Kirloskar Institute of Advanced Management Studies Chanakya March 2013

Kirloskar Institute of Advanced
Management Studies Enriching Lives
The
Chanakya
Practicing Passion
Mr.Sumit Roy
Prospects of Training in Indian
Health Care Industry
Mr. Shashank. M. Hiremath,
Dr. T. Manjunatha & Dr. Anilkumar. G. Gara
It’s a long way to the TOP
Mr. Deepak Deshpande
Impact Interview - Sankalp Sanskritik Samiti
Samanvay/Nostalgia celebrations
T & D : An attribute towards preeminence
Soumik Bhattacharjee
VOLUME 13 ISSUE 5 MARCH 2013
Focus
Human Resources

KIA
W
S
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 whichledtotheAssociationformation.
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 forAdmission.A
couple of them have also given some live problems to the students
topracticetheirproblem-solvingskills.
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
batchon aone-on-onebasisbeyondtheofficialrole.
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
formalizingtherelationshipinanAssociation.
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
wouldrecognizethatithappenedwhen itcouldhappen!
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,thecoordinationhastorun on auniformbasis.
Theseareexcitingtimesindeed!
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.
Speakthetruth.Speakitagain.Speakitstillonceagain.
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
talentaffectsorganizationalperformance.
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 ofb-14 averysuccessfulandahappycorporatelifeahead.
Happy reading!!!
TeamChanakya.
FromtheDirector
Human Resources

KIA
W
S
2
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 againOtill 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
makeslikeuninterestinganddrab.
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.
HaveanaspirationofaFalcon
And PrideofaLeopard
BegracefulatthetimeofHunt
And bevictoriousintimesofWar
Don’tgetinvolvedwiththenightingaleandthepeacock
One isfullof words andtheotherallcolors
- RUMI
We 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
makethatahabittoremainpassionate.
How canyouremainpassionate?
?Feelandkeepfeelingstronglyaboutyourdomainspecificgoal
?Prioritizeandhaveascheduletodevotetimeonyour passion
?Avoid and reject any kind of negativity that can act like a wet
blanket
?Talkyour crafttoexpertpeopleandtakeguidance
?Stretch.Putanextraeffortandbuildup youremotionalstamina
?Developinfinitepatience
?Becertainaboutyouroutcome
?Findamentor
Excellence just not arises from innate gifts but from interplay of
drive,qualitytraining,Worldclasscontentandtons ofeffort.
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
yourendeavorfor asubstantialtimeperiod.
So how canonekeepputtingefforts for asubstantialtimeperiod?
• Haveascorecardinfrontofyou.
Score card act like a mirror, without a mirror you cannot see
yourself.So ascorecardactslikeanindicator.
Developanempoweringselfdialogue
Self talk has a tremendous influence on your psychological
makeup.Monitoryourinternaldialogue.Noticeit.
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 youstayonpurpose, Purpose willnotletyoudown.
Mr. Sumit Roy
Entrepreneurship Educator, NEN
Practicing Passion - The Art of Rolling on
- Mr. Sumit Roy
Human Resources
The most influential of all educational factors
is the conversation in a child's home.
- William Temple
"

KIA
W
S
3
Indian healthcaresectortogross Rs.1.3 trillionrevenueby 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
Reddysaid.
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
andindirectjobs by2020.
HealthcareInvestments
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,"thereportsaid.
Growth oftheInsurance 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.AntonyJacob,CEO,ApolloMunichHealthInsurance.
Competing with otherSectorsand RoadAhead
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,”
concludesDr Reddy.
Hospitalbecomesatrainingplatform
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
MedicalResearchInstitute(CMRI), Kolkata
Layingdown thetrainingstandards
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 RBasil,CEOofManipalHospital,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
continuousprogrammesconductedthroughouttheyearatthehospital.
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.
Human Resources

KIA
W
S
4
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
NeerajKumar, Manager-HR,AdityaBirlaHospital,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
formingabondandincreasingtheefficiencyofthehospital.
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
trainedtohandleemergencypatients,"headds.
Keeplookingattheforefront
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
trainingtoMIME, anditworks forus," opinesDr 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,"Guptaexplains.
Adaption ofmodernmethods
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
theiremployeestohospitalsabroadfortraining.
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.
Author
Mr. Shashank. M. Hiremath
Asst Professor, KLS’s, Institute of Management Education & Research (IMER), Belgaum,
Karnataka
Co-Authors
Dr. T. Manjunatha
Principal, Bapuji Academy of Management & Research (BAMR), Davangere, Karnataka
Dr. Anilkumar. G. Garag
Director, 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.
Human Resources

KIA
W
S
5
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 byTaylor and Francis.The abstract of
thepaperisasfollows:
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 ofAgricultural 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 ofAgricultural officers andAgricultural 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 andAgricultural 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
theinformationneedsof ruralcommunities.
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 Backward
Region of Karnataka State, India
- Mr. Danappa Pattar & Ms. N. Parvathamma
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

KIA
W
S
6
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'sAndroid 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.
Theabstractofthepaperisas 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
equitygroup EQTVI, retainingonly10% 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
phenomenalandunparalleled.
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.Despitetheseefforts thepicturedidn’timprove.
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
offun.
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
lookforward tosuchopportunitiesinthefuture.
(Mr. Vivek Goyal, Ms. Sakshi Vatsa & Mr. Puneet Sharma.)
Management Principles – An Anchor in Times of Turbulence:
The Case of Nokia
Human Resources
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

KIA
W
S
7
very Management preacher aspires to get a chance to share his
knowledge, work and expertise on a recognized worldEplatform. 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
highlightsareas 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 InternationalAirport 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” SrilankanAirlines”.After
that there was no pleasure as the crew inside the flight did not
competewith“Kingfisher”.
During the check in the types of documentation which is required to
fill,gaveauniquefeelof goingabroad.
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 missedmyfriendstheretoenjoy.
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
mainconferencehallandgiventhefirstrow totakeour 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
theymighthavedonesomeshopping 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
beachandenjoythefreakingholiday.
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.EspeciallySriLankais notmuchdifferentthanus.
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
experiencegotanappreciation.
Prof. Bidyanand Jha
Kirloskar Institute of Advanced Management Studies
My Visit to Colombo, Sri Lanka
- Prof. Bidyanand Jha
Human Resources

KIA
W
S
8
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
otherengineeringgraduates,gotselected.
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 earnedmyresearchdegree.
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 andMarketing.
With the India Inc. on the growth path after the economic reforms
were initiated for the first time in 90s, with the ITboom 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
ingrowing fasterinthecorporateworld.
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
eachdegreethatIearned.
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,andbeingapartofRotarActclubjusttosharpenmyskills.
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
ofthesamewas ahugelearningopportunity!
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
aspectistheimmensesupport I gotfromfamily&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
Human Resources

KIA
W
S
9
re women really too emotional and unsuitable for settling into
Asenior management roles? All over the world women are rarely
seenontopofthehierarchy, butwhy?Should thetrendreallychange?
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
themennotemotional?
According to the Grant Thornton International Business Report 2012,
titled, ‘Women in senior management: Still not enough”,
approximatelyone in every two peopleon the planetis 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) .Astudy
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 hastakenoveratPetrobas,becomingthefirstwomantorunone
of the world’s top five oil companies.Women also head governments in
countriessuch asArgentina,Australia,BrazilandThailand.
Source:GrantThornton 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% inASEAN countries, 24% in European union, 22% in
LatinAmerica and 18% in NorthAmerica. 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%)andtheUnitedArab Emirates(15%).
Astrong 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
beprobablecauses.
Women senior managers and the cliches
- Ms. Bhavi M Patel
Percentage of women in senior management
globally
Percentage of women in senior
management globally
2004 2007 2009 2012
30%
25%
20%
15%
10%
5%
0%
Human Resources

KIA
W
S
10
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
advancementofwomen.
It has become a popular saying nowadays, that had ‘Lehman Brothers’
been ‘Lehman Sisters’, today’s economic crisis would be very
different,perhapsitjustwouldn’tbethereatall!
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
thatitisalrighttoexcludethemfrommanagementroles.
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
providefullflexibilityonwhere,whenandhow thework getsdone.
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
thescopeformanymoretocomein.
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,
anditisashiftinthecultureandparadigmthatwe 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 JUSTDO 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’ -
LoisJoy,NancyM Carter,HarveyMWagener,SriramNarayan,Catalyst2007
iii ‘Women in boardroom help companies succeed’ – Professor Nick Wilson, LUBS
reportedintheTimes,19Mar2009
iv ‘Stillstruggling’-TheEconomist
http://www.economist.com/blogs/dailychart/2011/11/working-women
v ‘Closingthegap’–TheEconomist,http://www.economist.com/node/21539928
vi ‘RecordnumbersofwomeninUK Boardrooms’-TheGuardian
http://www.guardian.co.uk/business/2012/jan/10/record-numbers-of-women-on-
uk-boards?newsfeed-true
vii CorporateGovernanceReview2011–GrantThorntonUK
viii http://www.iveybusinessjournal.com/topics/the-workplace/more-women-in-senior -
roles-if-only-companies-really-wanted-it#.UPvzMcnjWiM
Human Resources

KIA
W
S
11
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 certainMlimit. 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
investsintheemployees.
Contents:
1. EmployeeEmpowerment-WidelyAcceptedDefinitions
2. ElementsofEmployeeEmpowerment
3.Types ofEmployeeEmpowerment
4.VariouslevelsofEmployeeEmpowerment
5. PillarsofEmployeeEmpowerment
6. Pros ofEmployeeEmpowerment
7. Cons ofEmployeeEmpowerment
8. RoleofManagersinEmployeeEmpowerment
9. Conclusion
10. Sources
EmployeeEmpowerment-WidelyAcceptedDefinitions
¬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
orexpectations.
?Self-determination is an individual’s sense of having choice in
initiatingandregulatingactions.
?Competence refers to self-efficacy specific to work; i.e., the
individual’s capability to perform work activities with necessary
skillsandknowledge.
?Impact is the degree to which a person can influence strategic,
administrativeoroperatingoutcomesatwork.
¬Smith and Mouly (1998) define employee empowerment as a
transfer of power from the employer to the employees to make quick
andqualitydecision.
¬Brymer (1991) defines employee empowerment as a process of
decentralizing decision making in an organization, whereby managers
givemorediscretionandautonomytothefrontlineemployees.
ElementsofEmployeeEmpowerment
Fracard (2006) sees that employee empowerment consists of three
elements. For employee empowerment to be successful, their presence
isessential.
a) Style: Empowered employees have a working style of self
management and possess a team spirit. They make, implement and are
heldaccountableforwork-relateddecisions.
b) Skills: Empowered employees are trained to have efficient
communicational skills and effective problem-solving skills. They
identifyproblemsandchallengeinefficientpolicies.
c) Staff: Empowered employees are expected to grow as leaders by
reinforcedempoweringmanagementpractices.
Types ofEmployeeEmpowerment
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
theirskillsandknowledge)andjobsatisfaction.
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
reportingandteamwork.
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.
VariousLevelsofEmployeeEmpowerment
EmployeeEmpowermentcanbemainlyclassifiedintothreelevels.
a) Encouraging - It is a way of encouraging employees to participate
andtoplayamoreactiveroleintheirwork.
b) Involving - It is a method of involving employees in taking
responsibilityforimprovingtheway thatthingsaredone.
c) Enabling - It is a way of enabling employees to make bigger
decisionswithoutconsultingtheirseniorlevelmanagers.
Employee Empowerment - A tool to business success
- Mr. M.Vivek
“Good morning and welcome to our
first employee empowerment seminor.”
Human Resources

KIA
W
S
12
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
realizedthis.
PillarsofEmployeeEmpowerment
The success of employee empowerment depends upon the following
pillars.
a. Resources: It includes all types of resources such as financial,
information,toolsandequipments.
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
achievingthesegoals.
d. Information: Employees should get the necessary information in
good time to make fruitful decisions. Information should be readily
availableandquicklytransmittedtoallconcernedemployees.
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(OngoriandShunda, 2008).
Pros ofEmployeeEmpowerment
From the organizational point of view, the following pros are
associatedwithemployeeempowerment.
?Employee Empowerment generally leads to greater job satisfaction
andmotivation.
?It leads to creativity and innovation since the employees are given
freedomtoactontheirown.
?Complaints dealt with quickly which ultimately leads to greater
customersatisfaction.
?Italsoleadstoincreaseintheefficiencyofemployees.
?Itresultsinreducedcostsandincreasedproductivity.
?Onlyminimalamountofsupervisionanddelegationisneeded.
?Morefocusonqualityofproductsorservicesoffered.
?Risk-taking and Risk-managing capacity of the workers will
increase.
Cons ofEmployeeEmpowerment
Thefollowingpointsgoagainstemployeeempowerment:
?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
issharedwithall.
?Risk: Since risk-taking capacity of the employees is more, there are
equalchancesofsuccess andfailure.Sometimes,itmightleadstohuge
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
thesame.
RoleofManagersinEmployeeEmpowerment
In the book “Empowerment Takes More Than a Minute”, the authors
explainthethreekeysthatmanagersmustuse toempoweremployees:
a. Informationsharingwitheveryoneintheorganization.
b. Creationofemployeeautonomythroughboundaries.
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.Vivek
Full Time Research Scholar
Department of Banking Technology
School of Management
Pondicherry 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.
Human Resources

KIA
W
S
13
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
sideofthepoliticalaisle,butthere’s typicallymoretalkthanaction.
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
employeesandmorerobust bottomlines.
What isconsensus?
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
beenheardandthattheirideashavebeenconsidered.
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
cooperationwithemployeescollaboratingtosolveproblems.
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 andoutcomes.
FiveWays toImplement Consensus forGroup Decisions
As a human resources manager, it’s important to know some of the
considerations that should be weighed before implementing a
consensus-buildingmodel.
Importantideastoconsider:
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
Human Resources

KIA
W
S
14
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
employeesbeforeengaginginconsensus 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
attitudesthatcanundermineproductivity.
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 canjusthopethatmanagersgetitright.
Mr. Somsubra Chatterjee
PGDM I, KIAMS
Previous consensus
Make an edit
Was the article
edited further?
Do you agree with
the change?
New consensus
Seek a compromise
Implement
Yes
Wait Disagree
AgreeNo
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

KIA
W
S
15
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.Tellus something about yourjourney oflife?
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.Ain 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
didmymastersinsocialwork andI ampursuing MBA now.
2. What is “Sankalp Sanskritik Samiti” all about and which
sectionofthesocietydoes yourorganizationwork 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 andAmerica 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
ResourceTrainingCenter)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
protectionwho areindistress.
We also run a computer lab and after six months we provide them
“MicrosoftCertification”andgivethemplacements.
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
uniformsandthemoneyisdistributedamongthemselves.
We have also done action research for Gender Mains training which
isbeingpublishednationally.
3.What isGenderMainsTrainingallabout?
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
Human Resources

KIA
W
S
16
and female teachers also suffer a lot of problems due to common
toilets.Thesearethemaincausestodo thisactionresearch.
4.What motivatedyou tobeginthis?
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
peopleworking intheorganization.
5.What arethe objectivesof yourorganization?
?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
contemporarypublicwelfareissues.
?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
RemediesandtheRighttoLife.
?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
andexcludedcommunities.
?Environmental Justice and Integrated Water Resource
Management.
?Participate actively for the popularization of Government
Public Welfare Schemes and Programmes and to develop and
publishsignificantcommunityliterature.
?Cooperate with the other organizations working towards similar
goals.
6. How areyou abletomanage thefunds?
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
fromobjectivesthatwhichorganizationyouneedtoapproach.
7.What isthebiggest challengethat yourorganizationfaces?
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 TainingAcademy, 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.Thatiswhy we haveasmoothrunningorganization.
8.What areyourplans forthe nearfuture?
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 liketo givetothereaders?
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
overalldevelopmentofthesociety.
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. ofAmerica. She was the only one to receive
thisawardfromAsia.
?She has also received “Best Citizen” award by Retd. Election
Commissioner GVG Krishnamurthy, New Delhi for active
participationinsocialarea.
As told to Ms. Pulkit Tiwari
PGDM I, KIAMS
Human Resources
“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

KIA
W
S
17
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
herarequiredlevelof knowledge,skillandexpertise.
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.Aperson 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
betweentraininganddevelopment.
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
technicalcompetencies, itcanbetermedas 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
. Itpromisesabetterreturninfuture.
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
tolookfor relevantinformationtoapplyafterthesession.
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
liketoendby aquotebyMarkTwainon 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
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

KIA
W
S
18
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 thefirstargumentIwantedtosay)’. I don’tthink“unwillingly”
Isaidyes.
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 sleepingasifhehasn’t’sleptfor 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
allalumni’s chatting,snapping&enoyingwitheachother.
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
reinstalledthe‘winningmode’for allbatches.
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 lookingas iftheeventhadjustembarked.
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
conversationindirectlywas linkedtoplacementsor 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
thereisno 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
happeningagaininfrontof me.
Mr. Chitransh Shrivastava
PGDM I, KIAMS
Nostalgia / Republic Day
- Mr. Chitransh Shrivastava
Human Resources

KIA
W
S
19
The below extractarethe experienceshared by ouralumini
“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
giveyouahomelyfeeling;itactslikeastress 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
whichI gotfrompeoplewas hearttouching!
Dedication by Dr Gopi was one of the sweetest gestures. It speaks
thegratitudeoftheperson!
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
remainswithyouforever!!
Thanks to the students, management, faculty and the staff for
making us to relive the memories! I wish both the batches all the
bestfor futureendeavours!
"Basharat Abbas"
Samanvay 2013 – A day etched in memory
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 arewelcomedbacktoaplacetheyoncecalledHOME.
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
themandtheyweremorethanhappytointeractwithus.
The breakfast was followed by the formal event which saw the
inaugural of 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
presentbatchesandtheAlumni.
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
whattheyweregoingtofaceoncethecoursewas 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
bonfirewenton till4 inthemorning.
The following day we had activities like tattoo and mehendi waiting
for them. Many preferred to play sports like cricket and TT, while
othersjustspenttimewiththeiroldfriends.
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
lookatanddealwithproblemsthatmightarise.
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
nextmeeting.
Mr. Vivek Kapate
PGDM I, KIAMS
- Mr. Vivek Kapate

KIA
W
S
20
1. What is the name of new exchange
launchedinIndia?
2. Name the company that has the tagline
“Landofrisingtechnology”.
3. Jim Hagemann Snabe and Bill
McDermootarethejointCEOs of which
company?
4. Whowas thefounderof LinkedIn?
5. WhichautomobilecompanylaunchedGurkha recently?
6. Whichcompanynow owns IPLteamDeccanChargers ?
7. In whichcitydidthetrial-runofMonorailtookplacerecently?
8. Name the CEO of Indian software company who has been
named anindependentdirectorontheboardofGeneralElectric.
9. WhereisCarrefourheadquarterd?
10. Whichcountryintheworld has thehighesttaxrate?
11. Which software company has acquired internet startup
Yammer for$1.2 billion?
12. WhichPSU inOilsector was disinvestedrecently?
13. Whichairlineshas agreedtobuystakeinJetairways?
14. Charlotte Bobcats, a professional basketball team, is owned by
whichfamousbasketballplayer?
15.Name the IT company which is going to
beremovedfromNifty.
16.Which bank will soon be a new entry in
theNifty?
17.Which commitee was set up by the
goverment for the implementation of
GAAR ?
18. WhichstategovermenthadhostedGlobalinvestorsummitin
January2013 ?
19. WhichretailstoreisalsocalledWallyWorld?
20. Which company will invest 50 million Euros to set up deodrant
unitinMaharashtra?
21. Importdutyof whichcommoditywas raisedby50% recently?
22. Which body has threaten to take action against Google for
invadingprivacy?
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. Whichstatehasgot27%share,thebiggestshareinFDI in
India?
Human Resources

KIA
W
S
21
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 Joseph
PGDM I, KIAMS
Human Resources

KIA
W
S
22
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
willbeginfrom18January2013.
Videoconlaunches phone with dual-coreprocessor
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
memoryandsupport for32GB microSDcard.Thissmartphoneis
compatible with 3G, 2G and Wi-Fi networks and can transfer files via
Bluetooth3.0.
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
retailingthedeviceatRs 7,299 intheIndiansmartphonemarket.
VideoconA20 is the smaller sibling ofA30 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
canbeexpandedupto16GB viamicroSDcard.
BajajAuto launched 100ccmotorcycleDiscover100T
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
Human Resources
- Mr. Saurabh Jadhav
PGDM I, KIAMS

Kirloskar Institute of Advanced Management Studies Chanakya March 2013

Kirloskar Institute of Advanced Management Studies Chanakya March 2013

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Kirloskar Institute of Advanced Management Studies Chanakya March 2013

Similar to Kirloskar Institute of Advanced Management Studies Chanakya March 2013 (16)

Recently uploaded

Recently uploaded (20)

Kirloskar Institute of Advanced Management Studies Chanakya March 2013