e-magazine of the department of mhrm, iiswbm_feb09

8/14/2019 E-magazine of the Department of MHRM, IISWBM_Feb09

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“ ““ “To bring anything into your life, imagine that it’s already there.” To bring anything into your life, imagine that it’s already there.” To bring anything into your life, imagine that it’s already there.” To bring anything into your life, imagine that it’s already there.” –––– Richard Richard Richard Richard Bach.Bach.Bach.Bach.

Imagination is the process of harnessing and utilizing the creative power of the mind. Imagination resides in the boundless realm of the mind where you can travel anywhere at the speed of thought. When you soar with the wondrous When you soar with the wondrous When you soar with the wondrous When you soar with the wondrous creative powers of your imagination, you possess a first creative powers of your imagination, you possess a first creative powers of your imagination, you possess a first creative powers of your imagination, you possess a first- -- -class ticket to the life class ticket to the life class ticket to the life class ticket to the life of your dreams.of your dreams.of your dreams.of your dreams. Imagination has been the tool of all the great innovation of the world.

This imagination, powered with innovation can help us invent newer avenues in the future path as we traverse as young professionals.

We welcome you all to the very first edition of “E “E “E “E- -- -mag! mag! mag! mag!ne” ne” ne” ne” the E magazine brought out by the students of Masters in Human Resource Managem Masters in Human Resource Managem Masters in Human Resource Managem Masters in Human Resource Management ent ent ent department (MHRM) of Indian Institute of Social Welfare & Business department (MHRM) of Indian Institute of Social Welfare & Business department (MHRM) of Indian Institute of Social Welfare & Business department (MHRM) of Indian Institute of Social Welfare & Business Management Management Management Management (IISWBM).(IISWBM).(IISWBM).(IISWBM). The purpose of E EE E- -- -mag! mag! mag! mag!ne ne ne ne is to update its readers with events in the corporate scenario as well as to enlighten them with clarity of

thought and ideas with illustration of basic management concepts.

Our journey begins with the inspirational inputs from our mentors, our learned faculty members. Without their guidance and support, our initiatives would never have reached the acumen of success. Expression of thought finds a new facade in our sections of photography, sketches and poetry. And in case

you want to catch up with the latest trivia connected to our department, our Campus Byte section is a must for you!



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We would like to thank everyone who has contributed to this magazine and we sincerely hope to receive more contributions for our future editions.

Please feel free to write to us at [email protected] with your feedback and suggestions. We would appreciate all your ideas and inputs.

Hope you enjoy reading the very first edition of E EE E- -- -mag!ne mag!ne mag!ne mag!ne and the ones that follow.

Warm Regards

Team E-mag!ne TEAM E-MAG!NE

EDITOR: SRIMOYEE RAY

BIKRAM SARKAR

DESIGN: BIKRAM SARKAR

PORTRAITS : MALINI SENGUPTA



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INDIAN INSTITUTE OF SOCIAL WELFARE ANDINDIAN INSTITUTE OF SOCIAL WELFARE ANDINDIAN INSTITUTE OF SOCIAL WELFARE ANDINDIAN INSTITUTE OF SOCIAL WELFARE ANDBUSINESS MANAGEMENT (IISWBM),BUSINESS MANAGEMENT (IISWBM),BUSINESS MANAGEMENT (IISWBM),BUSINESS MANAGEMENT (IISWBM), the first Bfirst Bfirst Bfirst B----SchoolSchoolSchoolSchool in India was inaugurated on April 25, 1953by Late Dr. B.C RoyLate Dr. B.C RoyLate Dr. B.C RoyLate Dr. B.C Roy, the then Chief Minister of West Bengal. The institutions foundation stonewas laid down by the first Prime Minister of IndiaLate Pandit Jawahar Lal Nehru.Late Pandit Jawahar Lal Nehru.Late Pandit Jawahar Lal Nehru.Late Pandit Jawahar Lal Nehru.

The institutes alumni include eminent personalities like Mr. L. N Mittal,Professor D. K. Sanyal, Srimati Renuka Ray, (Late) Sumantro Ghosal toname a few

IISWBM, the only B-School on whose name apostage stamp has been issued by the Governmentof India on its completion of 50 years of academic

glory on 25 th

April 2003IISWBM was the first B School to have honourable formerPresident Dr. A. P. J. Abdul KalamDr. A. P. J. Abdul KalamDr. A. P. J. Abdul KalamDr. A. P. J. Abdul Kalam in ourconvocation held on December 16 th 2006.

Dr.Kalam congratulated the graduating students of IISWBM and quoted “I am confident that the young

graduates of IISWBM will certainly imbibe thequality of creative leaders and be partners in the

transformation of West Bengal into a developedstate.

IISWBM introduced a special course Masters of Human Resource Management (MHRM) which hasbeen designed to give the students a liberal businesseducation, preparing then to manage mostsignificant aster of an organization i.e. Human capital



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From the Director’s DeskFrom the Director’s DeskFrom the Director’s DeskFrom the Director’s Desk 6666

‘Satyam’ about socializing priv ‘Satyam’ about socializing priv ‘Satyam’ about socializing priv ‘Satyam’ about socializing private lossesate lossesate lossesate losses 9999

Brand “YOU”Brand “YOU”Brand “YOU”Brand “YOU” 12121212

Strategic HRM Strategic HRM Strategic HRM Strategic HRM 16161616

Rhyme & ReasonRhyme & ReasonRhyme & ReasonRhyme & Reason

You win some.. you lo You win some.. you lo You win some.. you lo You win some.. you lose some se some se some se some 19191919 20202020

Picture ThisPicture ThisPicture ThisPicture This

The new age MBAThe new age MBAThe new age MBAThe new age MBA 21212121Yesterday.. Once more Yesterday.. Once more Yesterday.. Once more Yesterday.. Once more 22222222

Campus Byte Campus Byte Campus Byte Campus Byte 23232323



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Professor P.K.Misra,Professor P.K.Misra,Professor P.K.Misra,Professor P.K.Misra,

Head, MHRM &Head, MHRM &Head, MHRM &Head, MHRM &Director, IISWBMDirector, IISWBMDirector, IISWBMDirector, IISWBM

Student of Masters in HumanResource Management (MHRM)Indian Institute of Social Welfareand Business Management have taken initiative to start e magazine.The magazine besides unleashing the creative potential of thestudents will help in sharing

knowledge. The magazine will alsoprovide an interactive forum for thestudents of IISWBM and otherBusiness Schools. I am indeed veryhappy for this, being Head, MHRMand Director, IISWBM.

The economic liberalization hasspurred industrial growth and

brought in fierce competition. The

industrial growth has createdsegments of industry, which can becategorized as sectors.

Some of the sectors are:

FinancialFinancialFinancialFinancial –––– banking, insurance &banking, insurance &banking, insurance &banking, insurance &CapitalCapitalCapitalCapital investment servicesinvestment servicesinvestment servicesinvestment services

SoftwareSoftwareSoftwareSoftware

TelecommunicationTelecommunicationTelecommunicationTelecommunication

EnergyEnergyEnergyEnergy

Transport & LogisticsTransport & LogisticsTransport & LogisticsTransport & Logistics

Hotel and Hospitality includingHotel and Hospitality includingHotel and Hospitality includingHotel and Hospitality includingTourismTourismTourismTourism

Health CareHealth CareHealth CareHealth Care

MediaMediaMediaMedia

RetailRetailRetailRetail



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PharmaceuticalsPharmaceuticalsPharmaceuticalsPharmaceuticals

Automobiles Automobiles Automobiles Automobiles

Manufacturing industry other thanManufacturing industry other thanManufacturing industry other thanManufacturing industry other thanautomobilesautomobilesautomobilesautomobiles

ConstructionConstructionConstructionConstruction –––– infrastructureinfrastructureinfrastructureinfrastructure

Oil and NOil and NOil and NOil and Natural Gasatural Gasatural Gasatural Gas

TextileTextileTextileTextile

Agriculture products etc Agriculture products etc Agriculture products etc Agriculture products etc

The market is customer driven. The

customers require products, whichmeet their specific needs in terms of functions, quality, cost andavailability. To produce, sell andservice these specific products,special skills are needed. In order tosurvive and grow, the futureprofessional managers will have to

be equipped with these special skills.Those of the managementinstitutes, which can cope up with, these special requirements are going to flourish.

The management institutes willhave to develop students asprofessionals. Mere academic

knowledge with the buddingmanagers is not going to fully serve the needs of the industry. Thepersonality of students has to be transformed into a professionalmanager, having ability to survive the stresses and strain of thecompetitive market conditions and

possessing necessary special skillsneeded for the specific sector.

This will mean that the studentshave to be observed and trained incampus. The management courseswill have to be residential to enable the faculty to observe and develop

students as professionals. In order to cater to the special needs of eachsector, the students may have tochoose the area of specializationfrom the day they join the trainingin a management institute.

Selling pharmaceutical products isvery different from sellinginsurance. Similarly production of steel is different from operations inan electronics industry.

The industry has to be a partner of management institutes in trainingof students. In addition, resourcesin terms of the faculty with

experience in specific sectors willhave to be provided. This perhapswill be most difficult to obtain. In the absence of adequate in houseresources, the institutes will have todepend on outside help. Personswith suitable experience in theindustry, and penchant for teaching

may be able to establish educationalconsultancy companies to cater tosuch needs.

A new system of education is fastemerging in which the institutionspartner other managementinstitutes for mutual help throughonline teaching. A large number of

colleges catering to distance



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education already exist. Many of them have specialized resources in

some areas. These institutes havealready perfected distanceeducation. Their help in selectedareas ‘on line’ will be needed moreand more. The systems likeeducation through video

conferencing and virtual classroomsin the required areas may have to be

introduced.

The e magazine, which is beinglaunched, should be able to meetsome of these emerging needs inmanagement education. I see abright future for this magazine. Icongratulate the students for taking

this initiative. I wish them success in their endeavour.



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PRITHAPRITHAPRITHAPRITHA BASU,BASU,BASU,BASU, MHRM 2008MHRM 2008MHRM 2008MHRM 2008----2010201020102010

“Balance shee Balance shee Balance shee Balance sheet with an inflated cash and bank t with an inflated cash and bank t with an inflated cash and bank t with an inflated cash and bank balance of Rs 5,040 crore, Non balance of Rs 5,040 crore, Non balance of Rs 5,040 crore, Non balance of Rs 5,040 crore, Non- -- -existence of existence of existence of existence of Accrued interest of Rs 376 crore, Accrued interest of Rs 376 crore, Accrued interest of Rs 376 crore, Accrued interest of Rs 376 crore, Rs. 1,230 Rs. 1,230 Rs. 1,230 Rs. 1,230 crore was arranged to Satyam, but was not crore was arranged to Satyam, but was not crore was arranged to Satyam, but was not crore was arranged to Satyam, but was not reflected in the books." reflected in the books." reflected in the books." reflected in the books."

The recent accounting fraud at SatyamComputers Ltd, one of the top five IT companies of India, has raised severalquestions on corporate ethics andaccountability, the Role of Regulators inCorporate Governance and also the age oldissue of privatizing profits and socializingprivatizing profits and socializingprivatizing profits and socializingprivatizing profits and socializinglosses.losses.losses.losses. And it is very much evident from thefact that corporate India and their sponsors in

the Government are trying to project thisfiasco more as an aberration rather than adeliberate act. There is a noticeable reluctance to acknowledge and address, the systemicissues involved both on the part of government as well as the judiciary althoughSEBI is now trying to probe insider tradingcharges against the Satyam Board members.

Since the period of liberalization, Indiancorporate, backed by the Government have

tried to emulate the American financial andcorporate governance systems by making the

economic activities more liberated andcurbing the scope of vigilance. One of thosedrawbacks of liberalized capital markets is thatit leads to an obsession with the stock marketvaluation of firms. The problem getscompounded when the firms feels thepressures to make huge sums of money in avery short period, through speculative capitalgains rather than real value addition. As aresult of this prevalent trend, the Americansystem has been badly exposed in the recentsub-prime meltdown and the consequentbankruptcies of leading financial entities. Butas we all know the Federal government came to the rescue of these big shots sighting

socio-economic reasons. Frankly this is quitea familiar scenario all over the world and Indiais no exception in this regard.

The same thing happened with Satyam, themanipulation of accounts was going on foryears in innumerable ways basically to inflate the firm’s profits in order to gain from higherstock prices and market capitalization. And through this Ramalinga Raju had made hugecapital gains in the stock market and alsobeing an IT company enjoyed an almost zero



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tax regime and also floated real estateventures like Maytas, which was again heavilyrewarded with land and lucrative contracts by

the Andhra Pradesh Government. So beyondany sort of reasonable doubt it can be stated that Satyam has made maximum utilizationof its corporate image and status to maximizeprofits. And during this entire time whilstSatyam was busy making unfair profits it didevery possible thing to evade its socialresponsibilities. But sadly the governmentcannot escape its social responsibilities or insuch cases we can say it has to bear the losses

created by the private sector.

.

But in this case the Government's decision todefer the bail-out package for Satyam isunquestionably appropriate as bailing out

Satyam by using tax payers’ money, wouldamount to yet another squalid instance of socializing private sector losses. Apparently, ithas recognized the fact that consideringfinancial help for a hoaxer is not a social,economic or ethical option. More so, when it

recognizes the failure of different government

mechanisms such as auditors, regulators andbanks. But at the same time to address theinterests of more than 50000 employees of Satyam and save the global reputation of “Brand India”, the government has to ensure that the enterprise continues to functionviably so that the jobs and salaries stayprotected.

The Satyam incidence is not a stray incidenceat all, majority of the companies indulge in

such practices to a variable extent. A privatesector company adhering to unethicalstandards and drawing off public money toserve personal ends of its promoters and CEOdoes not deserve any pity or leniency. And the bail-out of Satyam would only fuel theissue of privatization of profit andsocialization of losses. But let’s face it‘maximizing profits in minimum time’ is thename of the game in the era of capitalism and

LPG. So without moving away from today’sparadigm of liberalized markets “liberalizationwith regulation” is the need of the hour.



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SRIMOYEE RAY, MHRM 2008SRIMOYEE RAY, MHRM 2008SRIMOYEE RAY, MHRM 2008SRIMOYEE RAY, MHRM 2008----2010201020102010

Walter Landor, one of the greats of

the advertising industry, said:

"simply put,simply put,simply put,simply put, a brand a brand a brand a brand is a promise is a promise is a promise is a promise. By . By . By . By identifying and authenticating a identifying and authenticating a identifying and authenticating a identifying and authenticating a product or service it delivers a product or service it delivers a product or service it delivers a product or service it delivers a pledge of satisfaction and quality." pledge of satisfaction and quality." pledge of satisfaction and quality." pledge of satisfaction and quality."

More rightly put A brand is a A brand is a A brand is a A brand is a collection of perceptions in the collection of perceptions in the collection of perceptions in the collection of perceptions in the

mind of the consumer mind of the consumer mind of the consumer mind of the consumer

Most people have a generalunderstanding of brands, which areomnipresent1 in this commercial,market-driven society in which wefind ourselves. An important aspectof brands is that they are abstract .

Think about the following brands.What abstract quality does each

invoke for you?

NNNNikeikeikeike,,,, PepsiPepsiPepsiPepsi,,,, StarbuckStarbuckStarbuckStarbuckssss,,,, VolvoVolvoVolvoVolvo

If you are like most consumers,each of these brands has anidentifiable personality. The goal of the Pepsi brand is to ensure thatyour mental construct of Pepsi is

not about colored sugar water; it isabout re-establishing yourconnection with your youthwhenever you drink a Pepsi. Volvomakes cars, but what they reallyprovide is safe transportation foryou and your loved ones. Nikemarkets sneakers, but in actuality

identifies the inner athlete, the



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talented, confident, successfulcompetitor lurking inside. Starbucks

sells coffee, but what each Starbuckscafe represents is a warm,comfortable gathering place. Themarketing theory is that byassociating these abstract, highlycompelling qualities that consumersdesire with specific products, thoseconsumers are more likely to

purchase those products, and toderive pleasure, and thus value,from those products, far beyond their utilitarian benefits.

Personal Branding Personal Branding Personal Branding Personal Branding

“When Tom Peters first wrote “When Tom Peters first wrote “When Tom Peters first wrote “When Tom Peters first wrote about Brand You, it was cool. Now about Brand You, it was cool. Now about Brand You, it was cool. Now about Brand You, it was cool. Now

it's life or dea it's life or dea it's life or dea it's life or death th th th .”.”.”.”

Personal Branding is the art of attracting and keeping more clientsby actively shaping publicperception..

External brand External brand External brand External brand

The external brand is how oneprojects oneself to the world. Thereis an element of choice here. Onecan decide what to say or write inorder to convey a certain image.

One’s projected image will influencewhat others think of him and how

they might choose to interact withhim. One may stumble upon thisimage accidentally,or one can deliberately target aspecific type of image.

I think the best external image toproject is the one you believe best

reflects who you really are. BeingBeingBeingBeingoneself simply means being honest.oneself simply means being honest.oneself simply means being honest.oneself simply means being honest.

Paying attention to one’s externalimage needn’t become an ego trip.Really it’s just the opposite.Becoming aware of how others seeone helps one identify blind spotswithin oneself. Then one can work

on those blind spots to help onebecome more internally congruent.

Internal brand Internal brand Internal brand Internal brand

In addition to one’s external brand,which is how most people thinkabout personal branding, one also

have an internal brand. This is whatone thinks of oneself.



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I believe there are three areas youneed to focus on when assemblingyour "BrandYou" strategy

(1) Develop your brand. (2)

Package your brand. (3)Communicate your brand

(1)(1)(1)(1)DDDDeveloping your brandeveloping your brandeveloping your brandeveloping your brandDuring the development of "BrandYou" one needs to askoneself some basicquestions. For example: What

are my values? What do i love?What do i hate?What am I insanely great atdoing? What am I most proudof?What do I want to be? What isimportant and valuable to me?What do i want to be known

for? Basic, fundamentalquestions, yes. And yet,sometimes these are the mostdifficult to answer. But theymust be answered and must be true.

The three pillars of a good brand

are authenticity, consistency,and clarity. This holds true forones personal brand as well. Oneuses these three pillars as one’sguide when evaluating one’sbrand. By delving deep intooneself during this process andworking hard to define who one

is and

what one stands for, one’s brandmessage will become clear. It willbe clear to othersprecisely because it is clear tohim. A clear message is a

message people can trust.Personal brands do evolveovertime somewhat, but theyremain essentially consistent at the core.

(2) Packaging your brand(2) Packaging your brand(2) Packaging your brand(2) Packaging your brand

Companies spend tons of money on the packaging of theirgoods and services. Why? Afterall, it is the actual product orservice that is important; thepackaging is superfluous, right?Wrong. Like it or not, superficialor not, people judge products(and people too) based in parton appearances. Firstimpressions, as we have all been told, are huge. Packaging for anew shampoo or an iPod Minicertainly makes sense. We canunderstand that. A package for aphysical product has to attract,inform, and persuade the

customer to buy. But thepackages of a brand — even aphysical product — is muchmore than the wrapper



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(3)(3)(3)(3) Communicating your brandCommunicating your brandCommunicating your brandCommunicating your brand

"If you're not appearing, you're "If you're not appearing, you're "If you're not appearing, you're "If you're not appearing, you're disappearing," said legendary jazz disappearing," said legendary jazz disappearing," said legendary jazz disappearing," said legendary jazz musician,musician,musician,musician, Art Blakey. Art Blakey. Art Blakey. Art Blakey.

Absolutely true. No matter whatyour "thing" is — engineer,marketing exec, or French

Literature professor, whatever!— standing on the merits of your great work alone is not(usually) enough. People havegot to know about you andyour great work. They have got to meet you, see you. If youwant people to talk about the

wonderful things you do, thenyou must give them theopportunity to experience you.This means attendingnetworking meetings (bothsocial and professional) andgetting involved in externalorganizations in your field. But

do not limit your involvementonly to organizations in yourdirect field. Some of the bestcontacts may come from quiteunexpected places, but you willnever know unless you get out there and mix it up.

Br Br Br BrandYou andYou andYou andYou — —— — now more than ever now more than ever now more than ever now more than ever

Personal branding may have been acool idea in the '90s when TomPeters first wrote the article for Fast

Company. Today, personal brandingis essential. The market place iscrowded and the labour market ascompetitive as ever. To make yourmark and rise above the noise, youneed to have a clear idea whatyou're all about and what you have to offer (and to whom). What

makes you different? What do youhave to offer that is demonstrablydifferent, better, cooler? Dig deepinside yourself and find out. Onceyou have your message down, clearand concise, make the opportunities to tell your little piece of the worldwhat you're all about and how you

can help.



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KIRTI AGARWALKIRTI AGARWALKIRTI AGARWALKIRTI AGARWAL,,,, MHRM 2008MHRM 2008MHRM 2008MHRM 2008---- 2010201020102010

HR: A Strategic Partner or StrategicHR: A Strategic Partner or StrategicHR: A Strategic Partner or StrategicHR: A Strategic Partner or StrategicHRM.HRM.HRM.HRM.

What is HRM(Human ResourceHRM(Human ResourceHRM(Human ResourceHRM(Human ResourceManagement)Management)Management)Management)?

HRMHRMHRMHRM is a management function that recruits, selects, trains, develop

and maintains people for anorganization. Thus it is a holisticapproach towards management of people working in an organizationwho contribute to the achievementof organizational objectives.

SHRM(Strategic Human ResourceSHRM(Strategic Human ResourceSHRM(Strategic Human ResourceSHRM(Strategic Human ResourceManagement):Management):Management):Management): Wright and Mc

Mahan (1992) defined SHRM as ‘thepattern of planned human resourcedeployment and activities intended to enable the firm to achieve itsgoals’.

Thus in simple terms it’s theorganization’s intentions or plansof achieving the goal or objective of an organization through its people

i.e it is concerned with those issuesand practices relating to the people

(Human Resource) that affect orare affected by the strategic plan of the organization.

How is HR a strategic partnerstrategic partnerstrategic partnerstrategic partner?

HRM proponents and executiveshave empathized over the years thatHR acts as a strategic partner to theorganization. But questions likehow is it a strategic partner? How ishow is it a strategic partner? How ishow is it a strategic partner? How ishow is it a strategic partner? How isit measured?it measured?it measured?it measured? often intrigue thestudents as well the organizationsalike. Many firms believe or have the notion that good humanresource management practiceshelps in building the “corecompetencies” of the organizationwhich in long run acts as acompetitive advantage but theystruggle to identify and quantify the effects of these practices on thestrategic initiatives of the firms.



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To resolve such problems andanswer the above questions severalorganizations have adopted variousmeasures such as:-

1. Deloitte developed theHuman Capital ManagementValue man (HCMVMHCMVMHCMVMHCMVM) todemonstrate the contributionof HR initiatives towardsshareholders value and helpsmanagement prioritize andalign their HR investments

with company’s overallstrategic objective.Some firms use Cash Flow perEmployee (CFPECFPECFPECFPE), instead of profits as a measureof firm’s success because itdirects the attention of themanagement to HR of the firm

and its strategic role.

Cash flow per employee =>(Cashflow / number of employees) /

(total investment / number of employees) = (Cash flow /capital invested)

CFPE shows the averagecontribution an employee has tomake in relation invested by theshareholders.

2. HR scorecardHR scorecardHR scorecardHR scorecard : HR audit inconducted, it assess HRcompetencies, culture,business linkage and assigns ascore to each of these.

3.3.3.3. BenchmarkingBenchmarkingBenchmarkingBenchmarking: In thismethod comparison is madeon basis of selected HR

performances indicators of organizations in the sameindustry so that the firmknows how well its HRpractices compare with the“best” practices in othersuccessful organizations.

4.4.4.4.Business Excellence ModelBusiness Excellence ModelBusiness Excellence ModelBusiness Excellence Model(BEM)(BEM)(BEM)(BEM): In this method all theareas for business success arecovered which serves as a blueprint for total organization’sperformance. It is adopted by theTatas and is named as TataBusiness Excellence Model

(TBEM).



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Thus we can say that HR acts as astrategic partner of a firm inattaining competitive advantagebecause a firm can adopt a new technology available in themarket, can imitate the work-life

practices of another firm but itcannot imitate an employee’s

sense of belongingness andhis/her commitment and loyalty towards an organization.



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You win some you lose some.......You win some you lose some.......You win some you lose some.......You win some you lose some.......

Merely a factor, you can’t say

Facets so many, you cannot essay;

Dynamic and turbulent you got to admit, to its trivialities you sometimes have to submit;

Vital so much that you dare not ignore, BIKRAM SARKAR, MHRM 2008 2010BIKRAM SARKAR, MHRM 2008 2010BIKRAM SARKAR, MHRM 2008 2010BIKRAM SARKAR, MHRM 2008 2010

Yet Byzantine so much you hate to explore;

Managing it is an art that deserves to be studied,

It has to be understood, observed and examined;

Controlling it is a science that requires finesse,

With perseverance and patience develops expertise;

‘Human’ is the element that bodies this rhyme,In dealing with it, you win some and you lose some, every time....



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THE NEW AGE MBATHE NEW AGE MBATHE NEW AGE MBATHE NEW AGE MBA

BIKRAM SARKAR, MHRM 2008BIKRAM SARKAR, MHRM 2008BIKRAM SARKAR, MHRM 2008BIKRAM SARKAR, MHRM 2008----2010201020102010



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YESTERDAY..ONCE MORE..YESTERDAY..ONCE MORE..YESTERDAY..ONCE MORE..YESTERDAY..ONCE MORE..

SRIMOYEE RAY, MHRM 2008SRIMOYEE RAY, MHRM 2008SRIMOYEE RAY, MHRM 2008SRIMOYEE RAY, MHRM 2008----2010201020102010



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The MHRM department campus is a mix of technology & harmoniousacademic environment at its best. Class rooms equipped with A/V facilities,WI-FI all round, cooperative and highly qualified faculty members, wellstocked library and all other facilities needed for a proper academicenvironment. The campus is always abuzz with life, academic and co-curricularactivities that take place regularly under supervision of the distinguishedfaculty members.

This year has been a memorable one in terms of the events that have takenplace. July was marked off by a splendid welcome to the 2008-10 batch of MHRM department where the new entrants introduced themselves to theirseniors and the faculty members and got acquainted with them. This wasfollowed by a fresher’s party for the 2008-10 batch in August, where different



games and events were designed to break the ice between the seniors and thejuniors followed by a gala lunch for the entire MHRM department. Septembermarked onset of placement trips to the different zones – north, south, east &

west, to leverage the placement of the students of the MHRM department.November bought the first industrial visit for the 2008-10 batch. The

destination was Ishapore Rifle factory located at North 24 Parganas (underBarrackpore Subdivision) within the state West Bengal. The visit enabled thestudents to get up close with the workings of a real factory and understand itsunderpinnings and working mechanism. Also beneficial was the seminarconducted on the venue to familiarize the students with the functioning of the labour unions at the factory. Various issues related to labour laws;

industrial disputes and trade unionism were discussed therein.December was a landmark in the event book. The annual HR summit held by

the MHRM department GENESIS 2008GENESIS 2008GENESIS 2008GENESIS 2008 took place in this month. The topicwas “Organizational Flexibility: A Competitive Advantage”. The paneldiscussion was followed by management games in which business schools fromall over India like the IIM C, IIM L,MDI, XIMB, XIME, Nirma, Welingkar,NMIMS had participated with equal zest and enthusiasm. The wholeexperience gave the students of the department a chance to interact with thestudents of the other B-schools and exercise their management acumen.GENESIS was followed by CONFABCONFABCONFABCONFAB the alumni meet, where alumni weregiven a scope to share their experiences with the current batches.

For feedbacks and suggestions, please mail us at:For feedbacks and suggestions, please mail us at:For feedbacks and suggestions, please mail us at:For feedbacks and suggestions, please mail us at:

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e-magazine of the department of mhrm, iiswbm_feb09

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