Report on Training at IIM Indore

Dr.A.Y.Deshmukh attended Management Capacity Enhancement Programme 2013 (Batch I) at

IIM Indore during January 16-25, 2013. It was organized by NPIU, New Delhi.

• Financial planning:

• Revenue budgets

– Planning of cost and revenues

– Futuristic in nature

– Demands strong budgeting process

• Purposes of revenue budgets

– Planning and control

– Performance measurement and management

– Pay-for-performance targets

• Top-down / Bottom-up approach

– Setting action plans at departmental / center level

– Translating into money values

– Submitting to the budgeting committee

– Changes / suggestions by cross functional teams and top management

– Final draft! (Master Budget)

• Which is an appropriate method? Considering…

– Economic and business cycles

– Unexpected and unknown strategic challenges

Activity based budgeting

• Value chain analysis

– Looks at the process of value creation to ‘customers’

– Defining ‘customer’ for educational institutions…!

• The value creation process

– Classified into primary and secondary activities

– Costs are allocated to ‘activities’ and not to ‘line items’

• MANAGING PUBLIC RELATIONS

� Practice of Managing the Flow of Information Between an Individual/Organization and

the Public

� PR may Include an Organization/Individual Gaining Exposure to their Audiences using

Topics of Public Interest and News Items that Do Not Require Direct Payment

� The aim of Public Relations by an Organisation is to Persuade the Public, Investors,

Partners, Employees, and other Stakeholders to Maintain a Certain Point of View about

It, its Leadership, Products, or of Political Decisions.

� Common Activities include Speaking at Conferences, Winning Academic/Industry

Awards, issuing Press Releases, Talking to the Media, Writing Columns in the

Newspapers, Participating in Debates and so on.

� A sustained and well implemented PR Program may drive your Organisation to its Best

Advantage

� Should not be a ‘will do if we have time and resources’ type of approach

Never Under Estimate the Value of Awareness

Awareness is Important for the Development and

Utilization of Organsiations Programmes and

Initiatives

� Editorial Coverage gives you better mileage and credibility than the Paid advertisements

� Economical Means of Promotion – Newspaper Rates

� Regular Media Coverage Enhances Reputation

• Styles of Communication:

Every time we speak, we choose and use one of four basic communication styles: assertive,

aggressive, passive and passive-aggressive.

Assertive Communication

The most effective and healthiest form of communication is the assertive style. It's how we

naturally express ourselves when our self-esteem is intact, giving us the confidence to

communicate without games and manipulation.

When we are being assertive, we work hard to create mutually satisfying solutions. We

communicate our needs clearly and forthrightly. We care about the relationship and strive for a

win/win situation. We know our limits and refuse to be pushed beyond them just because

someone else wants or needs something from us. Surprisingly, assertive is the style most people

use least.

Aggressive Communication

Aggressive communication always involves manipulation. We may attempt to make people do

what we want by inducing guilt (hurt) or by using intimidation and control tactics (anger). Covert

or overt, we simply want our needs met - and right now! Although there are a few arenas where

aggressive behavior is called for (i.e., sports or war), it will never work in a relationship.

Ironically, the more aggressive sports rely heavily on team members and rational coaching

strategies. Even war might be avoided if we could learn to be more assertive and negotiate to

solve our problems.

Passive Communication

Passive communication is based on compliance and hopes to avoid confrontation at all costs. In

this mode we don't talk much, question even less, and actually do very little. We just don't want

to rock the boat. Passives have learned that it is safer not to react and better to disappear than to

stand up and be noticed.

Passive-Aggressive Communication

A combination of styles, passive-aggressive avoids direct confrontation (passive), but attempts to

get even through manipulation (aggressive). If you've ever thought about making that certain

someone who needs to be "taught a thing or two" suffer (even just a teeny bit), you've stepped

pretty close to (if not on into) the devious and sneaky world of the passive-aggressive. This style

of communication often leads to office politics and rumour-mongering.

So now what?

Clearly, for many reasons, the only healthy communication style is assertive communication.

Surely you can identify many people in your own life that favor each of the four styles. Most of

us use a combination of these four styles, depending on the person or situation. The styles we

choose generally depend on what our past experiences have taught us will work best to get our

needs met in each specific situation. If you take a really good look at yourself, you've probably

used each throughout your lifetime.

Understanding the four basic types of communication will help you learn how to react most

effectively when confronted with a difficult person. It will also help you recognize when you are

using manipulative behavior to get your own needs met. Remember, you always have a choice as

to which communication style you use. If you're serious about taking control of your life,

practice being more assertive. It will help you diffuse anger, reduce guilt and build relationships

- both personally and professionally.

• Managing Projects

Immutable Laws of Task Management

• No major task ever completes on time, within budget, with the same staff that started it,

and the task does not do what it is supposed to do.

– It is highly unlikely that yours will be the first.

• Everyone else understands the task purpose statement you wrote differently.

– If you explain the purpose so clearly that no one could possibly misunderstand,

someone will.

– If you do something that you are sure will meet everyone’s approval, someone

will not like it.

• In 1997, Dr. Elihayu Goldratt introduced – Critical Chain

• Integration of Human Side and Algorithmic Methodology Side

• Results Claimed –

– Task completion in significantly shorter time

– Simpler to use & requires less work for the team in both planning and tracking

phases

• Task Estimating

– Change is required in the individual and organizational behavior

– Establish an organizational culture – removing the fear of exposing “hidden

safety”

– Remove it from task estimates

– Embrace uncertainty rather than thinking that it can be defeated using better

estimation techniques

Interpersonal Effectiveness

• Influence, control

• Others

• Rapport

• Communication

• Affiliation

• Conflict

• Resistance

• Interaction

• Ability / Skills to

– Work through social interaction

• Work with other people

– ‘Influence’ others and be ‘influenced’

– ‘Manage’ conflicts

– Communicate

Emotional Intelligence : Skills that assist an individual to manage emotions at the workplace:

Self discipline and Empathy

– Understand feelings and use them to take decisions

– Empathize

– Persist in the face of setbacks

FIRO-B

• An instrument for emotional intelligence awareness

• Self-Awareness

• Communication

• Building Relationships

• Conflict Management

Grievance Procedure:

Managing Employee Grievances

� Employee contract entail reciprocal and mutual expectations and obligations of

employees and employers.

� An employee would feel aggrieved if his/her expectations were not fulfilled.

� Employer considers it as indiscipline, hence grievance and indiscipline are considered as

two sides of the same coin.

� Employees have certain expectations of the management in terms of their conditions of

service, working environment, satisfaction of their variety of needs, freedom of

expression, just and fair treatment .

� Failure on the part of the management to meet those expectations lead to what is called

employee grievance.

� Grievances include any discontent and dissatisfaction experienced by an employee.

� A Grievance will generally affect employee performance in the organization.

� The employer of any industrial establishment in which fifty or more workers are

employed shall provide for Grievance Settlement Authority.

� Grievances lead to Job dissatisfaction.

� Complaints affecting one or more individual workers in respect of their wage payments,

overtime, leave, transfer, promotion, seniority, work assignment and discharge would

constitute grievance.

Belongingness Towards Workplace

Employee engagement refers to employees being involved with and enthusiastic about their

work and the company. Engaged employees have a positive emotional attachment with their

work and talk positively about it to others.

Engaged employees are those, who are more committed towards their company and put in

extra effort to help their firm achieve its goals.

� Cognitive engagement: Degree to which employee focuses very hard on work – single

mindedness and high energy.

� Emotional Engagement: Degree to which employee feels engrossed in the work. – not

getting distracted and focused

� Physical Engagement: The degree to which employees are willing to go the extra mile.

� Advocacy: The extent to which employees recommend the organization to their family

and friends in terms of job opportunities and doing business with the organization.

WIFI Model

� Well being

� Information

� Fairness

� Involvement