| COVER
FEATURE Leadership
in learning organizations : Situations that may enhance learning in organizations
for the global CEOs
- - Dr. Paul B Carr and Dr. Michael Hartsfield
There
are a multitude of opportunities for the global CEOs of today to enhance their
organizations. One paramount consideration for them is to create environments
conducive to enhanced learning within the organization - in essence, create learning
organizations that augment, support and embrace learning. The global organization
may realize profound cultural benefits through creating environments where learning
is a paramount consideration. One avenue of consideration is to create environments
conducive to autonomous learning in the global organization where learning endeavors
are designed and practiced throughout the entire organization. This scenario can
be described as bottom-up learning where the employees and other citizens of an
organization influence the upper-managers as well as the leaders of the organization.
The implications for this type of learning organization may prove to be a consideration
for the global CEOs.
© 2007 IUP . All Rights Reserved
DEMAND
FORECASTING Demand
planning in Indian firms
- - Rakesh Singh
Fully
understanding firms' demand, i.e., what drives and what makes it change, is the
only effective way to help any organization quickly and consistently drive out
costs and increase customer satisfaction. Achieving accurate forecast is critical.
Despite substantial commitment to forecasting many companies do not feel they
are getting their money's worth. In order to understand the practice of forecasting
in Indian firms, we conducted an exploratory survey. We looked into, the use of
forecasting techniques and the practice of demand planning in Indian firms. Results
indicate that the forecasting practices are still dependent on time series methods
or rule of the thumb. Demand has become dynamic but the organization forecasting
techniques have remained static. The organizational design does hinder the process
of forecasting demand. The firms need to define new structures, processes and
linkages between structures and processes.
© 2007 IUP . All Rights Reserved
HRM
Human
capital management : The competitive advantage
- - Chitra Mukunnan
Human
capital is the sum of employee's skills, competencies, talents, creativity and
know-how. Within each employee is the knowledge the organization seeks to utilize.
This human capital can be acquired through a variety of means-formal education,
life experiences, job training, and on-the-job learning-to name just a few. Employees
bring their human capital to the job and in return the organization invests in
them through pay, benefits, intrinsic job satisfaction, rewards and recognition
for good performance and provide a learning environment to help the employee advance
professionally. Employees aren't simply a cost of doing business. They are the
business. Leading organizations look at their employees not as liabilities but
as assets. Employees determine the success of everything an organization does-from
servicing customers to running an efficient supply chain. Placing the right people
with the right skills in the right positions will culminate into a knowledgeable
and committed workforce. H capital management is necessary to ensure that human
resources are effectively utilized and they support the vision and mission of
the organization.
© 2007 IUP . All Rights Reserved
HRM
The
brand new HRMS
- - S Jaya Krishna
Modern
HR Management Systems carry more potential with them when compared to their earlier
versions. What was confined to automation of routine HR processes/functions like
payroll administration, benefits management, application tracking, time and workforce
tracking, etc., have now included both tactical and strategic HR support functionalities.
© 2007 IUP . All Rights Reserved
PERFORMANCE
METRICS Executive
compensation : In spotlight
- - V Venkateswara Rao
The
recent amendment to reporting rules by SEC will force companies to disclose more
about executive compensation than ever before. On the other hand, investors will
get a much clearer idea of all sorts of rewards and perks being generously lavished
on top executives. Further, the same new rules would allow shareholders to make
better decisions about the appropriate amount to be paid to top executives.
© 2007 IUP . All Rights Reserved
TEAM
BUILDING Team-based
working leads to organization's success
- - Shirshendu Ganguli
The
article discusses the new phenomenon of team building - Team-Based
Working (TBW), which is fast becoming a popular method to
build effective and successful organizations based on teams.
TBW implementation is not easy as one has to look into a lot
of modalities throughout the organization. But it pays off
as it helps in maintaining sustainable success. In fact, it
is moving very fast towards becoming a widely accepted corporate
strategy.In fact, it is moving very fast towards becoming
a widely accepted corporate strategy.
© 2007 IUP . All Rights Reserved
CORPORATE
STRATEGY Dell
2.0 : The Return of Michael Dell
- - Amit Singh Sisodiya
Dell
which boasts of its lean and efficient operations has shockingly put on a lot
of flab. This is evidenced by the ever growing headcounts in the company that
has been losing sales. Downsizing alone cannot be the complete solution for Dell.
With the return of Michael Dell as the CEO of the company once again, it remains
to be seen how he embarks on his operation 'fix Dell'.
© 2007 IUP . All Rights Reserved
MONETARY
POLICY Japan's
rate hike : Caveat 'carry' traders?
- - N Janardhan Rao
Bank
of Japan's second rate hike in a year's time though signals that the country's
economic recovery, after a long slump, is on track, it is also an attempt to curb
the trillion dollar 'carry' trade, which is largely blamed for the growing global
imbalances and volatility in global financial markets.
© 2007 IUP . All Rights Reserved
GLOBALIZATION
Mexico
: Unraveling new boundaries for the Indian Pharma Industry
- - Prof. Neeraj Mankad
The
winds of globalization have finally reached the Indian shore and we are witnessing
the birth of the Indian multinational. The Indian pharmaceutical industry, as
per a recent Business Standard report states, is ranked 4th in terms of volume
and 13th in terms of value. This industry is now gearing up to explore newer markets
across the globe. Mexico is an attractive destination for this growing industry.
This article explores the untapped potential and opportunities in the Mexican
pharmaceutical industry and provides guidelines for Indian companies who wish
to exploit this opportunity. The authors, through their suggestions, try to propel
the Indian pharmaceutical companies towards success in this market, by identifying
product segments based on the strengths of the Indian industry.
© 2007 IUP . All Rights Reserved
CHANGE
MANAGEMENT Change
management
- - Harsh Arora
Change
in an organization is necessary. But, is it always necessary? If an organization
is achieving its desired objectives, customers are satisfied and it is continuously
attaining competitive advantage, is change really needed? On the other hand, if
change is necessary and an organization is avoiding it and then try to change
after a certain point of time, the order of the change would create enormous pressure
on the employees. Is the organization right in doing so? Examples in the industries
and researches say that change is compulsory. So, a path in between, i.e., change
as and when required can be an option. This article deals with the same subject
matter.
© 2007 IUP . All Rights Reserved
BOOK
REVIEW The
Fortune at the Bottom of the Pyramid : Eradicating Poverty Through Profits
- - Author : C K Prahalad Reviewed by Prof T Venkat Ram Raj
Management
Guru, C K Prahalad argues that a huge opportunity lies in perceiving and understanding
the problem of serving the teeming millions, different and optimistic angle and
private sector should devise ways of identifying the potentiality of the poorer
sections and serving them profitably.
© 2007 IUP . All Rights Reserved |
