The document provides an overview of the current Indian business scene. It discusses India's role in the global economy, changes in the world of work and their impact on Indian organizations, problems India faces in achieving global standards, and the changing industrial relations scene in India. It also presents a case study and areas that should be considered when doing business in India. The document aims to give insights into conducting business successfully in today's Indian market.
The financial system comprises intermediaries, markets, and instruments that transform savings into investments. It provides financial inputs that are crucial for economic development and improving standards of living. The system involves the activities of saving, financing, and investment. It includes various institutions like banks, non-banking financial companies, and financial markets that facilitate transactions and allocate resources. Financial instruments are traded in these markets to raise capital. The system also provides important financial services. However, the Indian financial system faces some weaknesses like a lack of coordination and inactive capital markets.
Regulatory Framework For Merchant Bankersitsvineeth209
The document outlines the regulatory framework for merchant bankers including operational guidelines, pre-issue obligations, and post-issue obligations. It discusses the submission of offer documents, dispatch of issue materials, underwriting, and compliance. Pre-issue obligations include appointing intermediaries, submitting documents, and making the offer document public. Post-issue obligations include monitoring reports, redressal of investor grievances, and coordinating with intermediaries. It also provides guidelines for unlisted companies regarding listing of shares, market makers, and disclosures.
- Ethos examines morality and moral standards of a society. It includes concepts like honesty, responsibility, and ethics.
- Indian ethos focuses on developing a value-oriented management system through principles like fulfilling social responsibility, prioritizing human relationships, and promoting inner growth and self-management.
- Key aspects of Indian ethos include self-study, self-control of the mind, intuition, and using meditation to transform lower consciousness into higher consciousness. This allows one to make rational decisions and handle problems and difficulties.
This document discusses organizational values and their impact on strategy. It defines values as fundamental beliefs that guide behavior and decision making. Organizational values shape company culture and govern employee conduct. Values also influence strategy formation by aligning objectives, policies and procedures with the company's mission and vision. The case study of Nike demonstrates how the company's values of innovation, fashion, and promoting young talent guided strategic decisions around product design and celebrity endorsements that boosted sales and brand recognition.
This document provides an overview of various investment avenues in India including securities, fixed income securities, government securities, money market instruments, deposits, postal schemes, insurance, real estate, and precious metals. It describes the key characteristics of stocks, bonds, mutual funds, bank deposits, post office savings schemes, life insurance policies, real estate, and other assets. The document aims to educate investors on their options for investment, savings, and risk management.
Credit ratings are evaluations of an entity's ability and willingness to repay debt. They originated in the US in 1909 and gained importance after the Great Depression. Credit rating agencies analyze factors like an entity's finances, management, and industry to assign ratings symbols indicating different levels of default risk. In India, the top three rating agencies are CRISIL, ICRA, and CARE Ratings. They use methodologies involving economy, business, financial, management and fundamental analyses to determine ratings that guide investors and policymakers.
A simple and comprehensive presentation on Profit maximization v/s Wealth Maximization.
By Arvinder Pal Kaur
Faculty of Management
Northwest Group of Institutions
Dhudhike, MOGA
This presentation is on Credit rating agencies in India. here I presents it's origin, importants, benefits, objectives, need and about different rating agencies.
The financial system comprises intermediaries, markets, and instruments that transform savings into investments. It provides financial inputs that are crucial for economic development and improving standards of living. The system involves the activities of saving, financing, and investment. It includes various institutions like banks, non-banking financial companies, and financial markets that facilitate transactions and allocate resources. Financial instruments are traded in these markets to raise capital. The system also provides important financial services. However, the Indian financial system faces some weaknesses like a lack of coordination and inactive capital markets.
Regulatory Framework For Merchant Bankersitsvineeth209
The document outlines the regulatory framework for merchant bankers including operational guidelines, pre-issue obligations, and post-issue obligations. It discusses the submission of offer documents, dispatch of issue materials, underwriting, and compliance. Pre-issue obligations include appointing intermediaries, submitting documents, and making the offer document public. Post-issue obligations include monitoring reports, redressal of investor grievances, and coordinating with intermediaries. It also provides guidelines for unlisted companies regarding listing of shares, market makers, and disclosures.
- Ethos examines morality and moral standards of a society. It includes concepts like honesty, responsibility, and ethics.
- Indian ethos focuses on developing a value-oriented management system through principles like fulfilling social responsibility, prioritizing human relationships, and promoting inner growth and self-management.
- Key aspects of Indian ethos include self-study, self-control of the mind, intuition, and using meditation to transform lower consciousness into higher consciousness. This allows one to make rational decisions and handle problems and difficulties.
This document discusses organizational values and their impact on strategy. It defines values as fundamental beliefs that guide behavior and decision making. Organizational values shape company culture and govern employee conduct. Values also influence strategy formation by aligning objectives, policies and procedures with the company's mission and vision. The case study of Nike demonstrates how the company's values of innovation, fashion, and promoting young talent guided strategic decisions around product design and celebrity endorsements that boosted sales and brand recognition.
This document provides an overview of various investment avenues in India including securities, fixed income securities, government securities, money market instruments, deposits, postal schemes, insurance, real estate, and precious metals. It describes the key characteristics of stocks, bonds, mutual funds, bank deposits, post office savings schemes, life insurance policies, real estate, and other assets. The document aims to educate investors on their options for investment, savings, and risk management.
Credit ratings are evaluations of an entity's ability and willingness to repay debt. They originated in the US in 1909 and gained importance after the Great Depression. Credit rating agencies analyze factors like an entity's finances, management, and industry to assign ratings symbols indicating different levels of default risk. In India, the top three rating agencies are CRISIL, ICRA, and CARE Ratings. They use methodologies involving economy, business, financial, management and fundamental analyses to determine ratings that guide investors and policymakers.
A simple and comprehensive presentation on Profit maximization v/s Wealth Maximization.
By Arvinder Pal Kaur
Faculty of Management
Northwest Group of Institutions
Dhudhike, MOGA
This presentation is on Credit rating agencies in India. here I presents it's origin, importants, benefits, objectives, need and about different rating agencies.
SEBI regulates merchant bankers in India through the SEBI (Merchant Bankers) Regulations, 1992. Merchant bankers must register with SEBI and comply with various criteria to carry out activities like managing securities issues, providing corporate advisory services. SEBI classifies merchant bankers into four categories based on the nature of activities and responsibilities. They must meet capital adequacy norms ranging from Rs. 1 crore to Rs. 20 lakhs. Merchant bankers are subject to various operating guidelines set by SEBI regarding financial reporting, code of conduct, and authorization renewal.
Reliance Group is India's largest private sector enterprise with annual revenues over US$27 billion. Reliance Retail Limited is a subsidiary of Reliance Industries Limited and was established to lead Reliance Group's entry into organized retail. Reliance Retail operates various store formats across India including neighborhood stores, hypermarkets, specialty stores, and wholesale stores. It aims to provide quality products at affordable prices to consumers while also generating prosperity for farmers, vendors, and small shopkeepers. Reliance Retail has over 500 stores currently and plans rapid expansion across the country.
The document discusses the Indian ethos and its relevance for management. It provides definitions of ethics and ethos, noting that ethics are universal standards while ethos is specific to a culture or region. It outlines several elements of the Indian ethos, including ego sublimation, sacrificing spirit, and concern for social welfare over material gain. The needs, purpose, and dimensions of work ethos are presented. Indian management is said to emphasize integrated development, inner guidance, and total harmony. The relevance of the Indian ethos is that it can help maintain a holistic universe, focus on welfare, establish a unique work culture and value system, and support self-development and concentration.
Assumptions in Organizational Development - Organizational Change and Develo...manumelwin
The Organization development has a number of underlying assumptions which can be examined so as to determine how the OD programmes can be utilized to the fullest potential.
These assumptions are based upon French and Bell
Human resource accounting is the process of identifying and measuring data about human resources and communicating this information to interested parties. It aims to improve management by analyzing investments in human resources and considering people as organizational assets. There are several methods to measure the historical cost, replacement cost, or opportunity cost of human resources. Accurately accounting for human resources can help organizations make better management decisions regarding recruitment, retention, and productivity. However, human resource accounting also has limitations, as no single procedure exists for determining the precise cost and value of people in an organization.
Credit rating agencies provide independent ratings of issuers' ability to repay their debts. The document discusses major international and Indian credit rating agencies such as Moody's, S&P, CRISIL, ICRA, CARE, and others. It defines credit ratings, explains different rating scales, and provides brief histories of the large agencies. Major services of agencies include rating government bonds, corporate bonds, and other debt instruments in both domestic and international markets.
The document discusses credit ratings and CRISIL's rating methodology. It provides 3 key points:
1) Credit ratings provide an independent assessment of a company's ability to meet its financial obligations and are used by investors to evaluate risk. Ratings benefit both issuers by improving marketability and investors by supplementing their analysis.
2) CRISIL's rating methodology involves analyzing industry risk, business risk factors like competitive position, and financial risk factors like profitability and cash flows. Management quality is also assessed.
3) The ratings process involves a rating agreement, meetings with management, a rating committee review, communication to the issuer, and public dissemination.
This document outlines the modules of a course on business ethics and corporate governance. Module I introduces concepts of ethics, morality, and their relationship to law and culture. It discusses ethical theories and values. Module II covers ethical corporate behavior, leadership, decision-making, and workplace issues. Module III addresses ethics in functional areas like operations and marketing. Module IV discusses corporate governance initiatives and failures. Module V focuses on corporate social responsibility, issues like corruption, and obligations to stakeholders.
1. The document discusses Indian ethos in management, outlining its history and 6 key principles including serving others, excellence in work, and treating the workplace as sacred.
2. It also covers the Indian model of corporate development which focuses on human welfare and balance, as well as the importance of corporate social responsibility.
3. Indian spirituality and its relevance to management are examined, along with how institutions are helping to instill Indian values in company culture.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
The document discusses human resource development (HRD) as a profession in India. It defines HRD as building competency, commitment, and a learning culture in organizations to achieve business excellence. HRD functions are carried out through five major systems: career, work, development, self-renewal, and culture systems. Each system has its own sub-systems to attract, retain, utilize, develop, renew, and build culture among employees. HRD is a process-oriented function that focuses on individuals, roles, teams, and the organization to effectively implement the HRD systems and bring about the desired behaviors and outcomes through various processes.
This document discusses receivables management. It defines receivables as money owed to a firm by customers from sales. Effective receivables management optimizes profits by balancing investment in receivables with sales levels and costs of maintaining receivables like capital costs and collection costs. Firms must determine appropriate credit policies including credit terms, credit limits, and collection efforts to maximize returns while minimizing bad debts and collection period. Tools like credit analysis, aging schedules, and ratio analysis help firms monitor receivables and collection performance.
This document provides an overview of performance appraisal methods used to evaluate employees. It discusses several common methods including 360 degree feedback, rating scales, critical incidents, essay method, work standards, ranking, forced distribution, result-based systems, and behaviorally anchored rating scales. Each method is defined in one to two sentences. The document aims to inform the reader about different performance appraisal techniques used by organizations.
All marketing aspects including financial and HR policies are explained elaborately . Subsidiaries, value system , competitors. A comparison study among TCS INFOSYS and Wipro is given Briefly.
The document outlines the steps for implementing a Human Resource Information System (HRIS). It discusses 14 steps: 1) inception of idea, 2) feasibility study, 3) selecting a project team, 4) defining requirements, 5) vendor analysis, 6) package contract negotiation, 7) training, 8) tailoring the system, 9) collecting data, 10) testing the system, 11) starting up, 12) running in parallel, 13) maintenance, and 14) evaluation. It also provides details on each step and highlights the importance of properly implementing each step for a successful HRIS system. This is illustrated through a case study of a global logistics company that implemented an HRIS to improve employee leave management across its operations
The document provides solved problems related to calculating cost of capital. It includes examples of calculating cost of debt, cost of preference shares, and weighted average cost of capital (WACC) for companies based on information about their capital structure, dividend rates, issue prices of securities, tax rates, and other financial details. The problems cover a range of scenarios and teach the methodology for determining the effective cost of different sources of capital and the overall WACC.
The HR manager handles issues directly with employees and is responsible for recruiting, compensation, training, safety, and welfare. Key skills for an HR manager include strong communication skills, business acumen to understand how HR fits the organization's strategic plans, and understanding people through verbal and nonverbal cues. HR managers also require a sense of fairness, organizational skills, and additional skills like recruitment, training, compensation, performance evaluation, and time management. The HR process is influenced by internal factors like organizational structure and culture as well as external factors in the political, economic, and labor environments.
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
This document provides an overview of the evolution and types of financial services in India. It discusses how the sector has undergone liberalization since 1990, allowing private and foreign players to enter. The document defines financial services as services related to mobilizing and allocating savings. It outlines the evolution in three phases from 1960-2002, during which new institutions and instruments were established. The key characteristics of financial services are described, including their intangible nature and role in intermediating funds. The importance of financial services in channeling funds, debt management, and promoting savings is also highlighted. Finally, the document categorizes the main types of financial services in India into money markets, capital markets, retail markets, and wholesale markets.
1. Sector, Company, Product / Service (Overview)
2. Discuss the functions of HR managers in Infosys.
3. Define Organization structure and justify the structure for Infosys company.
This document discusses business ethics, including definitions, key elements, importance, and how businesses can implement ethics. It defines business ethics as the study and examination of moral and social responsibility in business practices and decision-making. A proper ethics framework requires standards of right and wrong that prescribe obligations to stakeholders. Business ethics are important to protect consumer rights, ensure social responsibility, and maintain good relationships with society. Businesses should implement ethics through codes of conduct, separating ownership from management, and recognizing that ethical practices can be profitable in the long run.
Here is the presentation on Impact of media on Indian Society. It is small because I was limited to use 8 slides, it is actually a College assignment of mine, carefully chosen points and need an active presenter to present them all effectively...:)
SEBI regulates merchant bankers in India through the SEBI (Merchant Bankers) Regulations, 1992. Merchant bankers must register with SEBI and comply with various criteria to carry out activities like managing securities issues, providing corporate advisory services. SEBI classifies merchant bankers into four categories based on the nature of activities and responsibilities. They must meet capital adequacy norms ranging from Rs. 1 crore to Rs. 20 lakhs. Merchant bankers are subject to various operating guidelines set by SEBI regarding financial reporting, code of conduct, and authorization renewal.
Reliance Group is India's largest private sector enterprise with annual revenues over US$27 billion. Reliance Retail Limited is a subsidiary of Reliance Industries Limited and was established to lead Reliance Group's entry into organized retail. Reliance Retail operates various store formats across India including neighborhood stores, hypermarkets, specialty stores, and wholesale stores. It aims to provide quality products at affordable prices to consumers while also generating prosperity for farmers, vendors, and small shopkeepers. Reliance Retail has over 500 stores currently and plans rapid expansion across the country.
The document discusses the Indian ethos and its relevance for management. It provides definitions of ethics and ethos, noting that ethics are universal standards while ethos is specific to a culture or region. It outlines several elements of the Indian ethos, including ego sublimation, sacrificing spirit, and concern for social welfare over material gain. The needs, purpose, and dimensions of work ethos are presented. Indian management is said to emphasize integrated development, inner guidance, and total harmony. The relevance of the Indian ethos is that it can help maintain a holistic universe, focus on welfare, establish a unique work culture and value system, and support self-development and concentration.
Assumptions in Organizational Development - Organizational Change and Develo...manumelwin
The Organization development has a number of underlying assumptions which can be examined so as to determine how the OD programmes can be utilized to the fullest potential.
These assumptions are based upon French and Bell
Human resource accounting is the process of identifying and measuring data about human resources and communicating this information to interested parties. It aims to improve management by analyzing investments in human resources and considering people as organizational assets. There are several methods to measure the historical cost, replacement cost, or opportunity cost of human resources. Accurately accounting for human resources can help organizations make better management decisions regarding recruitment, retention, and productivity. However, human resource accounting also has limitations, as no single procedure exists for determining the precise cost and value of people in an organization.
Credit rating agencies provide independent ratings of issuers' ability to repay their debts. The document discusses major international and Indian credit rating agencies such as Moody's, S&P, CRISIL, ICRA, CARE, and others. It defines credit ratings, explains different rating scales, and provides brief histories of the large agencies. Major services of agencies include rating government bonds, corporate bonds, and other debt instruments in both domestic and international markets.
The document discusses credit ratings and CRISIL's rating methodology. It provides 3 key points:
1) Credit ratings provide an independent assessment of a company's ability to meet its financial obligations and are used by investors to evaluate risk. Ratings benefit both issuers by improving marketability and investors by supplementing their analysis.
2) CRISIL's rating methodology involves analyzing industry risk, business risk factors like competitive position, and financial risk factors like profitability and cash flows. Management quality is also assessed.
3) The ratings process involves a rating agreement, meetings with management, a rating committee review, communication to the issuer, and public dissemination.
This document outlines the modules of a course on business ethics and corporate governance. Module I introduces concepts of ethics, morality, and their relationship to law and culture. It discusses ethical theories and values. Module II covers ethical corporate behavior, leadership, decision-making, and workplace issues. Module III addresses ethics in functional areas like operations and marketing. Module IV discusses corporate governance initiatives and failures. Module V focuses on corporate social responsibility, issues like corruption, and obligations to stakeholders.
1. The document discusses Indian ethos in management, outlining its history and 6 key principles including serving others, excellence in work, and treating the workplace as sacred.
2. It also covers the Indian model of corporate development which focuses on human welfare and balance, as well as the importance of corporate social responsibility.
3. Indian spirituality and its relevance to management are examined, along with how institutions are helping to instill Indian values in company culture.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
The document discusses human resource development (HRD) as a profession in India. It defines HRD as building competency, commitment, and a learning culture in organizations to achieve business excellence. HRD functions are carried out through five major systems: career, work, development, self-renewal, and culture systems. Each system has its own sub-systems to attract, retain, utilize, develop, renew, and build culture among employees. HRD is a process-oriented function that focuses on individuals, roles, teams, and the organization to effectively implement the HRD systems and bring about the desired behaviors and outcomes through various processes.
This document discusses receivables management. It defines receivables as money owed to a firm by customers from sales. Effective receivables management optimizes profits by balancing investment in receivables with sales levels and costs of maintaining receivables like capital costs and collection costs. Firms must determine appropriate credit policies including credit terms, credit limits, and collection efforts to maximize returns while minimizing bad debts and collection period. Tools like credit analysis, aging schedules, and ratio analysis help firms monitor receivables and collection performance.
This document provides an overview of performance appraisal methods used to evaluate employees. It discusses several common methods including 360 degree feedback, rating scales, critical incidents, essay method, work standards, ranking, forced distribution, result-based systems, and behaviorally anchored rating scales. Each method is defined in one to two sentences. The document aims to inform the reader about different performance appraisal techniques used by organizations.
All marketing aspects including financial and HR policies are explained elaborately . Subsidiaries, value system , competitors. A comparison study among TCS INFOSYS and Wipro is given Briefly.
The document outlines the steps for implementing a Human Resource Information System (HRIS). It discusses 14 steps: 1) inception of idea, 2) feasibility study, 3) selecting a project team, 4) defining requirements, 5) vendor analysis, 6) package contract negotiation, 7) training, 8) tailoring the system, 9) collecting data, 10) testing the system, 11) starting up, 12) running in parallel, 13) maintenance, and 14) evaluation. It also provides details on each step and highlights the importance of properly implementing each step for a successful HRIS system. This is illustrated through a case study of a global logistics company that implemented an HRIS to improve employee leave management across its operations
The document provides solved problems related to calculating cost of capital. It includes examples of calculating cost of debt, cost of preference shares, and weighted average cost of capital (WACC) for companies based on information about their capital structure, dividend rates, issue prices of securities, tax rates, and other financial details. The problems cover a range of scenarios and teach the methodology for determining the effective cost of different sources of capital and the overall WACC.
The HR manager handles issues directly with employees and is responsible for recruiting, compensation, training, safety, and welfare. Key skills for an HR manager include strong communication skills, business acumen to understand how HR fits the organization's strategic plans, and understanding people through verbal and nonverbal cues. HR managers also require a sense of fairness, organizational skills, and additional skills like recruitment, training, compensation, performance evaluation, and time management. The HR process is influenced by internal factors like organizational structure and culture as well as external factors in the political, economic, and labor environments.
Human resource interventions aim to help organizations improve performance and effectiveness. There are different types of interventions, including individual-based interventions like training and coaching, group-based interventions like team building, and inter-group interventions like conflict resolution. Effective interventions fit the organization's needs, are based on causal knowledge of intended outcomes, and transfer change-management skills to members. Designing effective interventions depends on factors like individual differences, organizational readiness for change, and the capabilities of the change agent.
This document provides an overview of the evolution and types of financial services in India. It discusses how the sector has undergone liberalization since 1990, allowing private and foreign players to enter. The document defines financial services as services related to mobilizing and allocating savings. It outlines the evolution in three phases from 1960-2002, during which new institutions and instruments were established. The key characteristics of financial services are described, including their intangible nature and role in intermediating funds. The importance of financial services in channeling funds, debt management, and promoting savings is also highlighted. Finally, the document categorizes the main types of financial services in India into money markets, capital markets, retail markets, and wholesale markets.
1. Sector, Company, Product / Service (Overview)
2. Discuss the functions of HR managers in Infosys.
3. Define Organization structure and justify the structure for Infosys company.
This document discusses business ethics, including definitions, key elements, importance, and how businesses can implement ethics. It defines business ethics as the study and examination of moral and social responsibility in business practices and decision-making. A proper ethics framework requires standards of right and wrong that prescribe obligations to stakeholders. Business ethics are important to protect consumer rights, ensure social responsibility, and maintain good relationships with society. Businesses should implement ethics through codes of conduct, separating ownership from management, and recognizing that ethical practices can be profitable in the long run.
Here is the presentation on Impact of media on Indian Society. It is small because I was limited to use 8 slides, it is actually a College assignment of mine, carefully chosen points and need an active presenter to present them all effectively...:)
The document discusses the impact of mass media on Indian culture. It notes that mass media has significantly affected people's lives in India and led to changes in traditions, social structure, and norms. Television and films have become highly popular and communal, blurring caste lines. However, mass media has also contributed to the loss of folk music, live performances, and religious and cultural gatherings as the main sources of entertainment and information. Overall, it has brought both positive and negative effects to traditional Indian culture.
This document provides an overview of business ethics, outlining several key issues and topics within the field. It discusses the history of business and money, then covers general issues in business ethics like corporate social responsibility. It also examines specific areas of business ethics including accounting, human resource management, sales and marketing, production, intellectual property, technology, and international business. It concludes by discussing theoretical issues in business ethics and the importance of ethics in business.
Business ethics refers to written and unwritten codes that govern decisions and actions within a company. An organization's culture determines what is considered right and wrong conduct. If businesses focus on long-term stability and growth over short-term goals, their decisions are more likely to be ethical. Managers play a key role in establishing an organization's ethical standards and culture. Upholding strong business ethics is important for public trust, preventing harm, and protecting employees and the company.
This document discusses business ethics and corporate governance. It defines ethics and explains how ethics is important for business. Unethical issues that can arise are described such as bribery, insider trading, and discrimination. Characteristics of ethical organizations are provided like fairness and clear communication. Categories of codes of ethics for employees are outlined. Causes of unethical conduct and benefits of business ethics are examined. Techniques to improve ethical practices are suggested at the institutional, governmental, and social levels like establishing codes of conduct and ethics committees. The document emphasizes that ethics can make corporate governance more meaningful by considering all stakeholders and following principles from within the organization.
This document discusses CSR trends and challenges in India. It notes that inequity and poverty drive CSR initiatives in India. Business faces challenges like inadequate infrastructure and reactive rather than proactive CSR approaches. CSR implementation is also impacted by corruption and varying governance structures. There are differences in CSR approaches between large multinational corporations, small and medium enterprises, public and private sector companies, and different industry sectors. Emerging trends include regular CSR discussions, embedding CSR in organizations, demand for measurement and reporting, and partnerships between business, government and civil society. The conclusion is that opportunities exist for businesses to help drive CSR to the next level in India.
The document provides information about entrepreneurship and the entrepreneurial journey of E. Sarathbabu, founder and CEO of Foodking. It discusses the challenges he faced in his childhood and college days, and his thought process behind starting a new venture in the food sector. It summarizes Foodking's current operations with 180 employees across outlets, and its strategy for cost leadership and franchise expansion to 10 major cities in India within 5 years. The document also defines entrepreneurship and small business ownership and discusses the personality traits and opportunities that make an entrepreneur.
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. This requires traits like open-mindedness, cultural sensitivity, and risk-taking.
2) Cultural differences between countries create challenges for integration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian companies are providing cultural training to managers to help them integrate into global cultures and manage
Indian MNCs Going Global: The Road Ahead for the Indian ManagerAchal Raghavan
This document discusses the challenges facing Indian managers as Indian companies expand globally through mergers and acquisitions. It provides 3 key points:
1) Indian managers must develop a "global mindset" to understand diverse customer needs, global competition, and manage culturally diverse teams across borders. Elements of a global mindset include open-mindedness, comfort with diversity, and cultural sensitivity.
2) Cultural differences between countries create challenges for global collaboration. Models by Hofstede and Trompenaars/Hampden-Turner provide frameworks to understand differences in areas like power distance, individualism, and views of time.
3) Indian managers typically come from a culture with clear hierarchies and structures,
The document provides an overview of the business environment syllabus for a semester course. It includes sections on the global, technological, political, economic, government policy, and natural environments. It also discusses the meaning and objectives of studying the business environment, as well as the process of environmental analysis and its importance for strategic decision making. Key topics covered are PESTLE analysis, Porter's five forces model, techniques for environmental scanning, and the internal and external factors that comprise a company's business environment.
Marketing Strategies Adopted by MNC’s in IndiaAnkur Pandey
- International Institute Of Professional Studies document discusses marketing strategies adopted by multinational corporations in India according to Indian culture.
- It provides examples of how companies like Lee, Reebok, LG, and Hyundai succeeded in India by understanding local consumer behavior and culture rather than relying only on global strategies. They invested in understanding customers, branding, and adapting products to local needs.
- Cultural differences between countries present challenges for global managers. Models are discussed that can help managers understand and bridge these cultural gaps to build effective global teams focused on common goals.
The document discusses various strategies implemented by different companies. It provides examples of Jet Airways entering the low-cost carrier market by acquiring Air Sahara. It also discusses Vodafone's entry into the Indian market through acquisition and operational strategies. Another example provided is of Honda entering the US motorcycle market in 1959 and focusing on smaller bikes, leading to success.
Presentation covers Nature of Innovation , Technological and Network Innovations , Design of Successful Innovative Organisation, Training and Management of Innovation ,Agents of Innovation
Agung podomoro group strategic management batch 5 (2015) made by mardiana rid...mardianardn
This document provides an overview of Agung Podomoro Land's strategic management model. It discusses developing the company's vision and mission, performing external and internal audits, establishing long-term objectives, generating and selecting strategies, and implementing, measuring, and evaluating performance. It also covers business ethics, social responsibility, environmental sustainability, and global issues as they relate to strategic management. The document is intended to guide Agung Podomoro Land in comprehensively planning and executing its business strategies.
The document provides an overview of leadership excellence programs at EPAM, including:
1) Programs that develop leadership skills such as leadership essentials training, managing change courses, and career development programs.
2) Talent development initiatives like succession management, a high potential employee program, and psychometric assessment.
3) Processes to promote leadership such as a leadership promotion process and framework that identifies qualified candidates for leadership roles.
4) Additional services like coaching, mentoring programs, and skill advising that support leadership development.
The document provides an overview of leadership excellence programs at EPAM, including:
1) Programs that develop leadership skills such as leadership essentials training, managing change courses, and career development programs.
2) Talent development initiatives like succession management, a high potential employee program, and psychometric assessment.
3) Processes to promote leadership such as a leadership promotion process and framework that identifies qualified candidates for leadership roles.
4) Additional services like coaching, mentoring programs, and skill advisory to support leaders' growth.
Infosys case study by Harvard for Infosys consultingAswin Roy
Infosys is an Indian multinational corporation that provides business consulting and information technology services. It has a wide range of clients across different industries and does work such as software development, independent validation services, and consulting. Infosys has a vision to be a globally respected corporation that provides best-in-class business solutions using technology. It uses strategies like expanding into new markets, moving up the value chain, and focusing on high value services to achieve its business goals.
The document discusses strategies for business model renewal and strategic planning. It covers key topics such as defining business models and strategies, connecting strategies to leadership and culture, identifying different levels of strategies from corporate to product levels, and distinguishing between tactics and strategies. The document provides frameworks for assessing the external environment, defining goals and visions, and developing strategic growth options through a business model portfolio. Leaders are advised to consider the context, make strategic decisions around where and how to compete, and ensure organizational alignment.
NHRDN Virtual Learning Session on Encouraging an environment of innovationNational HRD Network
The document discusses the important role of frontline leaders in encouraging innovation. It emphasizes that creativity drives innovation and outlines three key leader behaviors needed to promote innovation: building trust to take risks, helping employees through risks, and facilitating purposeful change. Frontline leaders must inspire curiosity, challenge assumptions, and think differently to overcome innovation challenges and drive meaningful change.
Building Sustainable Indian Multinationals - Agenda for Action -- Regional Wi...Sharon D'Costa
Regional Winner, All-India Management Association (AIMA) National Competition for Management Students, 2011.
The topic given was 'Building Sustainable Indian Multinationals - Agenda for Action'. The focus of our paper was on Innovation along with Kaizen (Continuous Improvement). We competed against B-schools from all over the West of India and won.
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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Gartner’s Digital Transformation Framework
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PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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2. What we will discuss
1. Overview of the Business Climate and context past and
present
2. Changes in the World of Work & Impact on Indian
Organizations
3. India’s problems in achieving Global Standards
4. Changing IR Scene in India
6. A Case Study
7. Areas to be considered as you consider business in India
8. Q and A (but please ask any time!
5. India's place in the Global Economy
• India is
– a country of potential.
– Cocked slingshot
– Target within range of Indian Capability
• India has
– Stable economy
– Continued economic growth
– Governmental regulations changes
– FDI enhancements
– NRI outreach
– Reversal/slowing down of brain drain and welcome
home to many
– Leveraged IT/ITES Industry strength around the
world
6. India in the Global Market
• In general India public and/or private
sectors have:
– Started work on infrastructure
– Leveraged their IT capability to take the
lead in the global market in this industry
– Expanded the reach of their already global
Indian companies
– Built presence in Pharmaceutical, Medical,
Bio Chemical, Cement, Financial, Rubber,
Retail, Cosmetic, Design, Entertainment,
Garment and food industries as well as IT.
7. India in the Global Market
• India’s Strengths:
– Population
– Ability to adapt and move beyond obstacles and
barriers with seemingly graceful and instinctive
responses
– Rising from the inside out on the shoulders and in
the minds of the Indian people
• pushing the limits of individual contributions and quietly
but methodically leveraging physical and financial global
presence
• India’s Goal
– secure the future that has been thousands of
years in the making.
8. College Graduates and
Entrepreneurs
• Graduates still emerging in significant numbers
– not all graduate with the perquisite skills to fill
projected career and job opportunities
• The education system in India is
– aggressively reaching out to business for
advice and support
– business is proactively moving into the realm
of education
• establishing Academies as part of their
corporate structure
• by giving time and energy to nearby
Universities and Colleges
• building the Vocational Technical Sector of
the education system that had not
previously been strong.
9. HOWEVER……
• There is still MUCH to do before the
future is secure
– Accomplished without government
intervention or mandate
– It is in the hands of the business
leaders and progressive
academicians
– It operates and even thrives around
extremes
10. An Economy in Transition
• Predicted to change shape by 2025
• From To
11. Spawned in the development and growth
of the IT and ITES Service Industry
13. What Changed Workplace of 21st Century
1. GLOBALIZATION
2. Information Revolution/Internet
3. New technology
4. HRM Philosophy:
Psychological Contract
17. “ Hanging on for dear life” : Survival in the face of turbulent change
18. Indian companies
striving to be
Global Leaders
in this exciting
Business Environment
The intensity of this
will be far greater
in the near term as the velocity of
change is increasing
19. Indian Business is adjusting its sails and setting
sites on new horizons
20. Every journey to corporate
transformation requires taking
a strategic step in the desired
direction
A journey of 100 miles begins
with a single step
Indian businesses are taking giant steps
22. Problems in Achieving Global Standards
1. Acceptance of how things are which inhibits growth
toward world class/professional/vision
2. Hierarchical mindset
3. Lack of process sensitivity
4. Sense of collective paralysis
problems too big and too
many
5. No frame of reference for creating “customer WOW”
23. Problems in Achieving Global Standards continued…
6. Attitude toward time
7. Slow acceptance of change : rigid beliefs
and personal values
8. Different approach toward safety
9. Slow internalization of Work ethic
10. Difficulty in differentiating between excellence &
mediocrity
25. India is
governed
by a Constitution
that foresaw a
welfare state
and espouses
the values of
trade
unionism
and
social justice
26. 1. BUT the role is Changing
• Welfare state: inefficient
• Government as facilitator
• Export-oriented production (SEZs)
• Changed labour policies of states
27. 2. Global Trends – India Trends
1. Multilateral IR: consumer/public/gender issues
2. New issues:
––Customer Creation/sustenance
––Protecting environment
––Gender issues
––Safety promotion
––Child labour abolition
3. Media’s role in new issues
29. 3. Emphasis on Performance-related
Pay
• Flat organization --Flexible
pay
• Cost saving: a big concern
• Competencies development
• Knowledge pay in high-tech.
industries
30. 4. Changed Thinking of State
• Changed Govt. thinking
--July 1991 Economic Policy
--2nd NCL: July 2002
• Rationalize Labour Law
• Social justice to market & trickle down
--Vigorous attack on welfare state ideology
31. 5. The NEW HRM
New Trends in India: IR practices
rooted in HR Strategy
• Identify & enforce behavior
• Strive for Competitive advantage
• Focus on new interventions
• HRM & IR merged to produce positive energy
• HR strategy is the single most important
Consultancy Area
35. Influence of “ Intangibles” on Indian Companies
• The most valuable intangible asset for
Hindustan Lever Limited are its brands
• In large degree, market value of Dr.
Reddy’s is a factor of “Quality of their
knowledge base --Investment in R&D
–Leadership”
Dabur has market cap. of nearly 67 times
it’s net worth --With same book value Dalmia
Cement’s market capitalization is 0.65 times
37. Classic Strips (Mfg.): Come Out of Control Mindset
214 workers including contract workers - Most are blue-collar
growth from 4 workers 25 years ago
44 acre campus in Vasai, Mumbai grown from 10x5 ft. space 25
years ago
Main motto “ dignity at work.”
--Believes in: “ valuing every individual, giving people their due,
freedom, respect, opportunity backed by lots of training.”
Won Safety & Environment 2003 award (SIGA given to 5 cos. worldwide.)
Employee spends 2 ½ hrs every month on training (kaizen)
--Co. has a library with trade journals, magazines and books
--Most employees are with the Company for the last 15-20 yrs
--Women make 1/3rd of the workforce
--It includes handicapped people--Proactive diversity policy
--The Company shares with employees a %age of its annual profits
38. Mahindra & Mahindra
• Focus on HR
– Hired a Yale University-educated president of HR
– He was earlier a CEO for 2 Tata Group companies
– Heads 150 HR manager
• Is partner in building Company Strategy
– Responsibilities include CSR
• Business Strategy aimed to give competitive
advantage:
--Talent management
--Creating synergy
--Creating a culture of integration
--Mapping
--Succession planning
--Developing a global mind-set.” (Grossman, 2006).
39. Prudential Process Mgt. Services (PPMS)
• Company with 1,200 employees--Serves Prudential UK’s
President said that if HR fails to live up to expectation, it would be
disastrous to their company.
• Has reduced attrition to 20 % (Industry 45%)
• Strategy comprises:
--Competes on its culture and not on compensation
-- Family (friends, boyfriends, girlfriends) encouraged to visit workplace
--Rapidly enhances their skills
--Offers them a conducive environment; makes them stick
• Sponsors continuing education
--After 18 months, employees are eligible for MBA programs
--Specially tailored with top-rated Indian business schools
--1/2 tuition fee paid by PPMS
40. Susken Communication Technologies, Bangalore
• Pride
--Work culture that exemplifies Co. Values upholds them
• Inspiring vision: “ unleashing India’s creativity.”
• It is a situation of complete trust and equality:
--“ No-monitoring policy” leads to transparency, freedom from fear
--No attendance system --No limit on sick leave that an employee can
avail
--Complete freedom to employees to come & go
--Freedom to think and innovate
• Same rules for all categories of people
--Same hotels when on travel
--CEO as all others fly economy class
--CEO sits in similar cubicles as all others
41. In the Context of
Contemporary
Developments In IR
We can Look at the Crisis at
Honda
43. The HONDA Case
• Subsidiary of Honda: 3000 employees: Plant set up in
1999
• Aim: Produce product of highest quality at reasonable
price
• Honda philosophy of 3 joys:
Buying/selling/manufacturing
• Alleged indifferent & authoritarian Indian middle mgt.
—Alleged assault by Japanese Manager
• Failed to meet WM expectation: Diwali gift/leave/Lack of
respect
• Worker’s attempt to unionize: Mgt.’s resistance and
action:
44. Key Issues and Problems:
1. Mgmt.’s approach to practicing a non-union model
made them blind to reality DID NOT LISTEN TO
WORKERS
2. Workers viewed Mgmt activity as coercive and
repressive
3. Incompetent people mgt. by Indian Middle
managers—Indifference
4. Indian mgmt. blocking direct access to top company
executive
5. The 3 joys of HONDA were used as a means of
control
45. Key Issues and Problems
7. Issues in cross-cultural management
-- Japanese didn't understand issues in managing Indian people
8. Failure of mgt. to realize importance of Diwali in
Indian IR
9. Tokenism of conciliation in resolving collective
issues
10. Complacency on the part of Indian mgrs. about labour
power
47. Workers
meet Sonia
Gandhi against
alleged
highhandedness
of Honda
management
and the police
48. Key causes of the HONDA’s Difficulty
1.Management taking Workers for granted:
• Power of the former leadership not taken into account – he was
well liked Mr. Singh had been well liked
• No safety valve for Workers or way to address Grievances
• Overlooking the importance of Diwali to Indians – giving only a
small gift (Rs. 600 given)
• Worker facilities not provided - request dismissed
• Strict system of granting leave: Sermons given
49. Management taking Workers for granted
continued…
• Idiosyncratic VP (Mfg.): A hard task master with 14 ft stick
—Kicked a WM who was 2 minutes late after tea
• Too many memos issued: Fear of managerial authority
• WM perceived partiality in posting by managers: Divide & Rule also
• Big difference between Hero-Honda & HMSI salaries: WM living
together
• Negative policies of the mgt. regarding union-formation made
workers more determined - created fertile ground for the flare up
• High-handedness of the police, “ fighting fire with fire”
50. 2. Ill prepared HR/IR team not able to tell
the emperor he had no clothes
—Poor HR Advocate Role
—HR/IR chief as an assistant mgr—He
reported to Mfg. Head
3. Small Number of HR/IR Team:
--Only 10-12 out of 3000 people
51. 4. No internalization of HR procedures &
Practices:
—No procedure for charge sheet
—Japanese thought people never revolt because they are
“ gentle and not aggressive”
5. No alignment of Business & HR/IR Strategy
6. Low salary compared to Hero-Honda (same region)
7. Contract Workers removed every 6 months:
A nguish constant training
53. 1. Leadership matters
2. Competent HR department is key
3. Well crafted and communicated Mission
and Vision
4. Maintain channels of communication
5. HR Strategy must align with and support
business
6. Listen to Employee concerns and issues
for Organizational Justice
7. Use HR Interventions (BOTH HARD AND
SOFT) as tools for success
(welfare plans, empowerment, reward and
recognition, etc.)
55. 9. Establish a sense of urgency
10.Recruit and Retain Talent - right person In
right job at the right time
11.Be clear about performance and results –
let them drive success
12.Create short term wins (reward and
recognition)