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COVER STORY
Managing Knowledge Workers
-- N R Aravamudhan
Knowledge workers are the key source of competitive advantage for the companies today.
The nature and complexity of their work differs from the archetypal workers. The
over-arching question that pops up in our mind is "How do we manage them?" It is not easy. But
then companies, in a competition-driven landscape is not spoilt for choice. This article traces
the origin of knowledge workers, the various kinds of this growing tribe that we see today,
their characteristics and more importantly suggests how to manage them effectively.
© 2010 IUP. All Rights Reserved.
HR CHARACTERIZATION
HR Generalist vs. Specialist : The Characterization Dilemma
-- Radha Mohan Chebolu, Mukesh Sagar
In the changed scenario of market-driven business administration, there is a hue and cry
about the role and functions of HR professionals who are commonly perceived as insignificant folks
in terms of productive contribution. As such, a kind of opinion-building exercise is going
on across the globe on the characterization of HR operation as the `Generalist' and
`Specialist' styles, which demands more attention from HR think tanks. Rather we call it a dilemma
to describe the true functional profile of HR professionals keeping in view the contradictions
of the human mindset.
© 2010 IUP. All Rights Reserved.
CORPORATE SOCIAL RESPONSIBILITY
Corporate Social Responsibility : From Philanthropy to Responsibility
-- Chandrakanta Sahoo
The concept and practice of Corporate Social Responsibility in India has undergone a
process of evolution in the flux of time. The process symbolizes an unending journey which begins
with the noble intension of philanthropy (charity or giving without expecting anything in return,
but, on the way, the journey has become a matter of corporate responsibility. This article
provides an insight into the evolution of CSR in India, CSR models in practice and explores the gap in
its implementation procedure.
© 2010 IUP. All Rights Reserved.
DOWNSIZING
Retrench Honorably
-- Akinchan Buddhodev Sinha, Vijeta Soni
When we are on the rise in our career we feel extremely satiated, but reverse is true when
we face job loss or retrenchments. No doubt, sometimes, situation demands downsizing
but companies/organizations should follow a proper way of doing it. Job cuts have become
a phenomenon, as we have seen from recent global economic meltdown that
rendered numerous people jobless. The severity of the pain can be much less for the outgoing
workforce as well as the remaining employees if it is undertaken in an amicable way.
© 2010 IUP. All Rights Reserved.
HUMAN RESOURCE DEVELOPMENT
Revisiting HRD : From Human Resource Development to Performance Perfection Consultant
-- Dr. Sandhya Mehta
Human Resource Development (HRD) professionals need to become
performance consultants focusing on performance enhancement and performance perfection. They
should proactively identify performance implications for future business goals by establishing
a strategic link and channelizing training functions towards business goals and performance.
The HRD architecture comprising of HRD function, HRD system and employee behavior needs
to shift focus from what people need to learn (training) to the contribution that they
make (performance).
© 2010 IUP. All Rights Reserved.
ROLE OF HR MANAGERS
Changing Role
of HR Managers
-- Payal Johari
When all business functions are struggling hard to retain their identity from getting
tarnished, HR department is busy cultivating positive vibes among its employees so as to save them
from being drained out to other competitors. This entails formulation and implementation
of strategic HR plans as per the needs of the management thereby developing an atmosphere
of trust, goodness, and transparency. HR professionals need to rejuvenate themselves with
skills that have emerged out of recent troubles and challenges like recession, terrorism,
and educational upliftment of people across boundaries.
© 2010 IUP. All Rights Reserved.
CASE STUDY
Sony Corporation - Future Tense?
-- Vivek Gupta, P Indu
Sony, the Japan-based multinational conglomerate, is one of the leading manufacturers
of consumer electronics devices and information technology products. In the late 1990s, it lost
its leadership position in many product lines in which it was operating. Moreover, Sony's
growing complacency led to it's failing to recognize the growing popularity of new technologies
and digital products and the company chose to stick to its proprietary formats. It was caught
off-guard and tried to revive itself under the guidance of its first non-Japanese head,
Howard Stringer, who took over as the CEO in 2005. For a couple of years, Sony appeared to be on
the path to revival. In February 2009, with the aim of addressing the issue of its silo
culture, Stringer announced a reorganization that involved changes in the organizational
structure. Through this reorganization, he sought to transform Sony into an innovative and agile company.
© 2010 IBS Center for Management Research. 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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