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COVER
STORY
Who
will be the global Ceo for the real global issue? : A management
perspective of global warming
-- T Mohanakrishnan
Excessive
heating up of the earth's atmosphere due to the extended greenhouse
effect is known as global warming, which is rising at an alarming
rate. Whether we like it or not, global warming has become
a grave issue, be it in America, Europe, Africa or Asia. Whoever
causes global warming, all have to suffer. It is like a non-smoker
or passive smoker suffering because of someone else's smoking
habit!
© 2007 IUP . All Rights Reserved
CSR
Sustainable
business practices : CEOs' new chant
-- Annam Anand
Increasing
concerns of global warming have forced progressive businesses
to expand their horizons and gain competitive advantage by
addressing community concerns.
© 2007 IUP . All Rights Reserved
ENVIRONMENT
The
great Arctic Oil Imbroglio
-- P S Sarath Chandra
Climate changes and technology have triggered an international
race for oil, gas, shipping routes, fish and minerals in the
Arctic region and the bordering countries. This makes the
fragile Arctic marine environment prone to new risks.
© 2007 IUP . All Rights Reserved
ORGANIZATIONAL
BEHAVIOR
Organizational
culture and innovation
-- Sumati Reddy
This article explains why it has become imperative for
organizations to be innovative in their approach to business.
The intensification of competition mandates that organizations
either innovate or perish. In order to innovate, the organizational
culture must provide the appropriate environment for creation
of new ideas, be able to tolerate risks, ambiguity and failures.
© 2007 IUP . All Rights Reserved
STRATEGY
Intangible
assets into tangible outcomes : Operationalizing the strategy
using strategy maps
-- Eldoss Mathew Punnoose
Impregnation
of the broad strategy from the top management into the lower
levels has always been a challenge. Strategy map is a technique
developed for breaking down the broad strategy into operational
terms. It hinges upon the concept of Balance Scorecard, acknowledging
the causality existing among the four perspectives. This helps
the employees realize the interdependencies and their contribution
affecting the overall strategy. It works on the basic premise
that the internal processes which add value and boost the
customer loyalty, get reflected in the financial performance.
However, organizations have to utilize intangible assets for
garnering superior financial results. Strategy maps acknowledge
the role of intangible assets in addition to splitting up
the grand strategy by identifying the causal relations.
© 2007 IUP . All Rights Reserved
COMMUNICATION
Corporate
e-mail management
-- S Jaya Krishna
Today,
corporate `e-mails' are considered to be a source of knowledge
or information and essential for addressing compliance and
legal disclosure. Management of e-mails has, therefore, assumed
greater importance across the corporate world. Precisely,
corporate e-mail management forms a category of enterprise
content or knowledge management practice to facilitate efficient
storage, retention, security, retrieval and mining of e-mails
across the enterprise.
© 2007 IUP . All Rights Reserved
BUSINESS
ENVIRONMENT
US
subprime crisis : Mayhem at Merrill Lynch
-- Amit Singh Sisodiya
The
sudden exit of Stanley E O'Neal, the CEO of Merrill Lynch,
gives further reasons to worry that the US subprime crisis
may have some more high-profile victims.
© 2007 IUP . All Rights Reserved
CONSUMERISM
Consumerism
: Changing with time!!
-- Kunal Gaurav
We are witnessing the arrival and dominance of multinational
companies that has made competition more intense than ever
before. Companies are struggling to win their customers at
any cost, whereas customers are looking for better quality
products and value-added services at lesser price. Consumerism
is one of the vital aspects of business which intends to bring
the desire of customers before the business community. This
article discusses the evolution of consumer movement and its
impact on business. It also considers trends in consumerism
over a period of time both in the developed as well as in
the developing countries.
© 2007 IUP . All Rights Reserved
LEADERSHIP
Contemporary
leadership thoughts for global business excellence
-- S Vasumathy Hariharan
Modern business has undoubtedly become dynamic. This dynamism
has added to the complexity of the very nature of business.
These complexities have called for added responsibilities
for the modern CEOs requiring them to be more participative,
which in turn calls for a thorough revamp of the roles performed
by them. This article presents a new dimension to the leadership
thoughts. A three-dimensional model is developed that brings
out the necessary roles a modern CEO is required to play which
are different from the conventional roles prescribing various
styles that the leaders should adopt in the changing business
scenario. The article ends with the concluding remark "conduct
yourself in a predictable manner during unpredictable times".
© 2007 IUP . All Rights Reserved
AUTOMIBILES
Fiat
: In top gear
-- Y Chandra Sekhar
The
man responsible for pulling Fiat, the Italian automaker, back
from the brink of bankruptcy, is none but Sergio Marchionne,
a Canadian-Italian turnaround artist. Thanks to his vision
and able leadership, Fiat is once again among the hip and
happening, perhaps also a few profitable carmakers, globally.
© 2007 IUP . All Rights Reserved
RETAIL
MANAGEMENT
Evaluating
retail performance
-- Subhasis Ray
This article discusses ways of evaluating the performance
of Shop-in-Shops (SIS) located in a large departmental store
or a shopping mall. SIS are managed separately and often pose
problems while trying to distinguish their performance vis-à-vis
the performance of the store. Based on their work with a national
retailer, the author identifies four types of store formats
_ performers, potential performers, foot draggers and concern
stores that require different strategies to grow. Success
of national, multi-location, multi-format retailers will largely
depend on their ability to identify non-performers within
their stores and take proactive action.
© 2007 IUP . All Rights Reserved
CASE
STUDY
Toyota's
success in the US auto industry
-- Mahesh Pol
Toyota is a Japan-based leading automaker worldwide which
offers a product portfolio of passenger cars, Sport-Utility
Vehicles (SUVs), minivans and trucks. It also manufactures
automotive parts, components and accessories. The case study
talks about the dynamics of the US auto industry as of 2006-07
and position of the major players in the US market-the US
Big 3-General Motors (GM), Ford and Daimler Chrysler. The
big three were experiencing huge losses by 2006-07 and closing
down some of their US manufacturing plants and rationalizing
their staff. In contrast, Toyota was flourishing in its business
and expanding its operations in the US. It had become the
second largest player in the US in 2006. The case study discusses
Toyota's success in the US market in two stages: Stage 1:
Since entry into the US market till 2003-04 when it became
the second largest player in the US and Stage 2: Toyota's
strategy to become No.1 from 2004 onwards till 2006-07.
© 2006 ICMR. All Rights
Reserved.
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