Showing posts with label renowned management guruu. Show all posts
Showing posts with label renowned management guruu. Show all posts

Tuesday, February 09, 2010

Ready for tie-ups in elections

DMDK chief Vijayakant is now open to electoral alliances

Finally Karuppu MGR (black MGR) Vijayakant, the president of Desiya Murpokku Diravida Kazhagam (DMDK), has learnt his lessons. After continuously receiving severe drubbings in the Assembly by-elections in Tamil Nadu, he has decided to go for alliance with other parties in the coming elections.

In a recent DMDK general council meeting, 24 resolutions were introduced. One of the resolutions said: “The party is ready to work with other political parties. This general council empowers party president Vijayakant to talk to them and take decisions.”

Vijayakant was the most sought-after leader during the run up to the last Parliamentary elections. As the PMK had left the UPA, there was a huge void in the DMK-led Congress alliance in Tamil Nadu. Both the DMK and Congress leaders wanted to have Vijayakant in their alliance. He was summoned to Delhi and Congress leaders negotiated with him.

“Vijayakant was reportedly offered seven MP seats in the Congress alliance. But he refused the offer. If he had accepted it, he would have won all the seats and perhaps would have got two ministries at the Centre. But now after his drubbings in the by-elections, no one wants to join him. If he allies with the AIADMK, he should be ready to bear insult,” says Solai, a political commentator.

In the last Parliamentary elections, his vote share rose to 11 per cent. It is definitely higher than PMK, MDMK, and communist parties. So Vijayakant is still going strong. Assembly elections are due in Tamil Nadu in 2011, where DMDK will be of high value if it joins any parties — DMK or AIAMDK.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-

Tuesday, February 02, 2010

How special is your speciality?

Specialised MBAs are now coming up in various sectors. B&E meets up with specialists within these sectors to find out whether such niche mbas are useful in the long term...

The specialised MBA tag is getting significantly wider in scope and appeal. While we had specialisation streams available in areas like agriculture since many years (IIM-A being a leading example) and in computers too since the past two decades, recent MBA specialisation steams have included eclectic areas like production management (for example, Indian Institute of Production Management’s School of Management; not included in our current survey), petroleum management, hospital management and more; in fact, we even have specialisations in the football and wine industry now (not in India though)! But do they work or not?

When MBA institutes, as well as the students who join them, invest their time and money in specialised MBA courses, they have an agenda in mind. The students want to establish a unique positioning, with a specific target audience in mind; i.e. the sector in question. Sometimes, such a unique positioning is actually driven by an illusory impression created through a short term growth in the sector in question (for example, MBA with retail specialisation); a growth that may or may not last over the long term. Sometimes, the MBA specialisation in itself is created by teaching only a mere handful of subjects – in one university-affiliated institute that we went to, the specialisation course in retail management was restricted to simply three elective subjects. To be fair, we did not deeply investigate the depth that each of these courses had – perhaps they did too – but what was clear was that even students aren’t analysing more important factors like contents, academic orientation and industry interface in the specialisation area, before taking up the course.

Moreover, unless a student is crystal-clear about his/her industry preferences, this could be akin to playing a major career gamble, just based on the hype that the sector generates.

But then, there is an other side to all this too – the better side. Retail is a perfect example, where the managerial crunch runs in thousands, with the industry being brilliantly unorganised. Gibson G. Vedamani, former chairperson of Retailers Association of India, goes as far as to claim, “The potential is very high in retail Industry as today 50% of the retailers look for specialised MBAs in their organisations.” Pantaloon started off a novel initiative when it tied up with management institutes for providing retail management courses. The trend has surely kickstarted now.

But while Damodar Mall, Group Customer Director, Future Group, agrees that MBAs in specialised retail courses adjust faster to the practical world than normal MBAs, he cautions, “I think most of the B-schools still don’t provide any education in retail management. Of course, the situation has started changing now. A few B-schools are offering retail specialisation courses but their standard has to be at the international level.”

Even the real estate sector hires specialist MBAs. Ashutosh K. Beri, MD, Property & Asset Management, West Asia, Jones Lang LaSalle tells B&E, “The specialist MBA’s knowledge of the specific subject is advantageous; but again, it depends entirely on the individual aspiration and attitude [whether the specialist MBA qualification works].” Hospitals are another major area where specialised MBAs are making their impact. Dr. Nandakumar Jairam, Chairman & Group Medical Director, Columbia Asia Hospitals Pvt Ltd, shares with B&E, “In the hospitals and medical care industry, during the last three years, the demand for MBAs has increased by 40%. A majority of this demand is for specialised MBAs who know how to manage a hospital.” Areas like construction management, infrastructure, banking, aviation, tourism, pharma, et al, also have MBA courses dedicated to focused learning.

There are interesting applications in the IT industry as well. According to Somnath Baishya, Head, Talent Planning and Campus Recruitment, Infosys Technologies, “We hire MBAs for their strong abilities on client interfacing and people management skills. Over the years, we have brought in MBAs for roles on the business side, such as Associate Consultants, Business Analysts in HR on various tracks such as Recruitment, Organisational Development, Training, Employee Relations etc. We also built a niche hiring program for MBAs with 3 years of prior work experience for our Sales requirements.” IT engineers can improve their prospects in their sector by procuring an MBA, specialising in a niche field within IT. Ravi Shankar B, Senior Vice President and HR-Head, India Operations, HCL, gives his take to B&E, “The IT industry is all about project delivery.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Read these article :-

Friday, June 27, 2008

Mind your language!

IBM launches Hindi speech recognition
With proposed investments of $6 billion in India, IBM would surely want to have more associations with the country other than the colour blue. No wonder that it has partnered with Centre for Development of Advanced Computing (C-DAC), to come out with a Desktop Hindi Speech Recognition Technology. This technology, also called Shrutlekhan- Rajbhasha has been developed in association with the Centre for Development of Advanced Computing. This technology transcribes spoken Hindi language with little assistance from the user through keyboards. It would therefore help people with limited computer literacy & also the physically challenged. Needless to add, this technology would also find many suitors in the domain of domestic call centres of various banks, telecom companies, airlines and even Indian Railways to assist them in performing better. Dr. Daniel Dias, Director, IBM India Research Laboratory, said, “The system can recognise more than 75,000 Hindi words with dialectical variations, providing an accuracy level of 90-95%.” IBM also claims it has tested this technology on people across states without a significant effect on accuracy. It also comes in with spell check function to help correct spoken errors. IBM’s transcription technology would certainly prove a catalyst in the mass penetration of PCs in India, already in the acceleration mode. And to top it all, it would also help Big Blue develop a formidable association with the Hindi speaking hinterland.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2008

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Wednesday, May 07, 2008

Now for hum sabka Bajaj…

Tussle between scions paves way for demerger of Bajaj Auto
Sibling rivalry and Indian business go together like tea and sugar, both incomplete without the other. Having recently survived a public spat between the Ambani brothers, and another feud in the Singh family (Ranbaxy), the axe has now fallen on the Rs.47.7 billion two-wheeler major Bajaj Auto (BAL). But, putting an end to all speculation, the two-wheeler behemoth has prudently decided to demerge in a three-fold way. Bajaj with focus on auto business, Bajaj Holdings & Investment Ltd. (BHIL), primarily into investment and Bajaj Finserv(BFL) into wind energies and financial services. According to the new scheme, BAL (now BHEL) will be handled by Rajiv Bajaj, while BFL will be managed by the younger Bajaj scion Sanjiv Bajaj. The apparent reason for the demerger is to separate the entities of the existing company for better focus on each, while the management for individual companies remains the same. Incidentally, the market has taken the demerger negatively, registering 13% fall in stocks of the company to Rs.2,248.3 (on May 18, 2007) from Rs.2,680.6 (on May 16, 2007). The next issue of concern for the Bajajs is long term maintenance of status quo as the family has to deal with not one but two sibling rivalries (one between Rahul- Shishir Bajaj and one between Rajiv and Sanjiv). Resting easy for now...

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2008


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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Monday, May 21, 2007

And the Bakwaas Ads...

After you have gushed over the blockbuster ads of this fortnight, here are some, which – we are absolutely sure – will never make it. 4Ps B&M lists the three worst ads of the fortnight... Ads that almost made you swear that you won’t ever buy the advertised brand. And even if you managed a peek at it, you were left with a bad taste in the mouth. Medium error, complex message or just plain bakwaas communication!

BRAND: Getz Prime
BASELINE: Drive Global
AGENCY: Innocean
4Ps TAKE: In a time and age when India Inc. is bent on proving to the world that its goods and services are second to none, Getz Prime in this ad is going all out to drive home its German antecedents. Come on guys, you could have done so much more (just look at some recent four-wheeler ads!) and the only power idea that you could come up with was Getz’s German connection? What’s more, in terms of features, the ad only highlights the car’s air conditioner, elbow rest, glove box, luxurious interiors, et al. Get real guys, those features are found in most every car today. So, what is Getz Prime’s USP? As the ad says: ‘the European favourite, now in India’. If with such jaded advertising communication, Hyundai plans to wean away market share in the segment, which Suzuki’s Swift stole a long time ago, they are in for a real shock. No reward to prospect and no focus, what’s up Hyundai?

For Complete IIPM Article, Click on IIPM Article


Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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