The document provides information about the annual Erudition business conclave organized by the Department of Commerce at the University of Delhi. Scheduled to be held on September 17-18, 2010, Erudition 2010 will explore how organizations can construct corporate conscience and introspect their resurgence following the global financial crisis. A team of students from the MHROD junior batch will help organize the event, which will include thought-provoking speakers and sub-sessions on topics like exploiting chaos to spark innovation.
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
Entering the Human Age: Insights by Jeffrey A. Joerres, ManpowerGroup Chairma...Andrea Hubbert
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success. Three key points:
1) We are entering an era defined by human potential rather than previous eras defined by raw materials or technologies. Unleashing human spirit and innovation will drive economic growth.
2) Talent, not capital, will be the dominant resource as skilled individuals can work anywhere and companies compete for top talent. Access to the right talent with the right skills will determine business success.
3) Technology has liberated human potential by enabling remote work and virtual teams, but also creates a talent shortage as skills become quickly outdated.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
This document discusses lessons that can be learned from military leadership and applied to organizations facing turbulent times. It introduces the concept of Goal Orientated Leadership (GOaL), which is based on principles developed by military leaders over centuries. Under GOaL, leaders set clear outcomes and constraints but empower subordinates to determine tactics. This allows flexibility to adapt to changing conditions. The document contrasts this with typical leadership responses to crises that increase control and reduce responsiveness. GOaL is presented as a framework to help organizations navigate turbulence more effectively through empowered and agile execution.
Etude PwC sur les entreprises japonaises (2012)PwC France
http://pwc.to/UbvKxz
PwC a interrogé une soixantaine de responsables politiques, de dirigeants d’entreprise et d’universitaires, et identifié 4 priorités stratégiques à mettre en place rapidement par les entreprises japonaises : accepter une prise de risques plus forte en termes de développement ; encourager l’entrepreneuriat et l’innovation collaborative ; renforcer la diversité au sein de l’entreprise et promouvoir le leadership en améliorant le système de promotion et de rémunération.
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
Entering the Human Age: Insights by Jeffrey A. Joerres, ManpowerGroup Chairma...Andrea Hubbert
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success. Three key points:
1) We are entering an era defined by human potential rather than previous eras defined by raw materials or technologies. Unleashing human spirit and innovation will drive economic growth.
2) Talent, not capital, will be the dominant resource as skilled individuals can work anywhere and companies compete for top talent. Access to the right talent with the right skills will determine business success.
3) Technology has liberated human potential by enabling remote work and virtual teams, but also creates a talent shortage as skills become quickly outdated.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
This document discusses lessons that can be learned from military leadership and applied to organizations facing turbulent times. It introduces the concept of Goal Orientated Leadership (GOaL), which is based on principles developed by military leaders over centuries. Under GOaL, leaders set clear outcomes and constraints but empower subordinates to determine tactics. This allows flexibility to adapt to changing conditions. The document contrasts this with typical leadership responses to crises that increase control and reduce responsiveness. GOaL is presented as a framework to help organizations navigate turbulence more effectively through empowered and agile execution.
Etude PwC sur les entreprises japonaises (2012)PwC France
http://pwc.to/UbvKxz
PwC a interrogé une soixantaine de responsables politiques, de dirigeants d’entreprise et d’universitaires, et identifié 4 priorités stratégiques à mettre en place rapidement par les entreprises japonaises : accepter une prise de risques plus forte en termes de développement ; encourager l’entrepreneuriat et l’innovation collaborative ; renforcer la diversité au sein de l’entreprise et promouvoir le leadership en améliorant le système de promotion et de rémunération.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
Comments on national ict master plan 2017Peter Mũya H
- Peter Muya provides feedback on Kenya's National ICT Master Plan 2017.
- He suggests improvements across several pillars and sectors, including focusing on process optimization before automation, addressing power supply issues, stopping cable vandalism, and strengthening linkages between sectors like education and labor.
- Muya also recommends expanding initiatives in several sectors like health, education, security, and agriculture to integrate more data and processes.
- He notes some sectors were not covered in the plan like energy, mining, and tourism, and suggests ways ICT could support them.
This document provides information about the faculty members of the Department of Commerce at the University of Delhi for the Master of International Business (MIB) and Master of Human Resource and Organizational Development (MHROD) programs for 2011-2013. It lists the head of the department, professors, associate professors, assistant professors, teaching assistants, and administration staff. It also provides brief profiles for three faculty members, highlighting their areas of specialization and qualifications.
El documento describe brevemente la historia de la provincia de Misiones en Argentina. Detalla la llegada de colonos a las tierras del Paraná, Uruguay y Tapé en el siglo 18, así como la expulsión de los jesuitas. Luego resume algunos hitos políticos clave entre 1803 y 1897, incluyendo la llegada de inmigrantes europeos a fines del siglo 19 y principios del siglo 20. Finalmente, menciona la presentación de una liga antiprovincializante ante el Congreso y la creación de una comisión provisional a favor
The document contains seating arrangements for multiple examination rooms. It lists the roll numbers of students assigned to specific seats, organized by row and column, for a CAT-I examination taking place on August 21, 2012 from 9:30-11:00 AM. The examination is being held in several rooms (SJT301 through SJT324) at the SCSE school.
Structuring e learning activities for sound pedagogyPaulaBarAsh
This document discusses structuring e-learning activities for effective pedagogy in blended learning environments. It introduces blended learning and e-learning tools, discusses pedagogical principles like objectives, content presentation, learning mechanisms and assessment. It also highlights trends like social constructivism, connectivism, group work, problem/scenario-based learning and knowledge creation/sharing. Finally, it reviews virtual learning environments, software, and learning activities that can be used for blended learning.
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a los bancos rusos, la prohibición de exportaciones de alta tecnología a Rusia y la congelación de activos de oligarcas rusos. Los líderes de la UE esperan que estas medidas disuadan a Rusia de continuar su agresión militar contra Ucrania.
The document contains seating arrangements for various examination rooms (SJT 301-401) for a CAT-I examination being held on February 21, 2013 from 3-4:30pm. Each table lists the roll numbers assigned to seats in each of the 10 columns for the 6 rows in that particular examination room.
This document provides exam venue details for multiple courses being held on April 6, 2013 from 9:30-11:00 AM. It lists the course name, code, and room number assignments for each exam. Over 60 student IDs are assigned to rooms SJT 301-305, 324, and 401-402 for exams on Graph Theory, Algorithm Design, Differential Equations, Linear Algebra, Computer Architecture, Environmental Studies, and other courses.
The document provides details of exam venues and student roll numbers for various courses being conducted by the School of Computer Science and Engineering (SCSE) on March 31, 2012 from 3:00-4:30 PM. Several rooms (SJT301, SJT302, etc.) are listed with student roll numbers assigned to each for exams of courses like English for Engineers II, Data Warehousing and Data Mining, Ethics and Values, and others.
Online video distribution with goviralLance Traore
Goviral distributes branded video content and guarantees a minimum number of video views for advertisers on a pay-per-performance basis. It has over 20,000 content items distributed across 21,000 publishers reaching 250,000 websites. Goviral delivers over 35 million targeted views per month. Case studies show how distributing long-form branded content videos across relevant websites and allowing social sharing can generate hundreds of thousands of views and increased brand awareness for advertisers like Renault.
SCSE_B2_01-Apr-13_Display
Note: B2 Slot for MEE437-Operations research following students occupy 421 room number.
Students regno 09BCE538, 10BCE0127, 10BCE0334, 10BCE0355.
This document provides exam venue details for various courses and slots at the SCSE school. It lists the room numbers and student roll numbers assigned to each room for exams on February 18, 2013 from 3:00-4:30 PM in slot B2. Exams are scheduled in rooms SJT 301-305, 315, 324, and 401-403 for courses like Electronics, Microprocessor and Interfacing, Internet and Web Programming, and Professional English.
This 3-sentence summary provides the high-level information from the document:
The document discusses how creativity and innovation are essential for business process management to address today's challenges and create better organizations. It argues that leadership needs to understand and foster innovation by managing it as a process through which individuals and groups can think beyond the obvious to generate value. Several changes in society and business are also outlined that require new approaches like cross-functional collaboration, moving away from territorial thinking, and focusing on value creation through differentiation.
This white paper discusses modern business practices that focus too heavily on short-term goals at the expense of long-term sustainability. It argues that excessive ambition, high staff turnover, and short-term thinking undermine cohesion and skill development within companies. The paper proposes that businesses should define a "core purpose" to guide long-term decision-making and ensure it aligns with developing human capital rather than only short-term metrics like quarterly earnings. Employees should be measured based on their support of the core purpose rather than just short-term deliverables. This could help businesses sustain capabilities over decades rather than seeing skills erode.
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e bateria de longa duração. O dispositivo também possui processador mais rápido e armazenamento expansível. O novo modelo será lançado em outubro por um preço inicial de US$799.
Comments on national ict master plan 2017Peter Mũya H
- Peter Muya provides feedback on Kenya's National ICT Master Plan 2017.
- He suggests improvements across several pillars and sectors, including focusing on process optimization before automation, addressing power supply issues, stopping cable vandalism, and strengthening linkages between sectors like education and labor.
- Muya also recommends expanding initiatives in several sectors like health, education, security, and agriculture to integrate more data and processes.
- He notes some sectors were not covered in the plan like energy, mining, and tourism, and suggests ways ICT could support them.
This document provides information about the faculty members of the Department of Commerce at the University of Delhi for the Master of International Business (MIB) and Master of Human Resource and Organizational Development (MHROD) programs for 2011-2013. It lists the head of the department, professors, associate professors, assistant professors, teaching assistants, and administration staff. It also provides brief profiles for three faculty members, highlighting their areas of specialization and qualifications.
El documento describe brevemente la historia de la provincia de Misiones en Argentina. Detalla la llegada de colonos a las tierras del Paraná, Uruguay y Tapé en el siglo 18, así como la expulsión de los jesuitas. Luego resume algunos hitos políticos clave entre 1803 y 1897, incluyendo la llegada de inmigrantes europeos a fines del siglo 19 y principios del siglo 20. Finalmente, menciona la presentación de una liga antiprovincializante ante el Congreso y la creación de una comisión provisional a favor
The document contains seating arrangements for multiple examination rooms. It lists the roll numbers of students assigned to specific seats, organized by row and column, for a CAT-I examination taking place on August 21, 2012 from 9:30-11:00 AM. The examination is being held in several rooms (SJT301 through SJT324) at the SCSE school.
Structuring e learning activities for sound pedagogyPaulaBarAsh
This document discusses structuring e-learning activities for effective pedagogy in blended learning environments. It introduces blended learning and e-learning tools, discusses pedagogical principles like objectives, content presentation, learning mechanisms and assessment. It also highlights trends like social constructivism, connectivism, group work, problem/scenario-based learning and knowledge creation/sharing. Finally, it reviews virtual learning environments, software, and learning activities that can be used for blended learning.
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a los bancos rusos, la prohibición de exportaciones de alta tecnología a Rusia y la congelación de activos de oligarcas rusos. Los líderes de la UE esperan que estas medidas disuadan a Rusia de continuar su agresión militar contra Ucrania.
The document contains seating arrangements for various examination rooms (SJT 301-401) for a CAT-I examination being held on February 21, 2013 from 3-4:30pm. Each table lists the roll numbers assigned to seats in each of the 10 columns for the 6 rows in that particular examination room.
This document provides exam venue details for multiple courses being held on April 6, 2013 from 9:30-11:00 AM. It lists the course name, code, and room number assignments for each exam. Over 60 student IDs are assigned to rooms SJT 301-305, 324, and 401-402 for exams on Graph Theory, Algorithm Design, Differential Equations, Linear Algebra, Computer Architecture, Environmental Studies, and other courses.
The document provides details of exam venues and student roll numbers for various courses being conducted by the School of Computer Science and Engineering (SCSE) on March 31, 2012 from 3:00-4:30 PM. Several rooms (SJT301, SJT302, etc.) are listed with student roll numbers assigned to each for exams of courses like English for Engineers II, Data Warehousing and Data Mining, Ethics and Values, and others.
Online video distribution with goviralLance Traore
Goviral distributes branded video content and guarantees a minimum number of video views for advertisers on a pay-per-performance basis. It has over 20,000 content items distributed across 21,000 publishers reaching 250,000 websites. Goviral delivers over 35 million targeted views per month. Case studies show how distributing long-form branded content videos across relevant websites and allowing social sharing can generate hundreds of thousands of views and increased brand awareness for advertisers like Renault.
SCSE_B2_01-Apr-13_Display
Note: B2 Slot for MEE437-Operations research following students occupy 421 room number.
Students regno 09BCE538, 10BCE0127, 10BCE0334, 10BCE0355.
This document provides exam venue details for various courses and slots at the SCSE school. It lists the room numbers and student roll numbers assigned to each room for exams on February 18, 2013 from 3:00-4:30 PM in slot B2. Exams are scheduled in rooms SJT 301-305, 315, 324, and 401-403 for courses like Electronics, Microprocessor and Interfacing, Internet and Web Programming, and Professional English.
This 3-sentence summary provides the high-level information from the document:
The document discusses how creativity and innovation are essential for business process management to address today's challenges and create better organizations. It argues that leadership needs to understand and foster innovation by managing it as a process through which individuals and groups can think beyond the obvious to generate value. Several changes in society and business are also outlined that require new approaches like cross-functional collaboration, moving away from territorial thinking, and focusing on value creation through differentiation.
This white paper discusses modern business practices that focus too heavily on short-term goals at the expense of long-term sustainability. It argues that excessive ambition, high staff turnover, and short-term thinking undermine cohesion and skill development within companies. The paper proposes that businesses should define a "core purpose" to guide long-term decision-making and ensure it aligns with developing human capital rather than only short-term metrics like quarterly earnings. Employees should be measured based on their support of the core purpose rather than just short-term deliverables. This could help businesses sustain capabilities over decades rather than seeing skills erode.
This article discusses the challenges of modern leadership. Successful leadership requires adapting to rapid shifts in the business landscape, where there is no precedent. Leaders must focus on developing "substance" by basing their strategy on a term of reference close to their personal values and legacy. This will allow them to guide their organization with conviction through an evolving environment. Key social and economic indicators suggest the current phase requires "age of substance" where organizations demonstrate transparency, authenticity, and speed in order to earn consumer trust and punish those who do not live up to expectations.
The document summarizes the findings of two surveys on the views of Millennials and business leaders regarding the purpose and impact of business. Both groups believe business should not be defined solely by profit, but rather by its role in innovation and societal development. However, Millennials place a greater emphasis on business solving societal challenges. While business leaders recognize the wider role of business, their views vary more on its specific purpose. The surveys suggest business leaders should better articulate and communicate the societal role of business to engage Millennials and restore trust.
Defining the Human Capital Leader of Tomorrow.docmikegggg
This document discusses the need for organizations to modernize the role of the Chief Human Resources Officer (CHRO) to focus on strategic human capital management rather than administrative tasks. It notes that while some large organizations have advanced the CHRO role, most have not kept up with changing needs. The document advocates for raising standards around human capital practices, redefining the CHRO mandate, and holding organizations accountable in the same way they are for financial practices. It presents a vision of the future where the CHRO will play a key role in strategic planning, talent management, and ensuring the organization attracts and retains top human capital.
1 defining the human capital leader of tomorrow.docmikegggg
This document discusses the need for organizations to modernize the role of the Chief Human Resources Officer (CHRO) to focus on strategic human capital management rather than administrative tasks. It notes that while some large organizations have advanced the CHRO role, most have not kept up with changing needs. The document advocates for raising standards around human capital practices, redefining the CHRO mandate, and holding organizations accountable in the same way they are for financial practices. It presents a vision of the future where the CHRO will play a key role in strategic planning, talent management, and ensuring the organization attracts and retains top human capital.
The document discusses the need for a new paradigm of leadership to address global challenges. It argues that leadership must be viewed as a relationship based on mutual influence between leaders and team members, rather than a top-down model. The new paradigm proposes that leadership involves mobilizing people to enact meaningful change through non-coercive relationships aligned with shared values and purposes. Leadership development programs should cultivate skills for collaboration, influence without authority, and facilitating adaptive organizational change.
CEOs today must be able to communicate effectively, make quick decisions, and engage with a variety of stakeholders. They are under intense public scrutiny. To thrive, CEOs must empower others in their organization and cultivate a culture of leadership throughout the company. This allows the organization to respond quickly to opportunities and threats. Effective CEOs also demonstrate authenticity and build trust with empathy, which enables them to lead diverse teams and adapt to changing business needs.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
S Y Siddiqui discusses several topics related to human resources and leadership in Maruti Suzuki India Limited.
1) Both academic qualifications and hands-on experience are important for career success, but experience applying knowledge gained from school is critical.
2) The role of HR has evolved from just staffing and compliance to strategic talent management. HR practices like job rotation and fast-track career growth help retain employees.
3) Customizing talent retention strategies to each company's culture and business helps gain an edge over competitors in attracting talent. Maruti Suzuki offers opportunities like overseas rotations and international learning.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
The document discusses the evolving role and skills required of modern CEOs. It notes that CEOs today face greater scrutiny and expectations to communicate frequently with employees, customers, and shareholders. They must have strong communication skills to articulate their vision and decisions. Additionally, CEOs need to empower others in the organization and create a culture of leadership to allow for speed and agility to address challenges. Successful CEOs exhibit traits like authenticity, empathy, and an ability to nurture talent so the organization can respond quickly when needed.
This document discusses the importance of diversity and cultural competency in leadership. It argues that diversity, when properly leveraged, can power innovation and drive business success in today's global environment. The document outlines four forces shaping the new mindset of inclusiveness that leaders must adopt: 1) economic and social forces, 2) demographic shifts, 3) globalization, and 4) demands for diversity from stakeholders. It also notes that diversity today encompasses more than just differences in race and gender, and that leaders must view diversity as a key part of corporate strategy with major financial implications.
This document discusses the difference between corporate social responsibility (CSR) and having an authentic purpose-driven business. While CSR focuses on minimizing harm, purpose is about maximizing positive social and environmental impacts. Purpose requires a mindset that considers long-term societal wellbeing, not just short-term profits. Interviewees state that a purpose-driven business culture engages employees in living the company's purpose through their daily work.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
In November 2009 Lander Associates held a Leadership Symposium which comprised of fourteen business professionals with a range of backgrounds: recruitment; HR; finance; academia and consultancy who met to exchange views on the challenges and opportunities posed by a new decade – and to share ideas on how to successfully manage those challenges and opportunities.
Lander Associates has produced a white paper detailing the challenges leaders face and looking forward to 2010 and beyond.
As a result of this symposium we developed a brand new suite of leadership courses which focus on the real skills needed by front line managers/team leaders post recession. We then partnered with Chartered Management Institute (CMI) to become an Approved Centre. This means we can now offer the only recruitment specific, international leadership qualification. Visit www.landerleadership.com to find out more.
The document discusses how sustainable development and corporate social responsibility (CSR) are increasingly important for businesses. It notes that stakeholders now expect companies to operate responsibly and honor ethical values. Embracing CSR and sustainability can benefit companies in many ways such as improving brand image, increasing sales and attracting employees. The document advocates that companies integrate social and environmental concerns into their core business to create long-term value for both society and their own organization.
The creation and maintenance of corporate culture is discussed with a strong emphasis on spiritual interdependency and how it affects the current workplace.
And while spiritualism is emphasized, values are clearly the building blocks of culture itself.
- The concept of a learning organisation aims to define organisations that are continually adapting through the evolving knowledge and understanding of its members.
- Peter Senge introduced the influential idea of a learning organisation as one where people expand their capacity to achieve desired results through nurturing new thinking and collective aspiration.
- However, critics argue that the level of organizational learning required may not always be beneficial and that not all organizations need to be "learning organizations". The concept of a learning organization is not universally applicable to all organizations in all contexts.
1. ERUDITION ‘10
CONSTRUCTING CORPORATE CONSCIENCE
2nd August 2010
Nonetheless, an event of such a magnitude
A warm welcome from cannot be the effort of a few. So here’s looking
Team Convention forward to the support and guidance of all the
stakeholders, i.e. YOU...
The Annual business conclave of the
Department of Commerce, Erudition is
back!!! And the thought provoking confluence
of business leaders and change masters is
going to get only bigger and better this year.
Scouting for the prominent names in terms of
speakers and sponsors alike has already started.
Slated to be held on September 17th and
18th, 2010, at the Paintal Memorial Golden
Jubilee Auditorium, V. P. Chest Institute in
the heart of the North Campus of the
University of Delhi, the event promises to be a
phenomenal success. And to ensure this, we
have a team of new and fresh faces from the
junior batch of MHROD. The work has started
in full swing. The brochures are ready, and the
long process of getting the details right is
already underway.
Erudition’10 – Constructing Corporate Conscience: Introspecting the Resurgence
17th and 18th September 2010
2. CONSTRUCTING CORPORATE CONSCINECE
INTROSPECTING THE RESURGENCE
What doesn’t kill us, only makes us stronger. Or and an individual, needs to implement? What are
does it? the ethical challenges for the post recession
managers?
In the intrinsically destabilising system of
Important questions all, and especially in the
capitalism that is known to drive the largest
backdrop of the global financial crises. And
economies of the world, the threats to prosperity
although traces of recovery and resurgence
are many. Perhaps the biggest testimony to this
emerge, these questions become even more
has been the past two decades, which have seen
important, lest the demons from the past
such highs of growth and such depths of
behaviour come to haunt us in the future.
depression, that the course of future cannot still
Therefore, the call of the hour is caution, and
be predicted. And while we emerge, albeit
more importantly, INTROSPECTION, to identify
precariously, from the depression that seemed to
what doesn't work for us anymore, and what
have swallowed the behemoth corporations and
does...
crumbled the largest economies, there are certain
questions that need answering, and soon.
As the future managers, we are handed with the
responsibility of making good decisions,
As Milton Friedman pointed out, “The one and
CONSCIENTIOUS decisions. And to help us in
only social responsibility of Business is to use its
this, it is with immense pride that the students
resources and engage in activities designed to
and faculty of the MHROD and MIB,
increase its profits so long as it stays within the
Department of Commerce, Delhi School of
rules of the game”. What are these rules? Who
Economics, University of Delhi, hold our 15th
makes them? Touted as the system that rewards
Annual Convention, Erudition 2010, themed
personal ambition and effort, what is it in
"CREATING CORPORATE CONSCIENCE:
capitalism that leads to a psyche of greed and
Introspecting the Resurgence", to help us in this
fear? Is it not important for those in power- both
very quest-to find what went wrong over the past
in business and in governments- to behave
three years, and have we learnt anything from the
responsibly? Can organizations figure out a way
same, as well as attempt to shed light on and
to grow along with fulfilling their social
evaluate the various corporate strategies and
responsibilities? Are we already seeing a humane
policies that the organisations throughout the
side of the shrewd businessman? What are the
country are adopting in an attempt to be more
changes that the organization, both as an entity
humane.
Erudition’10 – Constructing Corporate Conscience: Introspecting the Resurgence
17th and 18th September 2010
3. Sub Session 1
Chaos is the uncertainty sparked by uncharted
territory, economic recession, and bubbles of Exploiting Chaos –
opportunity. HR managers know best that chaos
causes organizations to retreat. But that isn’t
always true. For example, Disney, CNN, MTV,
Hyatt, Burger King, FedEx, Microsoft, Apple,
GE, and Hewlett-Packard were all founded
during periods of economic recession. Periods of
change create enormous opportunities, but only
Sparking
for those organizations that are structured to
reinvent and change. With a contagious
enthusiasm for innovation, organisations must
Innovation and
prepare themselves for a revolution in the times
of chaos to emerge more innovative and
successful than before.
Creating a Culture
of Revolution
DATE: 17th September 2010
TIME: 11:00 am to 12:30 pm
4. Sub Session 2
The immediate challenges for HR leaders in
today’s volatile business climate include “right- Building
sizing” and rationalization to control costs.
This session brings together experts who talk Organizational
about how to optimize the HR value proposition
during unprecedented change, how HR strategies
can increase “change-ability,” organizational
agility, and immediate and long-term employee
Resilience and
performance by protecting top talent and skills,
building trust and responsible management,
reducing costs, improving communications, and
Sustainability
integrating new technology.
DATE: 17th September 2010
TIME: 1:30 pm to 3:00 pm
5. Sub Session 3
The past few years have been a challenge for HR
to build and sustain a healthy, thriving People are Your
organizational culture when faced with recession,
lay-offs, salary reductions, and benefit cuts.
Business!!
Organizations are rethinking everything from
policies to priorities to their people. With so
much change, how will HR bring the focus back
to the people while helping companies adapt?
This session explores trends and practices of
organizations that have kept the focus on their
people and as a result, enjoyed the success that
comes from being a great workplace.
DATE: 17th September 2010
TIME: 3:30 pm to 5:00 pm
6. Greetings from Team Convention – Batch of 2012
It gives me immense pleasure to be called a part The series of rounds we had to go through for our
of the dynamic “Team Convention”- the sole induction into the team and then the warm
driving force behind “ERUDITION” – the pride welcome that we received charged us up and
of MHROD. To be chosen in it was nothing less revived the sweet memories of first getting into
than a dream come true for me. Only a few get MHROD earlier.
the opportunity to contribute for a place which Looking forward to learning a lot from our
has the utmost importance in our lives and I am seniors and getting groomed to successfully go
one of those lucky ones along with my other ahead and organize “ERUDITION 2011” next
Team Convention members. year. Lastly, I would wrap up sharing that we, the
Above all, when you get to work under the junior Team Convention members, pledge to put
guidance of such enthusiastic and passionate in our soul and heart to make “ERUDITION” this
seniors namely, Shalini - Convener of Team year, an even greater success than it was last year.
Convention, Anupreet, Ankita, Shweta and
Kulparkash, there is nothing more that you can - Nishita Bhasin
ask for. Member, Team Convention
M.H.R.O.D. Batch 2012
Erudition’10 – Constructing Corporate Conscience: Introspecting the Resurgence
17th and 18th September 2010
7. Message from Team Convention – Batch of 2011
Erudition has been the pride of the Department of discussions we finally arrived at our final Team
Commerce for the past 14 years, since the of six members.
inception of the MHROD and MIB courses. This All the members of the junior team are full of
year we present to you, our 15th Annual ideas and are willing to learn. We really value
Convention – Erudition 2010. We feel that it is a their commitment and hardwork and feel great
matter of immense pleasure and pride that we’re pleasure in working with them and learning from
entrusted with the responsibility of an event of them in return.
this magnitude and importance. We promise to This year, Team Convention will strive to make
put in our most sincere efforts and bring together Erudition’10 memorable for all of us. For this we
the best minds of the industry, on one platform request your participation, cooperation and
which is – Erudition ’10. wholehearted support. Let us all take an initiative
The batch of 2012 is brimming with enthusiasm to work towards a better Erudition and in turn, a
and energy and has proved itself very talented better MHROD!!!
during the induction process. Each one of them
was worthy of a place in the Team and therefore, - Shalini Sharma
with a lot of difficulty and after endless Convener, Team Convention
M.H.R.O.D. Batch 2011
Erudition’10 – Constructing Corporate Conscience: Introspecting the Resurgence
17th and 18th September 2010
8. TEAM CONVENTION
Arijit Chakraborty Kulparkash Singh
9654751279 Ankita Seth 9650945311
Shalini Sharma Shweta Jatwani
Anupreet Singh 9958574627 9899506218 9818073846 Himanshu Sagar
9871006657 Nishita Bhasin 9891190629
Ashutosh Kumar Nandita Joshi
Hitesh Joshi 9990408488 9711840578 9953914613 E-mail
9540861452 erudition.mhrod@gmail.com
Erudition ’10 CONTACT DETAILS
CONSTRUCTING CORPORATE
CONSCIENCE: Introspecting the Department of Commerce
Delhi School of Economics
Resurgence University of Delhi
Delhi – 110007
17th-18th September 2010
9:00 am to 5:00 pm Phone: 011-27662608
Fax: (11) 27666781
Mobile: +91 9899506218
Paintal Memorial Golden Jubilee Email: convention@mhrod.com,
Auditorium, VPCI, University of erudition.mhrod@gmail.com
Delhi Website: www.mhrod.com