COVER FEATURE
"It takes so little to be above average and we are
showing business professionals how to achieve it."
-- George Rancourt
CEO, Global TCA, Boston
George Rancourt is CEO of Global TCA based in Boston, Massachusetts and is now based
in Hyderabad, India. George is well traveled and has taught in over 30 countries and lived in three
different continents. Formerly, he was the Director of Training for Asia Pacific at Monster.Com based in
Hyderabad, India. George has worked for Fortune 500 companies. Under his leadership and direction, his team
has won `Excellence in Training Award for 2008' from Employer Branding Institute. He has recently
conducted workshops at The Indian School of Business, Hyderabad and several professional workshops
in sales and business development training, leadership, professional power and influence,
communication skills, public speaking and presentation skills, blending cultures, US best practices, management
development, interviewing techniques, online recruiting and many other related areas.
© 2010 IUP. All Rights Reserved.
INDUSTRIAL RELATIONS
The Link between CEO Management Style and
Employee-Management Relations
-- Jashwini J Narayan
This article which is based on in-depth interviews and archival data, details and analyzes the
leadership style of two different CEOs and the related impact their style of management had on public
entity employees in Fiji. The first aim of this article is to give a detailed account of what transpired in a
privatized then re-nationalized Fijian public enterprise under the leadership of two different CEOs, the first of
whom was an acting CEO, the second was the full-time appointed expatriate CEO. The second aim is to
analyze the impact different styles of leadership had on employee-management relationship.
© 2010 IUP. All Rights Reserved.
MANAGEMENT
Six Sigma : The Hype and Beyond
-- Prof. GRC Nair
Ever since Motorola implemented the Six Sigma standards of quality, it has become fashionable
in business circles to talk about it. Many consultancy firms successfully hyped it and also encashed on
it. What is so magical about the figure 3.4 defects per million? Is it such a sacrosanct figure or just
an arithmetical gimmick? Is Six Sigma a hype or is there any true benefit to be derived from it? This
article examines and tries to demystify these issues.
© 2010 IUP. All Rights Reserved.
MANAGEMENT
Organizational Culture and Values in Infosys : Building Better Organizational Effectiveness
-- Soumya Sagiri and Sundeep Nag Chowdhury
This article explores and explains the position of a `value driven' organization (Focus: Infosys
Technologies) from its humble beginnings in 1981 to its position in 2009 - as one of the most popular
technology-based firms in India with revenues exceeding $4 bn, profits of $449 mn (CAGR in revenues
and profits of approximately 60% over the past 10 years), and a workforce exceeding 1,04,000. This
study claims that studying espoused company values and culture will help us to understand the impact of
culture on management practices.
© 2010 IUP. All Rights Reserved.
MANAGEMENT
Innovation : The Trump Card of Recessive Economies
-- Madhavi Challa and Aruna Desai
The important principle to run a business is to create and retain customers. Innovation and
creativity are the only ways to produce the desired results and sustain one's business in the market, in an era
of global recession. The present financial crisis is the best time for the CEOs to devote resources to
a phase of leadership development. Learning and implementing innovation and creativity are required
to keep the company moving even when things are inert. The financial slowdowns demonstrate
predictable patterns and recession provides an opportunity for modifying financial behaviors and cutting
expenses, thereby overcome market pressures.
© 2010 IUP. All Rights Reserved.
RURAL MARKETS
Bouquet of Strategies to Tap Rural India
-- Dr. P Ammani, Dr. P Radhika
The advent of liberalization has thrown up a plethora of opportunities for companies to spread
their wings to the hinterland. Rural India, with its rising incomes and changing patterns of buying, is
looking forward to experience the nuances of the consumer world. Tapping rural markets with the strategies
that suit them has become a major challenge for most of the companies.
© 2010 IUP. All Rights Reserved.
BUSINESS MODELS
Protection of Private Properties of Businessmen through LLP Model : An Analysis
-- Dr. G Ramesh
In the present era of cut-throat competition, success of an enterprise depends to a
great extent on the size and model it creates for doing business. Entrepreneurs have become
much more conscious and careful about their investment and are attempting to generate an
alternate business model in order to avoid the risk of losing their personal belongings to the
business losses. Recently, limited liability partnerships are seen as major capacity enhancing tools
for many profit running businesses. These models reduce personal liability of entrepreneurs
for business debts.
© 2010 IUP. All Rights Reserved.
CASE STUDY
Engaging the India Inc. : The Young Brigade Leads The Way
-- Dr. Nagendra V Chowdary and Sai Prasanna Ragu
This case study explores the evolution of the Indian executive career and the changing role of a
CEO in the dynamic and less predictable business environment. Quoting examples from top Indian companies
- in both the manufacturing and service sectors - this case provides an overview on the new age CEO,
the roles and responsibilities, and shows how the younger generation can better lead the Indian
corporate entities. It delves into many issues to discuss: Whether the young CEOs have the requisite experience
and exposure to lead an organization at the helm, the reasons for today's organizations looking for a
relatively younger generation to take charge, and whether age and experience count any longer.
© 2009 IBSCDC. All Rights Reserved.
SHORT BOOK REVIEW
Case Studies on Innovation Management: New Paradigms, Case Studies on Mergers and Acquisitions in Services Sector
-- Editors: Sanghamitra Bhattacharya and Menaka Rao ,
Kumar Satyaki Ray and Arindam Mukherjee
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