Kirloskar Institute of AdvancedManagement Studies Enriching Lives

The

Chanakya

Practicing PassionMr.Sumit Roy

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

It’s a long way to the TOPMr. Deepak Deshpande

Impact Interview - Sankalp Sanskritik Samiti

Samanvay/Nostalgia celebrations

T & D : An attribute towards preeminenceSoumik Bhattacharjee

VOLUME 13 ISSUE 5 MARCH 2013

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The Chanakya, March 20131

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

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

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

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

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

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

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

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

These are exciting times indeed!

Editorial“Wishing all its readers a very happy and safe New Year. Starting the New Year with a positive note…Mend a quarrel. Dismiss suspicion and replace it with trust. Give a soft answer. Encourage youth. Manifest your loyalty in word or deed. Keep a promise. Find the time. Forgo a grudge. Forgive an enemy. Listen. Apologize if you were wrong. Try to understand. Flout envy. Examine your demands on other. Appreciate. Be kind. Be gentle. Laugh a little. Laugh a little more. Deserve confidence. Decry complacency. Express your gratitude. Take pleasure in the beauty of the world. Speak the truth. Speak it again. Speak it still once again.

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

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

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

Happy reading!!!

Team Chanakya.

From the Director

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nce passion is identified, it is what that makes passion to roll on". "To make it roll one has to roll on his self again and again O

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

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

The struggle is to get in the feeling of the feeling. This is a hunt! The hunt of the realm where our passion can get a soil to grow. Individuals are generally not good at seeking their passion. On the contrary what one is seeking, the same is seeking you. It is a matter of meet and this is an event where there is a coherence of energy and once this happens there is a dance. This dance is an ecstasy where the lover finds his passion able to melt into existence and practice passion.

Have an aspiration of a FalconAnd Pride of a LeopardBe graceful at the time of Hunt And be victorious in times of WarDon’t get involved with the nightingale and the peacockOne is full of words and the other all colors

- RUMIWe tend to get distracted. Distraction and disorientation has become our part of our life. Those who are serious to pursue their passion have to understand that mind needs to get in a path that is designed. Passionate people are designers of their life and they don’t stop designing they keep designing as they target towards an excellence. So they are mentally very demanding to their selves. And this demand creates an vortex in their heart which spurs them to get animated and pour mountain of work in their journey of their pursuit.

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

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

How can you remain passionate??Feel and keep feeling strongly about your domain specific goal?Prioritize and have a schedule to devote time on your passion?Avoid and reject any kind of negativity that can act like a wet

blanket?Talk your craft to expert people and take guidance?Stretch. Put an extra effort and build up your emotional stamina?Develop infinite patience?Be certain about your outcome?Find a mentor

Excellence just not arises from innate gifts but from interplay of drive, quality training, World class content and tons of effort.Most dodge away from putting efforts and many gets victimized by their laziness. People look for shortcuts and by - lanes and hence a reward comes in shortcuts and often a circuitous path. And as the adage goes “as you sow so you reap”. The question is stay put in your endeavor for a substantial time period.

So how can one keep putting efforts for a substantial time period? • Have a score card in front of you.Score card act like a mirror, without a mirror you cannot see yourself. So a scorecard acts like an indicator.

Develop an empowering self dialogue Self talk has a tremendous influence on your psychological makeup. Monitor your internal dialogue. Notice it.Holding something which is dear to you for a period and getting it it’s grooves has a magical effect on your to roll on your path of your outcome..If you stay on purpose, Purpose will not let you down.

Mr. Sumit RoyEntrepreneurship Educator, NEN

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

The Chanakya, March 2013

Human Resources

The most influential of all educational factors

is the conversation in a child's home. - William Temple

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

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

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

Healthcare Investments

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

Growth of the Insurance Industry

The Insurance segment is worth $3 billion (Rs 15,000 crores) as of now. “Health insurance is rising at 20% and will reach around $13 billion by 2020. So, it is growing at a quicker rate than the healthcare industry but, even with that growth, you are talking about a funding gap of over $200 billion. The gap in rupees crores is so significant that the Indian government will have a serious issue in terms of financing healthcare” says Mr. Antony Jacob, CEO, Apollo Munich Health Insurance.

Competing with other Sectors and Road Ahead

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

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

Hospital becomes a training platform

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

Laying down the training standards

Dr Narottam Puri, Executive Director, Max Healthcare, compares training and development to a marriage between medical training and service training. Fundamentally, training can be largely divided into two segments. The first part covers the continual medical training given to doctors, nurses and paramedics. The second part consists of service and behavioral training given to the front-office staff, telephone operators as well as nurses. While the former ensures that services are as per the quality standards set, the latter is essential for the positive mindset of the employees who will deliver the service. Learning is a key to competitive advantage and training is seen as the means to achieve it. Training enables to continually work at improving services. "No organisation can choose whether or not to train, the only choice is the method. Our educational system provides us with technical knowledge and therefore it becomes imperative to provide soft skill training," says R Basil, CEO of Manipal Hospital, Bangalore.

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

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

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

The Chanakya, March 2013

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

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

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

Keep looking at the forefront

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

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

Adaption of modern methods

However, all training programmes need not be boardroom-oriented. Hospitals have discovered that e-learning is equivalent to a virtual classroom where a professional from his own centre learns the curriculum. "We have installed Edusat for DNB candidates and tele -lectures are regularly conducted from Southampton General Hospital, UK, and also from eminent professors in the field of cardiology, cardiac surgery and anesthesia, using tele-medicine facility," says Dr Padmanabhan. For the training purpose and awarding the qualification, the hospital has tied up with IIT (Chennai) for medical biotechnology and BITS-Pilani for physician assistant courses. Under the Management Development Programme (MDP), hospitals even send their employees to hospitals abroad for training.

Conclusion

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

AuthorMr. Shashank. M. Hiremath

Asst Professor, KLS’s, Institute of Management Education & Research (IMER), Belgaum, Karnataka

Co-AuthorsDr. T. Manjunatha

Principal, Bapuji Academy of Management & Research (BAMR), Davangere, Karnataka

Dr. Anilkumar. G. GaragDirector, BEA’s, Bapuji B-Schools, MBA, Davangere, Karnataka

References

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

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

3. http: // healthcare. financialexpress. com / 200702 / healthcarelife01.shtml

4. http: // www. businessreviewindia. in / business_leaders / indias-healthcare-industry-is-touching-new-dimensions

5. World Health Organization. (2000); “What Resources are Needed”, in: The World Health Report 2000, Health Systems: Improving Performance. WHO, Geneva, Switzerland.

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paper on “Information Literacy Among the Rural ACommunity in an Economically Backward Region of

Karnataka State, India”, co-authored by Librarian Danappa Pattar

for an international journal, the “Journal of Agriculture and Food

Information”, was published by Taylor and Francis. The abstract of

the paper is as follows:

In India, more than 70% of the population in India lives in villages

and agriculture is the main source of income. In addition to the

agriculture related information, rural community need information

related to market value of the agricultural produce, health,

education, politics, avenues for additional income and availability

of financial assistance regularly. An understanding of the types of

information required by the rural community, different channels

and sources of information they use for accessing the information

and difficulties faced in utilizing the available information will be

useful in the planning of services of Agricultural Extension Centers

and Information Systems. In this context, a study of Bellary

district, one of the most economically backward regions of

Karnataka State was undertaken. Socio-economic status of the

study population shows that majority of them are between the age

group of 20 - 35 years (83.25%), all them have completed at least

primary education and Kannada is the mother tongue of 96.76% of

the population. Only 10% of them can read and write English.

Average annual income of 46% of them is less than Rs.50,000/-

which is less than the average per capita income of the State and

India. Dairy farming is the major source of additional income.

37.48% of them own agricultural land. An average of 74.59% of

the families own Television and Mobile phone, and 54.9% of them

own Radio. Rural community need information related to health,

food, education, politics and availability of financial assistance,

along with agriculture related information, namely, variety of

seeds, weather, cultivation methods, harvesting and marketing of

agricultural produce. Friends, Neighbors and Elders are the major

source of information, and Television and Radio are the most

preferred channels for agriculture related information. At present,

the role of Agricultural officers and Agricultural Extension Centers

in rural areas is limited. Since 75% of the families are in possession

of mobile phone, it can be used as a means to disseminate location

specific information to them on daily basis. 50% of the rural

community is unable to utilize the information available to them

since information is available in an unknown language or they are

unable to understand the practical applicability of the information

available to them. The rural educated youth, who have completed

at least ten years of school education can be identified as

Information Gatekeepers in each village and they can be

encouraged to serve as intermediaries in disseminating information

provided by Extension Centers and Agricultural officers. Libraries

in rural areas need to become meeting place for the villagers to

exchange the information. Information and communication

technologies including Internet should be used effectively to satisfy

the information needs of rural communities.

Mr. Danappa Pattar

Librarian, KIAMS, Harihar.

Ms. N. Parvathamma

Professor, Dept of Library and Information Science, Gulbarga University,

Gulbarga, Karnataka

Information Literacy Among the Rural Community in an Economically BackwardRegion of Karnataka State, India

- Mr. Danappa Pattar & Ms. N. Parvathamma

The Chanakya, March 2013

Human Resources

“When you look at yourself from a universal standpoint, something inside always

reminds or informs you that there are bigger and better things to worry about.”

- Albert Einstein

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paper on “Management principles – An anchor in times of Aturbulence: The case of Nokia” has been selected to the

International Conference on Management and Economics 2013

(ICME 2013), University of Ruhuna, Srilanka. It talks about Nokia,

the world's second-largest mobile phone maker by 2012 unit sales

(after Samsung), with a global market share of 22.5% in the first

quarter of that year. However, over the past five years it has suffered

a declining market share as a result of the growing use of

smartphones from other vendors, primarily the Apple iPhone and

devices running on Google's Android operating system. This paper

views the Nokia case through the prism of Management concepts

which, if adopted, could have helped Nokia in its turbulent times.

The abstract of the paper is as follows:

Nokia, one of the Fortune 500 companies has been losing its

fortune. The Finnish company’s ranking plummeted from 147 to

174 in the Fortune 500 list. Its contribution to Finland’s GDP has

fallen from 4-6% in 2000 to 1.6% in 2009. Correspondingly, its

share of Finland’s export has fallen from 32% to 16%. In 2011-12, it

has cut around 20000 jobs and has announced plans to shut its Salo

(Finland) manufacturing plant, resulting in loss of 90% of Salo’s

revenue. In June 2012, Nokia also sold its SBU (Vertu) to a private

equity group EQT VI, retaining only 10% share.

Surprisingly, the downslide of Nokia, which started in 2007, has not

been as a result of the economic slowdown, but due to complacency

and management ineptitude. Nokia at one point of time had the

highest brand loyalty and largest market share in each of its

segments. Flattered by customer loyalty, Nokia turned a blind eye to

the changes sweeping the markets. Samsung capitalized on Nokia’s

inertia and captured a lion’s share of the market. The progress was

phenomenal and unparalleled.

Of late, Nokia has been trying to turn things around. The measures

included appointing a new CEO, phasing out the Symbian platform

in favor of Windows OS, introducing mobile phones in each

segment including the dual SIM phones, de-layering the

organization, etc. Despite these efforts the picture didn’t improve.

Sakshi, on behalf of her team talks about their own experience

working on the paper and their boundless excitement when their

paper was selected, and their experience working with Dr.Gopal

Iyengar.

When I came to KIAMS little did I have an idea that so many new

and exciting opportunities were waiting for me. Out of the many

that were there, one of them certainly stands out. The opportunity to

work under the guidance of our director, Dr. Gopal Iyengar. We took

up the Nokia case (all thanks to sir). All the three of us were pretty

excited by the idea of working on a company that was so well

known. All we did was put in out best effort but had only little hope

that it would get selected in the ICME conference organised by the

University of Ruhana. Everytime a deadline approached, it was a "if

it gets selected" sort of a situation. We worked on the case and yes

would like to mention that working on it was less of work and more

of fun.

When told that the case had been selected in the conference, our

happiness and pride knew no leaps and bounds. It's an incredible

feeling and the fact that we could somehow contribute to

representing KIAMS at an international level. This has been a

learning experience throughout and of course its been a pleasure

working with sir. Although we have completed our PGDM, we do

look forward to such opportunities in the future.

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

Management Principles – An Anchor in Times of Turbulence: The Case of Nokia

Human Resources

The Chanakya, March 2013

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

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

- Virgil Garnett Thomson

- Mr. Vivek Goyal, Ms. Sakshi Vatsa & Mr. Puneet Sharma

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very Management preacher aspires to get a chance to share his

knowledge, work and expertise on a recognized world Eplatform. I am not different from them. As a part of the Faculty in the

Management Education, I also aspired to present my work and

thoughts on a platform which can be globally recognized. I got a

chance to be a part of an International Conference held at Colombo,

Sri Lanka. The Journey was a memorable experience for me. Some

highlights are as follows.

I got the final confirmation mail in the month of November about

the selection of my research paper in the conference. I started

searching for the best tour packages which can be best deal for me.

As our normal practice, I visited makemytrip, Yatra and so on. I

wanted to make it as cost efficient as it can be. During my search in

makemytrip, I came across the hotels in Colombo near to the

Airport. As a conscious customer, I selected the budget hotel named

as “Ramada International” which was showing the lowest price.

After booking the hotel, I got a mail about the confirmation of

booking from the hotel. They also informed me that, their driver

will receive me from the airport. I sent them a confirmation mail

back.

I booked the airline tickets in “Sri Lankan Airways”. I went to

Bangalore International Airport to start my Journey to Colombo. At

the check in counter, I met with the most admired cricketer of Sri

Lanka “Mr. Arjuna Ranatunga”. We had few minutes of chit chat

with each other. He had accompanied a blind cricket team of his

trust to Bangalore for some blind cricket tournament. I felt worth

spending little more money in choosing” Srilankan Airlines”. After

that there was no pleasure as the crew inside the flight did not

compete with “Kingfisher”.

During the check in the types of documentation which is required to

fill, gave a unique feel of going abroad.

After clearing all visa formalities, I went to “Thomas Cook” for

currency exchange. After every formality when I moved towards

the exit gate, I found one Sign Board with my name written in bold

letters and a person in Pure White clothes waiting for my arrival. I

went to him and then he took my luggage and kept into “Toyota

Corolla” and took me to the Hotel. I always expected a mediocre

service as I had booked the cheapest hotel, but to my surprise it

turned out to be a five star hotel. I stepped in the room at midnight. I

found two baskets there, one was a fruit basket and other was drinks

basket. I was told that the products in the basket are complimentary.

I missed my friends there to enjoy.

The hotel crew informed me that the car assigned to me will be there

with me during the stay at Colombo. I was happy. Took the pleasure

of enjoying one of the admired car with driver for two days.

Morning 8, I had to report to the conference venue. I got ready and

then the driver took me to the venue. The time I got down from the

car, there was a warm welcome by the crew of University of

Colombo and I was accompanied to the mini-conference hall where

the Top 5 Participants were present including me. A wonderful

conversation with the participants happened there over a cup of

coffee. Many things happened there over the cup of coffee. This was

the most fruitful time of my trip as I was praised for my work by

some of the best marketing faculties around the world and also I

came to know the area of improvement keeping the best practices of

the world as benchmarks. After that we were accompanied to the

main conference hall and given the first row to take our seats.

To our surprise, it was informed that we need to present our work

during the inaugural function. It meant that all invitees including the

dignitaries of University of Colombo, Students of University of

Colombo, and various participants will be listening to us. I

presented my paper, got a good appreciation from the panel.

Enjoyed the session of others. After the session had lunch and

rushed to my hotel back because I had planned to leave on the same

day. But the driver told me that there is a Colombo car race in the

evening and I changed my plan. I called up the Airline office and

changed my dates of travel. I enjoyed the car race. I could get the

best view because i was placed at the 6th Floor of the Hotel. I missed

my family there, they could have enjoyed the facility of the stay and

they might have done some shopping there.

I wish to go back to the same hotel with the family and have a

holiday tour. No formal Business. Hope to make it happen. My

advice to people who are going to Colombo in future is to go with a

friends group or your family. Stay in a cottage hotel near Colombo

beach and enjoy the freaking holiday.

At last, crossing the border of country and getting honoured by the

authentic and recognized bodies of knowledge for your work, it

gives a pleasure. People are more or less same, some differences in

language. Especially Sri Lanka is not much different than us.

There are few events in a human life which can be remembered. In

my life this is one among them. All the best to team “ The

Chanakya” and thanks for giving me the platform for sharing my

experience got an appreciation.

Prof. Bidyanand Jha

Kirloskar Institute of Advanced Management Studies

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

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ifteen years ago, I found myself in the right place at the right Ftime. After three years of teaching experience at Gulbarga

University, while pursing post graduate research degree, I walked

right into my first corporate job. To my good fortune, L&T, a

reputed engineering company that specializes in manufacturing,

engineering projects and IT, was in the midst of a hiring push to

strengthen their employee welfare initiatives, and I, with many

other engineering graduates, got selected.

With a sense of euphoria and confusion, I disclosed this to my PhD

guide: with great clarity of thought, my mentor advised me to take it

up. I was lucky to have such an objective- focused research guide - it

was hard for many of my classmates to find jobs straight out of

University. My PhD guide was a great mentor who kind of literally

pushed me to take this opportunity and assured me all his support till

I earned my research degree.

Working for an engineering company, a progressive organization,

proved exciting for the 27-year-old; but soon I discovered, that to

stay competitive in such a cutting-edge environment, I would have

to continuously update and expand my skills set. Only a year out of

the university, I decided that it was necessary to return to the

classroom - this time through distance education mode, and

enrolled with IGNOU - Indira Gandhi National Open University, to

pursue a master's degree in business administration with a focus on

HR and Marketing.

With the India Inc. on the growth path after the economic reforms

were initiated for the first time in 90s, with the IT boom happening, I

wanted to take classes that would help me develop in IT related

areas. While a degree in electronics allowed me to gain a wealth of

knowledge in the subjects of computers, electronics, physics and

mathematics, I wanted something to fill in the gaps where I lacked

in the subject of management. I felt that having a well-rounded

background in both electronics and management would best aid me

in growing faster in the corporate world.

I now had to balance my full-time job at L&T with a week end class

– a schedule that enabled me to earn necessary credit-hours a

semester. Everything went as planned; I completed about 5 one year

diploma courses in 10 years. The best part is that my subsequent

employers - Tata Consultancy, Datamatics, Blue Star Infotech and

Trigyn encouraged and supported me by regularly motivating me

and providing me growth opportunities in the organization with

each degree that I earned.

I knew I didn't know enough. I wanted to move from operations into

HR management at Tata's but there were some knowledge gaps I

needed to fill first. As the senior technical officer of operations, I

had an engineering and operations background. But I knew I didn't

have the business and leadership skills to balance [the technical

ones].So I signed up for several personality development programs

and other intensive advanced management programs. These

programs taught skills right from managing my own emotions,

decision making skills and people management skills, to strategic

planning and leadership. These really helped me develop my

general management skills .I was frequently asked how I managed

to earn this long list of degrees?. As an MBA student managing a

full-time HR job in the IT sector, I could never find time to catch up

on my reading for the course. So I decided to cut back on the time I

spent with friends; I deliberately picked up hobbies such as reading

management articles, self-help books, attending free seminars and

conferences, giving talks in management schools to first year

students, and being a part of RotarAct club just to sharpen my skills.

Some of the organizations offered tuition reimbursement. I made

full use. Besides, I used to enroll for all the training programs

conducted in the companies where I worked. I was so eager to be a

part of this that I would even offer my help in working out the

logistics and doing basic stuff - like ensuring that training rooms,

material etc are ready. Administering feedback forms and analysis

of the same was a huge learning opportunity!

If I were asked of the sacrifices I had to make, I would say I only

made an investment in myself. It was painful for a few days to miss

my family time, my favorite TV soaps and clubbing. I did however

continue to listen to music since I found it as a stress buster - thanks

to walk-mans (those days we did not have iPods). One important

aspect is the immense support I got from family & friends.

This is very crucial when you make the commitment to pursue a

degree in the midst of your career. So relationship management

plays a very important role in achieving our goals. All this paid off

in a new position. Now he’s working as Vice-President and Head,

Human Resources function at Net Magic Solutions, a leading IT

Managed Services company in India. “My inclination to learn and

constantly upgrade my skills has been the key-factor for my growth

so far. It gave me a much better frame of reference to manage

successfully”, says Mr. Deshpande.

As told to Team Chanakya

(Mr. Deepak Deshpande is Vice President-H.R at Net Magic Solutions)

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

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re women really too emotional and unsuitable for settling into Asenior management roles? All over the world women are rarely

seen on top of the hierarchy, but why?Should the trend really change?

January 18, 2013 saw the release of a Sudhir Misra movie titled

“Inkaar” starring Arjun Rampal and Chitrangda Singh. The movie is

about Maya Luthra filing an official sexual harassment complaint

against Rahul Verma, and the inquiry progressing to reveal a lot of

instances and the slippery truths. Maya, unlike how Indian women are

generally perceived to be, is a small town girl, but can do almost

anything to go up the ladder, is ambitious and will fight back, will not

take anything lying down and says in the movie, that there is nothing

that she can’t handle. There are two instances in the movie that stick on

– one, where Maya reminds her boss KK, that he had said that there

were only three women National Creative Heads in India but now there

will be only two, because she was filing a sexual harassment complaint

against their CEO Rahul; and the second, where KK tells Maya, just

work it out between you and Rahul, because you are proving an old

cliché in corporate, that women are too emotional to settle into senior

management roles. Is the cliché true? Are that how women are? Or are

the men not emotional?

According to the Grant Thornton International Business Report 2012,

titled, ‘Women in senior management: Still not enough”,

approximately one in every two people on the planet is a female, and yet

the latest IBR finds that women hold barely more than one in five senior

management roles. The bearing and raising of children is usually cited

as the major explanation of these statistics, but a growing body of

research suggests that such an imbalance in the boardroom can be

detrimental to business growth prospects. Research has shown that

stronger stock market growth is more likely to occur where there are

higher proportions of women on senior management teams . Another

study found that businesses with a greater proportion of women on their

boards outperformed rivals in terms of returns on invested capital (66%

higher), returns on equity (53% higher) and sales (42% higher) . A study

by the University of Leeds found that having at least one female board

member reduced that business’s chances of folding by 20%, and having

more than one reduced the odds even further . It is indeed important that

companies around the world today, drop this age old cliché of women

being not suitable for senior management roles and understand the

benefits of a gender-balanced decision making process and its impact

on the prospects of growth of the company, with an open and broad

mind.

The past twelve months have seen women take the lead in some of the

toughest economic and political environments – Christine Lagarde

became the first female to head the International Monetary Fund;

Angela Merkel, the German Chancellor has emerged as the key figure

in solving the Eurozone sovereign debt crisis and Maria Das Gracas

Foster has taken over at Petrobas, becoming the first woman to run one

of the world’s top five oil companies. Women also head governments in

countries such as Argentina, Australia, Brazil and Thailand.

Source: Grant Thornton IBR 2012

Since 1970, the proportion of women in the mature market workforce

has risen from 48% to 64% . Though almost an equal number of men

and women get recruited into business firms when totalled up across

the world, the proportion of women in those top jobs is indeed very low.

In fact, just 3% of the Fortune 500 CEOs are women . Just 14.9% of

corporate board members in the FTSE 100 companies are female . In

the wider FTSE 350, just 10% of the 2775 directors are female, and

40% have all-male boards . The IBR survey, including both listed and

private firms as subjects, indicates that 21% of the senior management

roles globally are held by women, a figure which has barely changed

since 2004, as is evident in the graph above. BRIC countries show that

26% of its senior management roles are held by women, compared to

18% in G7, 32% in ASEAN countries, 24% in European union, 22% in

Latin America and 18% in North America. Russia offers a very positive

picture, with this figure being at 46%, followed by Botswana,

Philippines and Thailand at 39%. An explanation for this trend is that

Russia has a sex ratio highly in favour of women, with there being 1.2

women for every 1 man. Botswana, Philippines and Thailand have a

strong tendency of joint families, which provides a strong childcare

infrastructure, allowing the mothers to go out and work. The other end

of the spectrum is held by highly patriarchal societies like Japan (5%),

India (14%) and the United Arab Emirates (15%).

A strong contrast is offered by a country like China, where every one in

four senior management positions is held by woman, though this figure

is a drop down from the one in three seen a year ago. It could be because

as China becomes richer, families become less financially distressed

and mothers can choose to pursue a high quality life by opening their

own micro-business or leaving the workforce altogether. Mass

urbanization and losing the boost of demographic transition could also

be probable causes .

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

Percentage of women in senior managementglobally

Percentage of women in seniormanagement globally

2004 2007 2009 2012

30%

25%

20%

15%

10%

5%

0%

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For the last 20 years, corporate boards and business leaders have gone

on and about, ‘counting’ the number of women and ‘gathering proof’

instead of taking the initiative to open the doors of their own senior

management teams. The world over, it is being said that the need of the

hour is innovation and growth. If that is so indeed, then counting and

finding proof are just stalling techniques! This endless dialogue about

the business value of inducting more women into senior management

positions, claiming they are too emotional and sensitive and are not in a

natural state of mind or condition to be able to take tough decisions or

lead such huge companies, is in itself a significant barrier to the

advancement of women.

It has become a popular saying nowadays, that had ‘Lehman Brothers’

been ‘Lehman Sisters’, today’s economic crisis would be very

different, perhaps it just wouldn’t be there at all!

But apart from all other smaller reasons, the main big reason for this

trend is Culture – the old-school mentality that feeds off gender bias

and assumes that women can excel without professional support and

that it is alright to exclude them from management roles.

Mentoring the employees either formally or informally, such as

women-only speed-networking events, whereby junior female

professionals get introduced to the senior leaders and the junior

employees are allowed to business-specific and career-related

questions to managers, learn and work alongside them, etc. One

important by-product of such programmes would be gaining support to

take up high profile assignments, recognition and eventually

(hopefully) promotion.

There goes an old saying that talent is innate, but expertise comes from

practice. Behaviourists are known to believe that it takes about 10000

hours to become an expert in any field. Counting at the normal working

hours of about 40000 hours a week, it would mean a strong five year

commitment. This is one area where women fail. A normal woman

would begin working at about 22-24 years of age, get married in about

another year or two, and then it becomes difficult for her to continue

with her commitment to work, with the children and in-laws and other

duties coming in. non-regular events make their own contribution – a

doctor’s appointment, husband’s office colleagues coming, the child’s

PTA meeting, etc. Employers today consider marathon running,

waking up early to exercise or staying up late to do some research on

some current issue as commendable, but getting up early to pack tiffins

and send the kids and husband off, as not so applaudable. That’s an

assumption and a perception, which needs to change. Work, is after all

not where you go, but what you do. The workforce today sees a growing

need to establish a sustainable work-life balance. At such times, it is

essential that the companies come forward and provide the employees

options to take a break, de-stress, maintain a healthy lifestyle, and

provide full flexibility on where, when and how the work gets done.

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

Women are in need of more confidence, and need to be more capable

than men to achieve the same goals. Women themselves need to

become systematic and deliberate about activating their potential while

putting in their everything to overcome the subtle blockages that come

on the way as they seek and take on more senior roles. Women are also

in need of opportunity, someone who will put them forward for

development or operational roles, to help them move forward. It is an

observation that having even women in the senior management, opens

the scope for many more to come in.

Women also need to start raising their hand for projects that garner

visibility, both for herself and for their company. They should make it a

point to tell the decision-maker about what contributions they have

made and sign up for as many mentoring and training programmes that

the company offers. Managers should trust their employees, trust they

are indeed productive and give them the flexibility they need. If one

can’t do that, it means they are doubting the recruitment process of the

organization, in which case, severe and urgent amendments might be

required on that front. Encouraging one another strengthens culture,

and it is a shift in the culture and paradigm that we seek.

Einstein had once said that insanity is doing the same thing again and

again and still expecting different results. After spending a quarter of a

century trying not to do anything authentic and serious, it seems its time

for the boards and leaders to recognize and engage a diverse talent pool.

In doing so, the firm will itself find success over the long run. The

ultimate winners in this gender race would be ones who can identify

and leverage the talent, innovation and ideas that are available to them.

Can somebody please go and tell KK from Inkaar, that the clichés are

meant to be changed, and its people like you who can spark the change,

so JUST DO IT!

Ms. Bhavi M Patel

Institute of Rural Management, Anand (IRMA)

Post graduate programme in rural management (2011-13)

i ‘Women matter: Gender diversity, a corporate performance driver’ – McKinsey and

company, 2007

ii ‘The Bottom Line: Corporate performance and women’s representation on boards’ -

Lois Joy, Nancy M Carter, Harvey M Wagener, Sriram Narayan, Catalyst 2007

iii ‘Women in boardroom help companies succeed’ – Professor Nick Wilson, LUBS

reported in the Times, 19 Mar 2009

iv ‘Still struggling’- The Economist

http://www.economist.com/blogs/dailychart/2011/11/working-women

v ‘Closing the gap’ – The Economist, http://www.economist.com/node/21539928

vi ‘Record numbers of women in UK Boardrooms’ - The Guardian

http://www.guardian.co.uk/business/2012/jan/10/record-numbers-of-women-on-

uk-boards?newsfeed-true

vii Corporate Governance Review 2011 – Grant Thornton UK

viii http://www.iveybusinessjournal.com/topics/the-workplace/more-women-in-senior -

roles-if-only-companies-really-wanted-it#.UPvzMcnjWiM

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ost of us are thinking that money is the only thing that motivates employees to work. But it fails to do the same beyond a certain M

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

Contents:1. Employee Empowerment-Widely Accepted Definitions2. Elements of Employee Empowerment3. Types of Employee Empowerment4. Various levels of Employee Empowerment5. Pillars of Employee Empowerment6. Pros of Employee Empowerment7. Cons of Employee Empowerment8. Role of Managers in Employee Empowerment9. Conclusion10. Sources

Employee Empowerment - Widely Accepted Definitions

¬Spreitzer (1995) defines employees empowerment as an intrinsic task motivation manifested in a set of four cognitions (meaning, competence, self-determination and impact) reflecting an individual’s orientation to his/her work role. In summary, they are defined as follows:?Meaning is the value of work goals or purposes judged by an

individual’s perception relative to his or her own personal mission or expectations.

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

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

?Impact is the degree to which a person can influence strategic, administrative or operating outcomes at work.

¬Smith and Mouly (1998) define employee empowerment as a transfer of power from the employer to the employees to make quick and quality decision.¬Brymer (1991) defines employee empowerment as a process of decentralizing decision making in an organization, whereby managers give more discretion and autonomy to the front line employees.

Elements of Employee Empowerment

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

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

Types of Employee Empowerment

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

Various Levels of Employee Empowerment

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

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

“Good morning and welcome to ourfirst employee empowerment seminor.”

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Figure No.1 clearly depicts how employees are treated within the organization.Figure No.2 clearly shows that, the employees are the greatest asset of an organization. But the bitter fact is that, only few companies have realized this.

Pillars of Employee Empowerment

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

Pros of Employee Empowerment

From the organizational point of view, the following pros are associated with employee empowerment.?Employee Empowerment generally leads to greater job satisfaction

and motivation.?It leads to creativity and innovation since the employees are given

freedom to act on their own.?Complaints dealt with quickly which ultimately leads to greater

customer satisfaction.?It also leads to increase in the efficiency of employees.?It results in reduced costs and increased productivity.?Only minimal amount of supervision and delegation is needed.?More focus on quality of products or services offered.?Risk-taking and Risk-managing capacity of the workers will

increase.

Cons of Employee Empowerment

The following points go against employee empowerment:?Arrogance: Worker arrogance can become a great problem for the supervisors and the managers. Also problems related to delegation may arise. They avoid reporting about their work which leads to negative feedback.?Security: There is a chance for leakage of data since the information is shared with all.?Risk: Since risk-taking capacity of the employees is more, there are equal chances of success and failure. Sometimes, it might leads to huge

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

Role of Managers in Employee Empowerment

In the book “Empowerment Takes More Than a Minute”, the authors explain the three keys that managers must use to empower employees:a. Information sharing with everyone in the organization.b. Creation of employee autonomy through boundaries.c. Replacement of old hierarchy with self-managed teams. According to author Stewart, in her book “Empowering People” she describes that for a successful work environment, managers need to exercise the “right kind of authority”.

Conclusion

Employee empowerment not only increases employees’ commitment level, but also promotes good employee relations in the organization. Thus during decision-making process, the management should involve and consult its employees. Also in order to cope up with the changes in macro-environment, the employees of the organization has to be trained in an effective manner. Hence management at all levels of the organization must trust their employees and encourage open communication. Also there is a need for good leadership at all levels of the organization to formulate and implement employee empowerment policies.

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

- Jean Scheid

Mr. M.VivekFull Time Research Scholar

Department of Banking TechnologySchool of ManagementPondicherry University

Puducherry-14

Sources:1. “Empowering People” by Jane Smith.2. http://en.wikipedia.org/wiki/Empowerment#Workplace_empo werment.3. Antecedents and Consequences of Employees Empowerment by

Said Shaban Hamed.4. http://www.wisegeek.com/what-is-employee-empowerment.htm.5. http://www.managementstudyguide.com/employee

empowerment.htm.

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he term “consensus” is most often heard during political Tcampaign season or when Congress is in session. Politicians

are forever promising to build consensus with those on the other

side of the political aisle, but there’s typically more talk than action.

Business leaders and human resource managers cannot afford to be

so cavalier in their commitment to consensus. Sticking to the

concept of proper consensus management can lead to happier

employees and more robust bottom lines.

What is consensus?

Consensus is a method for group decision-making in which the goal

is to arrive at a final decision that is acceptable to all members of the

group because each had a say in its formation. Effective consensus

decision-making leaves every team member feeling that they have

been heard and that their ideas have been considered.

Consensus can be a very powerful tool for human resources because

with it you can unite employees around a common goal and

generate greater productivity. Consensus also fosters a climate of

cooperation with employees collaborating to solve problems.

Because it involves the participation of everyone within a group,

fostering consensus builds more buy-in from individual employees

who feel they have more say, and therefore more of a stake in

business processes and outcomes.

Five Ways to Implement Consensus for Group Decisions

As a human resources manager, it’s important to know some of the

considerations that should be weighed before implementing a

consensus-building model.

Important ideas to consider:

1. Lose the attitudes that undermine consensus: A team that

operates in a “win-lose” environment – one employee’s idea must

prevail over another’s – is not going to do well with consensus.

Consensus building can also falter on a team with members who

routinely avoid conflict. For effective dialogs to take place,

employees should be encouraged to speak their minds, but also to

understand that everyone has an equal say. Bear in mind that

reaching consensus does not necessarily mean a unanimous

decision.

2. Have regularly scheduled meetings: A team using consensus

management must meet frequently to allow every team member the

opportunity to have a voice in decisions. There also should be a

consistent process at these meetings for employees to voice their

opinions.

3. Encourage an atmosphere of open communication:

Employees will not speak freely in an atmosphere where new ideas

are not welcome. Managers must make it clear to employees that all

opinions are welcome. This will lead to employees trusting the

Using Consensus for Group Decisions- Mr. Somsubhra Chaterjee

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process, which is a critical component of consensus building

success.

4. Set and achieve clearly defined goals: No decision-making

process, whether by group or individual, is going to be successful if

the goals are not clearly defined. Clichés abound on this subject, but

the simplest is still the best: You can’t get anywhere if you don’t

know where you are going. Communication is vital in this area.

Managers should make the ultimate group objective clear to

employees before engaging in consensus building.

5. Support the decision: After encouraging employees to work

together to forge consensus, it’s important to support the ultimate

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

Proper support reinforces the consensus building process to

increase engagement among all stakeholders and decrease negative

attitudes that can undermine productivity.

As difficult as it may be to implement, consensus building can offer

tremendous rewards for the manager who uses it wisely in the right

circumstances. One can just hope that managers get it right.

Mr. Somsubra Chatterjee

PGDM I, KIAMS

Previous consensus

Make an edit

Was the articleedited further?

Do you agree withthe change?

New consensus

Seek a compromiseImplement

Yes

Wait Disagree

AgreeNo

The Chanakya, March 2013

Human Resources

You don't have to be a "person of influence" to be influential. In fact,

the most influential people in my life are probably

not even aware of the things they've taught me.- Scott Adams

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Maneesha Sharma is an eminent social worker who runs her organization “Sankalp

Sanskritik Samiti” in Raipur, Chhattisgarh. She works towards institutions and

capacities that strengthen the voices against marginalization of communities and increase

the participation of the marginalized in the society. She channelizes the potentialities of

youth, women, children and other marginalized communities for their own development

and works towards a healthy society free from hunger, disease, discrimination and

injustice. Her vision is a society where voluntarism and voluntary organizations play

dominant and constructive role in social cohesion, economic empowerment and Nation

building.

Impact Interview

1. Tell us something about your journey of life?

I was married at a very early age just after passing my 10th standard

in a conservative marwadi family. After my marriage I continued

studying. I did triple M.A in English, History and Sociology. I came

into education sector with the help of my friend. We started a school

named “Royal Kids Convent” in Rajnandgaon district of

Chhattisgarh. Under my administration the school grew very fast

with many innovations. Later it was registered under the ICSE

board of education. While entering into the field of social service, I

did my masters in social work and I am pursuing MBA now.

2. What is “Sankalp Sanskritik Samiti” all about and which

section of the society does your organization work for?

Sankalp has embarked on a set of

key initiatives focusing on capacity

building, knowledge building,

participatory research, health

centric development, marginalized

communities of marginalized

people. With a combination of

training, research and consultancy it

has grounded its work with

conceptual understanding of social

reality to command the strategic direction of interventions. The

organization works for education, livelihood and health. We started

working for the tribal people. For two decades we worked for them.

We also worked for “Water Hygiene Foundation” and the

innovation is been graphicated not only in India and America but in

Australia also titled as “Little Doctor”. We specially work for

marginal line poor people who are in distress and who need care and

protection. Our organization and SHRC( State Health Resource

Center) had done a small study on how Govt of India should

formulate policies in favour of poor and needy people. We gave this

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

We have also started 350 ambulance service in the state. We are

also working with Punjab for “IDV” (Intravenous Drug User) to

stop and prevent HIV aids. We have twenty people as staff for the

same.

We have also started the de-addiction cum rehabilitation center in

Chhattisgarh. It is twelve years old now. We have all the staff trained

by “National Institute of Social Defence” and “RRTC” (Regional

Resource Training Center) Pune.

Then we started the very first moving clinic in Raipur with two

ambulances, three MBBS doctors, male and female nurses who go

to slum areas to spread the awareness among the community for

Do’s and Don’ts of a conceiving lactating mother for hygiene

management.

We have started Mobile clinic and in continuation to that we started

1098 toll free number for the first time in Chhattisgarh for

delivering 24 hours services to brief about children care and

protection who are in distress.

We also run a computer lab and after six months we provide them

“Microsoft Certification” and give them placements.

We also head our livelihood activity called “swashakti” where we

have 100 sewing machines for women who come from slum areas

to learn. Also there is a production house where they do the stitching

work and we have the tie ups with schools and hotels for stitching

uniforms and the money is distributed among themselves.

We have also done action research for Gender Mains training which

is being published nationally.

3. What is Gender Mains Training all about?

We have seen that women are responsible for maintaining hygiene

like water hygiene. For maintaining it they have to face a lot of

problems like they have to go and fetch the drinking water from

outside their home. They also go for open Defecation.No separate

toilets for male and female due to which girls don’t turn up to school

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and female teachers also suffer a lot of problems due to common

toilets. These are the main causes to do this action research.

4. What motivated you to begin this?

I was in scouts and guide in my school and my father was in army so

this kind of social work was inherited into each family member that

we have to do something for the society. As the society is giving so

much to me so I should give it back with a vote of thanks. These

were the reasons why I am into social work. Initially I thought to

carry it on as part time but later I thought that better I should work as

full time because there are numerous problems in the community.

So I joined the organization as full time in 2003. Many interns visit

our organization to learn from Symbiosis, students from Pune,

Bangalore and different parts of Maharashtra. We already have 60

people working in the organization.

5. What are the objectives of your organization?

?Work with the most marginalized and excluded communities

especially women and children and their associations for their

socio-economic and cultural development as well as other

contemporary public welfare issues.

?Secure, protect and promote the constitutional and citizenship

rights of most marginalized communities including Right to

Water and Sanitation, Human Rights, Right to Food and Work,

Right to Education, Right to Health, Right to Constitutional

Remedies and the Right to Life.

?Work with the State, like-minded development support

organizations and civil society organizations to implement

various socio-economic development programmes, undertake

research and influence policy in favour of most marginalized

and excluded communities.

?Environmental Justice and Integrated Water Resource

Management.

?Participate actively for the popularization of Government

Public Welfare Schemes and Programmes and to develop and

publish significant community literature.

?Cooperate with the other organizations working towards similar

goals.

6. How are you able to manage the funds?

We get 10-20% funds from Govt of India and rest we get from

abroad. We get the funds from wherever we apply for. For “Water

Hygiene Sanitation” we contacted “Waterage” India which is UK

based and we got the funds. Then we contacted “Hans” foundation

which is also UK based and there also we got the funds. It varies

from objectives that which organization you need to approach.

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

As such we don’t face any problem. We have ISO certification with

us. We are well established. We go and train IAS/IPS in Lal Bahadur

Shastri Taining Academy, Mussoorie. We also take care of our staff.

For their care and protection we have many policies like sexual

harassment policy, Children’s policy, HIV Aids protection policy

etc. That is why we have a smooth running organization.

8. What are your plans for the near future?

We are planning to start orphanage for the street children. Also we

are planning to start short stay home for the overall development of

children.

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

Youth power is a recognized force in the world today. The youth are

filled with tremendous energy and towering ambitions. They can be

utilized as a constructive and as a destructive force by any nation.

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

overall development of the society.

Awards so far ………….

?Their 37th Gram panchayat got President Award for the social

work.

?In 2009, She was awarded “International Visitor Leadership

Award” from Govt. of America. She was the only one to receive

this award from Asia.

?She has also received “Best Citizen” award by Retd. Election

Commissioner GVG Krishnamurthy, New Delhi for active

participation in social area.

As told to Ms. Pulkit Tiwari

PGDM I, KIAMS

Human Resources

The Chanakya, March 2013

“If someone is going down the wrong road, he doesn’t need motivation

to speed him up. What he needs is education to turn him around”- Jim Rohn

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

raining refers to a certain organized activity imparting Tinformation or instructions that aims towards the enhancement

of the performance of the participants that will help to attain him or

her a required level of knowledge, skill and expertise.

However development is a certain process to change or expand an

expression into another of equivalent value or meaning.Training

and development is an important functions in any kind of

organization. A training prepares an employee to be equipped with

certain requisite skills whereas development is a process that focus

to increase learning abilities. Honing skills are always very much

important to ensure further growth. A person with a limited training

creates his or her own boundaries that creates hindrance towards

further growth, he becomes like a stagnant pool, whereas

development shows the right way to enhance skill sets to take more

responsibilities . As an obvious result the importance of that certain

trained professional within the organization grows gradually and

steadily. Training is need based whereas development is voluntary.

When a person does not have certain required skill sets then training

plays an important role. But the development is all about personal

effectiveness including job efficiencies and it is always self driven

process.

Let us have a look at the lucid example for better understanding

between training and development.

Suppose a person joins in an organization. At the very initial stage

when he or she needs to play a specific role for example a software

trainee in an IT firm he or she needs to learn only that set of skills

that are required to perform a definite course of task or action. Now

if that person wants to grow beyond certain level by acquiring new

skills it is important to develop himself or herself. This nature or

traits we can state by development where he or she wants to grow as

an individual, he may find it necessary to be equipped with certain

managerial skills and expertise to make himself more marketable.

Now for that he may take up an MBA course to learn the required

skills. This intrinsic effort to learn further that goes beyond mere

technical competencies , it can be termed as development.

Training and Development plays an important role. It reduces

performance deficiencies , provides greater stability, flexibility and

growth capacity within an organization. It is an investment in HR

that is an effective source of recruitment and helps to decrease

dissatisfaction, absenteeism, complaints and turnover of employees

. It promises a better return in future.

Providing information for the employee about why the new skills,

skill enhancement, or information is extremely necessary. The

organization should make certain that the employee understands the

link between the training and his/her job. You can enhance the

impact of the training even further if the employee sees the link

between the training and his ability to contribute to the

accomplishment of the organization's business plan and goals. It's

also important to provide rewards and recognition as a result of

successful completion and application of the training. People like

completion certificates. They have penchant for them. This

contextual information will help create an attitude of motivation as

the employee attends the training. It will assist the employee to want

to look for relevant information to apply after the session.

Training and Development if properly provided to an employee it

makes them focused, motivated and result oriented. They become

self aware and instill zest for excellence. As a whole they become an

integral part of the organization where they feel inspired,

enthusiastic and take a leading role within the organization. I would

like to end by a quote by Mark Twain on training .

'Training is everything. The peach was once a bitter almond;

cauliflower is nothing but cabbage with a college education.' - Mark

Twain

Mr. Soumik Bhattacharjee

PGDM I, KIAMS

The Chanakya, March 2013

Human Resources

Imagination was given to man to compensate him for what he is not,

and a sense of humor was provided to console him for what he is.

- Oscar Wilde

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uestions popped up my sloth mind on night of 25th January Qthat how will you relate the two terms? For former, my mind

says you are bound to something for which you feel sickness as if

home sickness; whereas for the latter my mind is supreme and is not

dependent on others as it is being representing others. Why so

obtuse combination?? But I never knew answers were in ‘RAC

status.’

Early morning somebody rang the doorbell, till it matched my

sleeping frequency, making me to go into ‘electrophile state’. He

was the Alumni representative calling me to escort the seniors who

have arrived pretty early in the morning. ‘oh gosh!! Is he serious

(was the first argument I wanted to say)’. I don’t think “unwillingly”

I said yes.

While escorting them to hostel I felt so awkward when they were

discussing even the meagre details of college with so much

enthusiasm (and mind you it still was early morning and I wasn’t in

state of mind to joke), which was sounding obtuse to me. After

Returning to my room before I could finish my morning abut ions

my cell buzzed, it was again the ‘AR’s message’ “reach the ground

square for some preparations”. I was still envying my roomie who

was sleeping as if he hasn’t’ slept for 10 days.

Being computer savvy is a negative point when your classmates

know this fact, and they want to cash this out. I was made to do so

many articulatory work which I can’t explain in this write up (Grin).

Anyways the flag hoisting ceremony was the predecessor for a

dialogue between the B-14/15 and the director mam for the alumni

meet.

Some of the ‘enthuquest’ kinda students were seen interacting with

the alumni’s for the their so called ‘enrichment’. The events for the

day continued with a Lunch buffet menu which is explicably

unexplainable. It could be understood by the fact that I rarely found

anyone chatting while eating. Anyways after finishing lunch I saw

all alumni’s chatting, snapping &enoying with each other.

The adventurous jungle theme of the event was embarked the very

first activity i.e. balloon shooting. My next statement will make it

pretty clear what they did over there, ‘I saw them batting, I saw them

mocking, I saw them hooting, I saw them losing control and I also

saw them shooting’. The next activity was typical jungle games

requiring some physical activity and pretty higher level of

concentration. And they showed us how best they were at it, by

converting the games from one person to multi person mode. I think

indirectly they gave us clue ‘best way to survive in industry is via

team-work’. This was followed by a Pani-puri eating competition,

‘Capacity’ was the word which I admired most, and was proving

itself literally. There was exhibition kind of TT match, which

reinstalled the ‘winning mode’ for all batches.

After the leisure time (When actually I heard many ‘pepzpukin in

pots’), The main highlight of the event started i.e. the cultural. I

think show stopper were no other than the anchors (Kunal sir and

Nihal) who mocked about everything and actually anything.

Cultural events included ‘cultural dance by somsubhra’,’song by

soumik’,’Ramp walk by B-15’,’Dance by B-15 on offcourse op-

Gangnam (PS: a joke only B-15 will understand)’,’a thematic ramp

walk where show stopper Akshay showed his immaculate skills’.

But most important part was when our Alumni Anil sir said, “I can

see the hard work done by B15 for the event, and I really appreciate

it”.

Event was followed by dinner (for which I will give 100 if I would

have given 10 for lunch). And for the pepz who love High Bass,

Rock band concert was there. But the surprise package was

freestyle dance by few of our batchies on latest numbers. It was

almost past midnight when rest of the world might have slept, but it

was looking as if the event had just embarked.

The most important part was the interaction which started after the

dinner. Boundaries dissolved further by the conversation at Bon-

fire at night which was suffixed by delicious Barbeque. ‘Queries

and Answer session was there’ I thought, because every

conversation indirectly was linked to placements or SIP.

Next Morning was actually mid-afternoon, We had some of

activity’s like kite flying and mehndi. Then director mam offered

stage to B-13 to share their views with B-14 and B-15. It was more

of a formal session where formation of alumni association was

announced (at both the campuses). I still remember Pankaj sirs line

“It can only be your home where you can wake up at 12, live life as if

there is no wife”.

I think this cleared the question which was popping up my mind on

25th night. I chose the square ground to write this write up because

after seeing the trodden grass at square ground (because of stage

formation) I was able to recall and write easily as if the event was

happening again in front of me.

Mr. Chitransh Shrivastava

PGDM I, KIAMS

Nostalgia / Republic Day

The Chanakya, March 2013

- Mr. Chitransh Shrivastava

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The below extract are the experience shared by our alumini

“Relive the Moments” – that is what I call samanvay! It is always

great to be back to Campus; Samanvay 2013 was an experience in

itself!

From the moment I entered the campus, I could feel the vibes of

Love, from every corner. The people at kiams and the place itself

give you a homely feeling; it acts like a stress buster.

I would like to appreciate all the students of B14 and B15 for

making this Samanvay a grand experience for the alumni. All

activities were well planned and importantly the environment was

created such that, you feel at home, you get the feeling of the same

old kiams. At KIAMS, you always get the feeling that the place and

activities are same just that people change, while roles remain the

same.

I Love people at KIAMS and I know they Love me too, this

samanvay, was a feel good factor for me. The kind of affection

which I got from people was heart touching!

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

the gratitude of the person!

To sum up my experience, i always feel that, you might come out of

the KIAMS, but KIAMS never comes out of you; the feeling

remains with you forever!!

Thanks to the students, management, faculty and the staff for

making us to relive the memories! I wish both the batches all the

best for future endeavours!

"Basharat Abbas"

Samanvay 2013 – A day etched in memory

The Chanakya, March 2013

Human Resources

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

This is the annual meet of all the Alumni of KIAMS. Not only the

present batches, but the Alumni also look forward to this day to

revisit their alum matter. In this all the passed out batches of

KIAMS are welcomed back to a place they once called HOME.

The Samanvay 2013 was held on 26th and 27th of January. The 26th

January being republic day, was started with National flag hoisting.

All the Alumni were very nostalgic as they entered the campus. It

was like they came back home after a very long journey. Their eyes

were filled with memories as they looked at the rotunda and

triangle(the most favourite spots in KIAMS). Some of them had

joined the corporate world a year back and some were there for over

two decades. We were eager to learn from them and they were eager

to enlighten us. It was a humbling experience as we interacted with

them and they were more than happy to interact with us.

The breakfast was followed by the formal event which saw the

inaugura l o f the “SAMANVAY KIAMS ALUMNI

ASSOCIATION”. There was a lot of backend work which had to be

done. In this process we got interact with the Alumni from as early

as B2. Post the formal event, we had some fun games and sports

lined up for them. This also worked as an ice breaker between the

present batches and the Alumni.

Mr. Nikhil Damle, the President of the Association, shared his

experience of the financial world with the upcoming finance

managers. The students of both the current batches got glimpse of

what they were going to face once the course was completed.

Though many Alumni had travelled the previous night, they

actively participated in all the games, their energy levels were high

all along. As the evening approached, all of us geared up for the

cultural. The Alumni also participated in the cultural. A colorful

cultural was followed by amazing fireworks and torch lightning by

the ex-sports reps of different batches. Then followed the DJ night

which witnessed some stellar performances. We also had bonfire

near the swimming pool. It was a beautiful sight to see a bonfire

accompanied by some soft music and melodious antakshri. The

bonfire went on till 4 in the morning.

The following day we had activities like tattoo and mehendi waiting

for them. Many preferred to play sports like cricket and TT, while

others just spent time with their old friends.

Finally the day was coming to a close. It was time for them to go

back. It was a great learning experience for many of us. This helped

in building good relations with the people who were once a part of

which we are now. The event did not go without a few hiccups, but

the Alumni did not mind and actually gave us a new perspective to

look at and deal with problems that might arise.

To sum up, the event went on to be a great success and full of

challenges and great experiences leaving us eagerly waiting for our

next meeting.

Mr. Vivek Kapate

PGDM I, KIAMS

- Mr. Vivek Kapate

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

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

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

4. Who was the founder of LinkedIn ?

5. Which automobile company launched Gurkha recently ?

6. Which company now owns IPL team Deccan Chargers ?

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

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

9. Where is Carrefour headquarterd ?

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

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

12. Which PSU in Oil sector was disinvested recently ?

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

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

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

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

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

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

19. Which retail store is also called Wally World ?

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

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

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

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

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

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

The Chanakya, March 2013

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Farewell is beautiful, A glimpse into the future,

Farewell is wonderful, It sets for Adventure.

Goodbye is sad, A dive into the past.

Goodbye is hard, It memories cast.

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

A chapter opened, And a chapter closed.

O Farewell O farewell How nice if I could tomorrow tell,

O Goodbye O goodbye In thou sweet memories lie.

For us you take backward, And make to the past hold,

Farewell a' forward To face the future bold.

With feelings set at bay, These very words I say,

Farewell and goodbye, Goodbye and farewell.

Thank you seniors for being there...

In times of trouble and pain,

We hope to see you soon...

May be tomorrow or in eternity ,

But surely we shall meet !!

Bid Adieu- Mr. Nishanth Joseph

Mr. Nishanth JosephPGDM I, KIAMS

The Chanakya, March 2013

Human Resources

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Toyota launched Five-Speed Automatic Fortuner in the Indian Market

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

Videocon launches phone with dual-core processor

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

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

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

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

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

Bajaj Auto launched 100 cc motorcycle Discover 100T

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

Brand Update- Mr. Saurabh Jadhav

The Chanakya, March 2013

Human Resources

- Mr. Saurabh JadhavPGDM I, KIAMS

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s it braces for an opposition onslaught in Parliament next week, Indian government cracked the whip by moving to scrap the 12 A

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

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

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

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

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

Polaris Financial Technology Ltd, a leader in products, solutions and services that enable unprecedented operational productivity for the global Financial Services industry, today announced the launch of its Research, Innovation and Development Centre (RIDC) in its Belfast Centre, UK.This launch enables Polaris to strengthen its leadership position by establishing a dedicated near-shore RIDC, in order to support transformational outsourcing programs for its strategic customers in Europe.With the active involvement of the UK Trade & Investment (UKTI), the current Centre in Belfast is being enhanced to bring RIDC competencies to drive business outcomes to Polaris' customers in Europe along with the near-shore advantage. Wipro Infotech, the India and Middle East IT arm of Wipro, on Monday said it has bagged a 10-year contract from Mumbai International Airport (MIAL) for providing IT services the new integrated terminal T2.? ”This partnership will significantly enhance customer experience and satisfaction through the use of IT”, Wipro said in a statement.? Wipro will be responsible for providing managed services across the entire IT landscape at MIAL and delivering high availability and operational efficiency across all the critical airport processes, it added.? ? "This engagement with MIAL adds strength to our existing Airport and Infrastructure Practice and positions Wipro uniquely in delivering value to our clients globally in this major emerging sector," Wipro Infotech Senior Vice-President and Global Infrastructure Services Anand Sankaran said.

- Mr. Saurabh Jadhav

The Chanakya, March 2013

1) MCX-SX

2) AKAI

3) SAP

4) Reid Hoffman

5) Force Motors

6) Sun TV network

7) Mumbai

14) Michael Jordan

15) Wipro

16) IndusInd Bank

17) Shom Commitee

18) Gujarat

19) Walmart

20) Hindustan Unilever Limited

8) Francisco D'Souza

9) Boulogne Billancourt,

Greater Paris, France

10) Aruba

11) Microsoft

12) Oil India

13) Etihad Airways

21) Gold

22) Europen Union

23) Ray Krocc of McDonalds

24) Philipines

25) Orrisa

Human Resources

- Mr. Saurabh JadhavPGDM I, KIAMS

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Across

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

7. Defence ministry of India issued a formal show cause notice to .................. seeking cancellation of the helicopter contract

9. Smartphones A20 and A30 was recently launched by ..................

Down

1. .................. has sex ratio highly in favour of women

2. Who defines employees empowerment as an intrinsic task motivation manifested in a set of four cognitions

3. .................. defines employee empowerment as a process of decentralizing decision making in an organization

4. Who reported Bajaj Auto in its Asia-Pacific "growth recovery" group of stocks that are expected to see favourable growth in 2013

6. .................. agency predicted that India's healthcare sector will witness slow investments in 2012

8. Reid Hoffman founded this social networking website

10. IndusInd bank would be included in .................. index on April 1.

5

7

9

1

10

8

4

6

2

3

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Winner :

Bhavi M Patel - Institute of Rural Management, Anand (IRMA)

Other Contributiors:

Sunil Pandey – Goa Institute of Management

Arnav Talwar and Inder Deep Singh – Great Lakes Institutes of Management, Chennai

Prakriti Priya – IFMR, Chennai.

Divyanshu Kumar Singh - IIM Lucknow

M.Vivek - School of Management, Pondicherry University

Anjali Sainani - SIBM Pune

Dinoop Nair - Vishwakarma Institute of Management (VIM), Pune

Radhika Patodia – XIMB

Harshpreet Singh, Ankur Goel - XIMB

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

The Chanakya Inter Bschool Contest

Placement News Recruiters Successful Candidates

Odessa TechnologiesSmart CubeHDFC Asset Management Company Ltd.Idea Cellular LtdXL DynamicsWalkWater Talent AdvisorsICICI Securities LtdSBI Life InsuranceDrshti Strategic Research Services Pvt Ltd99 AcresBajaj Allianz General Insurance Co. LtdBNY Mellon International Operations (India) Pvt LtdHCL Infosystems LtdLadderup Wealth Management Pvt LtdL&T Infotech LtdCRISIL LtdDelta Commercial Broker LLC (Citi Bank)MarketsandMarketsCoffee Day BeveragesDecathlon Sports India Pvt LtdAnurash Insurance Services

Sakshi VatsaAnish WadhwaLaxmi GuptaSwati SoniAnant PrakashKamran FaizRicha DhasmanaRitesh AhirSudheer Kumar DevallaSiddharth S ModukuriTanuj SharmaAyush GuptaKamal KishoreVivek GoyalSunit PaulSuresh VaswaniAnkita MittalUjjwal DuttaRavi GuptaShobit SaxenaBharat GildaBhaumin ShahAnkur RaiAnkit JaiswalShailendra ChaturvedyEkta MaheshwariPawan SinghSurya Teja

Md Kamil KhanNitin BhandariIshan SahniKarishma ChopraAakash BhardwajRitesh KothariDeepak M DevayaNeeraj MittalSayantani ChatterjeeKirti KambojRakesh GanGunjan RahiKhushboo VijayvargiyaRicha MittalSaloni WadhwaAnshuman TewariKumar GauravShivam NagarHrishikesh LuleChandrachur PalchaudhuriMrinali RaoNeha C. PariharSurendra Kumar SinghAnupam PrakashKirti KumariKumari SnehaMeha SinghPriyanka Asojia

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

Harihar campus on 5th January. They offer E – learning in engineering, science and management.

r‘Lohri’ was celebrated on the eve of the winter solstice with a bonfire on 13th January and ‘Makar Sankranti’ was celebrated the

following day by flying kites.

r‘Samanvay’ was held in Harihar campus on 26th and 27th of January while ‘Nostalgia’ was held in parallel at Pune campus.

rBatch 14 of Harihar campus was given a farewell party followed by DJ night on 8th February.

rBatch 14 of Pune campus was given a farewell party followed by DJ night on 9th February.

rAshwamedha’13 was won by B14 with an overall score of 28 - 10.

rGulmohar day was celebrated on 13th February with exciting games and a luscious dinner.

Team Chanakya gives special thanks to Mr. Siddhant Shrivastava, Mr. Anil Adya

for his valuable contributions in the March’13 issue.

Student Editorial Team

Ms. Pulkit Tiwari,

Ms. Bhaswati Chakraborty

Mr. Bharathwaj S.

Mr. Saurabh Jadhav (PGDM-I)

Ms. Ekta Maheshwari,

Ms. Tulika Raj,

Mr. Siddhartha Sarma Modukuri,

Mr. Manindar Kumar Nayak (PGDM-II)

We invite you to send in youe feedback to help us bring out

the best in ‘The Chanakya’.

chanakya@kiams.ac.in

thechanakya.kiams@gmail.com

The Chanakya, March 2013

Human Resources

PUNE CAMPUSGut No-356, 357, Near Tata FoundryVillage-Dhamane, Taluka-MavalPune-410506Maharashtra (India)

HARIHAR CAMPUSP.O. Yantrapur

Harihar-577 602Karnataka (India)

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One Institute, Two Locations

Website : www.kiams.ac.inEmail : kiams@bgl.vsnl.net.in