journal-2008 with serial - CDC Ahead July08... · 2019-07-12 · with the Ethiopian Building Code...

Consulting AheadVol. 2 Issue 2 July 2008

Articles submitted for publication are screened

by the editor and the executive editor for

relevance. Once the article is passed in

preliminary screening, it is sent for blind peer

review. Authors are requested to consult the

“Author Guidelines” before submitting their

articles.

Views expressed in the articles in this journal are

those of the respective authors. Neither

Consultancy Development Centre can accept any

responsibility, nor does it necessarily agree with

the views expressed in the articles. All copyrights

are respected.

Unless authorized no part of the material

published in Consulting Ahead may be

reproduced, or stored in retrieval systems, or

used for commercial or other purposes. All rights

reserved.

Editor In-ChiefDr. Sunil Abrol

EditorRajesh Parpyani

Executive EditorJ. Suriyanarayanan

Published byConsultancy Development CentreCore IV B, India Habitat CentreLodhi Road, New Delhi-110003, INDIA

Annual Subscription for each volume of two issues is as follows:

Consulting Ahead is a bi-annual in-house journal of Consultancy Development Centre, New Delhi. All editorial correspondence and articles for publication should be addressed to the Consultancy Development Centre, Core IV B, India Habitat Centre, Lodhi Road, New Delhi - 110003. India.

Editorial and Administrative Address:

Core IV B, India Habitat Centre

Lodhi Road, New Delhi-110003, India

Telephone : (91- 11) 24602915 / 1533 / 2601

Fax : (91-11) 24602602

E-mail : [email protected]

Website :

Consultancy Development Centre

www.cdc.org.in

Category AnnualSubscription

GeneralRs. 400/-

OverseasSubscription

CDCMembers

Rs. 300/-

Designed & Produced by: MAANSEE PRINTERS 9810125541

Rs. 200/-

Institutions, Corp., NGO's

Individuals

Rs. 200/-

Rs. 300/-

Institutions, Corp., NGO's

Individuals Rs. 300/-

US $50Institutions, Corp., NGO's

Individuals

Price per copy Rs. 200/-

US $35

Academicians

Educational Institutes in India

ISSN 0973-8312

Editorial Advisory Board

ChairmanProf. C.S. Venkata Ratnam

Director, International Management InstituteNew Delhi

Members

Prof. B. BhattacharyaDirectorInstitute for Integrated Learning in ManagementNew Delhi

Mr S. S. ChakrabortyManaging DirectorConsulting Engineering Services (India)Pvt. Ltd.New Delhi

Mr Rajiv KhuranaManagement ConsultantThe Personnel LabNew Delhi

Dr. Aneeta MadhokVice ChairThe International Council of Management Consulting Institutes (ICMCI)Mumbai

Mr Navyug MohnotManaging DirectorQAI (India) LimitedNew Delhi

Mr N. S. RajanPartner (Human Capital)Ernst & Young Pvt. Ltd.New Delhi

Mr G. ShankarPresident, Madras Consultancy GroupFormerly Vice Chairman, ICMCI &President, IMCIChennai

Mr Tanmoy ChakrabartyVice President & HeadGlobal Govt. Industry GroupTata Consultancy Services,New Delhi

Mr Brian IngChairmanThe International Council of Management Consulting Institutes (ICMCI)Cambridge (U.K.)

Mr Arun KochharDGM (Corporate Affairs)Engineers India Limited,New Delhi

Dr Bhimaraya A. MetriAssociate Professor (Operations Management)Management Development InstituteGurgaon

Dr Kiran Kumar MomayaAssociate Professor (Competitiveness)Chairperson (Strategic Management Group) Department of Management StudiesIndian Institute of Technology DelhiNew Delhi

Mr S. R. RaoExecutive DirectorExport Import Bank of IndiaMumbai

Prof. P. B. SharmaVice-ChancellorRajiv Gandhi Technical UniversityBhopal

CONSULTING AHEAD - VOL. 2 - ISSUE 2

CONSULTING AHEAD - VOL. 2 - ISSUE 2 l 1

While the engagement of consultants is essential to the success of organisational wide projects, most organisations tend to commit a number of common mistakes when engaging external consultants. On the flip side to that, many consultants also make similar mistakes by not assisting the organisations through this level of preparation.

For more than 10 years of experience as Organisational Development Consultants and Brokers, aCE talentNET have identified seven (7) common mistakes that organisations make in engaging consultants, and consultants make when being engaged by clients, to deliver organisational project initiatives.

No matter what your project, if you understand and avoid the following mistakes, you will be assured of success with your delivered project outcomes…

7 Common Mistakes to avoid when engaging a Consultant

Deirdre Gruiters

Managing Expectations in Consulting Business

Consulting as a business is not as smooth as it would seem from the growing number of consultants all over the world, across every profession imaginable. A key reason for such growth is that many professionals are opting for freelance consultancy as against full time employment, and the market and acceptance for consultancy is steadily increasing. However this is not the subject of this article. Although there is a phenomenal growth in the consulting business, every consultant constantly faces a challenge in managing expectations of the client. Successful consultants must learn how to manage client expectations, enhance the client's satisfaction levels as well as fulfill their goals and aspirations.

Before delving into the subject of “expectation”, it would be useful to understand some background of the subject under discussion.

Sobhan Ghosh

6 l CONSULTING AHEAD - VOL. 2 - ISSUE 2

Framework for Implementing Knowledge Management

The economies of nations and companies are thriving on innovation and knowledge management; the objective being survival, growth and strategy execution. The article explores various changes (cultural, organizational, process, people and technological) required to enable a knowledge sharing and learning organization that continuously comes up with new products, processes and systems.

The key aspects covered in the article are:

Identifying the Knowledge required : The strategic roles that deliver on the strategy are identified and key knowledge areas for each of these roles are finalized. The organisation's knowledge readiness is determined through a knowledge assessment exercise.

Creating a Culture of Learning and sharing: It is important to create a learning culture to ensure that employees gain and create new knowledge for the firm. It is part of employees' key performance indicators to learn and share knowledge.

Processes and Technologies to support Knowledge Management: A KM process is defined using techniques such as Communities of Practice, Tacit knowledge externalization and Learning styles definition. Key technologies such as portals, eLearning and Business intelligence systems are also identified.

Assigning Responsibilities: The article recommends establishing a Chief Knowledge Officer (CKO) as the owner of the entire Knowledge Management process, who will act as the driving force.

Minoo Dastur Ravi Teja


Innovative Structural System forLarge Column Free Area of an Indoor Stadium

Rajkot Municipal Corporation built an indoor stadium, having a play court that complies standards for international sports events. The stadium is having a column free area of 40 m x 40 m, which gives an unobstructed view of the play court from anywhere in the stadium. This large area was to be covered by adopting such a structural system, which can achieve predefined objectives of appealing appearance, cost effectiveness, and ease of construction while using locally available materials, skills and equipments. An innovative structural system was conceived to attain these objectives. The paper discusses evolution process of the system, along with key features of its analysis, design and construction.

Racecourse, located in the heart of Rajkot, has gradually emerged as a hub for various sports activities. It was already having a cricket stadium, a swimming pool, and fields for various other sports. Rajkot Municipal Corporation enhanced it, with the addition of a multipurpose indoor stadium. Fig. 1.

Jayant Lakhlani


Evaluation of Low Strain Dynamic Properties usingGeophysical Method: A Case Study

The paper presents a technique for evaluating low strain dynamic properties of subsurface soil layers for the design of very sensitive equipment of Human Centrifuge foundation. Subsurface material properties are generally measured using conventional geotechnical investigation using drilled borehole, conducting standard penetration tests (SPT) and collecting undisturbed soil samples at different depth. In this paper, measurement of shear wave velocity using Multichannel Analysis of Surface Waves (MASW) is highlighted, which has been used to evaluate low strain dynamic properties of soil such as Young's modulus and shear modulus. Based on this study it is recommended to place the centrifuge foundation at a depth below 2.5 m from original ground level. Further for geotechnical design of the Human Centrifuge foundation, the liquefaction resistance and site response parameter of predominant frequency has been evaluated. From the site response study predominant frequency of site is given as 5 Hz. From these studies, it has been established that the site is safe against liquefaction and local site, if the foundation is placed below 2.5m from the ground level.

Keywords : Design parameters, SPT, MASW, Frequency and Liquefaction

P. AnbazhaganT.G. Sitaram


Inadequacy of Ethiopian Seismic Code of Practice at Short Periods

Source zone (area source) with relatively high hazard contribution to Addis Ababa (AA), capital of Ethiopia was identified and its closest distance to important site locations was varied from 20 to 60 km. The area source was divided into grids and all the grids were assumed to have the same probability of generating the earthquakes. The source potential for generating maximum earthquake (M ) has been assumed to be 6.5, 7 and max

7.5 which is consistent with estimate based on Kjiko's technique with ± 0.5 to the median estimate. Uniform hazard response spectra for a return period of 500 years has been developed using classical Probabilistic Seismic Hazard Analysis (PSHA) approach. The generated uniform hazard spectra is compared with the Ethiopian Building Code of Standard (EBCS 8) as well as randomly generated spectra and it has been observed that EBCS 8 underestimates the spectral values at short periods where most predominant site periods as per microtremor study as well as equivalent linear analysis coincide with the natural periods of existing buildings.

Keywords : Addis Ababa, Maximum earthquake, mean annual probability of exceedance, response spectra.

G.V. Ramana Yoseph Birru


Integrated Agro Processing andManagement - Prospects and Feasibility

Agro-processing is a priority area and is being encouraged to a great deal in all developing agrarian countries including India. Though India had a sound agricultural practice from the Medieval periods, agro technology as such had undergone stagnation and could not keep pace with the Western countries. Despite modern horticultural revolution and vastly enhanced productivity in traditional crops, live stock and aqua culture products, the status of value addition is yet to accelerate to the desired levels. Integrated agro processing and rural management techniques under the umbrella of specific agro-economic zones may pave way for better synergy amongst the farmer, processor and marketing agencies. Governmental support to individuals as such may not realize the envisaged goals. Many of the common problems encountered by small scale agro processors i.e. raw material availability, infrastructural deficiencies, inadequate utilities, lack of brand recognition, connectivity with global marketing channels etc. could be overcome by integrated agro-processing activities. Such an approach also warrants services of holistic consultancy services covering a wide spectrum of activities inclusive of rural management, modern concepts of farming and marketing, extension services, feasible agro-processing technologies and competitive marketing.

P.S. Raju

O.P. Chauhan

A.S. Bawa


Using Metadata to Support DRM, Trading and Administration of Globally Deployed Digital Products

There is a growing need by owners, developers and consumers of digital products (objects, content, and applications) for a metadata platform to create commercial application and content profiles of digital product for the purposes of Digital Rights Management (DRM) and digital product trading. To meet this demand a metadata-based digital management platform is needed to support both the production and consumption lifecycles of digital product. These involve the creation, definition, use and relevant reporting of metadata for the control and administration of “point-of-use” based DRM as well as the associated legal and commercial requirements of such a service.

Developing and implementing a metadata digital management platform is required to be based on a global infrastructure and the needs of Intellectual Property Rights (IPR) governance over digital products. Its functionality requirements are influenced by the unique operational needs of digital products in all the fields of education, healthcare, government, commerce, law enforcement, science, mining, manufacture, transport, and finance. In all sectors a metadata digital management platform is required to adequately deal with and provide for: Security, authentication, identification, permissions, data storage, metadata ownership, digital products ownership and liability responsibility, business models, legislation, taxation, sovereignty, interoperability, multilingual interfaces, transaction types, biometrics, continuity of service, off-line functionality, licensing models, pricing models, application metrics for technical support, pricing and ecommerce.

Keywords : digital management, digital rights management, intellectual property rights, legal agreements, commercial terms, enforcement, domains/namespaces, metadata metrics, metadata frameworks, transparent transactions, digital product trading, evidence, market intelligence, governance, ecommerce.

Leo Mullins


An Exclusive Interview with

D. Datta Chairman and Managing Director

WAPCOS Limited

Mr. D.Datta, Chairman and Managing Director of WAPCOS gave an exclusive interview to “Consulting Ahead”. In this interview, Mr. Datta shares his views on a variety of issues as well as future challenges to Indian consulting firms and the roadmap to meet such challenges.

Consulting Ahead : WAPCOS is one of the few large Indian Consulting Setups in existence for about 39 years, can you briefly tell us about Indian Consulting Services scenario over last 25 years?

D. Datta : Consultancy services have grown manifold during the last 25 years. In the present time the consultants are expected to provide services for project management, quality control, construction supervision, financial management, personnel management, recruitment, training, procurement of heavy machinery, accounting, maintenance and operation, repayment agreements, indemnity to the investors' recoveries, legal and social support etc. Such initiatives are helping the Government Departments to get time bound, quality outputs without supporting a large workforce. The trends are encouraging and without any doubt the demand for consultancy services is bound to grow with sky as the limit.

Consulting Ahead : During last 15 years, due to the liberalization and globalization of economy, majority of business and professions have gone through major transformation. Whether Indian Consulting Services Industry has also been affected? If yes, can you briefly tell us how?

D. Datta : Consultancy services have made a niche in the innovative as well as conventional fields and have effectively contributed in the development process of the nation. Healthy growth trends all over the world call for requisition of services of consultants for high quality jobs and realisation of the need for professional involvement has widened the vistas for consultants to operate. An awareness now exists among clientele that for meeting the aspirations of the people, services of consultants facilitate use of the state-of-the-art technology and timely outputs.

Consulting Ahead : Are there foreign consulting firms operating in India in your areas of operation?

D. Datta : Yes, there are several international engineering consultancy firms operating in India.

Consulting Ahead : Has presence of foreign consulting firms in India affected your operations and business? If yes, how?


D. Datta : Yes, the presence of foreign consulting firms has increased the availability of latest know-how and experience. At the same time, the competition has increased as multinational companies are also bidding for even local funded projects.

Consulting Ahead : Consulting is knowledge-based profession and human resources are the major asset of consulting organisations. What is the present scenario with respect to human resources in consulting organisations in comparison to say 15 years back?

D. Datta : Professional human-resource is the only asset of any consultancy organisation. Leading consultancy firms should develop human resources according to the latest technological advancement as well as priority sectors according to the Government policies and Global scenario.

Consulting Ahead : How will you compare Indian consulting services with the consulting services prevailing in countries like-China, Malaysia, Brazil, European Countries and U.S.A.?

D. Datta : Technologically, today Indian consultancy firms are at par with many consultancy organisations of the world. Moreover, Indian Consulting Firms are quite cost competitive as compared to their counterparts from developed countries.

Consulting Ahead : There is a perceived change in client perception from pure design consulting services to EPCM/LSTK jobs. Are you coming across such situations? What is your strategy for such type of assignment?

D. Datta : WAPCOS is well aware of the market trend. The company has recently amended its Articles of Association to provide concept to commissioning services for developmental projects in India and Abroad. WAPCOS has also taken up projects on turnkey basis.

Consulting Ahead : We understand that WAPCOS is diversifying into areas like software development, financial management systems, technical education, roads & bridges etc. Any specific reason for this diversification?

D.Datta : WAPCOS as a commercial organisation has to go by market need. With tremendous investment in the areas like infrastructure development, roads & bridges; there is a great demand for providing consultancy services from planning uptill commissioning of projects. Besides, now clients as well as funding agencies demand single window services for all kind of consultancy requirement. This has increased opportunities in several new fields. WAPCOS is well equipped with latest technology and trained manpower to provide consultancy services in areas like software development; financial management system; information, education and communication; roads & bridges and urban & rural development etc.

Consulting Ahead : In your opinion, which are the most promising markets for Indian Consulting Firms?

D. Datta : There are tremendous opportunities for Indian consultancy firms within India and other developing countries particularly Indo-China and African Region.

Consulting Ahead : Whether WTO/GATS is affecting Indian consulting firms in any manner?

D. Datta : There are no direct evidences of WTO/GATS affecting Indian consulting firms in any manner.

Consulting Ahead : In your opinion, what type of consulting setup is more appropriate in India-large consulting setup like WAPCOS, EIL, RITES/ Medium size setup like Consulting Engineering Services,


M.N. Dastur & Co., Development Consultants, Ma foi Consultants/ small setup with manpower between 1 to 10.

D. Datta : Quantum increase in the number of individual consultants with practically no institutional and infrastructure back-up, quoting very low, often under-cutting and reduction at the cost of quality of outputs and without adhering to ethical codes is adversely affecting the Consultancy services.

Consulting Ahead : What are in your opinion, future challenges for Indian Consulting Firms? What is the road map/strategy you suggest to deal with these challenges?

D.Datta : The main future challenges for Indian Consulting Firms are :

Cut-throat competition amongst the large number of indigenous consultancy organizations; attractive financial/funding options including training/study grants etc. by consultants from developed countries i.e. allurement of foreign visits; strings and stipulations, attached to externally aided projects, insisting on participation of expatriate consultants and only marginal role is expected from local consultants. Poor economic conditions of most developing countries in Africa and Asia as a deterrent to consultancy services for projects, which are not funded by external funding. Proposal evaluation procedures adopted by funding agencies with stress on technical evaluation, which is subjective and can at best be an approximate index of capability. Formation of technological cartels in developed countries is making the new technology acquisition expensive and out of reach of consultants from developing countries. High turnover of skilled employees leaving for greener pastures of consultancy organisations from developed countries is also a major challenge.

WAPCOS has developed a road map to deal with the challenges by way of a long term Corporate Plan and

Strategic Plan, which addresses all the above situations.


TITLE : Concise Encyclopaedia of Management and Economic Sciences : a Repository of Over 12000 Concepts, Techniques, Systems, Two Volumes

EDITOR : Dr. S.R. Mohnot

PUBLISHERS : Centre for Industrial & Economic Research,New Delhi

REVIEWER(S) : Prof. C.S. Venkata Ratnam,Director, International Management Institute

reference to industrialists ranging from Dhirubhai Ambani to Narayana Murty and scholars like Vijay Govindarajan among the leading management thinkers and practitioners.

The two-volume encyclopaedia is definitely a product of hard intellectual labour of many people over a long period. It was well thought out and well produced. Both soft and hard copy versions are available. Dr Mohnot and his team deserve not only our congratulations but also our gratitude for explaining complex things in such a lucid manner as they have done in these two volumes.

However, the biggest challenge in marketing this is the availability of knowledge on demand on the net 24 x 7 virtually free. But this should not be a limiting factor because if one goes to net there is an overload of information and though it is as free as air, it is equally polluted as air. Therefore we still need people like Dr Mohnot to separate data from information and information from knowledge and knowledge from wisdom and use their wisdom to make us understand the concepts better.

Management and Economics are among the ever-growing disciplines where the lexicon seems to keep changing. In management several concepts and ideas have shorter shelf life and become passing fads sooner than later.

Dr Mohnot has been successful in putting together a team of experts to conceptualize and prepare a comprehensive, yet concise, encyclopaedia of management economics. The two volumes are exhaustive in coverage of topics but concise in the treatment of each topic. Thus they will be found to be particularly useful to the managers, but practicing and prospective.

The A to Z coverage of the subjects is reflected as the concepts dealt with include fiscal equity, global village, six sigma, yield curve and zero defect. There are a few annexures about noble laureates and other economists, leading management thinkers and strategies and leading institutions and associations as well as tables depicting national currencies, random numbers and those for calculate present and future values of cash flows. It is heartening to find

BooReview


TITLE : Fourth Generation R&D,Managing Knowledge, Technology and Innovation

AUTHORS : William L. Miller and Langdon Morris

PUBLISHER : John Wiley & Sons Inc.

REVIEWER : Dr. Vinay Kumar, Former Advisor and Head Technology Management Division, DSIR, Ministry of Science & Technology, Government of India

Innovation has always been important but perhaps at no point of time in the past organisations have been looking so keenly towards innovation for attaining competitive advantage, as now. The way businesses operate today has changed very substantially – they are operating in global economy where manufacturing and technology flows are taking place across organisational as also national boundaries, strategic alliances and ownership changes are taking place very rapidly, advancements in technology are reaching exponential proportions and users are demanding value for their money. In such a milieu how does an organization become competitive? Innovation is the key. But innovation is complex, difficult and multidimensional. The book on Fourth Generation R&D suggests a new approach to innovation and R&D to meet the changing environment effectively. The book presents how knowledge, technology, R&D and innovation need to be suitably linked so that an organisation consistently outperforms others. It is amply illustrated with interesting figures that considerably helps in understanding the concepts presented. The Chapters are suitably interlinked. The book is practical oriented and several examples have been cited from various sectors including Case Studies from organizations like Ford, Hewlett-Packard, Intel, Motorola, NASA, Nike and Xerox.

The book has eight Chapters. The First Chapter is thtitled “4 Generation R&D”. It explains how the

stconcept of R&D has moved from 1 Generation to rd th

3 Generation R&D and why 4 Generation R&D is

thimportant now. The distinguishing feature of the 4 Generation R&D is that it integrates customers and other partners in the entire conception and development process of the product or the process. It emphasises that driving forces of advancing technology, globalisation and increasing competition have made it clear that there is no substitute to effective innovation. The Chapter explains the difference between continuous and discontinuous innovation. It suggests that responsibility for carrying out innovation lies with the entire organization and extends to include suppliers, customers and other external partners as well. The authors say that the goal finally should be to provide new value to customers and simultaneously create or enhance firm's competitive advantage in the market place. The authors also suggest a position of Chief Innovation Officer (CINO) whose responsibilities will encompass the many elements of the innovation process.

The second Chapter is titled “Competitive Architecture: The External Framework”. It refers to three critical dimensions of innovation – the economy in which it operates, i.e. knowledge economy, the learning and the organisation structure through which innovation actions are accomplished. The Chapter presents the integration of these three dimensions.

The third Chapter is titled “Organisational Capability: the Internal Framework”. While the external structure is defined in terms of customers, suppliers and competitors, the internal structure is defined by people and their knowledge, tools,


Book Review

technology and work processes. The Chapter explores many of the facets of organisational capability which is reflected in the methods by which knowledge is sought out, documented, shared, managed and applied. The Chapter explains the difference between tacit and explicit knowledge. It also brings out that though knowledge was important but organisations should move on to path of wisdom.

The fourth Chapter is titled “The Knowledge Channel and Market Development” It suggests that strategy for innovation would depend upon nature of competitiveness and organisational capability. Organisations should realise the change in market environment and that there was a shift from technology driven to demand driven markets. The authors have brought out that today the focus was on relationships rather than on transactions and as such new methods of marketing, R&D and customer support should be evolved. Traditional market research may be valid in continuous innovations but may be misleading when applied to discontinuous innovations.

The fifth Chapter is titled “Managing Knowledge and Financial Assets”. In the Chapter, new forms of accounting and new practices are suggested to support the innovation process as traditional techniques like the Discounted Cash Flow (DCF) may not be very appropriate in situations of uncertainty usually associated with innovations.

The sixth Chapter is titled “Organisational Architecture” The authors suggest new organisational design taking into consideration various issues like obstacles to innovation, sustaining innovation, learning and unlearning, hierarchy issues and specialisation.

The seventh Chapter is titled “Organisational Capability Development”. It suggests a model for organisational capability development. To achieve success, the authors suggest, a process of development and enhancing individual and organisational capabilities and that it should be an integral part of the organisation and should include suppliers and customers as part of the system. The Chapter describes a model for organisation capability development. It also suggests how managers should manage their time in the new environment.

The eighth and the last Chapter is titled “The Innovation Business Process” It describes the key elements of the innovation business process. It gives detailed description, phase wise and stepwise how innovation business process could be developed.

Practicing executives in industry, researchers, consultants, teachers, students and those who are involved in the subject may find this book worth reading.


Book Review

New Mantras in Corporate Corridors-From Ancient Roots to Global Routes, delivers an entertaining account and perspective on holistic globalisation. This book is an excellent resource to students, educators, and management enthusiasts. In reviewing this book, the principal criteria included content, organisation, and reference sources. While editing errors and organisational incongruities plague some of the chapters, many of the shortcomings of this first edition will likely be alleviated by later editions. These problems are only a minor distraction to the management story being told.

Starting with the Indian social setting in which management and leadership operates through the new corporate awakening influenced by the new management thought, the author shows the detailed progression of Indian ethos and international management concepts. The reader is taken on a journey through the world of society, social context and the foundational basis of new age ideas in the ancient texts and receives first-hand accounts from the thinkers, doers and dreamers who made it possible. The tone of the book reflects a learned appreciation for the marvel of management.

The author, Subhash Sharma, is a proven management thinker and author specializing in management and institution building with an emphasis on Indian ethos for better management. In addition to conceptualizing and development of WISDOM (Women's Institute for Studies in Development Oriented Management) at Banasthali, Rajasthan and the Founder Director, Indian Institute

TITLE : New Mantras in Corporate Corridors-From Ancient Roots to Global Routes

AUTHOR : Subhash Sharma

PUBLISHER : New Age International Publishers.

REVIEWER : Dr. Neeta Baporikar, International Institute of Information Technology, Pune.

of Plantation Management, Bangalore, he has been instrumental in establishing, Indian Business Academy at Bangalore and Noida. His educational accomplishments include earning his doctoral degree from the University of South California, Los Angeles, as well as his Post Graduate Diploma in Management from IIM, Ahmedabad. Sharma's multifaceted background establishes him in a strategic position to gather and assemble key pieces of management thinking that span the globe.

The organisation of New Mantra in Corporate Corridors allows the reader to easily follow the evolution of management thinking inline with Indian ethos. The book is divided into four parts and consists in all thirty three chapters. Opening with Social Setting & Ancient Text in New Context, the book progresses, through the Management Ideas in Arthasastra, Corporate Gita, Corporate Rishi-Towards Enlightened Leadership, Strategic Gearing & Enterprise Performance Improvement Models and Management Thought, Social Discourse & Spiritual Concerns: Towards New Corporate Awakening through 1999 with glimpses of the 21st century and beyond. The annexure conclude with a listing of researchers' corners. While it is impossible to thoroughly explore all topics, the detailed bibliography provides sources for obtaining more information. This format spotlights the key phases of new mantras in corporate corridors and the ancient roots which will pave way for global routes and development.

The construction of the book meshes well with its organisation and lends itself successfully to the


Book Review

firsthand accounts provide deeper insight into what, in some management books, is just a listing of factual information. The author supplies an in-depth analysis of various aspects of management theory and practices often glossed over in management books. Some of the areas explored include the development of new corporate awakening. Western and eastern synthesis. As evidenced by the stories recounted throughout the volume, early management thinkers were part mechanic, part inventor, and part adventurer in order to survive.

New Mantras in Corporate Corridors-From Ancient Roots to Global Routes is a collection of significant events in Indian management accented by the people who made it happen and correlated with world affairs. The book's use of diagrams, figures and vivid stories helps to make the advancements come to life as something more than significant events on a timeline. While at times the stories may clutter the page, they also breathe life into what is considered by many to be a dull subject. The author's enthusiasm for the topic is obvious throughout the book. More thorough proofreading could help alleviate some of the confusion that is caused by typos and a few improper linkages. The credibility of the content does not suffer due to these obvious errors which will likely be corrected in the next edition.

study of different time periods in history. Each chapter is broken down into sections, which typically fit logically into the topic of the chapter. All chapters are composed of several defining parts that maintain a sense of continuity throughout the volume. Within the text of the chapter, there is an assortment of breakout boxes that either describes an event or model, provides historical evidence to support models and theories, or relates bibliographical information. -The book is well-referenced, making skillful use of first-person sources.

The orderliness of the book conforms to an academic curriculum. While the chapters create neatly parceled packages, certain areas seem forced to conform to the chapter plan. These subjects can be better covered by creating another chapter or by parceling them into both earlier and later sections. In this situation, the author provides good material and content, which is hampered by poor organization. Overall, a detailed story of the advancement of management in Indian ethos is shown in readable and entertaining style.

Sharma presents a broad analysis of new management mantra, models and tools that enhance our understanding of management and social thought. Each chapter is filled with pictures and colorful quotes from people of that era. These


Book Review

Managers hold the responsibility of developing and nurturing mutual trust and under standing among all team members. Management has no more critical role than to motivate and engage large numbers of people to work together towards a common goal. Defining and explaining what the goal is, sharing a path to achieve it, motivating people to take the journey together, and assisting them by removing obstacles are the managements reason's for being. Managers must engage the minds of people to support and contribute their ideas to the organization.

What does one do if management makes it difficult for people to work? The ideal way would be gentle yet impactful way of inspiring in a totally hands-off manner of nurturing without being critical or judgmental. How not to micromanage yet beat the path of success.

Duane's leadership principles and Steve's how to create a team that functions just as well without you. The extra time can bring abreast of market trends, set new services, improve and make the processes efficient and the business effective and yet inspire the team.

Duane says trust is the key, rekindle the human spirit – be a mentor and coach to your people. Neither they withdraw nor resent you when you criticize. They do not hold a grudge against you instead you give them a chance to become a partner in leadership. By retaining power and leadership as a manager you increase your stress levels and negative feelings increase in your team and there is no harmony.

Title : The Hands-off Manager How to Mentor People and Allow them to be Successful

Author(s) : Steve Chandler and Duane Black

Publisher : Wiley India

Reviewer : Mr. Deepak Agarwal

Be a creative manager and find out how people can fit rather than fixing those that do not fit. This respect for people provides employment security, make them participate actively and improve their job. By avoiding the critical role you motivate them, form cohesive teams leading to common goals. We must engage them to support and contribute their ideas to the organization. One cannot be bold and decisive through out the day because you make mistakes. Be hands off, a quite mind leads to a strong mind. To get power one must let go.

When a team does not work it is not a team building issue, the deep-rooted cause to the problem is obviously a leadership issue, but will the manger accept that? How does one react with this fall from a lofty position? It might be counter intuitive.

As a manager one has to redefine success, take on a mental position without being positive or negative, solve problems without worry, be relaxed and then focus, trust ones team and you might think it's a formula for disaster – but its what the duo recommends to get ahead –way ahead. Nuture your team it will grow to be a huge fruit-bearing tree. It will bear the sweet fruit of success and quench the hunger of one's organization goals.

It's a dare formula by Dunae and Steve – you might think you lose power as a manager but instead you gain the power of your entire team to be managers. Its tried and tested, it's an instant formula in the “THE HANDS- OFF Manager” – You only need to open the jar to use it.


Book Review

Deirdre Gruiters

Deirdre Gruiters is a business women with extensive experience in the financial services industry specialising in retail banking, corporate banking and learning and development. She has a passion for continuous learning and sharing that passion with others. Her consulting background coupled with a solutions mindset ensures she is focussed on providing clients with creative and flexible solutions that meet their specific needs and align with business strategy and people management and development.

Sobhan Ghosh

Sobhan Ghosh is a Doctorate in Chemical Engineering from Indian Institute of Science, Bangalore. After spending about 35 years in Research and Development, primarily in the areas of petroleum refining, in the last few years he has moved into the role of a freelance consultant offering services in the area of Process and Research, through his own company, “Managing Innovation”. Dr. Ghosh has over 70 publications and more than 40 patents to his credit, including 20 US patents.

Minoo D Dastur

Minoo D Dastur, a Chartered Management Consultant with post-graduation in Business Management, is a Co-founder of Nihilent. He is the Executive Vice President & COO and serves as an Executive Director on Nihilent's global board.

Mr. Jayant Lakhlani

Mr. Jayant Lakhlani obtained his postgraduate degree in computer aided structural analysis and design from Gujarat University in 1991. He is having more that 16 years of experience and currently working as a consulting engineer at Rajkot. His fields of interest include development of unconventional structural systems and innovative use of structural materials.

Thallak G. Sitharam

Thallak G. Sitharam obtained his B.E. (Civil Eng.) from Mysore University in 1984, Masters from Indian Institute of Science (IISc), Bangalore in 1986 and Ph.D. from University of Waterloo, Waterloo, Ontario, Canada in 1991. He was a post doctoral researcher at University of Texas at Austin, Texas until 1994. Presently, he is a professor in Civil Engineering at Indian Institute of Science, Bangalore. His research interests are in the area of soil dynamics and earthquake geotechnical engineering. He also consults on projects related to specialized geotechnical investigations (measurement of dynamic properties and vibration isolation), slope stability in rocks and soils, underground spaces in rocks/soils and design of earth dams and tailing ponds and ground improvement.

Panjamani Anbazhagan

Panjamani Anbazhagan graduated in Civil Engineering (B.E.) from College of Engineering Anna University, Guindy, Chennai, 2002, and received his Masters in Soil Mechanics and Foundation Engineering from the same institute in 2004. In 2007 he obtained his Doctorate in Geotechnical Engineering at Indian Institute of Science (IISc), Bangalore, India. Presently, he is a Lecturer in Civil Engineering at Indian Institute of Science, Bangalore. His main interests are in earthquake geotechnical engineering, particularly hazard estimation using deterministic and probabilistic approach, site characterization, site response studies and liquefaction studies. His research involves site classification using standard penetration test data and shear wave velocity from multichannel analysis of surface wave (MASW) field testing.

Mr. Ravi Teja

Mr. Ravi Teja is currently working as Associate Vice President & Head - Enterprise Transformation Group with Nihilent Technologies Ltd.

Contributors' Profile


Dr. G V Ramana

Dr. G.V. Ramana, Associate Professor of Civil Engineering has been teaching at IIT Delhi for the last 12 years. Has guided five Ph.D. thesis, one M. S. thesis and 35 M. Tech theses primarily in the area of geotechnical earthquake engineering. He is the recipient of “Dr. Karl Terzaghi Gold Medal – 2003” by Indian Concrete Institute and Association of Consulting Civil Engineers (India Chapter) for contributions in geotechnical engineering. Associated with over 40 consultancy projects dealing with vibration assessment and isolation, site specific seismic design, liquefaction assessment and mitigation, testing of geosynthetics and design of ash ponds and landfills.

Yoseph Birru

Yoseph Birru was Head of Department of Civil Engineering, Head of Continuing Education and the Vice-Dean (Adminsitration and Development) of Arba Minch University, Ethiopia before joining IIT Delhi for his Ph.D. He was invloved in several consultancies such as (i) geotechical characterization of infrastructure facilities, (ii) project planning and management, (iii) numerical analyis of raft foundations and (iv) static and dynamic analysis of structures. His research interests are in the areas of seismic hazard analysis and pavements.

Dr. A S Bawa

Dr. A.S. Bawa has been working as Director, Defence Food Research Laboratory, Mysore since 14th Dec 2000. He graduated in Agriculture with Food Science and Technology as electives from Punjab Agricultural University, Ludhiana in 1972 and was awarded 'Certificate of Honour'. Subsequently he passed his M.Sc. Food Technology with distinction from Central Food Technological Research Institute, Mysore in 1974 and started his career at PAU, Ludhiana as Asst. Professor in January 1975. He was awarded Bulgarian Govt. as well as Canadian Commonwealth scholarships for higher studies abroad in 1978.

Dr. P S Raju

Dr. P S Raju, Sc 'F' obtained M.Sc. and Ph.D. (Botany, Plant Physiology) from Sardar Patel University in 1982 and 1987; respectively. He joined DFRL, Mysore in the year 1987 and is the Head of Department of Fruit and Vegetable Technology at present. His areas of R & D include development of postharvest handling, processing and storage techniques for fruits and vegetables. Several of the technologies and products were successfully evaluated for use in armed forces i.e. ethylene absorbents, non-invasive QC protocols, minimally processed fruits and vegetables, zero energy cooling and anti-freeze containers etc. The technologies are transferred to progressive entrepreneurs in civil sector. He is a recipient of several awards from DRDO and AFST(I) i.e. Gardener's Award, Technology Group Awards and Laljee Godhoo Smarak Nidhi Award.

Dr. O P Chauhan

Dr. O P Chauhan, Sc 'C' obtained M.Sc. and Ph.D. (Food Technology) from G B Pant University of Agriculture and Technology, Pantnagar in 1999 and 2002; respectively. He joined DFRL, Mysore in the year 2004. His areas of R & D include development of modified atmosphere protocols for whole and pre-cut fruits and vegetables, edible surface coatings, convenience foods, health foods, zero energy cooling and anti-freeze containers etc. The technologies and products are evaluated successfully in armed forces and also transferred for civilian use. He is a recipient of several awards i.e. Young Scientist Award (AFSTI), Young Scientist Award (DRDO), Laljee Godhoo Smarak Nidhi Award (AFSTI), Laboratory Scientist of the Year Award (DRDO) and Technology Group Award (DRDO).

Leo Mullins

Leo Mullins is a world expert on Digital Asset Management and Digital Rights Management, and the inventor of the unique approach to, and Web-service technology for, the point-of-use control of deployed digital assets. He has presented at major international conferences and had several papers published in leading international journals on the management of intellectual property as it relates to eCommerce and the Internet, as well as its growing impact economic impact and effects on corporate value. He is the Founder and major shareholder of an Australian digital management service company that has its beginnings, in 1996, as a management consultancy business to the oil and gas industry.


Contributors' Profile

AUTHOR GUIDELINES

Perspective

Consulting Ahead is devoted to the publication of articles advancing knowledge through research and cases in all sectors and disciplines of consulting. The objective of “Consulting Ahead” is to become a source of innovative thoughts, knowledge and information of concern for consultants and their clients and other stake holders namely policy makers, academicians and professionals from various disciplines. Our endeavor is to position this journal as a world-class journal on consulting.

Paper Submission

Articles

lAuthors should submit the typescript of minimum 1500 words and maximum 5000 words (preferably) electronically in MS Word (in British English), formatted with double-line space with 1- inch margin on all sides on A-4 size paper using Times new Roman font of size 12. Email address for submissions is consultingahead@ cdc.org.in.

lFor the purpose of blind review, name(s) along with complete contact details of all authors should be mentioned on separate page and the author(s) should not be identified anywhere in the script.

lAn abstract of not more than 200 words and a brief resume along with a passport size photograph of the author(s) should also be forwarded along with the article. Keywords (if any) should not exceed 10 words or phrases.

lTables/charts/graphs with self-explanatory titles should be prepared on separate sheets and numbered consecutively.

Book Reviews

lReviews not exceeding 1200 words about recently published books across the sectors of consulting may be forwarded for inclusion in the section, along with one copy of the book.

lReviewer should mention the name of title/ sub-title of the book, name(s) of author(s), name of publisher, place & year of publication, in addition to the name and contact details of the reviewer(s).

References

lFrom an Academic Journal paper:

Author of article, month & year of journal, title of article in inverted commas, title of journal underlined or in italics, Volume of journal, Issue number, Page number of the journal that the article begins on, or pages it starts and finishes on. For example : Fage, J.D. 1989 "African Societies and the Atlantic Slave Trade" Past and Present no. 125, November 1989 pp 97-115.


l

newspaper or journal, title of article in inverted commas, title of newspaper or journal underlined or in italics, page number, column number. For example: Swanton, O. 14.4.1998 "Trouble in Paradise? As a top US university develops a cyber campus Oliver Swanton explores its aims." The Guardian Higher Education Supplement p.vi cols 1-5.

lFrom a paper in Edited Volume:

Author of article, month & year of publication, title of paper in inverted commas, name(s) of editors in italics, title of publication, place of publication, name of publishers and page number. For example, Karp RM., 2002, Reducibility among combinatorial problems, In: Miller RE, Thatcher JW, Complexity of computer computations. New York, Plenum Press, pp. 85-103.

lFrom a book :

Author of the book, year of publication, title of the book, name of publisher and place of publication. For example, Chase R.B., Aquilano N.J., and Jacobs F.R., 2002, Operations Management for competitive advantage, Tata McGraw-Hill Publishing Company Ltd, New Delhi, India.

lFrom unpublished thesis, working paper etc.

Author of the paper, month& year, title of paper, description of paper and place. For example, Magazine M. 2002, Optimal policies for queueing systems with periodic review. Unpublished Ph.D thesis, University of Florida, USA.

lFrom a website :

Author name, Year, 'Article title', Journal Title, volume, issue, viewed Day Month Year, <URL>. For example: Griffith, AI 1995, 'Coordinating family and school: mothering for schooling', Education Policy Analysis Archives, vol. 3, no. 1, viewed 12 February 1997, <http://olam.ed.asu.edu/epaa/>.

Review Process

a) Firstly, on receipt of the articles/ book reviews, authors should receive an acknowledgement, normally within 10 days.

b) The Editor/ Executive Editor will then scrutinize the articles/ book reviews for their appropriateness to the scope of the journal.

c) Articles/ book reviews found appropriate for the Journal would then be sent out for blind review. The blind review normally assesses the quality of the paper according to the criteria that includes the relevance, clarity and originality, extent of knowledge advancement, understanding and their likely contribution towards the development of consulting profession.

d) Based on the recommendations of reviewers, the Editorial Team then decides whether the paper should be accepted as it stands, accepted subject to minor revisions, resubmitted for review after major revisions, or rejected. The authors will receive feedback on the decision.

From a newspaper article or non-academic Journal paper : Author of article, month& year of



Declaration by Author(s)

Following Declaration is to be sent by Author(s) along with their manuscript.

DECLARATION

(i) The author(s), as beneficial owner assigns to CDC the copyright in the article to be published in the Consulting Ahead for the full legal term of copyright. This assignment includes the right to publish the article in electronic form, printed, online, CD-ROM, microfiche or in other form;

(ii) The author(s) empowers the Editor of the Journal to make such editorial changes as may be necessary to make the article suitable for publication.

(iii) The author(s) warrants that the contents of the article is the author's original work, has not been published before, and is not currently under consideration for publication elsewhere; and that the Article contains no libelous or unlawful statements and that it in no way infringes the rights of others, and that the author, as the owner of the copyright, is entitled to make this assignment;

(iv) If the article was prepared jointly by more than one author, the author warrants that he/ she has been authorised by all co-authors to sign this declaration on their behalf.

I have read the guidelines and agree to the conditions mentioned above.

Signature & Full Name of AuthorComplete Postal Address

(along with phone/fax and email address)

To

Editor – Consulting Ahead


Core IVB, India Habitat Centre

Lodhi Road, New Delhi – 110003

Tel.: 011 - 24602915, 24601533, 24601533

Fax: 011 24602602

Email: [email protected]

Website: www.cdc.org.in

Consulting AheadA comprehensive Journal on Consulting

To share innovative thoughts, knowledge and information of concern for consultants, clients, policy makers, academicians and professionals from various disciplines.

Subscribe now to ensure receiving the Journal regularly

Yes, I/We want to subscribe “Consulting Ahead” for 1 Year 2 Years 3 Years

Attached is my/ our DD/ local cheque favouring “Consultancy Development Centre” at New Delhi,

For Rs. ____________ (Rupees _________________________________________________)

DD/ Local Cheque No. _________________ dated____________ drawn on _________________

Please send the issues to the following address :

Name ________________________________________________________________________

Designation___________________________________________________________________

Company_____________________________________________________________________

Address______________________________________________________________________

City _______________________________________________ Pincode __________________

Tel.________________________ Fax_________________________ Mob _________________

Email ________________________________________________________________________

Send Your Local Cheque (or) Demand Draft drawn in favour of“Consultancy Development Centre” payable at New Delhi

For Advertisements and other queries, please contact :

Editor - “Consulting Ahead”, CONSULTANCY DEVELOPMENT CENTRE (CDC)nd

Core-4B, 2 Floor, India Habitat Centre, Lodhi Road, New Delhi – 110 003Tel : 011-24602601; Fax: 011-24602602

Email : [email protected] Website : www.cdc.org.in


For more information, contact

Core 4B 2nd Floor, India Habitat Centre, Lodhi Road, New Delhi 110 003Tel: 91 11 24602601, 24602915, 24601533 Fax: 91 11 24602602

Email: [email protected] Website: www.cdc.org.in


CONSULTANCY DEVELOPMENT CENTRE

VISION

MISSION

OBJECTIVES

THRUST AREAS

ACTIVITIES

Consultancy Development Centre (CDC) is an Autonomous Institution of the Department of Scientific and Industrial Research (DSIR), Ministry of Science and Technology, Government of India set up for promoting and strengthening of consultancy skills and capabilities including exports and promote cooperation with other countries.

To be a Knowledge Centre for Professional Services.

To improve business climate and promote consultancy profession through capacity building, sharing best practices and incorporating quality, integrity and sustainability in Professional Services.

To be the nodal agency on Professional ServicesTo promote development of consultancy sectorTo promote Quality, Integrity and Sustainability development in Professional ServicesTo enhance capacity of consultancy/ expertsTo be export promotion Council of Professional ServicesTo be Regulator of Professional Services

EducationCapacity Building Export of Services of Experts/ Consultants/ Technologists/ ScientistsPromotion of Consulting as a career option among women/ young professionals

Educational Programmes in Consultancy ManagementCompetency Building through Training and Skill UpgradationFacilitation in Selection of ConsultantsConsultancy Business PromotionPublications - Journal, Reports, NewsletterProjects and Study Assignments for development and promotion of consultancyInternational Cooperation through the Technical Consultancy Development Programme for Asia and the Pacific (TCDPAP)Policy Initiatives for providing Consultancy Services in the country

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE (BITS), PILANIwww.bits-pilani.ac.in

In collaboration with

CONSULTANCY DEVELOPMENT CENTRE (CDC)(DSIR, Ministry of Science & Technology, Govt. of India)

www.cdc.org.inOffer

M. S. in CONSULTANCY MANAGEMENT

Birla Institute of Technology & Science (BITS), Pilani in collaboration with Consultancy Development Centre (CDC), offers working professionals a unique opportunity to attain higher degree in M.S. Consultancy Management. This four semester degree caters to the requirements of consulting professionals and aims to help them tap the immense market potential in consulting business.

To expose professionals to Consulting process, practices and tools.

To impart basic consultancy, project management and comprehensive problem solving skills to professionals and working executives.

To encourage professional to opt consulting as a career option.

To develop skills and expertise for internal consulting in organizations.

Standard delivery model at all centres

Combination of following pedagogies

a) Self Study b) Contact classes

c) E-coaching d) Experimental live project

Course material developed by experts to facilitate self study

Contact classes

To be held during first and second semesters at the four centres. The venue would be :

CDC,India Habitat Centre, Lodhi Road, New Delhi

RV Institute of Management, Jayanagar, Bangalore

Park Global School of Business, Greams Road, Chennai

IETE, Osmania University Campus, Hyderabad

OBJECTIVES OF PROGRAMME

DELIVERY

Consultancy SkillsProject Management SkillsProblem Solving Skills

Eight days during four weekends(Saturday and Sunday) in each of the first two semesters

Duration 9AM-6PM on each day with lunch break of 45 minutes

E-coaching comprising learning through interactive web portal. Course wise mentor to answer queries of students.

Experimental live project comprising consulting assignment involving problem, diagnosis, intervention and outcome with specific value addition to the are of activity chosen

Qualifications-Integrated First Degree of BITS or its equivalent(BE/ B. Tech, M.Sc., MBA, MCA)

M. Com, ACA and ACS or equivalent with aptitude for quantitative methods

Experience-Minimum one year of post qualification experience

Batch will start from June/July each year and application forms are available on BITS website http://www.bits-pilani.ac.in/ dlp-home during April.

Duration : 2 yrs (4 semesters)

Fee Structure : Rs. 90,000 for two years (4 semester)

For more information, please contact

Programme Coordinator (MSCM)Consultancy Development Centre

nd2 Floor, Core IV-B, India Habitat Centre Lodhi Road, New Delhi – 110 003Phone: 011- 24682055 (D), 9891908211, 9868270969 24602601, 24601533, 24602915Fax: 011- 24602602 E-mail : [email protected]: http://www.cdc.org.in/login.aspx

ELIGIBILITY

CDC is an autonomous institution of the Department of Scientific and Industrial Research, Ministry of Science and Technology, Government of India. This programme is being offered under the off-Campus Collaborative

Programmes of BITS, Pilani.

MS CONSULTANCY MANAGEMENTGOES ALL INDIA

MS CONSULTANCY MANAGEMENTGOES ALL INDIA

Birla Institute of Technology & Science

Enhance your

journal-2008 with serial - CDC Ahead July08... · 2019-07-12 · with the Ethiopian Building Code...

Documents

Transcript of journal-2008 with serial - CDC Ahead July08... · 2019-07-12 · with the Ethiopian Building Code...