbecause others no longer trust and believein the leader. Dishonesty, even when usedwith good intentions, contributes to thebreakdown of relationships.

Being honest is not just about telling thetruth. It has to do with being open withothers and representing reality as fully andcompletely as possible. The challenge forleaders is to strike a balance between beingopen and candid while at the same timemonitoring what is appropriate to disclosein a particular situation. It is important forleaders to be authentic but at the same timeit is essential that they are sensitive to theattitudes and feelings of others. Honestleadership involves a wide set of behaviors.

ETHICAL LEADERS BUILD COMMUNITY

An ethical leader takes into account thepurposes of everyone involved in the groupand is attentive to the interests of thecommunity and the culture.

All of our individual and group goals arebound up in the common good and publicinterest. We need to pay attention to howthe changes proposed by a leader andfollowers will affect the larger organization,the community and society. An ethicalleader is concerned with the common good- in the broadest sense.

Dr. KSB Nayar, CEO,Kartikeya Consultants, He can be reached at : [email protected]

Ethical Leadership

Dr. KSB Nayar

�HHHHH


INTRODUCTION:

In the life, achievement of perfection is goodbut at what cost and time? A person musthave a balance in job, quality, cost, timeetc… perfectionism needs a lot of time andresources. Therefore, it is essential that oneshould strike a balance and be realistic. Itis always better to set the realistic goals andachieve the goal / success and enjoy thework rather that set the too high /unachievable goals and then procrastinate.The paper deals with such aspects in brief.

PERFECTION & NON-ACHIEVEMENT OFGOAL ON LINE:

Amar was very proud of being aperfectionist. He was constantly driven bythe compulsion to win and at the same timebe perfect in every aspect of his work. Hecontinually set exceedingly high standardsand over ambitious goals; even a minorfailure could depress him for days. For allhis intelligence, hard work and drive, Amarnever reached the heights he dreamt of.Research has shown that extreme addictionto perfectionism is one of the significantfactors in procrastination and non-achievement of goals.

PRIORITY & TARGETS:-

Misplaced perfectionism can prove to be adreadful flaw. To quote a cliché,perfectionists like Amar tend not to see thewood for the trees. In an attempt to doeverything perfectly, regardless of itsimportance, they treat even inconsequentialmatters so thoroughly that they often endup missing important deadlines and targets.

BE REALISTIC & FOCUS ON SUCCESS:

Here is how you can prevent perfectionismfrom becoming a stumbling block. The kindof perfectionism that sabotages instead ofsupporting is based on things we think we'should' do or achieve rather than what isrealistic. So rather than trying to work

towards perfection, focus on workingtowards success.

PRIORITISE THE WORK & TIME:

Develop the ability set priorities. Beforestarting a project or an assignment, decideon its importance and the time within whichit has to be accomplished. Prioritise yourwork and determine tasks that requireminimum or maximum effort. Choose toput less effort on less important tasks andexert yourself where it can give you thegreatest benefits.

DO NOT FEAR FOR SURPASSING BYSOMEBODY:

Perfectionists are often driven by the fearthat if they relax or let go, someone elsemay better them. One can lose all pleasurein a joyful activity in constantly trying to keepup with the Joneses. Base your goals oninternal expectations and desires insteadof comparing them with the next person.

SET TARGETS IN STAGES:

Make sure your goals are realistic. Ratherthan setting unfeasible goals that aredoomed to failure, experiment with yourstandards for success. Once you reach acertain standard or goal, set your next targetone level beyond your present level ofaccomplishment. A gradual increase instandards will help you set realistic goalsbased on your limits and abilities.

FOCUS TO COMPLETE AS PERSCHEDULE:

Work with an eye on the deadline. Set timeframes for all your tasks and subtasks.Focus on finishing the job well within thedeadline, and use the time left over forrechecking and fine-tuning rather thangetting bogged down with minutiae alongthe way.

DELEGATE & CONCENTRATE ONHIGHER JOB:

Determine the consequences, both positiveand negative, of using a less exactingapproach. Find out if there are easier lessrigorous ways to accomplish your goals. Itis necessary that you do the job yourself orall that matters is that the job gets done? Ifit is the latter case, consider delegating thework to subordinates, while you concentrateon the bigger picture.

TO ERR IS HUMAN: LEARN FROMMISTAKES:

Recognize that mistakes will happen; in factmost things in life can only be learnt bymaking mistakes and encountering failure.Think of all the positive things you havelearnt from the experience.

PERFECTIONISM MAY MAKE YOUDISSATISFIED:

The quest for perfectionism can rob you ofa sense of personal satisfaction and selfworth; you end up feeling like a failure, evenif you are actually good.

SUCCESS MEANS HOW YOU ENJOYEDYOUR TASK? There may be a handful ofperfectionists among those who aresuccessful, but then success is evaluatednot only in terms of what you accomplishedbut also in terms of how much you enjoyedthe task.

After all, the process of pursuing a goal isjust as valuable as the end result.

SUMMARY:

It can be seen that the success / set goalscan be achieved when a person is realisticin all aspects. The perfectionism leads todissatisfaction and procrastination. A personderives pleasures and gets motivated whenhe achieves results.

Therefore, one should be realistic, derivepleasure / satisfaction in the work andachieve the realistic targets with hard workand dedication.

R.A.SHARMA is the President Mastermind Consultancy at Hyderabad. He can be reached at : [email protected]

Perfectionism & Success

R.A. Sharma

�HHHHH

BIRDFLU1. Bird flu spreads not only by eating chicken, buy by other animal products too like fish, eggs, milk and all milk products2. Doctors don't treat bird flu as several doctors at Hong Kong died by contracting bird flu from infected patients3. This virus is new and deadly like ebola and HIV. Precautions 1. Immediately turn vegan (pronounced veee gun) 2. Eat only fruits

and vegetables 3. Death figures will rise exponentially if diet is not controlled.


Black and White Add


One day as I was catching a city busback home from office, I saw a young

lady get on the bus. As usual people werepacked like 'sardines in a can' inside thebus. This lady was very heavily pregnantand looked extremely tired. Much to mysurprise not only did nobody offer her a seat,but did not even show the basic minimumcourtesy of making way for her. I wasextremely surprised and quite a bitthoughtful about this attitude. As a collectivegroup, we seem to have become extremelyself centered and insensitive to others.

Aged people in a large hospital had frequentcomplaints about the service level of nursingassistants. The nurses never reallyappreciated their comments and neverreally changed their behavior.

There is a constant battle in well knownadvertising agency between the creativeteam and the marketing people. Neitherreally appreciating each other.

There is a constant tension among staff ina branch of a finance company but no oneever told the regional head that his behaviorwas provoking the sullenness of the staff

What is the solution to all these aspects?

Sensitivity training of course.

Sensitivity training (ST) is the processthrough which an individual explores thejourney of existence to ask basic questionsabout life, life space, role space,relationships, and nature of interface,collectivity and connectivity . Sensitivitytraining aims at achieving paradigm shiftsof thoughts and behavioral process ofindividuals.

Most companies today are focusing onsensitivity training to help employeesunderstand themselves better and in turnachieve better relations with the co-workersand colleagues. Companies today havevery varied work force and clients . Termslike diversity, cross-cultural sensitivity andbehavioral understanding have becomeimportant to organizations. This trend hasmade it imperative for companies to focuson sensitivity training.

The roots of sensitivity training can betraced back to the Gestalt psychotherapythat was a popular tool to understandinggroups in the 1800's. Modern ST wasfounded on Kurt Lewin's work done aroundthe time of the World War II. Infact at thistime ST became important as the army triedto train all its personnel on this trait. ST isundertaken through mainly two methods,Group therapy or Labs training.

Most of the sensitivity training undertakenthese days is based on the Johari windowmodel popularized by Joe Luft and HarryIngham.

Mr. Nitin Sankar, Principal Consultant, Middle Earth Consultants, Hyderabad. He can be reached at : [email protected]

Sensitivity Training (ST)

Mr. Nitin Sankar

The essence of the model is that psychecan be divided into 4 parts.

1. Aspects of my psyche known to me butunknown to others, for example I couldbe afraid of speaking to women but Inever reveal this to others. Women findme very cold and think I am standoffish.This is called the façade (known to selfbut not known to others).

2. Aspects of my self which I do not knowabout myself but others have seen inme. For example I think I amprofessional with customers and answertheir queries well but my customersfind me unempathetic and rude. Ifsomeone tells me that I am cold withcustomers, I shrug it aside and do notagree with them or argue that my

behavior is appropriate. This aspect ofmy psyche is called the blind spot.

3. Aspects of my personality which even Ido not know - some irrational fears oftendue to small childhood incidents whichI have forgotten about. For example Iam scared of water because as a smallchild I saw someone nearly drown.Though I have forgotten the incidentitself I have an irrational fear. This are iscalled the unknown or sometimes thesubconscious psyche.

4. Finally there are those aspects of my

personality which I freely talk about.What others know about me and I freelytell others about. We say that is the mosteffective area and leads to greater innerhappiness. This is called the publicarena.

Sensitivity training is that method ofincreasing the Public Arena through fourtechniques which are

1. Feedback

2. Self-Disclosure

3. Self Discovery

4. Other's Observation

Each of these techniques will facilitate betterunderstanding of a person's deep feelingsand also encourage acceptance of issues

Other’s Observation

Self Discovery

NOT KNOWNTO OTHERS

KNOWNTO OTHERS

KNOWNTO SELF

NOT KNOWNTO SELF

FAÇADEOR

MASK

BLIND-SPOTOR

BULL IN THECHINA SHOP

FEEDBACK

SE

LF-D

ISC

LOS

UR

E

UNKNOWNOR

HERE THEREBE DRAGONS

ARENA


that might otherwise be extremely tough toaccept. Let's look at each of the techniquesin depth.

1. Feedback - Organisations may usefeedback techniques like 360 feedbacksto reduce the blind spots. Our team offacilitators worked with a well knownpharma company based out Hyderabadwhere all employees filled in a detailedform outlines areas they like about eachothers behaviours and areas thedisliked. When an employee wasconfronted with the feedback frommultiple employees in a non threateningcounselling session they realised someof the area which they did not knowabout themselves. Thereby reducingtheir blind spot and this increased thecross functional relationships in thatgroup.

2. Self disclosure - Self disclosure is avery powerful technique to kill internaldemons by confession. Organisationslike alcoholics anonymous make it a

policy for an alcoholic to confess thathe is an alcoholic and they have foundthat this is the first step in improvingrelationships of this person with hisfamily and other people.

3. Self discovery - Is another powerful wayof reducing your blind spots usingtechniques like obituary writing. This isa powerful technique some of ourfacilitators use to reduce dissonance inimmediate needs vs. long term and letpeople realise certain aspects of theirpersonality.

4. Others observation - This is a techniqueto facilitate others observations of ourbehaviour. For examples in customercare training we may video tape thebehaviour of a customer care agent toallow others in a fishbowl setting toanalyse that persons weakness

Each of these techniques focuses on aparticular skill or trait that might be apparentor inherently apparent in the individual. Once

assessment is done based on givenparameters it enables self-awareness andmutual understanding between individualswithin a group.

Most of these techniques are used as partof Group therapy or ST labs, where ST isundertaken by a large group of peopletogether. These provide a space to voicethe unvoiced, express the unexpressed, ownthe disowned.. It will also develop flexibilityof thought and consequently more influenceover the situations in life. These labs helptap into the unconscious mind and draw onits superior power and potential.

Albert Einstein said,"Intuition is the really valuable thing"

To conclude Sensitivity training will help inpersonal growth, enable better interpersonalrelationships, understanding of diversifiedenvironments and their working. It will helpmanage thinking process and understandpersonality types, helping achieve growththrough insights. �HHHHH

NO SCOPE FOR SUBORDINATE DEVELOPMENT

NO DELEGATION

SUBORDINATE UNABLE

TO HANDLE THE JOB

FALLING SHORT OF TIME

MISTAKES/ TASK INCOMPLETE

OUT PUT NOT COST EFFECTIVE; POOR

PERFORMANCE

LACK OF QUALITY & AUTHENTICITY

TO BE DONE BY SELF

Omission CorrectedThe flow chart that should have appeared at theend of Column 1 on page 12 of February 2006 issueunder the article “Delegation” by Dr P R Sethuramanwas inadvertently left out. The same is producedhere. The error is regretted.

Publisher

Dear Prof Balaji,Greetings!

This refers to your Editorial in Februaryissue of "HRD NEWSLETTER" in whichyou aptly summarized the existingscenario of HR. There are so many socalled MBA -HRs, Post graduates in HRM/MPM etc who do not possess any iota ofbasic knowledge on HR related issues andI as a HR professional with nearly 15 yearsexperience come across so many suchyoungsters everyday. In the currentsituation where there is IT boom, the socalled HR functions are badly fragmentedwhere a HR professional's job is relegated

Letter to Editor on Editorialto a single and minute responsibility likerecruitment, retention or training- that's all.He spends whole time on that singleresponsibility without getting the feel of othercore and basic functions of HR.This ismaking them less versatile and restrictingtheir knowledge base. The educationalinstitutions now a days are also encouragingthis practice by designing the curriculumsaccordingly keeping in mind the "lucrative"careers of individuals being offered by thesoftware and other industries.

The existing system of recruitment andeducation system are at fault and theyoungsters can be moulded in whatever waywe want provided we give necessary inputsand make their thinking process very clear

without any confusion by emphasizing thesignificance of HR function as a whole butnot in bits and pieces. We can make themexcellent allround HR professionals or wecan confine them as HR "Specialists" and"Generalists", the refined nomenclature ofHR designations as introduced by the BPOand IT industry. It is the industry and theacadamecians to decide on the fate of HRprofession.

Anyhow, your editorial is very thoughtprovoking and I expect more suchenlightening contributions from you. Theseare some of my feelings that came to mesoon after going through your editorial.Great. Keep Going !

With Best Regards,K PRADEEP [email protected]


Mr.Kripal Singh,What Happened?

DHARMA RAO

At one of the Picture Halls atChowringhee area, Kolkata, the

hilarious comedy “Andaz Apna Apna” (AmirKhan-Salman Khan-Paresh Rawal starrer)enthralled the audience by involving everyone. The entire hall was bursting intolaughter very frequently and thoroughlyenjoying all the scenes. The story was alsointeresting. It was only Mr.Kripal Singh, whowas in the picture hall with his familymembers, did not enjoy at all. He was onlyphysically present. His mind was in turmoil.That day, Mr.Kripal Singh, as promised tohis wife and two children, reached early tohome and they all went to that picture onthat evening. After the picture, they all hadgone to a restaurant. While all his familymembers enjoyed the food, he had no taste.Mrs.Singh, however, was observing him tobe in a bad mood even while he was drivingthe car. In the picture hall also she saw himtensed up and his concentration wasdeviated somewhere. He had not enjoyedthe picture at all. His children also had seenhim that something went wrong with theirPapa. He was always cheerful and crackingsome jokes with his children, especiallywhen he was on the dining table. AsMrs.Singh observed him that somethingwent wrong, she spoke to him on that night.‘What has gone wrong with you? You arenot in your regular moods. Where has yourcheer gone? Our children have alsoobserved that something is wrong with you.”

Mr.Kripal Singh, a Diploma Holder inMechanical Engineering, joined a privateEngineering Company of all India fame inAndul area as a Technical Supervisor(Trainee) 29 years ago. Promotions cameto him in quick succession and he rose tothe position of Sr.Foreman (Mechanical) fouryears ago by dint of his hard work andthorough knowledge in his subject. Thecompany produces pistons of highest qualityand supplies to various two-wheelerindustries in the country and abroad.Mr.Singh had shift duties as Sr.Foreman.The rejections in his shift were always veryfew or sometimes nil. He handled mostcomplicated jobs and had excellentknowledge on various lathe machines. Hewas also sent to Germany eight years backfor six months on-the-job training before the

Company imported three machines fromthat country. He became very popularamong his colleagues and they were takinghis advices on technical matters forexecuting any job which required highprecision. He had easy solutions to manycomplicated technical jobs. He receivedcompany’s prestigious medals twice whichwere presented to him by the Chairman-cum-Managing Director.

One Mr.Baldev Singh, a close relative ofMr.Kripal Singh, started a small machineshop near this factory six years back withtwo lathe machines and was executingsmall jobs for some engineering companies,who were outsourcing. On the request ofMr.Baldev Singh, Mr.Kripal Singh wasassisting him whenever he had to executeorders of high precision. The shop earnedgood name and Mr.Baldev Singh added twomore machines. Mr.Kripal Singh, who wasgoing there initially for some advices,started going regularly in his off-time. WithMr.Kripal Singh’s association, the shopgrew very fast and started earning goodprofits. He was also receiving a handsomeamount every month from Mr.Baldev Singh.Though some Management men had littleknowledge on his part-time engagement,they did not much bother as he wasregularly and promptly doing his shift dutyjobs to the highest satisfaction of all.

A vacancy of General Foreman(Mechanical) occurred a few months backdue to retirement of the incumbent. As perthe rules of the Company, the post wasadvertised and all four Sr.Foremen (Mech),working in the shifts, were eligible to apply.In the interview, however, though seniorityhad some weightage, the total performancein the past years was the main criteria.Mr.Kripal Singh topped in the interview andwas promoted as General Foreman(Mechanical) with six months probationaryperiod. He was put in General Shift andwas made incharge of the Machine Shop.Mr.Kripal Singh, with his association in hispart-time assignment, was not able to dofull justice to the job of General Foreman.However, when he was in shifts asSr.Foreman, his participation outside didnot much interfere with his regular job.

During those days, he was also taking morecasual leaves whenever some importantjobs were to be executed in his relation’sshop. After his promotion as GeneralForeman, he was finding difficult to managethis outside job.

During his probationary period, hisperformance was not up to the mark. Hewas leaving the Works frequently early tofulfill certain commitments at Mr.BaldevSingh’s machine shop. Once at about 3-oop.m., he received a telephone call that hewas urgently required at Mr.Baldev Singh’sshop. He wanted to leave the Works andprepared a Gate Pass for his personal work.The General Manager was in a meeting andno other superior was available. He tookthe signature of his subordinate, a shiftSr.Foreman, who was authorized, and leftthe Works. The Management took a seriousnote of this and he was verbally cautionednot to repeat this type of indecent act infuture.

After completion of almost five and halfmonths of his probationary period, he wasgiven a letter by Management informing himthat his job as General Foreman was notsatisfactory and unless he improved hisperformance, he might not be confirmed.Mr.Kripal Singh was shocked. For the firsttime in his career in that Company, hereceived a letter of this nature. A person,who secured high skill and knowledge –initially on conventional machines such aslathe, milling, shaping, drilling, etc., andsubsequently on imported CNC(computerized numerically controlled)machines, could not digest the contents ofthe letter. He was known for his ability, talentand meticulous care. His morale reachedat the lowest point. A highly dedicated,loyal, and committed employee, Mr.KripalSingh’s sentiments experienced roughweather for the first time in his life. Although,he knew that at times, his non-participationin executing some important orders andassignments, annoyed his superiors, he didnot anticipate a letter of this nature fromManagement. He stood for sometime withthat letter in that office and went to hischamber. Sat down alone and read the letteragain and again. He was reminiscing

R.DHARMA RAO, Head, HR, ICBM. He can be reached at : [email protected]

CASE STUDY - 4


starting his first days as a Trainee. The feedback by his Training Instructors encouraginghim to take up some more complicated jobs,helping him on interpretation of importantdrawings, his successive promotions,receiving the prestigious medals, theC.M.D.’s personal discussions, a rareopportunity for any employee of his cadre,on general improvement with regard tohigher skill, total quality management, etc.On the day, when he received his letter ofpromotion as General Foreman(Mechanical) a few months before, he wasso happy that he ordered for sweetsimmediately and distributed in his entiresection. When he reached his house, hisfamily members received him with love andaffection. His children showered flowers onhim with dancing and singing. The news ofhis promotion spread like a wild fire. Hereceived many telephone callscongratulating him for his achievement. Inresponse to all these, he invited them to agrand dinner party arranged at his house.Decorated with neon lights, the shamianawas very attractive to accommodate morethan 200 members. His family memberswere the first to receive all male and femaleguests. In his locality, he became verypopular for his skill and knowledge.Mr.Baldev Singh was the main person toorganize the party in such a grand manner.Every one wished him all the best to achievemore promotions. All these thoughts, oneby one, pulled him down. The Managementcould not give any importance to theprinciples of natural justice. He could notbear this situation. However, he slowlyreconciled and took courage. He convertedthe contents of the letter into a positive guideand determined to give his best to theorganization in the next few days. In fact,Management was considering a proposalto nominate him as in charge of a qualitycircle. They were also thinking to send himabroad for further studies on the latest CNCmachines.

Mr.Kripal Singh did not inform to his wifeabout this letter and his worries. But shesaw him to be inattentive to generaldomestic matters. She could only guess thatsomething might be wrong with his officialduty and he would become normal verysoon. On the last day of his probationaryperiod, he was confident to receive hisconfirmation letter and promised his familyto go out in the evening for a picture anddinner outside. Yes, he received a letter on

that day from the Management. To his utterdismay, the letter mentioned that he failedto come up to the standard of GeneralForeman (Mechanical) in spite of theirrepeated verbal cautions to improve hisperformance. The Management, which gavehim best opportunities, was disappointed.They, therefore, demoted him with effectfrom the same date and changed hisdesignation as Sr.Foreman (Mechanical).He was upset and demoralized. He felt thathe was insulted.

This was the cause for his worry. He feltashamed so bad that he could not evenreveal the contents of that letter to his wife.After some persuasion, he spoke to his wifeon that night. He narrated to her thecontents of the letter and about hisdemotion. He, however, told her not to worryand sleep. He spent a sleepless night. Nextmorning, he sent in his resignation letter tohis Management.

QUESTIONS FOR DISCUSSION.

1. What is the main substance for analysisin this Case Study?

2. An efficient performer like Mr.KripalSingh, did not put his best effort forsometime. What was the cause?

3. Why Management took the extremestep of reverting Mr.Kripal Singh? DidManagement not consider the principlesof natural justice?

4. Was Management right in taking aunilateral decision to demote him?

SUGGESTIVE SOLUTIONS TO CASESTUDY – 3 (February 2006 Issue).

Q.No.1. Was it wrong on the part ofManagement to introduce any facility forthe benefit of their Executives which maynot be directly linked to production butmay result in problems like this?

Ans. The facility introduced by theManagement was very good. It was not atall wrong. Introduction of any facility toExecutives or employees, such as transport,providing food of superior quality, veg andnon-veg, or any other non-monetary facility,may have some problems when they areput in service. Some unforeseen hindrancesmay also arise at the time of implementation.The Management should find out easysolutions to many problems. No facility willbe problem-free.

Q.No.2. Was there any communicationproblem in this case?

Ans. Yes. Mr.S.M.Mukherjee, Manager,Stores, was not aware that there was anotice issued earlier by the AdministrativeManager regarding the bus movements andits stoppages, etc. This was one of the maincauses in this Case Study. In manyorganizations, during the InductionProgrammes, some main notifications, rulesand regulations, etc. are explained to thenew entrants. But is it possible to rememberall those notices? In practice, slowly thesetype of rules and regulations are understoodand implemented by the Supervisors andExecutives.

Q.No.3. Some Senior Executives inCompanies have some superioritycomplex problems. How can one combatthis?

Ans. In this case study, the Manager,Stores, complained that he being a SeniorExecutive of an order in the hierarchy,instructed a worker to do a certain job whichwas refused. He felt that he was insultedby a worker. The Stores Manager waswrong to think like this. He was egoist andhad some superiority complex problem.Generally, workers obey and takeinstructions from any Senior Executives ofthe Company, whether they officially reportthem or not. If they refuse the orders of thereporting authority, it is an act of indiscipline.

Q.No.4. If no punishment was awardedto the Driver, what could have been thealternative? (Without issuing a ChargeSheet).

Ans. After finding out the facts of the entirecase, the Driver of the Bus should be madeto understand the practical problems that maycome up when he drives the Bus. If he hadstopped the Bus on that day and taken theStores Manager, there would have been noproblem at all. Later, the Driver could havespoken to the Stores Manager and could havebrought to his notice about the instructionsgiven to the Drivers by the Adm.Manager. Inthis case, as there was some ego on the partof the Stores Manager. The Driver alsoprobably had similar ego. The time consumedfor conducting a preliminary enquiry, domesticenquiry, punishing the Driver and to withdrawthe same after he went to GrievanceCommittee, could have been saved. ThePersonnel Department should find out simpleways and means to solve problems of thisnature which can be called as ‘petty’. �HHHHH

Appreciation to our EdotorialMy dear Balaji,Every time I get the Newsletter, I read your piece first. Sometimes nothing else. And every time I like your insghts into simple, butextremely important matters. The ignorance combined with the arrogance, which you have referred to in the latest, is the bane of severalmanagement graduates. . Would you beleive it - only 4 out of a class of 60 in the last semester, was reading the daily newspaper? We,as faculty members, are all part of the system that perpetuates this myth about management institutions are developing competentskilled managers. S.Balachandran


People & LeadershipIssues in Managing

Disruptive TechnologiesV. Sankarnath, V.V.Chandra Mouli

Introduction

It is not very often that new products orprocesses are introduced, that redefine theway we understand a particular market,technology or an application. Theseproducts or processes can range from hightechnology areas such as mobile telephonyto simple things such as sachet used forpackaging fast moving consumer goods.These innovations, referred to as disruptiveinnovation are characterized by the following

� These are introduced by a firm, usuallynot belonging to the establishedfraternity of that industry or group. Thesachet is not an introduction by HLL orP&G, but by a small company, Velvette

� Products which are introduced as aresult of the disruptive innovation aresimpler, cheaper and usually moreconvenient to use than the products ofthe conventional or establishedtechnologies. The introduction of themouse and the graphic user interface,kind of "democratized" technology sothat common people could begin toharness the power of the computers.

� The introduction of the disruptivetechnology usually leads to the failureof the established firms. This is evidentin the way the computer industry hasevolved over a period of time, and inthe process has claimed the "lives" ofmany a established players, includingDigital, Wang, NCR and others

� Finally they create new avenues ofgrowth. Again going back to theexample of sachet, the introduction oflow cost, small packaging created newrural markets for products which werehitherto confined only to urban markets(eg. Shampoo).

As can easily been seen the introduction ofa disruptive innovation in the market place- the innovation can be with respect to theproduct, processes or even packing, canlead to what is known as a market creatinggames - creating of new markets. Primafacie it seems that the introducer of thedisruptive innovation, should be able to walk

away with the cream of the cake, since he/she would by definition have the "firstmover" advantage. Though this may seemto be true to some extent, it is surprising tonote that in many a case this may also nothold water - that is introduction of disruptiveinnovation may not lead to success andmonies. Before understanding, how andwhy this can happen, it is important tounderstand cer tain features/issuespertaining to disruptive innovation.

RPV Framework

Clayton Christensen who has done seminalin the area of disruptive technologies/innovation, has proposed a frame workwhich will enable one to evaluate theorganizations capabilities or disabilities totake on disruptive technologies. The tripodframework of Resources, Values andProcess is shown Exhibit 1. According toChristensen, resources are the most visibleof the factors and will tell what anorganization can or cannot do. Resourceswould include both tangible ie infrastructure,machinery, people, cash and otherphysically felt resources, and intangible i.ebrands, knowledge, markets etc. Thoughresources are a necessary condition forhandling the changes that result from adisruption, they are not sufficient bythemselves to handle change. It is herethat the next leg in the tripod comes intoplay, namely processes. Process are thoseinternal set of activities which enable theorganization to convert the resources intomeaningful output for the customers/market. By the values, Christensen denotesnot the ethical or the moral values of theorganization or the people therein, but theset criteria in the organization by which

decisions and priorities are made.

Resource Factor Explored: People andLeadership Issues

Needless to say the RPV framework, whichChristensen proposed, is the bedrock onwhich any analysis for understanding as tohow organization can successfully orotherwise handle changes emerging out ofdisruptive technologies. As mentioned,usually organizations seem to have eitherthe capability to introduce disruptivetechnologies, case in point is Xerox or thecapability to manage disruptions, exampleis Microsoft. In the case of Xerox, theorganization had tremendous capabilities tointroduce innovative products - productswhich redefined the understanding certainareas eg. Graphical User Interface (GUI),the laser printer, the mouse etc. However,the organization did not capabilities to fullyexploit these innovative products. On theother hand, Microsoft is not reallyrecognized for introducing trend settingproducts, so be it the internet explorer, orspreadsheets, the company ensured that ithad capabilities to exploit the disruptivetechnologies (introduced by others).

But the ability to develop both of them woulddepend on more the soft issues rather thanthe hard issues. Issues pertaining to typeof leadership, people, the culture, theinnovation processes (in terms of rewardand recognition mechanisms) are oftenneglected in drawing up a comprehensivestrategy for combating rapidly changingmarket place scenario. However, iforganizations are to handle successfully thechanges due to disruptive technologies,then softside issues would require greaterfocus.

V. Sankarnath, Managing Director, Visisht Corporate Growth Associates Pvt. Ltd. He can be reached at : [email protected]. Sankarnath V.V.Chandra Mouli, Director & Chief Consultant, Visisht Corporate Growth Associates - [email protected]

�HHHHH

PEOPLELEADERSHIP

R P VFRAME

PROCESS

VALUE

RESOURCESVALUES

PROCESSERESOURC

R P VFRAMEWORK


What's Pygmalion?

Mrs. Susy Rajan Ms. N. Preeti Chrysolite

Self-fulfilling prophecy is the tendencyto create or find in another situation orindividual, that which one has expectedto find.

Self-fulfilling prophecy is sometimes referredto as the "Pygmalion Effect", named for amythical Greek sculptor who created astatue of his ideal mate and then made hercome to life. His prophecy came true!Through self-fulfilling prophecy, you alsomay create in the work situation that whichyou expect to find. The terms self-fulfillingprophecy or Pygmalion effect have evolvedto characterize the fact that people'sexpectations determine their behaviour.

The Pygmalion Effect was described by J.Sterling Livingston in his article in theSeptember/October, 1998 HarvardBusiness Review as "The way managerstreat their subordinates is subtly influencedby what they expect of them".

Limited expectations bring limited results,high expectations lead to exceptional results.The phenomenon is known as the PygmalionEffect and it has been documented numeroustimes in both business and education.Pygmalion Effect is an important key tocreate and improve workforce.

Many managers know of the PygmalionEffect, in which our expectations not onlyinfluence how we see employeeperformance, but also influence, theemployee's performance. This happensbecause we telegraph our expectationsthrough tiny cues that are out of ourawareness. When people pick up thesecues, their behavior tends toward areexpectations, and our expectationsbecomes self-fulfilling prophecies.

An Ancient Myth:

Magic certainly was involved in the ancientmyth from which idea of the self-fulfillingprophecy takes its other common name. AsOvid told the story in the 10th book ofMetamorphoses, the sculptor Pygmalion, aPrince of Cyprus, sought to create an ivorystatue of the ideal woman. The result, whichhe named Galatea, was so beautiful thatPygmalion fell desperately in love with hisown creation. He prayed to the Aphrodite to

bring Galatea to life. Aphrodite granted hisprayer and gave it life. Pygmalion's fondestwish - his expectation - came true and thecouple lived happily ever after.

An interesting illustration of the self-fulfillingprophecy is a study undertaken with 105soldiers in the Israeli Defence Forces whowere taking a 15-week combat commandcourse. The four course instructors weretold that one-third of the specific incomingtrainees had high potential, one-third hadnormal potential, and the potential of therest was unknown. In reality, the traineeswere randomly placed into those categoriesby the researchers. The results confirmedthe existence of a self-fulfilling prophecy.Those trainees whom instructors were toldhad high potential scored significantlyhigher on objective achievement tests,exhibited more positive attitudes, and heldtheir leaders in higher regard than did theother two groups. The instructors of thesupposedly high-potential trainees gotbetter results from them because theinstructors expected it!

While goal setting clearly affects trainee'smotivation, so also do the expectations ofthe trainer. In fact, expectations have a wayof becoming self-fulfilling prophecies, sothat the higher the expectations, the betterthe trainees perform. Conversely, the lowerthe expectations, the worse the traineesperform. This phenomenon of the self-fulfilling prophecy is known as thePygmalion Effect.

People tend to live up to what's expectedof them and they tend to do better whentreated as if they are capable of success. Itshows how a manager's expectationsgreatly effect the performance andproductivity of his workers. These are thelessons of the Pygmalion Effect.

When Henry Quadracci started Quad/Graphics in the 1970s, he could afford onlyinexperienced employees, many of who hadlow self-esteem. "When they come into theemployment office, they're not looking atthe stars", Quadracci observed. "They'relooking at their shoes" but Quadracci sawthe potential of these new hires andcontinually treated them as winners. The

strategy worked. Quad/Graphics employeesdeveloped confidence and exceptionalperformance, with the result that the printingfirm is one of the largest and most successfulin the United States.Henry Quadracci hasbeen practicing self-fulfilling prophecy.

The Pygmalion effect has important lessonsfor managers. They need to harness thePygmalion effect by building a frameworkthat reinforces positive performanceexpectations throughout the organization.Specifically, managers need to do thefollowing: creating positive self-fulfillingprophecies for employees. Positive Self-fulfilling prophecy is a potentially valuablestrategy to maximize employeeperformance and satisfaction. Unfortunately,employees are more likely to be victims ofnegative self-fulfilling prophecy.

How can organizations harness the powerof positive self-fulfilling prophecy?

� Create a warmer interpersonal climatebetween your subordinates and you.

� Give more performance feedback tosubordinates-make it as positive aspossible, given their actual performance.Provide constructive feedback whennecessary

� Spend more time helping subordinateslearn job skills. Help employee's masterskills and tasks.

� Provide more opportunities forsubordinates to ask questions.

� Recognize that everyone has thepotential to increase his or herperformance.

� Instill confidence in oneself.� Set high performance goals� Positively reinforce employees for a job

well done.� Help employees advance through the

organization.� Introduce new employees as if they

have outstanding potential.� Become aware of one's personal

prejudices and non- verbal messagesthat may discourage others.

� Encourage employees to visualize thesuccessful execution of tasks.

Mrs. Susy Rajan, Faculty Member, Loyola Academy Degree & P.G. College, Old Alwal, Secunderabad. [email protected]. N. Preeti Chrysolite, Faculty Member, Wesley P.G. College, Secunderabad. [email protected].

�HHHHH


Enriching CultureTo Entice

A.Venu Gopal IyengarD. Srinivas

Life would be simpler for companies ifevery consumer in a country or region

thought along similar lines, with thedifferences being confined to socio-economic classifications. But that's not howit is. Two people from two different placesbut from same socio-economic categorymay not necessarily think the same waywhen it comes to buying or not buying aproduct. And the reason could be a subtleone based on culture.

When Mc. Donald's launched its operationsin India, it could not just assume that allIndians would happily munch its intentionalburgers. Beet is a taboo for a long sectionand Indians and so that had to be of themenu. Also, the cuisine had to be Indianisedwith the addition of items such as an AlooTikki Burger. It had to bend, to take note ofIndian culture.

Kellogg's cereals, eaten all over the worldfor breakfast, have not been able to makemuch of a dent in the South IndianConsumer's Idli-Sambar habit or the NorthIndian's Puri-Paratha fare. It had to changeits product profile and eventually launcheda range of breakfast biscuits.

Culture is a set of standards and beliefsshared by a group or subgroup of people. Ithelps an individual in this group decide whatis, what can be, what should be felt, whatshould be done arid how he or she can goabout doing it. It is the sum of consciousand unconscious values, ideas, attitudesand symbols that shape human behaviourwhich can be transmitted from onegeneration to the next. It is something aconsumer learns from his or her envy,society, family, relatives and friends. It canbe visualised as some kind of umbrellaunder which several consumers share acommon heritage and why of life. This couldbe in terms of the food that is eaten, thelanguage that is spoken, and the valuesystems that are subscribed to.

Beliefs and Attitude:

One key to understanding culture is tounderstand the Consumer's underlying

beliefs, attitudes, values, customs, symbolsand rituals.

Beliefs consist of a large number of verbalor mental statement that reflect a person'sspecific information and judgement ofsomething (it could be a company, product,brand or even another person). Ex.:- "Ibelieve that competition from MNC's in theIndian market will help raise qualitystandards".

An attitude is a positive or negative feelingor tendency towards a human being, styleor behaviour. While beliefs are personallyaccepted facts (which could be right orwrong, depending on a person's viewpoint)attitudes are more about feelings (good orbad). They are not easy to change and haveconsiderable influence on buying behaviour.For example, the 'I-me-myself' attitudeassociated with rich, young adults in Indiais used to justify their inclination to buy thelatest and expensive consumer durables.

Values are like beliefs, but they are fewer innumber, and act as guidelines for culturallyappropriate behaviour. They are also difficultto change and are more widely accepted bysociety, Ex.:- 'Touching the feet of elders'or adding the suffix "ji" to their names aresome aspects of the Indian value system.

Customs are apparent modes of behaviourthat form culturally approved or acceptableways of behaving in particular situations.They consist of everyday or routinebehaviour. For example, bargaining forgoods and services is common in India. Inthe West it could be considered rude.

A symbol is anything that stands forsomething else. Some Indian brands useancient symbols and religious mythology tomake themselves marketable. To Hindus,for example, the cow is a sacred animal andour ancient religious texts have oftenequated the animal with the mother-asymbol of fertility and prosperity. The cowis considered a wish-fulfilling symbol andhas been respected and worshipped forcenturies. It is from this cultural artifact thatwe have derived the name of the largeststate-owned milk and milk-products brand,

Mother Dairy. Nike derives its brand nameand image from the ancient Greek wingedgoddess of the same name. Just like thegoddess, the brand is associated withvictory and stands on the high ground ofexcellence and a winning attitude.

A ritual is a type of symbolic activitycomprising a series of steps that happen ina fixed sequence and are repeated overtime. Consumers practice rituals across thehuman life cycle from birth to graduation tomarriage to death.

Rituals of young men:

Rediffusion - DYR conducted a study toidentify district behaviourial patterns amongyoung Indian males in the 18 - 25 age groupand arrive at their core socio-cultural valuesby decoding the advertising directed at them(source: Agency fats.com). the analysis,based on social Scientist Geert Hosfede'smodel of understanding human societiesand cultures, was done to understand thedominant rituals practiced by young Indianmales so as to derive brand planning andcommunication insights for advertising. Inall, some eight dominant rituals (orbehavioural/clusters) reflected byadvertising were discovered. Some of thesewere.

An orientation towards success, with thedesire to make an 'arrived-in-life' statementabout the self. The advertising for brandssuch as Van Heusen (Power dressing),Arrow (refinement) and Mc. Dowell'ssignature (the young CEO) exemplify thedesire to make a badge of success.

The 'need to stand out in a crowd' is anotherbehavioural trait. "The need to be distinctand get noticed, may be through onemanship or by stroking envy in peers, is real.Ads that plug this need gap Government ofAndhra Pradesh include the ones for thenokia 8310, the kinetic GF (Jiya Jale…) andDockers.

Another trait is 'I-am-like-that-only-with-a-vengence', The strong individualistic streakis hard to suppress, with the accent on beingunconventional, discarding set rules and

Both the Authors are Faculty Members at Alluri Institute of Management Sciences, Warangal. They can be reached at :[email protected],[email protected].


making one's own rules. The advertisingfor sprite, Hugo Boss and Weekendercelebrate this 'my-own-way' spirit.

� If being different from the tribe and beingself-driven are two dominant rituals,almost paradoxically, 'building bridges'is another. Here, the need to be anintegral part of society and cultureseems to be the driver, so the so-calledgeneration Government of AndhraPradesh collapses as father-son anduncle-nephew bonding takes over(Vimal and close-up Lime fresh). Also,there is a meeting of East and West,where traditions are adhered to, but onmore contemporary terms (HamaraBajaj and Siyaram).

� Letting one's hair down and spendingtime with friends. Here, the objectiveis either breaking the monotony orsimply letting the good times roll.

Bagpiper ('Khoob Jamega Rang ….…..')and Kingfisher ('The King ofGoodtimes') are examples of ads thatcue into this behaviour.

� 'Quintessential machismo' is somethingthat seems to go down well with thissegment, whether it is standing up for acause (the 'traffic light' ad for caliber)or plain and simple bravado (Thums up).Heroism that does others good is amplyreflected in advertising, but it need notonly be about brawn. The 'car park' adfor Mc Dowell's No.1 is one where themind wins over matter.

� Coming across as 'attractive to theopposite Sex' is equally important. Itcan range from pure fantasy (the'striptease' ad for Ac Black) to pureromance (Expressions) to flirtation anda little fun on the side (Parx).

� Finally, there is a need for 'the surrealor the exaggerated' be it in terms ofextreme humour, or the kind ofheightened experience that a lot oftechno brands use in advertising.

Rediffusion feels that these rituals are notexclusive to one another, and an individualcan subscribe to more than one ritual atdifferent points in time. The core value ofthe young Indian male that can be derivedfrom these rituals is 'assertive gratification'.Today's youths are clear about themselvesand the things around them. They have apoint of view on everything and are notreluctant to voice those opinions. Theymake a statement with whatever they do,and this makes them more asser tivecompared to the kids of yesterday, who weremore passive and receding. Also, theemphasis today is on the 'I', so gratification-be it material, emotional or spiritual-of theself comes first.

Knowledge Management—The Need Of The Hour

Srikanth.Iyyanki

Introduction: Knowledgemanagement is the needof the hour in this era ofglobalization where theorganizations are prone tochange. To cope with thisfast changing scenarioand to sustain in this

highly competitive world one needs tochange. It is true that change is inevitable.But how can an organization change? Onwhat basis should it change?

The organization can take a descion toimprove its effectiveness and efficiencybased on the past data and recent trends.This is the point where the need ofknowledge management arises.

Definition: Knowledge Management catersto the critical issues of organizationaladaptation, survival, and competence inface of increasingly discontinuousenvironmental change. Essentially, itembodies organizational processes thatseek synergistic combination of data andinformation processing capacity ofinformation technologies, and the creativeand innovative capacity of human beings.

Knowledge gathering is an ongoing andcontinual process. It cannot be acquired ina single day or night. It is the most crucialaspect which leads to the organization'ssustenance. The adaptation of anorganization to changing trends of themarket is always based on the information.

There is a thin line of difference between'Knowledge' and 'information'. There isalways a misconception that 'information' issynonymous with 'knowledge'. But these two

are two different aspects. Today, managersare suffering from data redundancy. Whatdoes data redundancy mean? It means therepetition of data (i.e. the Information). Whenthe data is filtered and required informationis gathered and crystallized, it gives outputas knowledge.

It can be clearly stated that the goal ofknowledge management is sustainedindividual and business performancethrough ongoing learning, unlearning, andadaptation.

The computers, which replaced thehumans, play a major role in knowledgemanagement these days. The enlightenedmanagers of I.T and business organizationshave developed new technologies ofcomputing for knowledge management. Butit is a known fact that everything has itsown exceptions and limitations. There arefew inherent limitations for the computingof data. The insights gathered from the datahave difficulty in generating meaningfuloutputs as they cannot be questioned orre-interpreted because they areprogrammed logic and assumptions.

Father of modern management PeterDrucker said, "The computer is merely atool in the process...To put it in editorialterms, knowing how a typewriter [orcomputer or pencil] works does not makeyou a writer. Now that knowledge is takingthe place of capital as the driving force in

organizations worldwide, it is all too easy toconfuse data with knowledge andinformation technology with information."We focus on differences that make a realdifference to the sustained performance andsurvival of organizations, nations, andsocieties. We cut through the semantics tofocus on knowledge that really matters andknowledge management that really works!In our perspective, unless it works it isn'tknowledge management: "The wise seeknowledge and action as one."

Knowledge management answers the mostcritical question for organizations which isbasically survival. Today the organizationthat wishes to succeed has to move intothe business segment before others do.There by they achieve first mover advantagewhich gives organization a cutting edge overothers. It has been aptly said by thestrategists in Army, Air Force and Militarythat 'Knowing what you know and profit fromit' and 'Making obsolete what you knowbefore others obsolete it.'

Conclusion: Knowledge management willhelp the organizations to take prudent steps.Knowledge management is playing a pivotalrole in strategy development and ongoingdescion process for any organization. Thusknowledge management is a critical area whichneeds to be given more emphasis byorganizations to achieve greater success.

Srikanth.Iyyanki, Management Development Institute of Singapore, Singapore. He can be reached at : [email protected]

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�HHHHH


Executive Counseling

Dr. A.Jagan Mohan Reddy

Introduction

Man is hologram combining in himself allthe levels of reality found in the universe,yet man needs caring. Further, man is aunique creature who needs guidance atevery step. In other words, he needs caringand more so in a stressful and awfullycompetitive atmosphere of today's world.Caring means listening when you wouldrather be talking, "Learn to listen" and Listento learn" in fact is a pre-requisite of effectivecommunication. Through this skill oflistening, counselors care for other peopleand search for ways to show people how todeal with problems of people and helpthemselves in attaining solutions.

What is Counselling?

Counselling is an occupation may not beappropriately defined and a fishermanbelieving to nook and hook may be unableto show you one. Counselling is a specialrelationship built on confidentiality, mutualrespect and open communication with theintention of helping people to clarify andidentify their problems to and find their ownsolutions. It is about decisions and not anadvice giving or offering sympathy.

Why Counselling?

The main purpose of Counselling is to assistclient in development, re-orientation ofattitudes aiming at a change in behaviour.According to a survey conducted by ICM,one in two IT support staff feel they needstress management training as a result oftheir job. Of the 100 IT support mangersquestioned, who look after more than 500staff per day, 38 per cent thought their roleis more stressful now than a year ago. Beingunder-resourced is the greatest cause ofstress for this group: 34 per cent ranked staffshortages as a key frustration - abovefactors such as lack of senior and beingunder valued by users.

In the government and education sectors,this view was shared by 56 per cent and 50per cent respectively. Additionally, thesurvey revealed that some 40 per cent ofhelp desk staff have never received formaltraining on communicating effectively or

dealing with difficult callers. In response tothe findings, Royal-blue Technologies,which commissioned the survey, has takensteps to offer stress management andcommunication skills courses targeted athelp desk staff as part of its customertraining package.

How it is done?

The principle behind counselling is that ithelps enormously to share problems withsomeone who is there to listen and try andunderstand how things are for you the client.The counselor is unbiased and there to offersupport and strength during emotional times.More importantly they can help you unravelthe reasons behind issues such asdepression, substance abuse and low selfesteem, or come to terms with childhoodpain caused by bereavement or sexualabuse. Counselling is a process during whichyou will come to know yourself, to understandwhy you engage in the same destructivebehaviour or repeat the same patterns, it isjourney of self discovery which can be painfuland difficult, but the end result is a morefulfilling and enlightened life.

There are many different forms ofcounselling, each with different ideas abouthow the human psyche has developed anddifferent ways of working with issues. Forexample, Cognitive Behavioural Therapy isconcerned with a client's behaviour and thecontext in which this takes place, with a viewto learning new ways of behaving.Psychodynamic Therapy is more interestedin the client's unconscious thoughtprocesses and believes that childhoodexperience provides answers for today'sproblems. Brief Solution Focussed Therapyis a more short term therapy thatconcentrates on one issue and tries to findways of solving this, good for work problemsand relationship issues. Humanisticcounselors place great importance on therelationship between client and counselorand believe in the essentially positive natureof human life, they tend to work morecreatively and are more client led.

Counselors use various techniques toachieve the change. The effective technique

Dr.A.Jagan Mohan Reddy, Associate Professor (HR) & Placement Coordinator, IPE, Hyderabad; [email protected]

No where man, please listenYou don't know what you are missing

Nowhere man, the world is at your command - Lennon & McCartney

to accomplish the goal of change in clientis in anangram of 'GATHER' techniquemeaning by -

G = Greet the clientA = Ask the clientT = Tell the clientH = Help the clientE = Educate the clientR = Response of the client

In modern era, the executives and effectivemanagers ought to be effective counselors.The main purpose of counseling is to helpclient to cope with stress and strain ofmodern age.

"But where is the man counselorbestow still pleased to teach and

yet not proud to know"- Alexander Pope

In a competitive scenario of present with lotof stress in achieving targets, meeting thequality standards etc executive counselingneeds hardly any emphasis. Executives,more than in the earlier times, need to assisttheir subordinates or counsel for managingtheir tasks/management.

What needs to be done?

In industry, business and global marketclient must feel at home. Further, thedisposition of counselor should be pleasedbecause counselee in pain must gain.Before client comes out with his sufferingsome pleasantries be exchanged. Whileusing Questionnaire care should be takento extract his feelings with a sense ofhumanity.

Another tool for examining mind ofcounselee is examination of his dreams.Few clients can describe their dreams.Adults are invariably eager to know potentialresults of such dreams solving theirproblems or ushering in sense of conviction,confidence and communication in rightearnest. Counseling is bi-polar activity andalways effective if held in privacy. An idealinter-personal communication not directedtowards cultural or social ratherpsychological environment is result oriented.


The ideal model of counseling translates itsmotto into reality which is to, "Developpotential within us to face difficulties andover come them". A good deal ofdetermination sustained hope, patience,steady efforts are induced to practice tobring life change - may be destiny is trickyconcept. When we are placed in difficultsituations, we get to be aware of prejudice,irrational habits, likes and dislikes,tendencies, sense of rivalry and competition.

Exercising care, utmost caution…….

In a temptation to improve effectiveness ofclient, counselor should not impose ideas

alien to client (subordinates) and insteadhelp the sufferer to grow in confidence,awareness, physical and mental health anderase the confusion positioning clarity.

Conclusion:

Counseling is a healing profession. "Give ahungry man a fish and he can eat for a day.Teach a hungry man to fish and he can eatall his life"

The purpose of counselling is not to helppeople to come out of crises but to guidethem develop their resources to helpthemselves. Professions change when

society develops. With dawn of InformationTechnology revolution, globalization,privatization, international marketingmanagement challenges have posedcomplex problems for future managers beingtailored but they must bear in mind that -

"The present is big always with future" Clientcentered current counseling should becommissioned eradicating turmoil.

"Can I see another griefAnd not seek for kind relief"

- William Blake

This book is a compendium of 51 paperscontributed in a National Seminar onGoing Global: Changing strategies ofWinning Organizations conducted byPrestige Institute of Management andResearch. This book has been classifiedinto 4 parts after stringent screening andrigorous editing done by three notedacademicians.

This is a culmination of research findingson important functions of management viz.Human Resource, Finance, marketing andInformation Technology and BPO industry.The first part has unfolded some thoughtprovoking and insightful papers onFinance function which includessystematic investment plan, Commoncurrency for SAARC nations,determinants of mutual fund investments,

BOOK REVIEW ON“STRATEGIES OF

WINNING ORGANISATIONS”

Edited byUpinder DharSantosh DharVinit Singh ChauhanPublisher:EXCEL BOOKS

Reviwed by Dr. Ravi Dasarishifts in paradigm of financial services,foreign direct investment in India andproblems faced NBFCs in India etc.

The second part in devoted to researchpapers published in the domain of humanresource management, which coveredpapers on contemporary issues like EQ: anedge over IQ, Employee turnover in ITIndustry, HR practices in banking, powersector. Further, few papers focused attentionon role of HR and challenges confronted byHR in designing performance managementsystems.

Third par t has comprised papers onstrategies followed by fastest growing IT andBPO organizations in India. Researchpapers on practical approach to databasedesign, pattern of internet users, BPO inIndia, changing strategies of IT consulting

companies, digital signatures, IT andsupply chain management etc. areincluded.

The forth part of the book covers paperspertaining to marketing function whichcomprises of consumer perceptions onOTC drugs, CRM customers expectationsand perceptions towards banking servicesin Bangladesh, factors affecting selectionof mobile handset, impact on ATMs oncustomer satisfaction etc.

Altogether, this is a good book, well worththe time and effort put in by three editorsin securing the collaboration of so manycreative contributors. The academicreaders will find a rich source of referencesat the end of each paper particularly useful.

1. Place of Publication :

Hyderabad

2. Periodicity of its publication :

Monthly

3. Printer’s Name, Nationality & Address :

K. Satyanarayana, Indian, 506, Sai Siri Sampada, 7-1-29/23& 24, Leelanagar, Ameerpet, Hyderabad – 500 016

4. Publisher’s Name, Nationality, & Address :

K. Satyanarayana, Indian, 506, Sai Siri Sampada, 7-1-29/23& 24, Leelanagar, Ameerpet, Hyderabad – 500 016

Statutory DeclarationForm-IV (See Rule 8)

5. Name and Address of Individuals who own thenewspapers and partners or shareholders holding morethan one per cent of the total capital :

National HRD Network (Registered under Registration ofSocieties Act 1860 AD and Bombay Public Trusts Act 1950AD) 506, Sai Siri Sampada 7-1-29/23 & 24, Leelanagar,Ameerpet, Hyderabad – 500 016

I K. Satyanarayana, hereby declare that particulars given aboveare true to the best of my knowledge and belief.

Sd/-

Date : 2nd March, 2006 K. SatyanarayanaSignature of Publisher

Aim of EducationThe aim of Education is to make people worthy citizens. Three forces responceble for people development

are will power, knowledge and action.

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Strategic HR for Tomorrow

Subhasheesh Bhattacharya

HR Today :

Before exploring the HR for tomorrow, letus see the status of HR today.

Typically, today HR people are seen as 'nicepeople'( making nice talk), cheerleaders,arranging picnics for employees, doingroutine HR functions. They are not seen asvisionary, innovative, risk-taking, result-oriented; someone who is unable to link hisor her HR expertise to bottom line measuresand results that organizations canunderstand and value.

But tomorrow, organizations will require HRprofessionals, who can balance compassionwith objectivity. It is expected that many HRexecutives will find their place to the topmanagement. These will be the leaders whocan stand up for new ideas and drive forresults. These will be the leaders who willmake a difference today & tomorrow.

Currently, in most of the organizations, HRroles are limited as mentioned below :

Recruitment & Selection : Need forrecruitment & selection is mostly driven bythe need on urgent basis by the otherdepartments, where the manpower isrequired. HR department only has toundertake the recruitment & selectionprocess on fire-fighting basis.

Compensation : Not much of strategicthought put into the decision ofcompensation. Sometimes, the organizationtakes decision to give high salary to somecandidates to lure them to join, withoutconsidering the implications of suchdecisions.

Training & Development : Today, the HRdepartment is more concerned to 'maintainthe record' of giving training to some numberof employees, and present this record to topmanagement.

Whereas the need is to identify the needfor training & then accordingly provide theinputs on tailor-made basis.

Performance Appraisal System : Currently,people are not satisfied with PerformanceAppraisal System. They feel that lot ofsubjectivity is there.

Career Planning : Today, an educatedemployee, before joining an organization,expects to know the stages (and veryclearly defined criteria to attain thosestages) through which, he will go up in hiscareer with the organization. But, much isnot done on this.

Welfare Programme : If the union/ workersare demanding & forcing the managementto shell out certain things, that is a reactiveapproach. Need is that HR has to becomeproactive. It is much better to understandthe welfare needs & provide to theworkforce, as per the law & affordability.

Strategic HR for Tomorrow :

Importance of HR Tomorrow

Growing Importance of HR can be gaugedby the fact that list of such organizationsare growing where Top Management issparing it's time, energy, resources & effortsin addressing HR related issues, likeEthical Work Practices, Corporate SocialResponsibilities, Conducive Work Cultureetc.

Globalisation & LiberalisationChallenges

With globalization & liberalization, the govt.protection to the industry will reduce slowly& will become non-existent. Industry & thecompanies will have to become morecompetitive, produce world-class products& services; and for that, they have no optionbut to develop & improve the quality of theirhuman resources. They have to impart newcompetencies & skill to their humanresources, matching with world classstandards.

Better Human Resources will bring thecompetitive edge to the companies.

HR deptt. will have to look into the issuesof different labour laws & Acts prevailing indifferent countries, where the organizationwill have the operations. They have tohandle different taxation, differentcurrencies for compensating theiremployees, working in different nations. Wecan expect more layoffs. Furthermore, allemployees will feel less secure in their jobs.

Subhasheesh Bhattacharya, is a Faculty at ICFAI Business School Pune and Can be reached at [email protected]

Commitment & loyalty to the organizationsare likely to suffer. Employees will becomemore self-oriented & will act like individualentrepreneurs. Many individuals in theirmiddle to late fifties, will find themselvesback in the job market. So, unemploymentrates for this group are likely to rise.

Societal Changes :

In India, societal changes have been veryevident in last few years. Joint families aregiving ways to nuclear families. Few societalchanges are mentioned below.

Working Couples

Number of working couples are increasing,no one is there to look after the children athome. So, increased number of companiesare coming forward to arrange for quality &safe crèches to take care of the children ofthe employees.

Number of educated women increasing

With this trend, the ratio of working womenin the total workforce is increasing. With this,HR deptt. have to put in more focus onwomen related issues at work.

Also, before taking a decision of transfer ofthe employee, the company will have to lookinto the issue of the working spouse ( maybe offering or helping with suitable job offerto the spouse of the employee at new place).

Establishing 'Employer of Choice Status'

Tomorrow, many companies will try tosharpen the way they market themselvesto recruits, by applying Branding techniquesfor recruitment. There is a need ofestablishing 'Employer of Choice Status' inthe eyes of the prospective employees. Thisis possible only if HR deptt. takes efforts inimplementing good HR practices. A goodBrand Image of the organization has manyadvantages like : attracting prospectiveemployees, retention, satisfaction & moraleof employees, favourable impact on otherstakeholders like investors, govt., NGOs,environmental groups, etc.

Becoming and remaining an employer ofchoice will be the top-ranking HR challenge.The most important objective on the people


side of the business is establishing a placewhere individuals want to work and remainworking.

So by putting efforts on one area (establishing'Employer of Choice Status'), the companycan reap dividends on many fronts.

Use of Technology to meet HR challenges

Meeting HR challenges would be impossiblewithout technology. Most people would wantto work for companies that have goodtechnology. For example, college graduatesaccustomed to using the internet for theirwork, research, thesis, and case studiesexpect the latest technology on the job.Given the widespread availability oftechnology, a company lacking in thiscomponent will not qualify as an employerof choice for the emerging workforce.

Critical to the employer of choice, portalsprovide organized, efficient access to thecustomized content, knowledge, reportingstructures, analytics capabilities, andtransactions each employee needs. Anenterprise portal is the gateway to allcompany functions and offers personalized,role-based access with respect to, whoemployees are, where they are located,what they do, etc.

Workforce analytics will help measure HReffectiveness, support processes foraddressing gaps in skills and labor, derivemetrics for trend and benchmark analyses,assist with talent development, providecompensation and retention planning toolsfor proactive analysis, and much more.Great companies will use analytic tools tomanage human capital, calculate its value,and align the workforce for maximumproductivity. These tools will be instrumentalin anticipating the impact of inevitableexternal and internal business trends thatprecipitate change and in realizing savingsby strategically allocating human capital.

Need for Research

In order to adopt Best HR Practices, thereis need to do research on continuous basis.

There is need to identify successfulorganisation and learn from thesesuccessful organizations.

Changing Mindsets for CorporateTransformation

Tomorrow, the HR deptt. will have anotherbig job - the job of changing mindsets ofemployees for corporate transformation. HRdeptt. will have to work on 3 types ofmindsets, viz., Reflective mindset ( formanaging self), Collaborative mindset ( forrelationships among groups, individuals)and Action mindset ( for managing change).

Fostering Conflict in thought & opinion

Gone are the days when, word 'conflict' usedto have negative connotation.

The need will be to identify the differencebetween negative & positive conflict.

In coming times, employees will bewelcomed to have positive conflict; will beencouraged to air the difference of opinion.There is no harm in differing in thought &airing the same in open. Different opinionswill give different ideas. This leads to betterdecision making. However, in this process,this is very necessary to learn how to differ.The spirit of conflict should be positive. Theconflict at work place should not be intendedto pull the leg of the other person or to settlethe score.

From Subjective to Objective measures

Top management, mostly look for objectivemeasures of performance of the HR deptt.for example, if the HR deptt. has succededin reducing the attrition rate of employeesfrom 40 % to 25%, how does it get reflectedin monetary terms? In coming times, HRdeptt. has to give answer to such questions,while presenting it's performance in differentareas.

Increased emphasis on Soft Skills

In coming times, HR has to ensuredevelopment of personal & socialcompetence of it's employees. This helps

in avoiding unnecessary conflict & tensionamong employees, groups at work place.

Leadership- A paradigm shift

The concepts of leadership and managingpeople are undergoing radical change.

The Best Leaders will be those who will beproducing more leaders.

This will be possible, if the work culture issuch where the Leader does not feel'threatened' to produce more leaders. Ratherthe culture should be such where the leadergets incentive for producing more leaders.

To meet the aspirations of employees, thecompanies will be striving to providestimulating environments. Some typicalinitiatives in this direction could be like , in-house libraries, continuous upgradation ofknowledge & skills, knowledge sharing,building relationships with academia,helping knowledge workers to pursuemultiple careers within the sameorganization, etc. In future, corporateuniversities may become more common,competing companies may come togetherto setup knowledge networks.

Flexibility

Guidelines, rules, and benchmarks areimportant, but flexibility will be even morecritical, particularly where people areconcerned. Collaboration with allconstituents requires adaptability.Organizations will be less about physicalstructure than logical structure supportedby technology.

HR's Role in establishing Spirituality atwork place

Need is to view the workplaces as 'LivingWork Communities', rather than pureeconomic machines. If this view isunderstood & accepted well, then it will notbe difficult to adopt & implement bettermanagement behaviour; better workpractices.

Then only, one will be able to find realmeaning of 'Work is Worship'.

Readers Appreciation for NHRD NewsletterDear K. Satyanarayana Garu,

I am amazed to see the February 2006 issue of NHRD Newsletter containing eleven articles, four book reviews, 45 photos of Chapteractivities, report on regional conference at Chennai, besides routines like National President's Desk, Editorial and New Roundup,Chapters News and Contents page, -- all in mere 29 pages. Though the print point is reduced to 8 Pt, it is still readable because ofquality paper and quality print!

One suggestion. In book review, please ensure to mention, the number of pages, publisher's name, address and price besides title ofbook and its author. It facilitates readers to look for such book in the market.

Dr. P.L. Rao, L/VIZ/0001/2001, Visakhapatnam-2

INVENTION BY AN ITI STUDENT"Two in One Pen" Invented by Mr. Devindra Kumar, an ITI student of Arulmigu Kalasalingam Industrial Training Institute, Krishnankoil,TN. We congratulate the student on his rare skill of invening a "writer cum tester"

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Cha

pter

New

s AHAMMADABADThe chapter arranged a talk on "RecentTrends in Management Education andDevelopment" by Dr. Anup Singh, Director,Institute of Management, Nirma University.

Dr. Singh emphasized on practical aspectsof Management education in relation to needof Indian Industry. He also stressed onvacancies in faculty and need of practicingmanagers to participate as regular and parttime faculty. Dr. Singh cleared concepts ofaudience through volley of questions raisedby them. More than hundred participatebenefited from talk of Dr. Singh and his workas a trainer for industry and a top classacademician.

Mr. H.K. Gupta welcomed the audience andgave vote of thanks. Mr. Arun Harneintroduced the speaker and presented amomento to the speaker. Couple of guestsbecome member of NHRDN on the spot. Afew photographs of the event are in the photofeature of this issue.

BANGALOREWelcome To New Members

Individual Life Members

(1) Imon Ghosh Manager-training MetroCash & Carry, (2) Rakeshkumar D SeniorExecutive Hr First Indian Corporation

(3) Sunil Arora Training Fecilitator OscarMurphy Life Strategist, (4) PeresandraVenkataramana Bhatta Subrahmanyam Dr.,Principal, R R College Of ManagementStudies, (5) Giridhar RaghavendranManager Hr Covansys India, (6) Pius MariaPrasad L Senior Manager-hr Huawei,Tecnologies Inida, (7) Rupa Ghosh DastidarSenior Manager(personnel) Vijaya Bank,(8) Chandragupta Rb Asso. Vp-hr Ing Vysya,(9) Subbakrishna Kr Asso. Vp- Ing Vysya,(10) Chitra Shanker Director "Organisations& Alternatives, Consulting (P) Ltd, (11) BinodMathew Maliel Consultant Val You AddConsultancy, (12) Veerendra NagappaChikkareddy, Hr Executive Brightsword,Technologies Pvt Ltd, India, (13) Nagaraj KUdupi Head Hr Bharat Tissus Pvt Ltd, (14)Deepa S Hcm Officer Bharat Tissus PvtLtd, (15) Manjunath Sadashivaiah Dy.Manager (Personnel) Bharath ElectronicsLtd, (16) Sindhu Sunku , Execuive Hr &Admin Globus Stores, (17) SrinivasamurthySs Manager Human Capital GlazeSolutions, (18) Shanmugam VenkateshDgm-hr & Project Admin Biodiversity,Conservation(india) Limited, (19)Guruprasad V, Practice Lead I I DatawiseConsultants, (20) Chokappa S Kavitha HrManager, Molex India Limited, (21) GopalKrishna General Manager Amd India, (22)

Shilpa Menezes Manager-hr YantraSolutions, (23) Nisha Gopinath Manager-hrYantra Solutions, (24) Jagadeesh B GeneralManager-hrd J K Industries Limited,Vikranth Tyres Plant, Mysore, (25) VishalSachdev Asst Manager-hr Yantra Solutions

Individual Annual Members

(1) Chetlur Shanthi Prasad Director V TechInformation, (2) Sneha Suryaprakash HrExecutive Fischer Consulting, (3)Satyashish Banerjee Officer-crm Bd AndDel, Fischer Consulting, (4) Anil P DevManaging Director Fischer Consulting, (5)Tanveer M Personnel Officer PowergridCorporation Of India, (6) Pushpa Latha SManager-hr Vanguard Info Solutions Pvt Ltd,(7) Gangamma Ms Executive Hr Ttk HealthServices Pvt Ltd, (8) Chethan KumarPersonnel Officer Bharat Tissus Pvt Ltd, (9)Mounesh Ga Asst Personnel Officer,Bharat Tissus Pvt Ltd, (10) Veena PrabhuSenior Recruitee Syntax Soft Tech (India),(11) Kiran Gautam , Hr Manager HeartlandBangalore, Transcription & Services Pvt Ltd,(12)Yogita Gautam , Centre Manager "AdeptTechnologies.

Permanent Institution Members

(1) Flextronics Technologies India Pvt LtdRepresented By Glen D'souza, Manager HrAnd Ms Poonam Gupta, Hr Executive (2)Metro Cash And Carry India Pvt LtdRepresented By John Idicula A, Head HrAnd Branjal Konwar, Manager - Hr, (3) MasActive Intimate Clothing Represented By AjiTom, Manager Hr & Admin AndThirunavukkarasu R, Deputy Manager-hr.

COCHINThe Monthly meeting of NHRD CochinChapter was held on 28th of February 2006at Hotel Grand, Kochi. The guest for the daywas Mr V P Sivakumar. Mr Sivakumar, iscurrently working with Sodexho Pass - aFrench Multinational as Area Manager.During his sales carrier he has specialized& practiced in Professional Selling Skills,Key Accounts Management, DatabaseManagement etc. He is also the JointSecretary of NHRD-Kochi Chapter.

The topic for the day was '" Change" Thetalk was highly electrifying and inspired theparticipants and engaged them into a verythoughtful group discussion

COIMBATOREThe monthly lecture programme of theCoimbatore Chapter of NHRD hadProf.Richard Regis, Dy.Director of Schoolof Management of Sri Krishna College ofEngineering speaking on 'Neuro LinguisticProgramming'.


The event was held on 16-Feb-2006(Thursday)

Photo 1 has Prof.Regis speaking. Photo 2shows a gift being handed over byMr.Anthony

Kindly use it for publiction in HRD Newletter.

DELHINational HRD Network Delhi Chapterconducted its Monthly Meeting on February24, 2006 at India Habitat Center, New Delhi

It was a lively panel discussion, with greatinsight given on 'Innovative Compensation',which was the topic for the day. The panelistscomprised Mr R.V. Ramanan, DirectorHuman Resources, American ExpressService Center and Mr Sharad Vishvanath,Business Leader India - Talent &Organization Consulting Analytics, HewittAssociates. The session was facilitated byMr S. Varadarajan, President, NHRDN DelhiChapter.

The discussion focused on theCompensation and Benefits function, theareas of business strategy linked to people-relationship dynamics, strategic HR,Compensation strategy and designingsolutions in the purview of Total Rewards.

Business challenges today are bigger, movefaster and consist of many more dynamicsthan earlier. There was a time when anindividual joined an organization anddecided to spend his life or atleast a good10 - 15 years there. The youth of today aresmarter, want to move faster and arecertainly looking to big bucks to ensure theirstaying on in an organization.

An innovative compensation structurewidely in use today is the variable pay forperformance factor. As Sharad and Ramboth said the percentage could range frombetween 15% to upto 40% for the higherechelons of management and could be upas high as GM and CEO, depending on thesector and the function.

The discussion revealed that there are nopat answers to questions like "Do all theseinnovative compensation methods providean inspiration to our 'solid citizens?", "Arelow performers pushed to work hard andachieve more?", "Does this encourage moreenabling attributes?". Each industry andeach organization must find its own path tochoosing the right kind of compensationstructure for their organization.

The event was well attended by over 160people comprising corporate heads,practicing managers, entrepreneurs,academicians, researchers andmanagement students.

HYDERABADE learning - fulfilling India's IT Promise

U 21 Global Singapore based GraduateSchool for Business leaders in collaborationwith Hyderabad Chapter of National HRDNetwork organized en evening paneldiscussion at Taj Residency on 7thFebruary, 2006 followed by Cocktails andDinner.

Dr. Michael A. Goldberg, Chief AcademicOfficer - U 21 Global; Dr. S.C. Rastogi,Head - Enterprise Solution University,Infosys; Col. S.V. Ramachandran, RegionalDirector - NASSCOM; Mr. SurendraKapoor, Head - Academic Alliances -Satyam Learning Centre; Dr. Wing Lam,Director, MISM Programme - U 21 Globalparticipated in the discussion. Mr. K.Satyanarayana, President Emeritusdelivered the welcome address. Mr. M.Gopala Krishna, IAS (Retd.), President,Hyderabad Chapter and RegionalPresident-South presided over the functionand delivered presidential address. Mr.Srikath, Head of India operations U 21Global proposed vote of thanks. Mr. VictorPaul, U 21 Global representative based atHyderabad provided logistics support.

HYDERABAD CHAPTER PROGRAMMESMARCH 2006

2-3-06 6.30 pm Wg Cdr V Mallikarjun (Retd), Senior Manager – HR, HBL NIFEHRD POWER SYSTEMS will speak on “Simplicity”

9-3-06 6.30 pm Mr. Satyanarayanan Kumar ofHRD Polaris Management services will speak on “Improving the Quality of

Personal and Role Effectiveness programs”

16-3-06 4.00 pm Mr. Sudhir Koka, Training Manager, First IndianFAPCCI-ICBM Corporation will speak on “Effective Communication”

16-3-06 6.30 pm Dr. Ranganath Rao, Chief Executive, Lepra Society will speak on "RoleFAPCCI-ICBM of NGO's in Leprosy & Allied Diseases"

23-3-06 6.30 pm Mr. Prabhu Dayal, Manager Learning & development, OracleHRD will speak on “ Knowledge Management in the Changing Business

Scenario”

30-3-06 6.30 pm Wg Cdr S K sharma Ph.D will speak on “leadership with specialHRD focus on United Nations”

APRIL 20066-4-06 6.30 pm P.Abhishek, N.Susmitha Priyadarshini, Tejinder Singh Rana , Student'sHRD Hyderabad Central University will speak on "BRANDING...An Integrated

Perspective". "

13-4-06 6.30 pm Mr. Sriram, Director Marketing and Branding NowPos Online ServicesHRD will speak on "Changing face of e-mails"

20-4-06 4.00 pm Mr. Allen Mathew, Head - HR, Oracle India will speak on "Global HRFAPCCI-ICBM Trends "

20-4-06 6.30 pm Mr. Dilip Kumar Misra, Vice President - HR, Nagarjuna GroupFAPCCI-ICBM will speak on "Change Management "

27-4-06 6.30 pm Mr. Srikanth Iyyanki, MDI of Singapore, will speak on "KnowledgeHRD Management".

Special Address by Dr. Ronald McKinley

Dr. Ronald McKinley, Vice President-HR ofCincinati Childrens Hospitals addressed ajoint meeting of NHRD, ISTD and NIPM on16th February, 2006 at Hotel Woodbridge.His spoke on HR practices in United States.The meeting is sponsored by ICBM. Mr.Gangadharan, Chairman ISTD and Dr.Jibitesh Rath, Chairman NIPM also spoke.

Welcome to new Members

Permanent Membership

School Of Mgmnt Studies, Represented by

Prasad V M DR, Associate Professor,Aryasri A R DR, Director

Icomm Tele Ltd, Represented by

Rajeswara Rao K R, Asst Mgr - HR

Raghava Chary K B V, G M - HR & Admn

Life Members

Abhiman Surineni, Hr, Taj Krishna, ChandraSekhar S, Veterinary Surgeon, AnimalHusbandry Deptt, Hari Prasad P, CreativeDirector, Trikal Advertising, Murali KrishnaN, Fiedl Engg Officer, Reliance Infocomm,Raghav G K, Business Manager, CareerConsulting, Ramana Murthy M V,Dy.Manager - Personnel, Vasant Chemicals,


Sita V Dr, Reader, University Of Hyderabad,Somayajulu Nanduri, Asst Counsellor(Retd), I B Of U P U (United Nations), SrihariGummalam, Sr.Project Consultant, ElicoLtd, Srinivas Rao M, H R - Executive, HRDGlobal Consultants

Annual Member

Ravindhar K, HR Executive, DR ReddysLabs, Srinivas K, HR - Executive, ComputerCareers & Cons.

INDORETwenty-fifth monthly meeting of NationalHRD Network, Indore Chapter was held onNovember 30, 2005 at 6.30 pm in thepremises of Prestige Institute ofManagement and Research. On thisoccasion, the documentary film Give us lifeplease was screened. The film focuses onthe increasing contamination of environmentand hazardous exposure of children to toxicelements. The documentary film alsodiscusses the issue of inevitability of livingwith this danger. It also talks to experts inthe relevant areas on ways of reducing thepoison risk to children. Perturbed by therevelation of the documentary the membersunanimously took a pledge to work for thecause. It was decided that a convention onEnvironmental Management will beorganised by the Indore Chapter.

Twenty-sixth monthly meeting of NationalHRD Network, Indore Chapter was held onDecember 30, 2005 at 6.30 pm in thepremises of Prestige Institute ofManagement and Research. On thisoccasion, Mr Ashim Dutta Gupta, GM(Commercial), Gajra Diffrential, Dewasdelivered a talk on the topic Corporate SocialResponsibility. His talk was followed by openhouse discussion on the topic and memberswere forthcoming in their views. Besidesthis, Executive Committee was also for theperiod December 2005- November 2007.The new committee was constituted asunder:

Office Bearers December 2005 -

President Dr Upinder Dhar, Director, PIMRVice President Mr. Ashim Dutta Gupta,V.P.(Materials),Gajra Bevel Ltd, DewasSecretaryDr V.S. Chauhan, Faculty, PIMRJoint Secretary Dr J.K. Mishra, Faculty, PIMRTreasurer Prof N.K. Totala,Executive Committee MembersLt. Col. Pramod Deogarikar (Retd.)GM, Ruchi InfoTech Pvt. Ltd, Indore.Prof. Rajesh Jangalwa, Faculty, PIMR, DewasMr S.C. Jha, Engineer P.H., Engg.Dept. IndoreVidyapati Upadhyay Ranger Forest Officer,Prof Sangeeta Choudhary Faculty, IIL, IndoreProf Siva Ram Sreedhara Faculty, PIMR

Vijaylakshmi Iyengar Faculty, GSIMR,Charak Mandhyan MPATwenty-seventh monthly meeting of NationalHRD Network, Indore Chapter was held onJanuary 27, 2006 at 6.30 pm in the premisesof Prestige Institute of Management andResearch. Shri S.K. Matlani, CMD, MatlaniGroup, known throughout the country forpromoting the Mosquito Repellent, JET, wasinvited to share his experiences. Mr Matlanisaid Scarcity of Resource and Risk areinherent part of the system. The talk wasinitiated by Dr. Vinit Singh Chauhan,Secretary, Indore Chapter for setting thetempo and the Vote of thanks was proposedby Prof Siva Ram Sreedhara of PIMR.

Welcome new members

Life Members

Vidyapati Upadhyay, Ranger Forest Officer,M.P. Government

PUNEThe Pune Chapter organised its AnnualConference on 24 - 25 February 2006. TheTheme of the conference was "Vision 2010- India Inc as a Knowledge Superpower".

The conference was inaugurated by theceremonial lighting of the lamp. Thespeakers and delegates were welcomed byDr Uma Ganesh, President NHRD Network,Pune Chapter and a review of the last year'sactivities was given by Aman Rajabali, CEOKabir Profile Solutions and Secretary NHRDNetwork, Pune Chapter.

The keynote address was given by PradipUdhas, Executive Director and ManagingPartner, KPMG. The first panel, whose sub-theme was "Vision 2010 - India Inc as aKnowledge Superpower - IndustryPerspective" was composed of al all Harvardteam comprising Pradipto K Mahapatra,President (Technology Sector), RPG Group(Panel Chair), Dr Ganesh Natrajan, DyChairman and Managing Director, ZensarTechnologies, Pavan Vaish, COO, IBMDaksh and V Vaidyanathan, Country Head(Retail Banking), ICICI Bank. The panelthrew up very interesting insights on thechallenges facing us to this objective andalso suggested some very innovativesolutions to these challenges.

The second day began with a paneldiscussion on "Transformative Approach toHR". The panel was chaired in a mostexuberant manner by Cyprian D'Souza,CEO, Kanbay India and the points raisedwere pertinent and interesting. Ram Kumar,Head Human Resources, HSBC GLT struckan emotional chord with some veryinteresting anecdotes.

The next panel spoke on "Harnessing the

True Potential of Women Power", a trulyrelevant topic, both to the theme of theconference as well as for industry today. Thediscussion was chaired by AnandDeshpande, Managing Director & CEO,Persistent Systems. An interesting note wasstruck by Ms Kanchan Chowdhury, DGPUttaranchal Police, the first woman to reachthe rank of DGP.

The final panel spoke on "Creating WorldClass Infrastructure for KnowledgeEconomy" and was fittingly chaired by RahulKirloskar, Chairman Kirloskar Pneumatic CoLtd and who is also the current Chairmanof the CII in Pune. Appropriately, aninteresting speaker, who threw somedistinctive light on the infrastructure situationin Pune, was Dr Nitin Kareer, PuneMunicipal Commissioner.

The conference was very well attended andthe speakers as well as the delegates wereenlightened by the depth of knowledge ofthe speakers and the forward-lookingsolutions suggested by the speakers. Sincethe theme was very germane, theconference gained even greater attraction.

Launch of The India Scholar Award

Dr. Ramos is 10th from right andDr. P N Singh is next to him.

In a function organized by Asian Instituteof Management Alumni Association (India)18 girls & 13 boys from economicallydisadvantaged sections of the societystudying in suburban schools receivedIndia Scholar Awards at the hands ofFormer President of Philippines, Mr. FidelRamos. These students were selected onthe basis of poverty and merit from about250 IXth standard students who areundergoing one year part-time freeleadership course under Dr. P.N. SinghFoundation's Leaders of Tomorrow Projectcurrently running in 15 schools in Mumbai.The project was stated 8 years back andover 3000 students have already beencovered. Under the India Scholar Awardtheir total educational expenses from Xthstandard to graduation will be paid by theFoundation. Mr. Ramos complimented theinitiators of this unique project. Mr. MohanPhadke, president of Asian Institute ofManagement alumni association (India)proposed a vote of thanks.

HRD Contents - National HRD Network · 2013-09-24 · response the short-term “Fight or Flight...

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