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COVER STORY
Change-oriented Leadership
in Organizations
-- P Manikandan
Notwithstanding the fact that change is a slow and difficult process, leaders play a great role
in creating a supportive organizational climate to ensure that organizations are successfully
led through the change process, especially in the wake of the diverse challenges faced by
the organizations during the recent years. This article discusses the learning approach model
of change and reviews the need for change-oriented leaders in organizations to develop skills
for various leadership styles that fits best for the various stages of change.
© 2010 IUP. All Rights Reserved.
MANAGEMENT
Hoshin Planning : A Strategic Planning Tool
-- Meenal Dhotre and Kailas Bhosale
Hoshin Planning is a system of planning and deployment which has evolved in Japan
from Management by Objectives concept and is now used widely by many leading organizations. It is
based on a PDCA cycle (Plan-Do-Check-Act) to create goals, choose control points and
link daily control activities to organizational strategies. However, it cannot be simply `installed' in
an organization. The potential benefits from Hoshin Planning can only be gained by
understanding and applying the principles to specific organizational situations and by progressively
learning from experience.
© 2010 IUP. All Rights Reserved.
HR STRATEGIES
Work-Life Balance : An Indispensable Tool for Competitive Advantage
-- Dr. Divya Malhotra
The article discusses the significance of work-life balance of an employee and tries to
provide some solutions to this contemporary global crises which demands for greater stability in
the corporate world. It also reflects on the factors influencing work-life balance and on the
solutions entailing wider scope for employers and employees to relate the same and attain
optimum results and satisfaction in their lives. This could appropriately be understood as the
harmony between office and personal life.
© 2010 IUP. All Rights Reserved.
HR STRATEGIES
Workplace Diversity : A New Praxis of Today's Global Workplace
-- NR Aravamudhan
Managing diversity has assumed a matter of immense proportion today. For some time
now, companies are coming around to the view that the differences in age, gender, race,
ethnicity, religion, culture, and so on can be capitalized by the organizations to leapfrog the
competition and shore up its advantage. The benefits of workplace diversity to the business are
humongous and the import of the message is not lost on the leading companies. This article traces
the origin of workplace diversity, its benefit and potential problems and possible steps
companies can take to strengthen their diversity initiatives.
© 2010 IUP. All Rights Reserved.
EMPLOYEE ENGAGEMENT
Employee Engagement
-- Shashi Tiwari
One of the most important assets that differentiate two organizations is its human
resources, each a unique combination of Knowledge, Skills and Abilities (KSAs). It is very important
to utilize these talents in the best possible way to gain competitive advantage over others.
Only motivation does not work here, it is very important to inculcate a sense of oneness among
the employees for the organization's mission and vision. This can be possible only when
their efforts are successfully converted into commitment. Hence, the need for
employee engagement.
© 2010 IUP. All Rights Reserved.
KNOWLEDGE MANAGEMENT
Role of Knowledge Management in Building Talent in Organizations
-- Geeta Rana and Dr. Pooja Garg
This article aims at providing a pragmatic framework for efficient talent management
program by effective use of knowledge management. It emphasizes on the innovative strategies used
in the fields of HRM and knowledge transfer to build an effective talent management
program which is essential for competitive advantage. Knowledge management generates
knowledge from outside sources, organizes this knowledge on the basis of values and practices of
the organization and shares it with employees to develop talent.
© 2010 IUP. All Rights Reserved.
PERFORMANCE MANAGEMENT
Performance Culture : Tool for Developing Performance
Management System
-- Jyoti Deepak Joshi
Culture is one of the major factors which leads to either success or failure of any
organization. Employees working for the organization adapt to the culture of that organization. They
should feel comfortable to work in the organization, only then can they perform well and bring
success to the organization. Socialization and mentoring helps the new entrant to learn and
adjust himself as per situation. A culture where employees learn to perform better and adapt
to changes is called as performance culture. To get a competitive edge in this global
competition, performance culture is essential.
© 2010 IUP. All Rights Reserved.
CASE STUDY
Microsoft India's HR Practices
-- Ramalingam Meenakshisundaram and Besta Shankar
Microsoft began its Indian operations in 1990 setting up Microsoft India Corporation Ltd.
in New Delhi. Later, it expanded its footprint in India by bringing all six of its main units of
business into the country. The headcount at Microsoft India Development Center at Hyderabad
grew from 20 in 1998 to more than 1,500 by the end of 2008, making it the company's
second biggest development center in the world. Microsoft India's Human Resource (HR)
strategy focused on building organizational capability and strengthening employee engagement
to leverage the limited human resources to achieve the company's mission. According
to Microsoft India's HR growth model, HR was ultimately expected to be a change leader
and business driver. Set in the context of a challenging global business environment, this
case discusses the talent management and employee retention practices at Microsoft India, and
its use of HR metrics to build accountability of the HR function towards business success.
© 2009 ICMR. All Rights Reserved. For accessing and procuring the case study, log on to www.ecch.cranfield.ac.uk or www.icmrindia.org
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