HRD Contents - National HRD · | HRD News Letter | February 2006, Vol.21, Issue:11 6| Time...

| HRD News Letter | February 2006, Vol.21, Issue:11 5|

Vol - 21 February 2006 Issue - 11

EditorC. Balaji,

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Board Members

DWARAKANATH P, National President

SANTRUPT MISRA Dr., Immediate Past President

ANAND NAYAK, Regional President (East)

GOPAL KRISHNA M., Regional President (South)

MARCEL PARKER, Regional President (West)

RAO G P, Regional President (North)

VARADARAJAN S. (Raja), National Secretary

SATYANARAYANA K, Executive Director

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RAJENDRA S PAWAR, Co-opted Member

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This journal is on our Website:www.nationalhrd.org & www.nhrdn.org

ContentsFeatures

6 ......... President’s Message7 ......... Editorial8 ......... News Roundup26 ....... Conference Chennai Chapter27 ....... feedback HRD Newsletter29 ....... Chapter News

Book Review

15 ... Latha Suresh23 ... Dr.P.N. Singh24 ... Shampa Chakraberty28 ... Prof. P Nachimuthu

Lead Feature

9 ..... Enriching your life throughInsights

- Madan SrinivasanCase Study

22 ... Whither Communication?........... - R. Dharma RaoArticles

10 ... Courage in the Workplace.............. A Tribute to S Manjunath............ - Shabbir Merchant

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11.... Empower Children throughLeadership Programmes

............................................ - P.N. Singh

12 ... Delegation An Effective Tool ForMotivation

- Dr. Sethuraman PR

14 ... A New Dimension ofGlobalization -Glocalization

................................... - Srikanth Iyyanki

16 ... Inspiriational LeadershipA Corporate TrailBlazer

- Prof. L.K.Jena,Prof. Jyothsna Priyadarsini

17 ... It is not the deed but the thoughtthat counts or is it the other wayaround?

- Govind Raj

18 ... Management Lessons AndProverbs From Realities Of Life

- Dr. Rayaguru Kumar,Shri Mangesh Dash

20 ... "Who Shall Be A Leader"- P. Ramlal, G. Surendar

25 ... Management By Stories - TheBirth Of A Man Manager

- Mohan Prasad


Time Management:

In the highly competitive and fast life ofprofessionals today, it is imperative tomanage time and get the most out ofeveryday. In continuance with my last articleon 'Work-life Balance', I will point out thebenefits of Time Management in this articleand show you some simple tips on how tomanage time effectively.

An effective manager exercises a keyphilosophy - juggling tasks to achieve acommon goal and ultimately better thewhole organization.

One of the most effective ways of managingtime is to use the 'Pickle Jar Theory'.

Imagine you've got yourself a pickle jar. Now,put some large rocks in it. Put in as manyas you possibly can.

You think you've got a full pickle jar that youcan't fit anything else into. Now, put somepebbles in. Put as many in as you canpossibly fit, till you feel your jar is full.

Now, take your full jar and take sand, thenfill that jar until you can't possibly fit anymore

From

NationalPresident’s Deskin, and then add some water in the jar.

I am sure the significance of this littleexercise hasn't escaped any of you. Eachof us has many large priorities in our life,represented by the large rocks. We alsohave things which we enjoy doing, such asthe pebbles. We have other things we haveto do, like the sand. And finally, we havethings that simply clutter up our lives andget in everywhere: water.

None of these are non-value adding things.After all, we need the gamut of theseobjects-from large priorities to times of rest-in order to feel truly fulfilled. No TimeManagement theory should be withoutbalance, and the Pickle Jar theory is allabout balance. You make time for everything,and everything simply fits well where it issupposed to fit.

Having said this, it is important to saveyourself from what is known as 'TheMultitasking Trap'.

Many professionals feel multitasking is away to productively "juggle" numerous tasks,but it actually prevents you from gettingthings accomplished. The following tips willtell you how to better manage your time andstay focused:

� Batch: Email kills your concentration.Turn off the notification function on youremail program. Set aside a specificnumber of times per day to check anddeal with your email.

� Prioritize: Don't get sidelined byinterruptions. If you're working on thelast-minute details of a report for ameeting that starts in 30 minutes, don'taccept a drop-in visitor's request to "askyou something really quick."

� Control Self-Interruption: Many timesyou interrupt yourself. You're sitting atyour desk when all of a sudden, yourbrain starts talking to you. "Oh, I needto tell Mr.X this," it says, and you pickup the phone or dash off an email onwhatever you were thinking about beforeyou forget. Instead, get yourself a three-ring binder, some loose-leaf paper andA-Z tabs. Create a sheet of paper foreach person with whom youcommunicate frequently. When yourbrain reminds you of something, simplyturn to that person's communication log.Jot down the thought or idea and goback to what you were doing. When thatperson's log has several thoughts savedup, call the person and set up a meetingor phone conference.

These were simple tips to help you to'manage your time' better, which in myopinion is a vital step towards achievingwork-life balance. However, this by itself maynot always be sufficient. Learning to managestress is another key objective and I willcover this in the next edition.

P. Dwarakanath

National HRD NetworkCongratulates

Mrs. D. PURANDARESHWARIOn her induction into Union Cabinet asMinister of State in the Ministry of HRD

Government of India

10th National Conference of National HRD NetworkHosted by Delhi Chapter

Dates : 1st to 3rd November 2006 - Venue : Taj Palace, New DelhiFor details contact : [email protected]


In the past few weeks, I had the opportunityto meet several young HR professionals

who were prospecting for HR jobs. Thesepeople were post-graduate degree holders,with specialisation in HR. They had workedfor a few years, and were seeking to changetheir jobs. What I was interested in was tounderstand how well they understood theprofessional body of knowledge relevant totheir profession - HRM, HRD, OB and OD. Imust admit that I was quite taken aback bywhat I experienced. I was left with the firmconclusion that "HR" must be the only"profession" in which when people practice,the professional body of knowledge isrendered quite irrelevant! How else can oneexplain that these 'practicing professionals'

February

Editorialcould not explain even the basic knowledgerelated to the profession?

For example, there was this young man whosaid that people had hygiene (lower order)and motivator (higher order) needs, and thatthese were arranged in a hierarchy, andfurther that that when the lower order needs(i.e., hygiene) were satisfied, the higherorder (i.e., motivator) needs take over! Howsure was he about what he said, I asked.With supreme confidence he assured methat he was very sure.

And then, there was this young woman whoinsisted - with supreme confidence, I musthasten to add - that training makes oneknow, while skills are developed on the job,and that development on the other handmeans improving one's competencies andfinally learning happens when oneunderstands what one knows. How surewas she about what she said, I asked hertoo. With supreme confidence she assuredme that she was very sure.

This one is equally fascinating: comparingcompensation with benefits, he said,

compensation is 'guaranteed', whilebenefits are not. Holidays as well as leavewere benefits - and he continued to maintainthis even when I pointed out that holidayswere 'guaranteed' while leave was not!

A partial list of the lessons I could drawfrom the above and very similarmeetings:

1. Those who specialize in HR do notknow the basics of the professionalbody of knowledge

2. They do not know that they do not knowthese basics

3. They do not want to admit that they donot know that they do not know thebasics

4. They are supremely confident of whatthey say, in the face of getting to knowthat they do not know the basics

5. They believe that the person on theopposite seat also do not know thebasics, and that this person too doesn'tknow that s/he doesn't know the basics

6. And, therefore, that when they saysomething with a tinge of confidencein their voices, the person in theopposite seat will fall for what they say.

C. Balaji

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News Roundupperipherals, said it was planning to enter thepersonal computer mother board segmentand will start importing the product fromChina by the end of 2006.

The company was looking at providing morecomponents for the PC market to raise itsmarket share. The rollout for mother boardscould be expected in the last quarter of thiscalendar year, TVSE Director GopalSrinivasan told reporters.

The size of the computer component marketin India was estimated to be around Rs 2200crore.

Nettlinx to acquire stake in subs

Nettlinx Ltd an internet solution provider onMonday said it will acquire 100 per centstake in its US-based subsidiary Nettlinx Inc,engaged in the business of on-shoresoftware consultancy.

The board of directors have approved theacquisiton of 100 per cent stake in NettlinxInc, where the company would make furtherinvestments of upto $1 million in tranches,it informed the Bombay Stock Exchange.

HR News

Oracle to take headcount to 10,000 here

Oracle announced major expansion plansfor its Indian operations. It will hire 1,400more people over the next 8 months andforay into non-metro cities to support itsexpanding business in India. The companynow has 8,600 people in India.

"The plan is to increase headcount to 10,000over the next 8 months. These additionalresources will be in the areas of sales andmarketing, product development,consulting, product support and services,"As per Charles Phillips Oracle president.

Ford to announce 25,000 job cuts

Ford Motor Company is expected toannounce plans to cut 25,000 jobs andseveral plants, but analysts are warning themove will not be sufficient to allow theautomaker to return its struggling NorthAmerican unit to profitability.

"The near-term savings are not going to beas much as it needs to be," Brian Ropp, ananalyst with T Rowe Price said.

IT pros! Now gear up for virtual hiringThe nerds have been sweating it out to makeyour life easier. It just stuck them IT can helpthem too. Every quarter IT companies hirein thousands. The industry recruits around

Industry News

Maruti buys out GM for $82.7 billion!

Maruti Udyog Limited inked an agreementto buy out General Motors lock, stock andbarrel in a deal valued at $82.7 billion.

The buy-out, the largest in the automobileindustry for decades, will give MUL a 62%share of the world passenger car market.

MUL outbid Chinese arch rival Dong FengMotor Company, which was also keen onacquiring GM.

Also expected at AGM is an announcementabout MUL hiving off its loss-makingJapanese subsidiary, Suzuki Motors. TheJapanese car unit has been making lossesfor several years now, and senior officialsat MUL said it was only a matter of timebefore this had to happen.

Dell to invest in India

Global computer major Dell Inc is set toannounce a major investment in India. Rollinsannounced the new investment during his two-day visit to India, Dell founder and chairmanMichael Dell said here on the sidelines of theWorld Economic Forum. The US-basedcompany is likely to open yet anotherdevelopment centre in India, though MichaelDell refused to divulge any details of whatRollins may announce and what kind ofinvestments the company would be making.

India drives Intel's Asia sales

Intel Corp, the world's largest chip maker,said that demand for personal computersin Asia ex-Japan would rise 15-20 per centin the January-March quarter, driven by newusers in China and India.

Intel, which makes the microprocessors thatfunction as the brains of 90 per cent of theworld's computers, repor ted that itsrevenues for Asia Pacific ex-Japan rose 16per cent to $5.1 bn for the three monthsended December.

This is equivalent to half of Intel's worldwidesales of $10.2 bn in the fourth quarter, whichwere up 6 per cent from the year-ago period.

TVS to enter PC mother board segmentsoon

TVS Electronics, manufacturers of computer

100,000 persons annually, about 65% ofwhom are fresh graduates.

To hire in such large numbers they have tovisit over 100 campuses. Not surprisingly,these companies are now looking at virtualhiring using video conferencing.

Dell plans to hire 5,000 in IndiaDell Inc, the world's largest computer maker,plans to raise its headcount in India to15,000 workers, and may set up a unit tomanufacture computers in the country, asource close to the plans told the agency.

The source, who declined to be named, saidDell would soon announce the setting up ofits fourth call centre in Asia's third-largesteconomy. At the moment Dell employs about10,000 workers in India

India, Inc.'s big guns woo NRI techiesIndians are being called back and mind youwe are not talking about CEOs and vice-presidents. With the domestic availability ofthe best breed of engineers becoming a toughtask, India Inc is going all out to lure backengineers and technocrats settled abroad.

Leading the pack is old economy majorssuch as Larsen & Toubro, Mahindra &Mahindra, Ranbaxy and Essar. The demandfor non-resident Indians is now so great thatcompanies have resorted to advertisementsin foreign publications.

People in News

Wipro on lookout for acquisitions: PremjiWipro chairman Azim Premji said that it wouldconstantly be on the lookout for acquisitionsand progressively target larger entities.

Wipro had announced two acquisitions inthe third quarter one of which was anAustrian design services firm NewLogic andanother in the payment processing space -mPower, which has offices both in Chennaiand the US.

Mr Premji said it would target companieswhich would help it expand its footprint inEurope as well increase its domain strengthand skills.

"We will continue to do acquisitions as smallcompanies with below $100 million revenueswill be forced into consolidation as customerswants to deal with larger companies providingan integrated offering," he said.

National


We'll begin with a question:

If we, as HR professionals consideremployees our most key stakeholder,how do we REALLY get to know theirpulse & connect with them?

Typically, most organizations do it throughformal methods like employee engagement/climate surveys, dialog process, town halls,etc or informally through day to dayinteractions, coffee table/cafeteria chats,etc. In either case, what we are trying to dois build our appreciation of the "Voice of theEmployee", know what he wants,understand what makes him tick - literallyan employee feedback 'data bank' that,when married with the organization'semployer brand -articulated or tacit - is astrong & invaluable input into design,development & implementation of thecompany's HR programs. In other words, weare seeking to create - consciously or subconsciously - a rich repository of "employeeinsights" that can be used to transform theworkplace into a Best Place To Work.

What do we mean by "employee insight"?Let's first then understand what "insight"means. The word 'Insight' has become aninseparable part of business language in therecent past, as I am sure at least themarketing professionals would vouch for. Itsetymology makes an interesting read:

"On the island of Tenerife during the FirstWorld War, a German physicist carried outa series of experiments that led him to cointhe concept 'insight'. His name wasWolfgang Kohler and the defining studyinvolved locking an individual, known asSultan, in a cage without food but with twowooden poles. Outside the cage, but at adistance greater than the reach of either ofthe two poles, Kohler placed some food andobserved what happened as Sultan becamehungry. After trying in vain to reach the foodwith one pole and then the other, Sultanappeared to give up, but then he suddenlyseemed to hit on a solution; by attachingthe poles together he could reach the food.Kohler coined a term to describe thisapparent sudden grasping of a usefulrelationship, einsicht - insight, because therewas no readily observable process such astrial and error learning that appeared toinform how Sultan - who was, by the way,

an ape - arrived at the solution and grabbedhis bananas (Kohler 1927).

Insight, also known as the 'aha'phenomenon is to arrive at useful solutionsnot by trial and error, but by looking at thingsin a different way - through perceptualreorganisation. Like Archimedes' Eurekaexperience, insight is the ability to attendto, and then select, the components thatcombine to produce a new solution (Cziko1995). For market researchers, looking ata problem, such as how consumers choosebrands, in a different way is by definitionthe source of consumer insight."

Many of us would have heard the wordinsights in the context of the consumer, butdoes it hold relevance to us HRprofessionals? I'd say a vehement yes!Drawing inference from the origin of theword, here's one crack at a definition ofemployee insight that may be useful to us -

"It is the ability to gather employee feedbackand use it meaningfully & effectively todesign, develop and roll out fresh andimpactful HR programs & solutions thatdelight the hearts & minds of all keystakeholders".

I've added in the last phrase primarily fortwo reasons. The "hearts & minds" reinforcethat employee programs connect both at arational & emotional level. The reference toall key stakeholders is because while HRprofessionals are definitely EmployeeChampions, we also wear the hat ofBusiness Partners; hence we cannot deliverHR programs without inter-weaving theminto the overall business strategy of ourorganization.

The use of - or lack thereof - employeeinsights can possibly make that crucialdifference between effective and not-so-effective people programs.

We probably gather employee insights allthe time without realizing it. But if weconsciously put it on our radar screens,especially in these days of hectic life atoffice, and build a process - both at apersonal and company level - aroundgathering employee insights, it can go along way in making us more confident thatthe HR programs & solutions we are rolling

out are indeed the right ones, and woulddeliver the desired results.

At the company level, you can use formalmethods like employee engagement & pulsesurveys, town hall communications, dialogsessions. At a personal level, it can be assimple as lunching/chatting over coffee acouple of days in a week with a non-HRgroup or engaging in conversations withyour colleagues that connects with them aspersons, rather than employees.

Let me share my own experience withemployee insight. I must confess that theword was not so top-of-mind for me till afew months back. I was familiar with theword, but more in the context of theconsumer. One day, as chance would haveit - which is typically how I stumble uponwisdom - a Google search led me to theword. I realize today that I can apply it to allwalks of life - professionally & personally.Applying it to myself, I developed my own"personal insights" when I gained a criticalon-the-job experience or participated in atraining program. Even reading a book orwatching a movie lately has become ansatisfying & "insightful" experience for me,because at the end, I catch myself askingmyself: what insights can I use at work/inmy personal life?

As I reflect upon how to gather employeeinsights, I am beginning to find a new,hither to undiscovered dimension ofexploring interpersonal relationships in theworkplace. The feeling is almost like I havebeen living in this cosy & well protectedcocoon, happy with my pace of learning andmy successes, and now it's time to movebeyond your boundaries, chart a new pathfor yourself basis the collective wisdomgained through your insights. During thesetimes in the world when the only thingconstant around you is change, consciouslygathering insights from anywhere &everywhere can truly help you bring thatfreshness of perspective and make bothyour work and personal lives more fulfilling.

If something has stirred within you as youread this article, please do share yourexperience, thoughts, insights (?) with me!

Here's a toast to making insights-andemployee insights-a way of life & continuouslylearn in this journey called LIFE!

Madan Srinivasan, V.P.-Organization Capability Pepsi Co India Holdings Pvt. Ltd (Frito Lay Division ) Gurgaon, He can be reached at :[email protected]

Enriching your lifethrough Insights

Madan Srinivasan

�H

Lead Feature


�H

“Courage in the Workplace….”I heard this phrase for the first time inFebruary 2000, when I was attending theWorld Training Conference at Atlanta. TheRev Desmond Tutu, with his short bodyframe of just about 5 feet, was calling onthe 4000 odd HR managers and trainingmanagers from across the world to display“Courage in the Workplace” and speak thetruth in the interests of employees,organization and society at large. I wishsome folks from Enron and Worldcom hadattended this one hour talk, maybe the futureof these two companies could have beendifferent.

I was again reminded of this phrase“Courage in the Workplace” , when I readabout the killing and murder of Manjunath,the young MBA from IIM, who in his questfor truth had his young life snuffed out bythe Oil mafia of our country. I am sure manyof us have read about the whole episodeand in our hearts have no doubt felt sorrowabout what happened. Some of us wouldhave also seen the TV report of Manjunath’stearful mother asking the President of India,Dr Kalam, whether Manjunath’s killers willbe brought to justice. Personally I have sofar had a lot confidence in Dr Kalam beingour President, and I would like to believethat he will show Courage, by doing what ittakes to move the judiciary and ensure thathis assurances to Manjunath’s mother willconvert from an assurance to a reality.

Like Manjunath, I am also an MBA, and likethousands of others in this country, I belongto breed of professionals which fill thecorporate world in India. The question I havefor myself and all my fellow colleagues isthat in our careers a) Do we also get theopportunity of displaying courage at theworkplace? and b) Do we show the courage,when the opportunity arises ?

The answer to the first question, in my view,is not very difficult. Yes, in our careers thereare times when we do get an opportunity todisplay courage in the workplace. Thetrouble is that many of us choose not torecognize that opportunity.

When an organization decides to violate thelaw of the land to achieve benefits for it self,

do we have the courage to speak up.Whether it is paying bribes to lay cablesacross the roads, or it is dischargingpoisonous effluents into the environment onthe sly, do we speak up and try to stopwhat’s happening.

When an organization is short changing itscustomers, by passing out poor qualityproducts to its customers, do the Sales andMarketing professionals speak up in theinterest of the customer.

When an organization is being unfair to itsemployees, by not sticking to thecommitments it made, or coming out withpolicies which are unfair to the employees,do the HR managers of these companiesspeak up to protect the interests of theemployees.

When you know that your boss is indulgingin sexual harassment with a colleague ofyours, do you have the courage to confrontyour boss or report him to an ombudsman(if such a process exists in yourorganization).

The answer to the second question, “Do weshow the Courage ? ”, that answer is noteasy. Many of us would like to believe wedo, but we need to ask ourselves when wasthe last time, we did so.

There are two kinds of organizations in ourCountry, a) organizations which do notbelieve in following the path of ethics andvalues ( though they may not admit so inpublic) and b) organizations which dobelieve in following the path of ethics andvalues.

For professionals who work in the formerkind, where it is well known that theorganization has no intentions of followingthe path of ethics and values, the questionis : Do you have the courage to change thisorganization or if you cannot change thisorganization, do you have the courage toleave this organization ? Many times theanswer is not easy, since it is not easy tounshackle the golden chains with whichsuch companies entrap professionals.

In my career, I have met severalprofessionals who had the courage to speakout the truth, and stand up for their values.

In one of my previous organizations, theCorporate HR head of this well knowncompany ( who was also my Mentor), usedto write detailed emails to his CEO ( who isa pretty strong and well known leader),describing to the CEO where he thought theCEO was going wrong, and where heneeded to improve. Requires Courage to tellyour boss that he is wrong, and the reasonswhy you feel so.

I recently came across an ex colleague anda friend of mine who had joined a reasonablywell known company in Bangalore arounda year back. This friend of mine found outthat his boss who was the operations headof the company ( and who had hired andselected my friend ), was short circuitingthe quality process in hiring and not followingthe company norms. My friend andcolleague, first of all had the courage not tobe a party to these mis-doings by his bossand he had the courage to report this to theCEO of the company.

In both the above cases, the respectiveorganizations, valued the courage shown bythese employees, the acts of Courage wereappreciated and not rebuked.

Unfortunately courage comes not fromdoing a professional course nor does itcome by successfully climbing the careerladder, but it comes from the core being ofwho we are and what we stand for. Our fasttrack careers, our plush lifestyles, ourcommitments to our families, make usignore the call of Courage when it comes.We forget that the Call of Courage is softenough to be ignored, but sharp enough toprick our conscience that we did not heedto it.

In this new year, let the sacrifice of youngManjunath not go in vain. Let us commit toourselves that in our organizations, whenwe see something amiss wrt basic HumanValues & Ethics, we will display the Courageof speaking the truth, no matter what theconsequences.

Thereby building a Corporate World in India,where every professional displays theCourage to speak the truth, and we becomea benchmark for the world.

Shabbir Merchant is an alumnus of SIBM, Pune. He works with Grow Talent Co Ltd. and is based in Bangalore. He can be reached [email protected]

Courage in the Workplace...A Tribute to S Manjunath.

Shabbir Merchant


Empowerment does not take place onlybecause of ideas, theories, talks and

articles. It takes place because ofaffirmative action. This realization receivedconfirmation when our small empowermentproject recently received internationalacclaim. On 17th November 2005, I receivedan International Award on HR & SustainableDevelopment in Cairo, Egypt for our Leadersof Tomorrow Project. The award has beeninstituted by International Federation ofTraining & Development Organisations(IFTDO), an apex body of 500,000 HRprofessionals all over the world. The Leadersof Tomorrow Project has its own historyhidden in my childhood.

I was born in a dusty village of Bihar, themost backward state in the country today.Throughout my education, specially when Ijoined a college and later a prestigiousengineering college like Indian School ofMines, Dhanbad, I found to my amazementthat students from economically backwardsegments of the society, specially from ruralbackground had difficulties in speaking outtheir mind and making a point before a groupor in a class. I personally remained tongue-tied out of fear. Some half-hearted effortsto stand up and speak were abandonedwhen my legs shook. It was a clear case of“when I stood up my mind sat down”.

Later in my career as HR-Head in aprofessionally managed company, I wasentrusted with the responsibility of massiverecruitment. The recruitment panelconsisted of elites in the society. I was theodd man out in the panel, which perfunctorilyrejected candidates from rural backgroundfor weakness in communication skills. Withevery rejection of such a candidate, I felt Iwas rejected. I vowed to do something.

In 1997, Dr.P.N. Singh Foundation wasestablished with my Provident Fund of Rs.10lakhs as its corpus. It launched a unique,“Leaders of Tomorrow” Project under whicha one-year leadership course is conductedfor slum children studying in suburbanschools in Mumbai. Today the project isrunning in 15 schools. The project exposesselected IX standard students from theunderprivileged sections of our society to

this specially designed programme so thatthey occupy leadership positions in differentprofessions. These children have low self-esteem because of the socio-economicbackground they come from. The idea is toenhance their self-esteem and inculcateright social values. It concentrates on publicspeaking and communication. Othersubjects included in the syllabus are goalsetting, time management, memorydevelopment, creativity, etc. which theywould not learn in a crowded classroom orfrom textbooks. This training equips themwith attitudes and skills, which will help themcope with challenges and move themtowards success in their lives. So far over3000 students have gone through theprogramme.

The programme is conducted by trainersfrom industry, who conduct this training onpayment of a token honorarium. The schoolprovides the space on weekends. Thecourse is completely free of any cost tostudents. The success of the projectdepends on willing cooperation of threepartners: Principal of the school, Guardianof the student and Foundation’s trainers.Non-cooperation of even a single partnerhas resulted in failure. An important factorfor success has been the methodology usedby trainers. Lecture method has notsucceeded. What has succeeded is amixture of stories, exercises and practicesessions. Money has never been aconstraint. It has come from my students,friends, well-wishers and even from peoplewho do not know me personally. The majorconstraint has been the availability ofcommitted trainers.

Empowerment to me is to give speech tothose who cannot speak primarily out offear. We are giving speech to these slumchildren. The Foundation organizes aleadership convention annually to raiseresources for the project. For this year’sconvention we chose an alumnus ofLeaders of Tomorrow Project, Ms.PriyankaTodkar to be the Chief Guest. When this Xstandard student spoke for 5 minutes therewere three applauses. On the dais were

Chairman of an Indian company, Dean ofAsian Institute of Management, Manila andCEO of an US company. In the audiencewere 800 managers and managementstudents from fourteen countries. Priyankawas our symbol of an empowered child. TheChairman of an educational trust was soimpressed by her that he spontaneouslyannounced to bear all her educationalexpenses till she completes her MBA.

We have lost 60 years in empowering thosewho were already empowered or who didnot deserve to be empowered. Severalunscrupulous businessmen, industrialistsand bureaucrats were empowered tobecome richer at the cost of the society.Crooks, criminals and scoundrels becameempowered by establishing an unholy nexuswith politicians. They exploited the lacunain the law of the land to the hilt to save theirskin. They amassed disproportionateassets, mostly unproductive. Moneybecame the symbol of empowerment.

Ours is a humble effort of empowerment ofthe poor through leadership development.

What do we do in this project is bestsummed up in the following words :

We give hope to those who do not see anyhope.

We give self-worth to those who considerthemselves worthless.

We give voice to those who cannot speak,we make their shaking legs steady whenthey stand up to speak.

We give them right values so that Indiabecomes great.

We give them Love and Affection becausethey are our Leaders of tomorrow, on whomdepends the destiny of our nation.

Most of our present generation leaders havefailed us. We have to develop a new breedof socially responsible leaders. Let usempower children from economicallydisadvantaged segments of our societythrough leadership developmentprogrammes for an empowered India of thefuture.

P.N. Singh, Chairman, Grid Consultants Pvt Ltd, He can be reached at : [email protected]

Empower Children throughLeadership Programmes

P.N. Singh

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IntroductionWith organizations tending to be lean andopting for flat structure, modernmanagement techniques have to bepracticed for improving the efficiency andoutput by individual managers. Delegationis one of such important managerial skillsthrough which a manager can accomplishmuch more by sharing his/herresponsibilities with others.

Benefits of Delegation

Delegation process will lead to

● Subordinate development

● Efficient time management

● Involvement of juniors/subordinates

● System establishment in workprocedures

Elements of Delegation

There are three elements associated withdelegation, viz Responsibility, Authority andAccountability.

● Responsibility refers to the activities thatneed to be performed for accomplishingthe task/ job assigned

● Authority refers to the power and rightsentrusted to the employee to enablehim/her execute the job assigned

● Accountability is the obligation to carryout responsibility and exercise authorityas per established norms in theorganization

While responsibility, along withcommensurate authority can be delegateddown the line to a subordinate,accountability cannot be delegated.

Delegation not just off-loads theresponsibility of an individual employee, butmore importantly it helps in subordinatedevelopment. This in turn motivates thesubordinate to perform better and alsoensures better interpersonal relationsbetween the dyad, the supervisor and thesubordinate.

If no delegation, what happens?If there is no delegation, the possibleoutcomes are poor quality work, wastageof time and resources and above all therewill be no subordinate development asindicated below in the form of a flow chart:

However, one should be clear about

■ what to delegate?

■ how much to delegate?

■ how far down to delegate?

What to delegate?In any organization, a major part of the workin every management position happens tobe routine and repetitive in nature. Bydelegating such routine activities to thesubordinates, the manager can focus moreon new projects and higher responsibilities.

How much to delegate?This will be more relevant to the delegationof authority. Authority can be delegated tothat extent which will enable the person toexecute the responsibilities delegated tohim/her.

How far down to delegate?It will be necessary to delegateresponsibility along with commensurateauthority to the employees down the linewho do the work at the operating levels.

One should always remember thatresponsibility and authority can bedelegated, but accountability cannot be.

How to make delegation more effective?A set of tips listed below will be of greathelp to the practicing managers ineffectively delegating jobs to their juniors(1).

● Try to anticipate what will need to bedelegated and never wait until the lastmoment (i.e. deadline) to hand out thework.

● Before delegating, spend time thinkingabout what the task involves and whomight be the best person to carry it out.(Right man for the right job)

● Tasks suitable for delegation usuallyrequire collection of several facts anddetails of information.

● Plan to delegate a little more than youare comfortable with your work load, butdo remember that you only want tostretch the capabilities of those helpingyou out, and not break them.

● Give your delegatee(s) the opportunityto come up with good ideas andencourage them to develop requiredskills in translating their ideas intoaction.

● Give the necessary instructions for

doing the job always in writing so that itcan be referred to, whenever thedelegatee faces any problems.

● Be prepared to give more details ratherthan less, especially if the task is beingdelegated to a person who is new tothe task.

● Keep your superior and any otherperson who needs to know informedabout the delegation.

● Never delegate a work that is ofconfidential or contentious in nature.

● Don't evaluate the delegation processuntil every task has been completed.

● Acknowledge help from the delegateewith a "thank you" note, with a copymarked to the delegatee's superior (ifthe delegatee is from some other Dept).

● Remember that successful delegationmust be result oriented; so, focus on thecompletion of the task, and not the wayhow it was done.

Personal experienceWhile serving in the private sector, I wasgiven the responsibility of grooming twofresh management trainees in HR functions,besides my normal load of responsibilities.After enabling the trainees acquirenecessary competence to handle day-to-day activities and making them feelcomfortable in attending to their normal workfunctions, I wanted them to focus on theirfurther development through delegation ofsome of my responsibilities. Prior toassigning them the specific tasks, they werebriefed with all the relevant information andgiven complete instructions in writing fortheir reference and use. Even though initiallythere were some lapses on their part inexecuting the tasks to the level ofexpectation, they picked up very soon(thanks to experiential learning) and did afairly good job. With further encouragementfrom me as a mentor, they could handle thetasks delegated to them to the satisfactionof all the seniors, including myself. In thiscontext, I could confidently mention thattheir development activity was expeditedthrough the delegation process.

I am sure, there will be several colleagues inthe corporate world who, based on theirexperience, will vouch for the benefits that canbe accomplished through delegation.

Dr Sethuraman PR, Professor in HRM in ICFAI Business School at Bangalore, He can be reached at : [email protected]@ibsindia.org

Delegation An EffectiveTool For Motivation

Dr. Sethuraman PR

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Black & White Add.Black & White Add.Black & White Add.Black & White Add.Black & White Add.


Think globally, act locally - the latestbuzz word.

'Glocalization' is a new term that is coinedin order to emphasize that the globalizationof a product is more likely to succeed whenthe product or service is adapted specificallyto each locality or culture. The term is afusion of the words globalization andlocalization.

Glocalization merely proposes a "restyling"of globalization, essentially leaving itsimpoverishing effects on local subjectsunchanged. Glocalization, in the propersense of the word, cannot refer to a simpleappeal for power and independence on thepart of local communities (Localism) or tothe creation of partnerships or horizontalnetworks that link up exclusively localsubjects (multi - localism). Glocalization isbased on the actions of a number of differentlocal actors (first and foremost, cities) thatare interconnected in networks - at times ofplanetary dimensions - or connected inclusters or in pairs, often with the primeobjective of building bridges between Northand South, or between countries that findthemselves on opposing sides of a conflict.One fundamental element of the approachis the ability to link and interact with globalactors which are either internationalorganizations or the global private sector. Itis this ability which makes it possible in theinterests of implementing concrete projects,and to draw on resources.

The word 'glocalization' points to a strategyinvolving a substantial reform of the differentaspects of globalization, with the goal ofestablishing a link between the benefits ofthe global dimension - in terms oftechnology, information and economics-andlocal realities. It establishes a bottom-upsystem for the governance of globalization.

Principles:

Glocalization could be a real, new prospect,being characterized by some extrinsicfeatures - to be viewed as expressions andeffects of the glocal vision, namely:

● the universal nature of the glocalproposal, addressed to actors of both

developed and developing countries, onthe basis of equal and not conflictingrelationships

● its manifest concreteness, emergingfrom its rejection of any ideology andfrom its tendency to assess the resultsof policies and actions in relation to theireffects on the stakeholders' lives

● its capacity to mobilize human energy,above all within the local civil societies,but also by spurring de-bureaucratizedpublic administrations, socially-orientedenterprises, volunteers and individualstowards glocal action

● its natural tendency towardssustainability, owing to its doubleorientation to use both public andprivate resources and to exploit bothlocal and global opportunities, alsoreferring to powerful political andeconomic actors. But the real strengthof the glocal proposal and perhaps itsvery appeal lies in its intrinsic andcontent - related features. The first setof principles has been derived from"glocalization ideal map".

The importance of local actors:

The first element making up theglocalization vision is the agency of the localactors, their assessment of local problemsand needs, their knowledge, their attitudeto exercise governance over issues thataffect them directly that makes thedifference in terms of success or failure indevelopment programs.

The war/poverty nexus:

At the core of the glocal approach there isthe assumption that the most destabilizingfactor of the current world crisis is thevicious circle poverty/endemic war,proliferation of conflicts and spread ofviolence. In this perspective the entry pointof glocalization to tackle this circle is notso much the issue of conflict resolution(which is under State responsibility), butpeace-building in connection withdevelopment.

Mainstreaming peace-building:

In the glocalization perspective, peace-building is no longer regarded as a sectorialpolicy, but is seen as a central axis of anydevelopment strategy.

The link between stability, poverty-reduction, and development:

It is now generally recognized that povertyreduction is not so much an outcome of,but a prerequisite for development. Theglocal assumptions however says that it isthe virtuous circle of stability, povertyreduction and development that in the longrun can contrast the vicious one of poverty,war and conflict.

The role of the city:

Cities are the places where civil societiesare emerging with more strength and wheretheir relations with governing andadministrative bodies are more direct. Theyare also engines of economic growth,centers of cultural and intellectual innovationand privileged arenas for social empathyand change as well as institutional reform.They can, thus, be considered as the mostrelevant social units for glocalizationstrategies.

Governance:

The glocalization effect could ultimatelycontribute to a more pluralistic andintegrated governance of globalization,striving to correct the shortcomings ofmarket dynamics vis-à-vis social andeconomic inequalities.

The use of global knowledge:

The movement towards glocalization isstrengthened by the characteristics of theknowledge society. These include increasedcirculation of knowledge, communicationand peer- to-peer learning, and thepossibility to insert local actors andorganizations into global communicationcircuits.

The Actors:

The most important networks of localauthorities and initiatives are mentioned

Srikanth Iyyanki, Management Development Institute of Singapore, Singapore, He can be reached at : e-mail- [email protected],[email protected]

A New Dimension ofGlobalization -Glocalization

Srikanth Iyyanki


below in order to provide an overview of themajor actors showing some distinctive traitswith the closest resemblance to thoseenvisaged in glocal vision.

● T h e International Union of Local A u th o r i t i e s ( I U L A )

● World Federation of United Cities(formerly known as the United TownsOrganization - UTO)

● Metropolis

● Summit Conference of Major Cities ofthe World

● Sister Cities International (SCI).

Priority sectors in glocal action:

● City diplomacy and city-to-citycooperation as a form ofdecentralization of international

relations management, viewing localauthorities as the key actors, especiallyin conflict and post-conflict areas

● Socio-economic local development,aiming at an appropriate and well-balanced management of relationsbetween the local and global dimension,and to reduce social exclusion andpoverty, which are at the same time aresult and a pre-condition for a betterstability and peace

● Culture, as a key factor in breaking downthe barriers between people and humangroups and as a powerful instrument ofbalancing the global and the local,through the valorization andrevitalization of local cultures and usingthe means and opportunities offered byglobalization

● Tourism, at the same time a crucial forcefor local social development and a keyinstrument for peace and mutualunderstanding

● Sport, as a vehicle to deliver strongpeace-building models and to provideconcrete psychosocial peace dividends,especially to youth

● Youth empowerment, as a way toactivate and support those who can beconsidered as key actors in glocalizationpolicies, especially in regions affectedby war and conflicts

● Information and CommunicationTechnology, as an instrument to fosterrelations and contacts between culturesand, at the same time, as a key catalystfor economic development. �H

How to Plan your SuccessStep-By-Step by I.R. Kumar.Published by IconPublications Pvt. Ltd. NewDelhi. Pg 205. Price Rs.205.00The secret of a successful

life is to live each moment to the fullest-draining your cup to the lees-moving a stepahead each time towards spiritual success.(www.lifepositive.com)Success is what dreams are made of.Success is about making it in life. Fast cars,expensive penthouses, designer labels-inother words, high material viability is thenew success mantra. Yet we see largehordes of people demanding to do morethan that by trying to find a commondenominator for success. No longerweighed in terms of tidy bank balances,success is now regarded as all-inclusivequotient of material, emotional and spiritualgratification. Success does not remainmerely a socially abrasive economicphenomenon in a highly competitive world.Today success represents a holistic andpositive attitude to life. This is what theauthor of the book Shri I.R. Kumar tries toexplain in his book "How to plan yoursuccess step-by-step".Ancient Indian wisdom believes that themost qualifying aspect of success lies infollowing the four Purusharthas (tenets) oflife. The Purusharthas are based on thefour tenets of artha (wealth,social security),

kama (fulfillment of desire), dharma(principles)and moksha (salvation). Artha,kama, dharma and moksha patterns a riteof passage for an adult life. According toIndian thought, success depends upon thesmooth transition of an individual througheach of these passages.For many successful people, the journeybegins as a search for the self-image or self-creation. The author believes that focusedand responsible effort, and a consistentlypositive outlook constitutes success.Together, they form the key to abundance-not merely in terms of material wealth butalso in the form of opportunities that canbecome steppingstones to a completelysuccessful life. The successful life is onethat takes as much as possible from eachmoment and gives as much to it. Achievingsuccess is almost like finding God-thedestination is the same, but the roads areas varied as the seekers. All we need to dois choose a pathA recently held survey says that the Indianhas always been living life 200 percent: fullyenjoying material as well as spiritual planes.The book discuss what success mantra, onwhat constitutes the success mantra andhow we can achieve it, as individuals andas organizations, without paying a price interms of stress and disharmony.Previously the definition of being successful"If you make a lot of money, you aresuccessful" is changing and the motivationalgurus on this age are shaping the future ofmanagement. Indian managers aremeditating, taking lessons in yoga andlearning how to deal with human resourcesequations in an enlightened manner. The

author explains that how following themiddle path a mix of both pleasure andpeace amounts to a real happiness and aperson can gain a super success in his life.India is now at the crossroads ofrediscovering her strong cultural andspiritual values while being unable to letgo of the tried and tested methods thatmade the West materially so successful.Within this flux is the confused individual,tossed around, tested for his staying powerand bewildered by the choices thrust onhim.Success has become the new mantra forsalvation. Everyone wants to be successfulbut the concept of success itself is beingcontinually redefined and people want toknow what it is that will make them reallysuccessful. It is a rare person who knowsexactly where he comes from and wherehe is going, with a clear concept of how toget there but most of us don't belong in thatcategory until it's too late to matter.Successful people have a plan and they putit into action. This book teaches theimportance of having a plan and gives manyreferences and examples to help develop aplan. It not only teaches how to plan successbut also explains how to balance personallife with career. Real success has manycomponents, not just work.The descriptions, explanations diagramsand pictures, and step-by-step preparationare easy to follow. This is a very practicaland sensibly written book that touches onevery aspect of life. This book will be wellworth reading.Reviewed by, Lata Suresh, Librarian,IIHMR, Jaipur, Email : [email protected]

Book Reviewby Latha Suresh

COMPLIMENTS TO BANGALORE CHAPTERI personally feel that NHRD, Bangalore Chapter is doing an awesome work and i was really impressed with the presence of HR

fraternity on the event organized, Keep up the good work. Best Wishes, Rashi Dubey


'Leadership should not be an onerous task;it should be an inspirational vocation!'

Abstract:

In a survey of more than one and a halfthousand managers, people were askedwhat they would most like to see in theirleaders. The most popular answer,mentioned by 55% of people, was'Inspiration'. On the other side of the coin,an inspired and motivated workforce isessential for any business that hopes to stayahead of the competition. But just how doyou motivate people? What kind ofleadership do people respond to? And howcan you improve the quality of leadership inyour business?

A Xing:

To do so calls for a workforce that is notmerely performing its duties but is doing soin an excited and engaged way. For this tohappen they need to be in an environmentwhere values which are espoused are livedup to, and where leadership is inspirationaland imaginative. To achieve this we need tonurture the leadership skills of those inpositions to influence and create a cultureof creative excellence. Great leaders inspiretheir people in a way that fosters creativity,innovation, and high performance. In today'sdemanding business environment, suchinspiration is not a luxury, but a necessity.Leaders that practice this kind of philosophydevelop highly resilient, high-performanceteams that can operate in any situation.

Factor Inspirational with Leadership:

The prophets of Inspirational Leadership arededicated to business success. InspirationalLeaders know the need for an organizationto be financially viable (able to sustain itselfand grow). They also know true successcomes out of a vision that includes itspeople's spirits and has a purpose or causethat its members support.

Qualities of an Inspiring Leader…

● Sees the best in people

● Has high expectations

● Gives you a sense of confidence

● Provides you with opportunities andsupport

● Is perceptive

● Is a good listener

● Follows through

● Clearly articulates vision and goals

● Is patient

● Invoke the spirit to Challenge

● Is fair and consistent

● Leads by example

● Is firm, yet understanding

● Is caring and nurturing

● Is a "champion," or an advocate for you

● Understands your abilities andlimitations

● Has good judgment

● Is willing to speaking up and fight for agood cause

Commonly observed characteristics ofInspiring Leaders:

1. STRONG STRATEGIC FOCUS

With their visionary focus; they ensure thatthe business only does those things whereit has the resources to do a good job andwhere it can add real value.

2. LATERAL THINKERS

Carrying the urge to be multi-skilled in wordsand deeds; they are particularly adept atdrawing on experiences outside their ownsectors and taking a much broader viewthan the norm. They views things parallelyand encourage their people to do the same.

3. VISION AND COMMUNICATION

An inspirational leader has a very strong,customer-focused vision of where thebusiness should be revolving. Importantlythey are also able to communicate theirvision so that their people feel they own itand know where they fit into it. The bestleaders are great communicators whoprefer plain speaking to jargon.

4. PRINCIPLED

Being assertive and charismatic in theirattitude, they are deeply committed,

courageous, and confident albeit often in aquiet and under-stated way. What singlesthem out is an exceptionally strong set ofvalues built on honesty, openness and truerespect for their people.

5. REFLECTIVE

The distinguishable fact in inspirational leaderis having genuine humbleness and seldomto show vulnerability on occasions. Thiscomes from regular periods of reflection andan unquenchable thirst for learning.

6. RISK TAKERS

They possess the mastered quality to 'bendthe rules'; through taking calculated risks.They also tolerate this in other people,recognizing that a cer tain amount offlexibility is essential to adapt tocircumstances and make real str idesforward.

7. ACCESSIBLE

Carrying genuine mobility, they create timeto get out and speak to people. This informaland personal contact is a very powerfulmotivator. Equally, when they are at theirown desk, they aren't cosseted behind a wallof PAs.

8. VALUE ATTITUDE

They value skills and training very highly,but they also focus heavily on attitude,believing that, without the right attitude andmotivation, nothing will be achieved.

Tail of the Tale:

The ability to inspire people to reach greatheights of performance and success is askill that contemporary leaders need.Inclusion goes beyond the listening andfeedback; for real inclusion, people need tofeel intimately connected to the actions andprocess that are leading to theaccomplishment of the goals or the decision.Passion, purpose, listening and meaninghelp make a leader inspirational. The abilityto communicate that passion, purpose andmeaning to others helps establish theinspirational culture of any organization. Toexperience inspiration, people also need tofeel included.

Prof.L.K.Jena, Prof.Jyothsna Priyadarsini, Faculty Members, ICFAI National College, Rajahmundry, Can be reached at : Email :[email protected] Email : [email protected]

Inspiriational LeadershipA Corporate TrailBlazer

Prof. L.K.Jena,Prof. Jyothsna Priyadarsini

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Normally when one hears about aWorkers' Union, the thoughts of Union

championing for workers' rights and itsdisputes with the Management come tomind. However I had the unique experienceof championing for the rights of a workeragainst the Union clamoring for stringentaction against the worker by theManagement.

This particular incident occurred when I wasserving as the Head - Personnel in afloriculture company in Bangalore. I had toregularly deal with the Union Office Bearers,for both minor and major issues, alike.

One such issue was the theft of flowers.Even though after the theft, I could obtaininformation on the identity of the realculprits, which were female workers in mostof the cases, it proved to very difficult tocatch the culprits in the act. The main reasonwas that, as in any other floriculturecompany, most of the workers are femaleand hence, search could not be made asrequired, by the male security personnel(this was before we engaged a femalesecurity guard).

During a routine search at lunch break, thesecurity personnel found some flowers in ahandbag of a female worker. As per theirinstructions, they sealed the item, filled inthe report and produced the same beforeme along with the female worker. In thepreliminary enquiry, I found that her act oftheft was witnessed by a female Supervisorand another Union Member and that theyare willing to testify against the worker whenthe need arises. I advised them to bepresent for testification of evidence, whenrequired.

Since the worker happened to be a UnionMember, as per then existing norm, I had totake the Union Office Bearers intoconfidence, before taking any further action.I appraised the Union Office Bearers on thesituation and asked their view on the matter.The Union naturally called for evidence ofher actual involvement in the act. I producedthe two witnesses and assured that actionwould be taken only after ascertaining offacts and an opportunity provided to the

delinquent Employee to give herexplanation and defend herself. The Unionconcurred that the act of theft, if provedwarrants strict punishment and it would notstand in the way of the course of Law.

I summoned the worker to my cabin andquestioned her in front of the Union OfficeBearers, on the findings of the security. Shevehemently denied any knowledge on thepresence of the flowers in her handbag andalleged that some other workers had placedthe flowers in her belongings, out ofanimosity towards her. I then gave her theoption to admit her guilt and be let out witha warning or face enquiry pendingsuspension. The Union explained to her theseriousness of her act and the likelyconsequences she would face, if she wasproved guilty after the enquiry. However shemaintained her stance and refused admither guilt.

The witnesses were produced before her,separately and an informal enquiry wasconducted. During the informal enquiry, theworker pleaded not guilty. I then had adiscussion in private, with the Union andexpressed that I had no other alternativebut to place the worker on suspensionpending enquiry and arrange for a formalenquiry. The Union agreed for the same andit was decided to meet after the lunch break,for further action. Accordingly, the workerwas advised to be present for meeting afterthe lunch break and that she can take theassistance of a co-worker for furtherproceedings.

During the lunch break, the worker had adiscussion with her co-worker, also a unionmember, who explained to her, theconsequences of her actions and advisedher to admit her guilt and be let off with alighter punishment. The worker along withher co-worker approached me before themeeting commenced and admitted her guilt.I took her written statement along with herassurance that she would not repeat suchacts in future failing which, the Managementcan take action against her as per Law.Since the Union Office Bearers had left forlunch, I took the signatures of her co-worker

and another worker who is also a unionmember, as witnesses. As she had admittedher guilt, I issued her a warning letter andtook her acknowledgement for the same andtold her to attend her duties as normal.

When the Union met me after lunch break,I appraised them of the worker admitting herguilt and showed the warning letteracknowledged by her. I had expected thatthe Union would appreciate that theirmember was left off with a lighterpunishment. However to my surprise, theUnion Office Bearers opposed my decisionto let off the worker with a warning insteadof suspending her. They contended that theworker should have first discussed with theUnion before admitting her guilt to theManagement. They also accused me ofacting in a dictatorial manner and stated thatthis would set a precedent for others tobypass the Union and to directly approachthe Management. They told me toreconsider my decision, suspend the workerand conduct enquiry, so as to involve theUnion in the matter.

I then had the distinction of defending withthe Union, on my awarding a lighterpunishment to the Union Member and notsuspending her. We finally arrived at acompromise by calling the worker for aformal meeting, having the minutes of themeeting recorded and making the UnionOffice Bearers signatories to the minutesof the meeting, along with the worker.

I wish to draw the attention of the readersthat the worker who later accepted her guiltwas a Union Member, the witness to heract was a Union Member and her co-workerwho had advised her to admit her guilt, wasalso a Union Member. I had awarded thesame punishment that has been agreedupon, by the Union Office Bearers, beforethe worker had admitted her guilt.

In such case, was it the Union or me whohad acted in a dictatorial manner? Are thefears of the Union Office Bearers that myact would decrease their influence amongthe workers, justified? I shall appreciate thereaders' comments on this case.

Govind Raj, Deputy Manager - HR in Manikya Group of Companies, Hyd. He can be reached at : e-mail: [email protected]

It is not the deed but thethought that counts

or is it the other way around?Govind Raj


Iwould like to share some of myexperiences, which sometimes become

lessons. These lessons help us better whendealing with several aspects inmanagement. Since I am an HRprofessional hence most of my lessons arerelated to behavioural interventions.Sometimes even these work like proverbs.Hence you can say these are some of theproverbs through my experiences. Of courseI keep it open for you to even change ormodify when you come across situations(which is different in concept as experiencedby me). Hence these are purely my thoughtsand you can add your own. I present thefollowing lessons/proverbs and the story(how I reached at the lessons) supportingthose:

1. The number of best wishes thosework are always less than or equalto the number of opportunities(vacancies) occur:

Once I was accompanying my sister toKolkata. She was to appear for a writtenexamination for a banking job. My fathersaw us off in the station and wishedgood luck to my sister. All most all thebogies of the train was filled by thecandidates aiming for the same job andwere going to Kolkata for theexamination. All the relatives who hadcame to see those candidates wishedgood luck to those candidates. Thecompartments were looking like readingroom. Every body was preparing for theexam. As it was early morning, I wasfeeling sleepy. All on a sudden I wokeup by hearing a noise. I found that thetrain had already reached the nextstation and the relatives of thecandidates who were boarding from thisstation were wishing good luck. Thenimmediately something struck to mind.I thought that almost every candidateis bestowed with best wishes, but couldevery body appearing for the job get it?I got my answer. All the candidates couldnot get that job. But the number ofcandidates who would get are less thanor equal to the number of vacanciesthose occurred. Then the lesson that

"the number of best wishes those workare always less than or equal to thenumber of opportunities (vacancies)occur". Even I have come acrosssituations in Industry, where if the bestwishes of a boss did not work, and thenthe employees even lost confidence inthe boss. Can we think up more?

2. Human Resources in generalperform less than its actualcapability:

Being an HR professional counselinghas been an activity for me. I comeacross a number of employees who areeither satisfied or not satisfied with theirperformance. When I ask them thequestion, that whether they could haveperformed better than they have done,surprisingly the answer is always yes.And in both the cases they realize thatthey actually perform below theircapabilities. Do you agree with this?

3. Several employees just perform theirtask, than contributing to the visionof the organization:

In most of my motivational trainingprogrammes, I ask the participants towrite down the vision of their company.But surprisingly I have seen barring afew, most of the employees do not knowthe vision of their organization they workwith. When further I ask them to definetheir tasks they do, then I find most ofthe tasks employees perform are asimagined by the employees rather thana clear cut job description. Even wherejob descriptions are there, in somecases the tasks performed are notaligned with the vision statement of theorganization. However I salute someorganizations who do not have thesediscrepancies.

4. Employees love to do tasks those areinspected by the boss, rather thanthe tasks, which are actuallyexpected of them:

Again I do not want to name theorganizations, as the number is not few,

who are victims of this practice. I haveacknowledged a particular type ofcomplaint from the superiors that theirjuniors are not performing as per theirexpectations. When I ask them why theydo not find out the specific tasks notdone by the employees, and providethem feedback. To this the superiorsreported that the employees are soclever they make all the documentarydetails so perfect that it is very difficultto find out their lacunas. I rememberanother case, when a non-performer,won the confidence of the boss, andgenerally remained in the organizationwhen the boss was there and did tasks,which were visible to the boss, and theboss thought he was really committedto the task, but actually he was notperforming his tasks properly. Howeverexceptions are always there.

5. Employees love to listen to theinstructions of a person whoinfluence the dismissal orpunishment:

As a thumb rule I receive a grudgingcomplaint from several of my clientsthat, most of their subordinates do notlisten to their instructions. When I furtherenquire, whether at all they listen to theinstructions of any body else in theorganization, the response is that theylisten to the employees who caninfluence the dismissal or punishmentof the employees in the organization.Some of you must also have noticed thesame in your organization.

6. Employees make pseudo jobhopping to enhance their bargainingpower in the organization:

I know many individuals in severalorganizations who worked in theorganisation for years together (evenmore than 10 years) and they have thecapability to make the managementdependent on them. They complain thatthey do not get the compensations andbenefits as per their expectation.However such clever employees take aninnovative attempt to get their tasks

Dr. Rayaguru Kumar Shri Mangesh Dash, Associate Professor (HRM and OB), Institute of Management and Information Science,Vivekananda Marg, Bhubaneswar - 751 002, Orissa. He can be reached at : Email: [email protected]

Management LessonsAnd Proverbs From

Realities Of LifeDr. Rayaguru Kumar, Shri Mangesh Dash


done. Whenever they want a pay-hikeor they want more benefits, they simplygo and attend an interview in a similarorganisation. They get a job withenhanced salary. They produce theappointment letter before themanagement. As the organisation donot want to loose them, theyautomatically enhance their salary andother benefits.

7. Interpersonal relations,organizational discipline andperformance are the newdeterminants of job security:

Once I was interviewing a candidatefrom a local B school for concept selling.He was very enthusiastic. I asked himthat why he is so enthusiastic about thisorganisation, where this does not giveany guarantee for job security. Then heanswered that his own performance ishis job security. He also mentioned thathe had proper interpersonal skills andwas disciplined. Then I thought if anybody posses these three qualities, thenalmost his job is secured in theorganisation. I think some otherdeterminants are also there.

8. A strategic insight into externalinterference helps the organisationto succeed.

One of my friends is working in a placewhere there is a lot of influence of thelocalites. Most of the time the political

parties dictate their terms to theorganisation. Whenever we meet henarrates his success story of dealingwith external influence. When I enquirehow does he manage so, he tells methat one should try to learn how toconvert the external influence in to hisstrategic advantage. He told me thatduring one recruitment process, he hadto recruit the nephew of a local leader(who is less qualified and not at allsuitable for the post) to whom he couldtell no. Then he did a simple trick, heput him as PR Associate in theorganisation. Since he had lot ofinfluence, hence he could interact withmedia and other liaison par tiessuccessfully. However this is only oneamongst the list of his successfulendeavours.

9. Providing Opportunities is betterthan empowering:

In an organisation the employees at aparticular level are empowered toengage cars through travel agencieswhen they want to go for certain kind ofinspection. It so happened that oneemployee, bought a taxi on loan. Printedsome bills of a travel agency, andengaged this car in the name of thattravel agency. By this process, he wasable to earn his EMI form theorganisation and enjoy the car.Everything was Ok. In one incident hehad deposited his invoice for his monthlytravel rentals. The bill was passed for

payment. But surprisingly just before thepayment to be made, when the bill waswith the Chief Finance Officer forconquer, it was discovered that the carrental bill was given on the invoice of aoffice stationeries shop. Then enquirywas made. It was found that the sameindividual had prepared several suchbills and doing such nuisance. Themorale is that most of the timeempowerment is misused by theemployees. It is better to provideopportunity than empowerment.However lot of instances are therewhere empowerment gives positiveresult.

10. It is fruitful to act on our own advicewe give to others:

One technique I use to solve theproblems of my clients is that I use toask them that what suggestion theycould give when their kith and kin fall insuch situation. Of course I do not askthis as a direct question. Surprisingly Ifind that they can give excellentsuggestions. Then I modify this a bit andask them to follow these. Hencesolutions are there in disguise with theproblem.

Friends I have neither disclosed any of myclients name or the name of anyorganisation, where I have seen thesepractices. Hence I do not aim at any body,rather I stress on the learning from theselessons. �H

associations participated. NHRD team wonagainst the NIPM team to come over to thefinals. In the finals, NHRD team hit 98 runsin 12 overs but lost to the ISTD team by 16runs. NHRD team was declared theRunners' in this tournament. Mr.Kishore andMr.Shankar of the NHRD team displayedexcellent all-rounder skills in both thegames, Krishnan ably keeping the wicketsand excelling in field placing, Kubera - sureto have lost atleast 4 kgs with excellentrunning & fielding on the ground, NagaSiddharth in Organizing and bringingtogether the team and Ramanan in takingup the captaincy role. It was an enjoyableteam event and the teams from all the 4 HRassociations played with great spirit ofspor tsmanship and togetherness.Photograph of the team that won Runners'Up is as enclosed. NHRD team membersseated are (From left to right: Kubera,Krishnan, Ramanan, Rai, Naga Siddharth)and those standing are (From left to right:Gagandeep Singh, Kunal, Shankar, Kishoreand Dharma)

HR Professionals Day By NHRDBangalore Chapter

You may be aware that 4 of the leading HRassociation's viz., NHRD, NIPM, ISTD &KAPSW have been organizing HRProfessionals Day in Bangalore for the last7 years. Jan 25th of each year is beingcelebrated as the HR Professionals Day.Prior to this event, there is also a sportsmeet conducted. In this year's sports meetthere was cricket tournament whereinteams representing each of these HR

Delhi Chapter'sInnovative action to

adopt Code of Conduct

Delhi chapter under the leadership ofMr. S. Varadarajan has taken an innovativestep during the 5th Young HR Managersconference to adopt Code of Conduct andobtained the signatures of all the membersas a token of there acceptance.

We congratulate Delhi Chapter.


"Leaders do not avoid, repress, ordeny conflict,

but rather see it as an opportunity"

Warren Bennis.

People want leaders who cannot onlycapture their hearts, minds and spirits, butwho also can change the way things getdone for the better. As long as business isaround, there will always be as manytheories as there are questions that areunderlying in true leadership. Hence weunderstand leadership really is the enablingart . Hence we can define "Leadership iscommunicating to the people their worth andpotentials so clearly that they can see it inthemselves."

Instead of dissecting the concepts andpractice of leadership, we should firstunderstand the very initial questions aboutleaders and then it directs the leadershipimportance.

The three different parameters that weneed to understand are:

1. Why should any one Be Led by You.?

2. What makes a Leader.?

3. What Leaders Really do.?

You can't get anything done withoutfollowers and in this "empowered" times,followers are hard to find. Yet every oneagrees that followers need leaders withvision, energy, authority and strategicdirection. But who will emerge as leadersis again a question. It can be from followersor others who show the qualities.

� People who inheritedly feel that theyhave weaknesses expect their leadersto expose weaknesses whichestablishes trust and thus signals thatthey can do it all themselves. Beyondcreating trust and collaborativeatmosphere communicating aweakness also builds solidarity betweenfollowers and leaders. Anotheradvantage to exposing weakness is thatit offers valuable protection as its isalready understood that if you don't

show some weakness, then observersmay invent one for you.

� Another thing is that exposing selectiveweakness is again a highly honed art.So exposing weakness should beconsidered strength again, such asbeing a workaholic. But there is onething to be understood, if the leader'svulnerability is not perceived to begenuine, he won't gain any one'ssupport.

1. Real leaders rely on their instincts. Wecall them good situation sensors.

They can sense what's going on withouthaving anything spelled out for them.While leaders must be great sensors,sensing can

2. Create problems like risk of loosingfollowers to make fine judgement.

Sensing, capability must always beframed by reality testing, since giftedsensor may need to validate hisperceptions with a trusted member ofhis inner team.

3. Real leaders manage through a uniqueapproach we call tough empathy,

which means giving people what theyneed, not what they want, whichbalances respect for the individual andfor the task at hand. Though empathyalso has the benefit of compellingleaders to take risks. People wantsomeone who cares deeply andpassionately about them and the workjust as they do.

4. Uniqueness is another quality ofeffective leaders, which draws theattention of followers towardsthemselves. Since leadership is afterall, is not a popularity contest. SinceUniqueness enables followers torecognize their abilities bydifferentiating themselves by theirleader. One danger, of course, is thatpeople can over differentiatethemselves in their determination toexpress their separateness.

One should remember that needed will varyfrom context to context about leaders, someof the general myths which can be answeredby this explanation are:

� Everyone can be a leader. Not truly

� Leaders deliver business results. Notalways.

� People who get to the top are leaders.Not necessarily.

� Leaders are great coaches. Rarely.

These arguments may substantiate as towhy should you lead any one.

Emotional intelligence is the sine qua nonof leadership. Without it, a person can havethe best training in the world, an incisive,analytical mind and an endless supply ofsmart ideas, but he still won't make a greatleader. The five components of emotionalintelligence at work are:

Self- Awareness:

Self-awareness is the first component ofemotional intelligence, which is' know-thyself' about emotions, strengths weaknessand drives. People who have a high degreeof self-awareness recognize how theirfeelings affect them, other people and theirjob performance. Self-awareness extendsto a person's understanding of his or hervalues and goals. A person who lacks self-awareness is apt to make decision that bringon inner turmoil by treading on burriedvalues self-awareness gives self-confidence, realistic self-assesment andself-deprecating sense of humor which areprerequisites of leaders.

Self-Regulation:

Self-regulation, which is like an ongoinginner conversation, is the component ofemotional intelligence that frees us frombeing prisoners of our feelings. Thisconveys that people who are in control oftheir feelings and impulses i.e., people arereasonable are able to create anenvironment of trust and fairness and theyframe their emotional impulses and redirectthem in useful ways. Trustworthiness,

P. Ramlal, Faculty, P.G.College, , Kakatiya University, Warangal. He can be reached at : [email protected], G. Surendar, Faculty St.Joseph'sP.G.College, Kakatiya University, Warangal, He can be reached at :[email protected]

"Who Shall Be A Leader"

P. Ramlal,G. Surendar


integrity, comfort with ambiguity, opennessto change are real hallmarks.

Motivation:

It's not difficult to understand how and whya motivation to achieve translates into strongleadership. People with high motivationremain optimistic even when the score isagainst them. Self-regulation combines withachievement motivation to overcome thefrustration and depression that come aftera setback or failure. Motivation enablesstrong drive to achieve, optimism, even inthe face of failure and commitment towardsthe task taken. Motivation is to overcomethe frustration and depression that comeafter setback or failure. Motivation enablesstrong drive to achieve, optimism, even inthe face of failure and commitment towardsthe task taken.

Empathy:

Empathy is mostly recognised withemotional intelligence. Empathy isimportant in today's world because of theincreasing use of teams, the rapid pace ofglobalisation, and the growing need to retaintalents. It's difficult to make hard decisionsconsidering the feelings of all people whoare affected. Empathy helps in expertisebuilding and cross-cultural sensitivity andtreat people accordingly.

Social Skillls:

The proficiency of managing relationshipsand building networks is important inbuilding support. Socially skilled people tendto have a wide circle of acquaintances andthey have a knack for finding commonground with people of all kinds. Leader'stask is to get work done through otherpeople and social skill makes that possible.Social skills are required for effectivenessin leading change, persuasiveness, andexpertise in building and leading teams.

For the sake of performance and leadersability the above ingredients are importantand the recipe of emotional intelligencewithout these is not complete. Leadershipinvolves setting direction, gaining peopleand motivating them accordingly. i.e.,leadership complements management; it

doesn't replace it. The real challenge is tocombine strong leadership and strongmanagement and use each to balance theother. What really leaders do is a questionto be understood which can show howanyone can become leaders. Some of therelational activities carried on by leaders are:

1. Setting direction Vs Planning &Budgeting:

Setting direction is never the same asplanning or ever long-term planning.Setting a direction is more inductive.There is nothing mystical about thiswork, but it is more inductive thenPlanning& Budgeting. Planning worksbest not as a substitute for directionsetting but as a complement to it. Acompetent planning process serves asa useful reality check on directionsetting activities. Like wise, a competentdirection- setting process provides afocus in which planning can then isrealistically carried out. It helpsclassifying what kind of planning isessential and what kind is irrelevant.

2. Aligning People Vs Organising &Staffing:

Managers "organise" to create humansystems that can implement plans asprecisely and efficiently as possible.Aligning invariably involves talking tomany more individuals than Organisingdoes. Aligning leads to empowermentin a way that organizing rarely does.Aligning helps empowering people,when a clear sense of direction hasbeen communicated. Anyone who canhelp implement the vision and strategiesor who can block implementation isrelevant. Management controls peopleby pushing them in right direction;leadership motivates them by satisfyingbasic human needs by accomplishingtheir development.

3. Motivating People Vs Controlling &Problem Solving:

Just as direction setting identifies anappropriate path for movement and justas effective alignment gets peoplemoving down that path, successful

motivation ensures that they will havethe energy to overcome obstacles.Good leaders motivate people in avariety of ways. Like articulating theorganisation's vision in a manner thatstresses the values of the audience theyare addressing, regularly involve peoplein deciding how to accomplish, support,give feed back, become a role modeletc. Despite leadership's growingimportance, the on the job experiencesof most people undermine the ability tolead. For multiple leadership roles towork together, people's actions must becarefully coordinated by mechanismsthat differ from those coordinatingtraditional management roles.

4. Creating a culture of leadership:

Individuals who are effective in largeleadership roles often share a numberof career experiences. Leaders try tolead, take risks, and learn form bothtriumphs and failures. Institutionalizinga leadership-centered culture is theultimate act of leadership. Practices likeencouraging new ventures stretchpeople with leadership potential, whichcan almost by themselves preparepeople for small and medium sizedleadership jobs. Work begins witheffor ts to spot people with greatleadership potential early in theircareers and to identify what will beneeded to stretch and develop them.

Such strategies help create a corporateculture where people value strongleadership and strive to create it. Thereal aspects of a leader, Thoughdiscussed enormously and elaborately,it is only possible to identify a leaderonly when followers exhibit someinsights of leadership qualities andamong them one may emerge as aleader.

"Self-knowledge is best learned, not bycontemplation but by action.

Strive to do your duty and you willsoon discover of what stuff you are

made"

JOHNN GOETHE

REVISED MEMBERSHIP TARIFF WITH EFFECT FROM 1st April 2006 Category Existing Tariff Up to 31.3.06 Revised Tariff from 1.4.06

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A Company, in private sector, at Jalahalliat a distance of about 30 kms. from the

city of Bangalore provides buses for itsexecutives to reach the factory by 8-00 a.m.The duty buses have fixed stoppages in thecity from its starting point of Majestic withfixed timings. The Executives who take theadvantages of the bus gather little earlier atthe stoppages to embark it.

One day Mr.S.M.Mukherjee, Manager,Stores, arrived at his regular stoppage ofISKON temple, just then the bus startedleaving the spot. He called out to the driverto stop the bus. The bus did not stop andleft the place. The Manager missed the busand could reach the factory some how bysome other mode of transport. He was lateby one hour. He was very much agitatedand went directly to the Divisional Managerand complained to him that the Driverdeliberately avoided him and did not pickhim up. He also said that the Driver knewthat he was taking the bus from the samepoint every day. The Manager furthercomplained that he being a Senior Executiveof an order in the heirachy, instructed aworker to do a job and he did not obey. Hefelt that he was insulted by a worker andthe culprit should be severely punished.

The Divisional Manager also felt that thiswas an insubordination and took sympathywith the Manager. He asked the Managerto give the complaint in writing andrequested the Personnel Department toconduct a preliminary enquiry to establisha prima-facie case. There after, a chargesheet was issued to the Driver of the saidbus. As the reply was not satisfactory, aDomestic Enquiry was conducted. In theenquiry, the Driver, Mr.Feroz Khan,presented as an 'Exhibit' a notice issued bythe Administrative Manager which read asfollows: "In case of any emergency, whilethe bus is running, the driver of the busshould get an instruction from the seniormost executive travelling in the same bus.Other executives travelling in the bus shouldnot instruct the driver as it will lead toconfusion". The bus drivers report to theAdministrative Manager. The notice wasaddressed to all bus drivers, with copies toall executives about two years ago. The

issuance of notice became necessary asthere were confusing instructions to theDrivers from various Executives resultingin late arrival of Buses. The Drivers madea representation to Administration Managerand requested him to find out a solution tothis problem. The Drivers were also furthertold to maintain strictly the timings takingcare of the fixed stoppages. They werealso informed that since there will not beany conductor they need not take anyinstruction from any of the travellingexecutives and should adhere to the noticestrictly regarding the fixed timings andstoppages. However, in case of anyemergency, either to skip any stoppage orto stop the bus or detain for some time dueto traffic jams or for any other reason, thesenior most executive travelling in the buswas authorised to instruct the Driver. Herein this case, according to the driver, thesenior most executive was one Mr.RamaMurthy, Dy. Divisional Manager (Production)and he did not instruct him anything.Mr.Feroz Khan further stated that he hadno business to take instructions from anyother Manager or Executives. He did hisduty sincerely as per the duty schedule andby taking guidance of the notice issued byAdministrative Manager. He said that hewas right and did not do any misconduct.On the request of the Driver, Mr.RamaMurthy attended the enquiry as a witnessand said that as he was discussingseriously in the bus with his Manager onsome issue with regard to the production,he could not pay any attention to this matter.The A.M. also attended the Enquiry on therequest of the Driver and confirmed theissuance of the said Notice.

In the enquiry, the charge levelledagainst the Driver was not proved.

After going through the Enquiry Report, theDivisional Manager, however, felt that theDriver should get some punishment in orderto discipline other Drivers as well. By doingso, he wanted to satisfy the Manager,Stores, to some extent. The D.M., therefore,took a decision to suspend the Driver forone day. The Driver was accordinglysuspended for a day.

The Driver was unhappy and filled up theform prescribed under Grievance Procedureand ultimately went to the top GrievanceCommittee, which decided that the chargewas not proved in the Enquiry and thepunishment should be withdrawn. TheManagement had to cancel the punishmentand the suspension was withdrawn.

The Driver was also paid back his deductedwage.

QUESTIONS FOR DISCUSSION

1. Was it wrong on the par t ofManagement to introduce any facilityfor the benefit of their Executiveswhich may not be directly linked toproduction but may result in problemslike this?

2. Was there any communicationproblem in this case?

3. Some Senior Executives inCompanies have some superioritycomplex problems. How can onecombat this?

4. If no punishment was awarded to theDriver, what could have been thealternative? (Without issuing aCharge Sheet).

SUGGESTIVE SOLUTIONS TO CASESTUDY-2 (Jan.2006 issue)

1. Can you describe the case byapplying SWOT analysis ofMr.S.K.Jha?

Ans. Mr.Jha's strength was his commitmentto his duty. His deep involvement inhis job promoted him to wake up theManager on that night. His experiencein his line was also his strength. Hewas not fully confident before he wokeup his Manager. He analysed theproblem himself and reluctantly tookthe decision to inform the Managerregarding the problem. This was hisweakness. When he was right in hisapproach, he could take any actionconfidently. The opportunity for himwas to think of the problem in itsentirety. His superiors encouragedhim. The threat could be from his own

R. Dharma Rao, Head, HR, ICBM, Hyderabad, He can be reached at : [email protected]

WhitherCommunication?

R. Dharma Rao

CASE STUDY-3


colleagues who do not have initiativeto do some thing more than what isexpected of them.

2. What was the main lapse in thiscase - communication ornegligence of duty?

Ans. Negligence of duty on the part of theSupervisor was the main lapse.Further, he did not communicate anything by writing in the Log Book whatthe staff in the night shift should do.

3. What punishment would yousuggest to the guilty and how?

Ans. The guilty in this case was theSupervisor. Even if he was busy inorganizing the picnic, he should nothave neglected his main duty. But

organizing a departmental picnic andmanaging it efficiently was also acomplicated job. If he is punished forhis lapse, he could refuse any job notdirectly connected to his duty. Thismay kill his initiative. A polite letter,reminding him of his main duty with amention about his lapse, could beissued. A separate letter ofappreciation for his efficient picnicmanagement may also be written.

4. Can you imagine the reaction of theco-workers of Mr.S.K.Jha when hewas being appreciated by hisManager? Can there be anynegative reaction?

Ans. It is not generally possible to maintainvery good relationship with all

colleagues at all times neither.Cooperation is not extended by allequally. This reaction of his co-workers therefore will not be the same.The negative reaction could bejealousy. Management shouldtherefore be aware of all these aspectsand should always encouragecooperation and build healthy teamsto work efficiently.

5. What is Mr.Murthy's style ofManagement?

Ans. Mr.Murthy's instant appreciation willdefinitely improve the morale of allemployees. His response to thetelephonic conversation on that nightwas also very cool and in the rightdirection. His style of managementwas very effective. �H

Book review of "From Bullock Cart toMercedes-Benz"

Dr.P.N. Singh; [email protected]

Consultant, DR P.N SINGH CENTRE FORHRD, Mumbai

This literature "From Bullock Cart toMercedes-Benz :The story of a Bihari Boy", is yet another of the wonderful collectionof fables from the HRD Guru ; Dr. P N Singh.His relentless hunger to share hisexperiences with the so-called "MillenniumManagers" of the so-called "ModernMNCs" is worth reading & relishing. Itrequires many years of unhinderedunrestricted unparalleled unending effortsto reach to such heights. Or does it requirefocused committed self-regulated realisticplanned synergistic entrepreneurial effortsto make things happen for your desireddreams to take shape? Looking at boththe types of the efforts we can differentiatethe origin; possibly the first set of effortsoriginate from "negative" words viz."hindered". Whereas the second set ofefforts are positive words. It's our choiceto define these efforts we put in. It's ourchoice to see things in the positive way.We overlook these small & subtleexperiential learning's from around ourenvironment by closing our super antennaof sensitivity. But Dr. Singh, in his ownnative & original style of narration capturesthese instances in frames, which we can

easily relate to our lives. He meaningfullybrings out this difference of views amongstseveral of these attitudes - from negative topositive. He gathers all his nostalgic years& memoirs to create this mentor-piece by"putting his heart instead of ink in his pen"(quoted by him in the preface).

Indeed this is a reflection from a normal guywith immense crave for reaching the sky,which can mentor somebody's path tosuccess. It is well said that "we cannotcommit all the mistakes & learn from themin our short life span, but keep learning fromothers' mistakes". Dr Singh has tried to putacross his life so-far in the most lucid wayto enthrall his huge admirer's club. The bookis primarily divided into 3 parts. The firstpart comprises of the childhood, education,family & first job in his life. Some of thewonderful learnings which he got quite earlyin life are worth giving a thought for regularpractice to be humane. He talks so ofrespecting & keeping her name high in oneslife, "The Mother" in any form, as yourmother, as the motherland, as the womanin ones life. He talks of virtues like flexibility,patience, adaptability, persistence, dexterity,honesty, punctuality, which somehow havetaken a back-seat in most of our lives (takingthem in the true sense).

In the next part, the corporate stint, hedescribes the various types of opportunitieswhich one should look out for. We can alsoread about the different types of people &their characteristics in this competitive world.He mentions about some specificpersonalities & places that have some wayor the other influenced his life & career. Hementions about Neki Ram Lamba, KumarMangalam Birla, Anil & Mukesh Ambani, &so many others. He learnt a lot from theplaces he worked at viz; Africa, Bangladesh,

Assam, and West Bengal amongst others.But he keeps Aditya Birla and AsianInstitute of Management, Manila at thehighest of all esteems in his biography. Hedoesn't forget his engineering alma-materIndian School of Mines, Dhanbad.

Then the final part is all about his listeningto his voice from within & jumping into thefield of being a free bird, helping the HumanResource fraternity with his gainedexperience. His appreciable efforts in thearea of human development throughcharitable institutions in his janambhoomi& karambhoomi (as he depicts) takes anew picture as he deals with the youngmind. He talks about the "Leaders ofTomorrow Project" and how it has takenshape today against all odds. He talksabout all those people who have beensupporting him in this daunting task oftaking the reins of the society in his ownarms. He talks about 5 great men -Baburao Patel, Prakash Tandon, AdityaBirla, Bimal Kapoor & R V Raghavan tobring out to his readers about the wonderfulpersonalities who have been a majorsource of inspiration for him. Then finallyhe talks of somethings which brings tearsin his eyes - corruption, sex, pimps,backstabbers & Babudom, which he thinksare the root cause towards this "CorporatePolytricks" which has taken a huge chunkof our talent into its clasps.

The reader might find some viewsconflicting with his, but then that's aboutlife. For some life brings lot of learnings,for some it brings only sadness &frustration, yet for some it is a bundle ofjoy wrapped in a cover which needs to beremoved. Dr. Singh brings out all thesecolors & flavors in his autobiography "FromBullock Cart to Mercedes-Benz".

Book review of "From Bullock Cart toMercedes-Benz" Dr.P.N. Singh


Reviewed by : Shampa Chakraberty,Faculty Member(HR),ICFAI Business School, [email protected]

The book titled 'The HR value proposition'has been written The book delves on thetheme of how HR professionals can validateand expand their strategic role in theorganization.

According to the authors the HRprofessionals must focus more on what theycan deliver in the near future. To do thisthese professionals must build up value-added HR practices and competencies thatalign and help accomplish strategic goals.For this HR professionals need to masterthe knowledge of the external realities oftoday's business environment.

In order to understand the external businessrealities, there are four headings underwhich such realities can be grouped: -technology, economic and regulatoryissues, workforce demographics andglobalization.

Technology may be used to automatetransactions in HR, Finance, Sales, Legal,Operations and Purchasing. HRprofessionals need to understand howpeople create new technologies as well ashow to apply existing technologies to newapplications.

Regarding economic and regulatory forcesthere are several trends like workforcequality, workforce flexibility, investment innew products & services, health, the costof keeping workforce healthy, increasingwage disparity etc. which are some of thefactors which the authors think will impactHR professionals' delivery.

There are five categories of demographictrends that are most relevant for businessdiscussions declining workforce growth,increasing age of the workforce, changinggender balance, increasing ethnic diversityand deteriorating family economic health.

The influence of globalization is basicallythrough migration of people and migrationof work. HR professionals need to know thebasic trends relative to these issues andwhere they can find current information.

To create an alignment between the investorand HR it is necessary to adopt one or two

of the ways recommended here by theauthors. These are engaging targetedinvestors in hiring and promotion decisions,investors participating in training anddevelopment, tying management behaviourto investor-focused rewards (largerpercentage of total compensations intostock based incentives), and participationof investors in the governance andcommunication process in an organization.

Long-term customer loyalty can be retainedthrough specific concepts, which HRprofessional should know.

Internal stakeholder outcomes take the formof organization capability and individualability. HR investments produce deliverableswhen they develop both capability and ability.

According to the authors HR practices addvalue for line managers and employees.These practices can be grouped under:

a) Flow of people- proper attention topeople flow ensures the availability oftalent the organization needs toaccomplish its strategy.

b) Flow of performance management-what links people to work- thestandards and measures, financialand non-financial rewards andfeedback that reflect stakeholderinterests.

c) Flow of information- informationchoices fall into two broad categories-communication strategy andinformation transmission.

d) Flow of work- proper attention to workflow provides the governmentprocesses, accountability and physicalsetting that ensure high quality results.

To build an HR strategy which turnsbusiness goals into HR priorities the authorsderived that HR primary deliverable isorganization capability and the most centralaspect of organizational capability isorganizational culture- the collective mindsetof the company. To develop a framework fora culture - capability-based HR strategy itis necessary to understand the trends ofexternal business environment and thefirm's sources of competitive advantage andthe accompanying measurements.

Effective HR leaders align their departmentswith the organizations they serve and match

their resources with business requirements.Based on the scale and scope of theirproducts and services, firms set themselvesup as single businesses, related or unrelateddiversifications or holding companies. To fitinto these structures, HR generally assumesone of three generic patterns: HR functionalorganization, HR share services andenabled HR.

The authors have stated that value isdefined by the receiver more than the giver.In terms of HR works, this is translated tomastery of certain roles and competencies.Roles define what work must be done;competencies define how work is done. HRprofessionals play the following roles in anorganization:

a) Employee advocate- making sure theemployee employer relationship is oneof reciprocal value

b) Human capital developer- building thefuture workforce.

c) Functional experts- designing anddelivering HR practices that ensureindividual ability and createorganization capability

d) Strategic partners- they help linemanagers at all levels reach their goal

e) Leaders- credible both within their HRfunctions and those outside

HR competencies have been categorizedas, strategic contribution, personalcredibility, HR delivery, business knowledgeand HR technology.

Faced with changing realities and increasingstakeholder demands, HR professionalsneed new roles and competencies. Learninghelps HR professionals focus on applyingfacts and turning information into action. Thecareer of those HR professionals who fullygrasp and deliver value vary widely. Theymay concentrate on one domain, or in oneorganization structure or move out of formalHR assignments. Due to the technological,economic and regulatory and demographicrealities of our global world, HR insightshave been pushed to the forefront ofbusiness success. According to the authorsgood to great companies and leaders allexist because people and organizationpractices have come together and createdthe HR value proposition.

BOOK REVIEW THE HR VALUE PROPOSITIONby Dave Ulrich and Wayne Brockbank and published by Harvard Business School Press.

Quote on armed security to PoliticiansA politician asking for armed security to protect his life is like a person who murders his parents and demands leniency on the

ground that he is an orphan.

Quote on SuccessSuccess in any enterprise depends 10% on Technical knowledge and 90% on Ability to lead people.


Epilogue

Anand, the Project Chief of a MNC decidesto reach out and connect himself with hisprevious birth (?) when he was an Executivein the project team working in the sameorganization.

He resolves to be more humane in hisapproach and operate with empathy whiledealing with his team members. Ofcoursehe will wield the stick when required in thegreater interest of his team but will certainlytake care that it neither hurts nor humiliatesat a personal level.

His wife a teacher sees in her children bothat school and at home her earlier birth (?)as a student and as a daughter and vows tobe friendly, fair and yet firm while wieldingthe stick!!

And his daughter a fresher at the universitywho got royally ragged at the campus thisyear by the seniors, swears not to take thesweet revenge next year when the rolereversal would happen and she will bereferred to as " senior" by the green horns.

Rahul who works as an Associate in a retailstore is convinced that he will be definitelydifferent in his next birth (?) as a Supervisor!

The poem

The dog in me - here and now

This stray dog stared at me

As if he knew since ages, me!

I at first decided to ignore

For I knew what was to the animal in store.

The stones strewn around were as enough

To give it a treatment tough enough.

Even as I was about to pelt

As in the past on such times I had dealt.

That stranger an old man from the streetrushed across

For he was at his reasons end and loss.

"Why injure the poor animal "was his ferventplea

"If you believe in next birth and the rolechange for the world to see ".

Me as the dog and the dog as me!

The stone in its hand and aimed at me!!

I dropped the stone no doubt to his delight

And stared at the old man meeting his sight

"In the last birth; that dog was me and Iwas sadly it

Who hurt me with these same stonessharply hit?

And now it's my turn

To give back in return.

What hit me last birth, here and now

For I too believe in rebirth and the momentis now ".

The stranger, an old man without wordswalked across

Upon my strange logic as if quite engrossed.

I felt nice that I had poured out

My inner feelings which were seldom out.

And then suddenly I sensed a newconnection

With that dog as if I knew it for generations

For I could see and feel the dog in me

And more than that 'the me' in the dogimpacting me.

I left the place silently pacing out and away

Patting the dog gently and let it go about itsway.

Prologue

Whoever said, " Dog is man's best friendwhen in need

Did label it just right for the learning indeed.

Well, we tend to do unto others what othershave done unto us and admittedly mosttimes it's the positive stroking that takes theconstructive demonstrative effect. So far sogood .

Yet there are times and situation when weunwittingly get to the wrong side of thehumane approach and start getting evenwith our people at work (like the boy whowas bent upon pelting the stone) on therationality of ' this is how I learnt, the hardway '. Afterall is it not common wisdom thatwhat hurts instructs? And why should Ispare the rod?

The protagonists of this philosophy will goon with their arguments in defense of theirapproach but then….

The food for thought here is ; what we learntthe hard way during our times, smart guysof the present and next generations may findit amusing and at times will not be able toappreciate the approach.

May be we need to have a differentapproach to the new generation folks andin any case it's of no advantage or avail inquoting history for it's not necessary thathistory should repeat itself all the time.

And finally, if this article triggers a thoughtprocess to re-look at your style andapproach to man management, thank theboy! .

Mohan Prasad, Chief Human Resources officer, Gati Limited, Secunderabad, He can be reached at : [email protected]

Management By Stories -The Birth Of A Man Manager

Mohan Prasad

�H

Five Imperatives for India to Become Globally Competitive1. Improved focus on primary Health and Primary Education.

2. Population control – one child one family.

3. We must move from Intelligence Quotient (IQ) to Emotional Quotient (EQ) to Spiritual Quotient (SQ)

4. Our thinking must change from National to global, from Individual religion to Universal religion and from Multiple Gods to Single God.

5. We must change our mind set on a) Dignity of Labor b) Dignity of Individual

K. Satyanarayana, Executive Director,National HRD Network


Report by : Vidhyaa M & Dr. PVR Murthy

In his much acclaimed book "HumanResource Champions", Dave Ulrich put fortha multiple-role model for Human ResourceManagement. This was a significantbreakthrough from the thinking over the pastdecade that exhorted HR professionals toshift from:

● Operational Focus to Strategic focus

● Qualitative to Quantitative and so on.

Dave Ulrich's argument in this book and laterworks is that there is no either / or betweenOperational and Strategic, Quantitative andQualitative etc. The HR professional has toplay all these roles and play them well. Aquick recap of Dave Ulrich's model follows:

away, and are back today in a different'avtar' - e.g., Canteen Management to FoodCourt management, Industrial Relations toEmployee Relations and so on. He alsoemphasized that the nature of these roleshowever has changed, which fact HRprofessionals need to take cognizance of,and re-equip themselves suitably. He alsothrew a challenge to HR professionals,saying that, in the future, only 1/6th of therole of HR in its current form will remain, 5/6th being lost to Technology, Line Managersetc. For the profession to thrive, therefore,we have to create a unique role(s) and nichefor ourselves by constantly questioningourselves "What is it we can do which otherscan not do?"

The idea of 'Leadership' as an overarchingcompetency and HR competencies as afunctional requirement was emphasizedalso by Dr. Pallabh Bandy opadhyay(Scandent Solutions), while presenting hisseminal work on 'HR Competency Model'.

Noel Tichy, Charles Fombrun and MaryAnne Devanna, in their book "StrategicHuman Resource Management", citeRobert Anthony's framework for three levelsof managerial work: strategic, managerialand operational and establish the linkageto the HR function as follows:

They also go on to say that professionalexecution of the operational and managerialactivities is a necessary, but sufficient basisfor effective human resource organization.It is the strategic level activities that begin

to separate the truly well-managedcompanies from the competition.

Ramachandran's(Murugappa Group) ideason the Manufacturing sector substantiatedthe above framework. He traced the journeyof HR and associated challenges for HR inthe past, currently, and in the future. Heclassified HR competencies across threeclusters, which he called - LeadershipFrame, Managerial Frame and FoundationFrame. He concluded his session by saying"Build success through passion for businessand responsiveness to customers".

'Personal Credibility' as a pre-requisite forsuccess in the HR profession waselucidated and emphasized by every singlespeaker - a strong message for usprofessionals indeed! Satish Pradhan (TataSons) stated that, while Personal Credibilityforms a building block for effective HRdelivery, it has to be integrated with businessrealities in order to add value.

One cannot talk of the IT sector, withouttalking of speed and superlative growth. Thebusiness challenges of Globalization,Business Competitiveness, CostCompetitiveness and Growth, CapabilityFocus, and most importantly Change -outlined by Dave Ulrich - are mostappropriate for this sector.

These formed the context and backdropagainst which the speakers - T. Hari (SatyamComputers) and Bhaskar Das (CTS),discussed. 'Ability to jump start', 'manageand work under ambiguity', 'constant

IManagement ofStrategic Human

Resources(Strategic Partner)

IIManagement ofTransformation

and Change(Change Agent)

IIManagement ofTransformation

and Change(Change Agent)

IIIManagement of

Employee Contri-bution (Employee

Champion)

HR Competencies for the Future regional Conferenceby Chennai Chapter on 20th January, 2006

At the recently concluded Conferenceorganized by the Chennai chapter on thetheme - "HR Competencies for the Future",Ulrich's ideas were echoed andsubstantiated in different ways by thespeakers - a cross section of seniorpractitioners from the Consulting,manufacturing, services and IT/ITESindustries.

In his key note address, Dr, T.V Rao(TVRLS), emphasized the importance of twokinds of roles that HR professionals needto play - Leadership and Managerial. Broadlyspeaking, the competencies that heclassified as Leadership fall into theQuadrants I and II of Ulrich's model, whilethose he classified as Managerial, fall intoQuadrants III and IV. He set the stage forthe conference by bringing in the importanceof cultural, .structural and historical contextwith the implication of need for diverse setof competencies.

He argued with data that today intellectualcapital comprises majority of any company'scapital irrespective of its sector. Hence astrustees of intellectual capital, HRprofessional have a significant role to play.

Dr.Chandrasekhar ( Cap Gemini Consulting)put forth the idea that certain administrativeroles of HR professionals cannot be wished

O peratio nal level•Day-to-day

execution level

M anag erial level•Strategic parameters

•Resource acqn.

O perational levelDaily support of

business with hum an side of the orgn.

M anagerial levelAcqn., retention, devpt.

of people within strategic umbrella

S trategic level•People needed for future

•HR policies and prog

Short-run Sm all qty. Low

Long-run Large qty. H igh

Tim e horizon Resources reqd.

Orgnl. im pact

Businessfunctions

HumanResourcefunc tions

Strategic level•Nature of business•Business priorities•Major prog & policies


Dear Reader,

Thank you for your support and continuedinterest in the NHRD Newsletter.

This Newsletter is meant for you.

In order to bring in continuousimprovements, Board of NHRD formed aspecial task force with Ms. AnuradhaPurbey, Director, HR, AVIVA, Dr. PVRMurthy, CEO, Exclusive Search and Mr.Satyanarayana, ED, NHRD as Hony.Members.

We would like to hear your views regardingthe Newsletter.

Can you please spare 5-10 minutes of yourvaluable time, answer the followingquestions and mail it to us.

1) Since how long have you beenreading the news letter?

0-2 years

2-4 years

above 4 years

2) Can you rate the usefulness of thefollowing sessions on a 5 point scalewhere one stands for very poorextent and 5 stands for 'very good'.

1. Very Poor

2. Poor

3. Average

4. Good

5. Very Good

i) Features like:

● a) President's Message.

● b) Editorial

● c) News Roundup

● d) Fascinating Facts

● e) Chapter News.

ii) Column:

iii) Lead features:

iv) Case Study:

v) Articles:

3) Can you rate the application valuein your profession of the followingsessions on a 5 point scale whereone stands for very poor extentand 5 stands for 'very good'.

1. Very Poor2. Poor3. Average4. Good5. Very good

i) Features like:

● a) President's Message.

● b) Editorial

● c) News Roundup

● d) Fascinating Facts

● e) Chapter News.

ii) Column

iii) Lead features:

iv) Case Study:v) Articles:

4) Do you think any 2 contents thatcan be dropped from the Newsletter.If yes, please

specify:

1)

2)

5) Can you please suggest any 2 newitems which can be included? If yes,please specify:

1)2)

6) What do you think are the 3 Majorpurposes of the News Letter?

1)

2)

3)

7) Can you please reflect and suggest3 changes that need to be broughtin the Newsletter to Make it moreuseful to the readers?

1)2)3)

You may please mail your responses to :[email protected] you for your time and for sharing yourviews

Task Force Members

Request for feedback on HRD Newsletter - Questionnaire

Dear Satyanarayana garu,Namasthe. The info regarding vitaminscarried in the latest number of NHRDnewsletter under the title fascinating factsis incorrect. I have considerable knowledgein this subject. Most competent authoritieslike Nobel Prize winner Dr Linus Pauling

and the ultimate diet guru Dr Robert c Atkinsare among those who strongly supportnutritional supplementation. Thepresentation attached to this mail throwslight on this subject. I would love to speakon this all important subject in NHRD forum.The misinformation regarding vitamins

spread by the pharma-medicalestablishment shows they are rapidly losingthe battle against non-patentable nutrientswhich have been proved to be saferalternatives to patented drugs Regards,Subbarao, deputy director, survey &landrecords, Hyderabad phone 9866167358

READERS VIEWS ON VITAMIN SUPPLEMENTS

innovation' and 'operational excellence' asessential HR Competencies today.

Interestingly, Operational Excellence / HRDelivery were competencies that allspeakers emphasized, also in relation tobuilding 'Personal Credibility'. One thereforecannot afford to ignore the 'AdministrativeExpert' role - Quadrant IV of Dave Ulrich.But, there is also an important caveat for us- one of the speakers also cautioned againstgetting so caught up in administrativeactivities and carried away by the power itbrings, that we lose perspective.

The multiple-role model was re-emphasizedby the Service sector speakers - Amandeep(representing Jagdeep Khandpur) and S.Varadarajan (Access Intellect). Raja alsoargued that HR professionals need notbecome business partners - going against

the common refrain one hears these days!He said that business managers would runthe business. HR professionals need tofocus on HR activities, but keep the same'Line of Sight' between their activities andthe best interests of all the businessstakeholders.

Another common theme running through theconference was - keeping all stakeholdersin mind / serving the interests of allstakeholders, understanding the endcustomer. Satish Pradhan opined that HRprofessionals must also bear in mind theinterests of investors, as key stakeholdersof the business. Clearly, the HR professionin India has come a long way from CanteenManagement and IR specialization toequipping itself to 'be counted at the tableby business leaders'.

While the future is exciting for HRprofessionals, passion would be the drivingforce leading to success.

In his inaugural address, Shri DayanidhiMaran, Hon.Union Minister ofCommunication and IT, emphasized theincreasing employment generation in IT andITES sectors. He advised the HRprofessionals to identify the desiredcompetencies and develop themselves toface the emerging challenges.

References

Ulrich Dave, Human Resource Champions,Harvard Business School Press, 1996, pp24-25

Fombrum CJ, Tichy NM, Devanna MA;Strategic Human Resource Management;John Wiley and Sons; 1984; pp 42-43.


Smt. M. Latha, Life Member of Hyderabad Chapter is awarded Ph.D.M. Latha, A Life Mermber of Hyderabad Chapter and working as Executive - HR with Karvy Consultants has beendeclared eligible for the award of the Degree of Doctor of Philosophy by SRI PADMAVATHI MAHILA VISWAVIDYALAYA. Her Research on "Social Work Intervention of Alcoholics" was carried out under guidance from Dr. PV Rajya Laxmi, Head & Chairman, Board of Studies, Sri Padmavathi Mahila Viswa Vidyalaya. We congratulateLatha on her achievement.

Vinay Joshi (2005):Stress- Burnout ToBalance; ResponseBooks; A Division OfSage Publication,New Delhi. Pages: 210Price : 185/-

Reviewed by Prof P Nachimuthu of CODHyderabad and can be reached [email protected]

Stress is the widely discussed topic of today,as people experience increasing levels of itworld over, contributing to deterioratinghealth conditions. It is, therefore, necessaryfor everyone to understand it as a concept,be aware of the symptoms and takeproactive measures. Vinay Joshi, author ofthis book tries to give an overview of whatstress is, its impacts and the managementprocess of stress. This book under reviewbasically comprises of 16 chapters, whichcan be divided in two as Part-1 and Part-2.Part- 1 covers chapters 1 to 10, where theauthor explains various physiologicalsystems of the body and its reaction tostress. In Part-2 i.e. from chapter-11 to 16,he describes about the neurological andneuro-chemical reactions to stress and alsoelaborates various stress managementtechniques.

Chapter-1 begins with a prologue, where theauthor explains the fright and flight responseand the inability of animals to cope withstress when facing a predator and makes acomparison with human beings, that modernadvanced medical technology are there toprotect them.

Chapters-2 & 3 describes the reactions ofAutonomic Nervous system and hormonalsystem to stress, through Hans Selyestudies and other case studies. The authorexplains that individual difference exists inreacting to stress, depending on thePsychological context of individuals.

Chapter-4 & 6 deals with the digestivesystem and disorders caused, due to theimpact of prolonged stress, especiallyDiabetes resulting due to inefficiency inenergy mobilization and ulcer due to thesecretion of hydrochloric acid in thestomach.

Chapter-5 deals with the structure andfunctioning of the heart and its reaction tochronic stress (both distress and eustress),which disrupts the physiological equilibriumresulting in cardiovascular disorders.

Chapter-7 explains the Type-A and Type-Bpersonality types and the stress pronenessof Type-A and repressive behaviour patterns,increasing the risk of coronary diseases.

Chapter-8 describes the effects of stressresponse hormones on female reproductivesystem and about the stressfulness ofinfertility. Modern assisted reproductivetechniques create more stress throughpainful hormone injections/ hormonesuppressors; frequent tests resulting insusceptibility to the disruption ofreproductive system.

Chapter-9 & 10 deals with psychologicalfactors/aspects such as social isolation,marital stress, extreme lack of control andlack of outlets to let out the frustration, thatincreases susceptibility to illnesses andfeelings of depression by suppressing theimmune system functioning and by affectingthe emotions in individuals.

Chapter-11 deals with memory and its types,the brain structures such as hippocampusand amygdala that is involved in theformation of memory and about decline inmemory and mental ability, which occurs dueto neuronal damage occurring inhippocampus due to, prolonged stress and/or prolonged exposure to glucocorticoids.

Chapter-12 explains the function of nervefibers in carrying the pain signals to brain,

Book Paradise Award to Dr. M M BagaliDr. M M Bagali, Asst. Prof of Management & Human Resources, KLE Inst of Management Studies & Research,Dharwad has been selected as the recipient of BOOK PARADISE AWARDS 2006 in the category of Post Graduateamong the teachers of Karnataka. The award includes a citation and a cash component of Rs. 10,000/-We congratulate Dr. Bagali, a Life Member of Bangalore Chapter on his achievement.

Book Review Stress- Burnout To Balanceby Vinay Joshi Reviewed by Prof P Nachimuthu

through the famous gate control theory. Alsohe explains about the brain's secretion ofnatural opioids, to reduce the pain. Furtherhe explains about acupuncture, thealternative treatment method that acts asan anesthesia and releases larger amountof endogenous opioids.

Chapter-13 describes that recurrence ofhigh levels of stress results in inadequacyin coping and slows down a personphysically and mentally. Also through a studyhe explains that long term exposure tovarious stress response hormones,especially glucocorticoids accelerates theaging. So this chapter might provide a betterscope in the field of geriatrics.

Chapters-14 & 15 give an overview ofstudies done in the earlier periods fordeveloping strategies to cope with stress.The author lists out various stressmanagement techniques such as breathing/relaxation, meditation, massage etc., Healso emphasizes that one can alter their lifeby altering one's attitude or outlook.

Chapter-16 deals with a very importantsocial stressor i.e., poverty, which has aserious impact on individuals/society, sincepoor people who lack in control of their livesexperience more stress. So the necessityto address this group is emphasized.

Overall, the language used is simpler andeasily comprehensible, with day-to-dayexamples, case studies/illustration, but ismore theoretical, with lesser diagrammaticrepresentations, which if present would havehelped in more easier learning andunderstanding. The author, with a richbackground in biotechnology and physiologyprovided a detailed understanding of whyand how stress affects our health and alsohow to manage it. This concise and reader-friendly book will be of great interest to allprofessionals, academicians and studentsand also to the general reader, who havesome science background.


Cha

pter

New

s AGRAWelcome to new life members-

Mr. Kaushal Kishore Mishra, Sr. Lecturer,SITM Barabanki

A seminar on "positive thinking (living witha positive mind)" was organized at theInstitute of Mental Health and Hospital, Agraon 27th Nov 05. The seminar was attendedby the members of the National HRDNetwork, prominent citizens member oftheosophical society, principal and teachersof various schools and colleges , seniorofficials of Agra Administration, prominentdoctors including Principal of S N MedicalCollege Agra and also the doctors andemployees of IMHH,Agra. The seminar wasconducted under the Chairmanship of Dr.Ashok Kumar, Commissioner, Agra Divisionand Sri Rakesh Kumar Mittal,Commissioner, Lucknow Division and ChiefCoordinator Kabir Peace Mission was thechief guest. Prof (Dr) Sudhir Kumar, DirectorI.M.H.H. was the chief organizer and Dr(Mrs.) Kusum Rai was compare.

Dr Ashok Kumar threw light on the veryconcept of positive thinking and said that-pleasure and sorrow are part and parcel ofthe life and should not distort our visionabout positivism of life. Sri Anjani Kumar,Income tax commissioner, Lucknow opinedthat with the positive thinking the solutionsemerge in difficult situations.Dr. R. S.Pareekh prominent Medical Consultant ofAgra stated that positive thinking can findout a way even in serious illness.Col (Dr)C.K. Singh, Director, Agra Chapter of theNational HRD Network highlighted the roleof positive mind set in Human ResourceDevelopment. He also narrated the personalexperiences of severe adverse situationsduring the war and hazardousmountaineering expeditions. He alsoemphasized that to think positive is the onlyway towards all-round development of aperson and the society. Sri Sanjay Prasad,District Magistrate, Agra said that to facemultifarious challenges of modern times thepositive thinking is the only answer.ShriRakesh Kumar Mittal, Chief guest andfounder of the Kabir Peace Mission, statedthat human being is the best creature of thisuniverse and his natural thinking is primarilypositive. However because ofmisconceptions and ignorance he falls underthe trap of false and materialistic pursuit ofpleasure and his seeking of pleasure turnsout to be a "mirage" as true pleasure is notfound in the outer worldly things. He furtheremphasized that happiness is a state ofmind and can only be truly attained bypursuing the righteous path chalked out bya positive mind. Prof (Dr) Sudhir Kumarelucidated the role of biological, physical andscientific aspect of positive thinking. He

explained in details as to how the immunityof body gets augmented and strengthenedby positive thinking which ultimately providehappiness and develops a state of physical,mental, social and spiritual health. He alsoelaborated upon the modern therapy oftreatment for depression, anxiety and stresswherein, thinking is changed towardspositivity by employing techniques ofrational thinking leading to correctiveemotional reaction and alleviation ofsadness and stress.

BANGALORENational HRD Network - BangaloreChapter Monthly Meeting :

Date : 16th Dec., 2005. Venue : BhartiyaVidya Bhawan, Bangalore.

Topic : Career Development.

Speakers : Dr.Damodar Padhi, GE,

Dr.Pallab Bandyopadhyay, Chief PeopleOfficer, Scandent Solutions.

Summary :

NHRDN - Blore chapter members wereprivileged to have above speakers sharingtheir views/experience on "CareerDevelopment".

Dr.Damodar Padhi, was of the view that"Career development is art, because thereis no science behind it".

Dr.Padhi focused on examples which had"Correlation between Career of anEmployee in an Organizational set-up" Vs"Growth of a Plant".

GE has tried to make "Career Development"into an predictable model. PIE :Performance, Exposure, Image.

Mr.Padhi rightly summarized, that Managersshould "set long term goals & get out of theirway" of their subordinates.

Performance + Values = GE Emps.

Dr.Pallab Bandyopadhyay: stated that"Balance is key to development".

Dr.Pallab stated that he has observed anphenomena, that everybody wants to dovalue addition?. Wherein it is difficult todefine "Value Addition".

People definition of career is changing.Society & Culture also puts added pressureon choosing hi-visibility & perceived hi-status jobs. Dr.Pallab quoted from variousresearch that our career choices arefactored by societal norms & preference.

Internal & External Perspective :

Dr.Pallab referring (Douglas Hall), 1976,stated, that "Protean Career" ; is shaped bythe Individual.


Career Anchors : What you think are yourtalents ? What drives you ? What are yourvalues ?

You will find individuals with different kindsof Career Anchors, like; employeespreferring one of the following : "Technical /Functional", "Security / Stability", "Autonomy/ Independence", "Pure Challenge","Balance / lifestyle Integration".

After Dr.Pallab's frank & down to earthinsights on "Career Development", we had"Questions & Answers Session" which waswell participated by audience, with Q&Agoing into extra time. Q&A focused onqueries seeking details of Cos. which havepracticed Career Constraints, besides whatare the typical problems faced by thoseCos.?

WELCOME TO NEW MEMBERS

INDIVIDUAL LIFE MEMBERS

Amit Anand, Manager-H R,-EverestSoftware Inc, Ashok Panikkar, PrincipalConsultant- Meta Culture, Asit KumarNanda, Chief Manager (P&A),- H A L, AzraHameed, G M, - Gilbert Tweed Associates ,Balasubramaniam K M, Business Head(South), - Sdi Infotech, Basavaraj SGadigeppa Goudar, G M -HR , Delphi AutoMotive Systems, Captain Subbarao An,Chief Officer, -Ballast Ham Dredging,Charulatha K, HR, Consiltant, Deepali Mam,Manager-HR- General Motors Technical,Devare (Subhash) Dt, HR Con & Tra, -HrCon & Tra, Dipti Vijaykumar, Student, XavierInstitute Of Management, Dola Mukherjee,Dy Mgr - Corp HR, -Bennet Coleman, HariKrishna N,Business Dev Mgr, - F 5 Events& Services, Jagdish Bapat, Head-HR(India), Misys Int Fin Sys Ltd, Jaikishan M,Senior Manager (P)- Vijaya Bank,Janardhan G R, Dgm-Hrd & Admin, -Stanzen Toyotetsu India , Jyothi Unikkat,Senior Execuive-HR, 3m India Limited,Kasturi C V, Asst. Manager-HR,- CarbonAccessories, Kishore Gr, Senior Manager-HR, - Mphasis Bfl Ltd, Kumar N, ManagerConsultant, -Solutions Driven, MahalaxmiG Bhat, Student, Xavier Institute OfManagement

Manjunath Koliwad, Asst. Mgr-HR, BusisolSourcing , Muralidhar Cadapa HanumanthaRao, Sr.Tra Mgr - Metlife, Nandini A C, ResAnd Dep Exe, - Global Edge Soft Ware,Narayana Rao V L, Senior Mgr (Per),-VijayaBank, Nidhish M, Staffing Specialist, -Marlabs Software, Niranjan S Sarja, HeadTalent Acquisition Mgt, -Cognizant, PavanTaori, Manager Resourcing, Slk Software.Prabhu H, Junior Officer - Hrd & Admin, -Stanzen Toyotetsu, Praveen Thomas,Associate Manager-HR, Nbfc, Prof.Tyagarajan R V , Company Secretary,Raghunandan S V, Manager- HR, FirstIndian Corp, Raja Sekhar K J, Management

Trainee- Mahindra Finance, Rashi Dubey,Lea & Dev Specialist, -American PowerConversion, Ravi Chandran B, SeniorSupervisor, - Bharath Earth Movers, RenukaMurthy, Senior Officer - HR, - Dana IndiaTechnical, Sangeeta Bojappa, Mkt Director,- Advance Consultancy, Sangeetha R V,Senior Process Asso-HR Level G, -Accenture, Santosh Gorantla, HRExecutive, - Magna Soft Consulting, SeemaSali, G M, - Advance Consultancy Services,Sheba R Dayal ,Professor, -BaldwinMethodist College, Shivakumar P S, ChiefExecutive , - Indus Global Services, SindhuNair, Manager-Hr, - Sabre HoldingsSoftware, Sreekanth Velagapudi, Manager-HR -Sharp Software Dev, Sunil Kumar, MgrH R, - Alchemist Hr Services, Sunitha ,(Avp Head HR)-S G Software, Suraj Chetri,G M-HR - General Motors, Swetha R, ItRecruiter, -Data Core Technology,Thirupathy S,Manager-HR,MultitechSoftware Systems, Vasudha Kulkarni, HRSys Spe, -American Power, VenkatprasadB, Principal Consultant - Mafoi GlobalSearch , Vinita Shrivastava, - HR Manager/HR Head,-Hcl Technologies , WesleyDavidson A, Officer-HR. Iti

INDIVIDUAL ANNUAL MEMBERS

Siddalinga D Khatavakar, Jr Officer-HRD &Admin, -Stanzen Toyotetsu India, Dr. P VSubrahmanyam, Principal, - R R College OfManagement Studies, Deepa Mahesh, Asst.Manager-HR, - Madura Garments, Anila MS, Senior Executive HR, -Fci TechnologyServices, Rozario Anand L, SeniorExecutive HR, - Spheris India, Deepa Deo,Manager-Human Resources, - ThoughtWorks Technologies India, SelvakaniSelvaraj, Executive HR, - Thought WorksTechnologies, Sudha Rajasekhar,Personnel Officer(HRD), - BharatElectronics, Srinivasa Rao A, Asst Director- Isntitute For Technology And Management,Kranti Sharkar, Lead HR, - SubexTechnologies, Prashanth Naikar, SeniorExecutive-HR, - Htmt Limited, StanleyGeorge C, Admin Finance & HR Manager,- Population Services International, KichuKrishnan, Productivity Coach, -Use Time (I),Munira Officewala, Manager-HR,-Use Time(I)

PERMANENT INSTITUTION MEMBERS

Apotex Pharmachem India Pvt Ltd,Represented By: Girish Kumar B, CorporateManager-HR, Jagannathan V, -Executive(Adm + Corp Mgmnt)

Conzerv Systems Pvt Ltd:, Represeted By: Saritha Vijayanagar, General Manager-HR,Sunitha Sivamani, HR Executive, U L IndiaPvt Ltd, Represented By, Walter Ferrao,Manager HR, Suman G Mohitey , HRExecutive, Ernst & Young Pvt Ltd,Represented By, Indira Bharadwaj,

Associate Director, Alpana Priyabhashini,Senior Consultant, Alchemist HR ServicesPvt Ltd, Represented By, Vinay Kumar,Consultant HR, Sita Prakash, Consultant-HR, GlobalHunt India Pvt Ltd,Represented By, Sunil Goel, Director, TanuGoel, Director, Sobha Developers Pvt Ltd:Represented By, Thomas Prabhu M, SeniorManager-HR, Sri Ashok B, Sr. HRExecutive, St. Joseph's College OfBusiness Administration: Father AvelineD'souza, Director, Sri Muralidhar SProfessor, 3 M India Limited, RepresentedBy, Sri Kishore Rao, Director HR And,Diwakaran L, Manager-HR

ANNUAL INSTITUTION MEMBERS

Professional Aptitude Council, Representedby, Pratima Amonkar, General Manager-HR, Amit Thakur, Sr Manager CorporateRelations, 3 M India Limited, Representedby, Jyothi Unikkat, Senior Executive - HR,Srikanth Hs, Executive-HR

BHUBANESWARNational HRD Network BhubaneswarChapter congratulates and welcomes theoverwhelming response by people acrossindustry to join the chapter.

LIFE MEMBER

Amit Kumar, Asst. Manager - HR, ESSPL,Avik Mukherjee, Sr. MGR (HR &TRG),Paradeep Phosphate Ltd., BimalKrushna Mishra,Executive Director, ScanSteel Ltd., Debasish Samal, Sr. Executive ,SSU- HR, Satyam, Dr. Ganesh Prasad Das,Assistant Professor, Institute of Businessand Computer Studies, Ellora Panda,Faculty, ICFAI Business School, Fr. GorgeJoseph. Sj., Faculty, XIMB, Fr. J. M. Sj.,Faculty, XIMB, Fr. Tony Uvar Sj., Faculty,XIMB, Lalatendu Kanungo, Manager(Adm.), Scan Steel Ltd., MadhuchhandaMohanty,Lecturer,Institute of Business &Computer Studies, Manoj Kumar Singh,Asso. Professor,IBAT School ofManagement, Manorama Das, Student,XIMB, Punyaslok Dhall, Asst. Professor,IBAT School of Management, Rana RanjanMohanty, Asst. Manager(PNC),ICCL,Sameer Hans, S.Wide Arc ConsultancyServices (P) Ltd., Seema Das, Student,XIMB, Shradha Padhi, Asst. Manager ,Satyam Learning Centre, Satyam,Soumyadarshan Biswas, G M-HR, IMFAGroup, Sujit Kumar Muduli, ProductionOrganizer, ETV - Oriya, Sunil KumarPattanaik, Head - HR, ETV Oriya, Suvralina,Manager - HRD,ESSPL, Yashwant PrakashRaj Paul, Executive, HDFC


Annual Individual membership

Devi Prasad Dash, Technical Recruiter,System Technology International

Permanent Institutional Membership

IBAT School of Management,Represented by, Prof. Partho Sengupta ,Prof. Ashok Sar

BRM Institute of Management and I T

Represented by, Biswajeet Mohanty,Chairman, Susmita Mohanty,Secretary,

CHENNAI A Brief report on the AGM

Annual General Body Meeting of ChennaiChapter was held at 5 PM on 20th January2006, attended by a large number ofmembers.

The President,K Baalasundaram invited andthanked all the members for their support.

Dr.PVR Murthy spoke of the origin andgrowth of the chapter and expressedhappiness that the chapter is regaining itsglorious past.

Annual report including audited statementsfor the Financial year 2005 was presentedby the treasurer,R Shantharam andaccepted.

The Secretary David N presented activitiesreports during the year 2005 and plans forthe year 2006.

S. Varadarajan, National Secretary ofNational HRD Network graced the occasionand drew lucky dips and presented two giftssponsored by Mahindra Holiday Resorts tothe winning members.

Muthu Kumar Thannu,Vice President of thechapter concluded the AGM by thanking themembers.

COCHINThe Monthly meeting of NHRD CochinChapter was held on 24th of January 2006at NIPM Hall, Kochi. The guest for the daywas Mr Manoj Paul. Mr Manoj, is a wellknown shipbuilding engineer turnedFinancial Planner. Mr Manoj, a Rotarian isa much sought after speaker in variousforums such as Rotary Clubs and SignalSchool for Naval Officers at the Naval BaseKochi for topics on Financial planning &Investment & topics related to navalarchitecture.

The topic for the day was '" PersonalInvestment & Financial Planning" The talkwas highly informative and inspired theparticipants to invest their hard earned

money in more effective manner

DELHINational HRD Network, Delhi Chapter -January 2006 Special Event

A special event was organized by NationalHRD Network (Delhi Chapter) & BeyondBusiness (an initiative of National HRDNetwork), to celebrate the 3rd anniversaryof 'Beyond Business'. The program was heldon January 24, 2006 at PHD Chamber ofCommerce, New Delhi.

The 'sutradhar' for the program was GeorgeAbraham, SCORE Foundation. The programentailed an NPO presentation by disabledchildren ('Batka Bachpan'), presented byDeepalaya, by the beneficiaries of SwagatKendra project; a corporate presentation ofa unique and interesting CSR success story,by Mamta Saikia, Bharti Televentures;student presentation by JIMS School ofCommunication, New Delhi; and a streetplay on Beyond Business' theme andachievements, presented by BB Theatre,Step for Change.

As Beyond Business commemorated itsthird Anniversary, it reflected on the hugecache of diverse and rich experiences of itsjourney and growth. The event was wellattended by over 150 people comprisingcorporate heads, NGOs, theatre artists,practicing managers, NPOs and students.

HOSUREvent on 30th December 2005

From the discussions on Generation gapissues during last month's session, HosurChapter chose two interesting topics forguest lecture series during the month ofDecember 2005 session. As a continuousimprovement process, Hosur Chapter isreinventing itself thus rendering valuableservice and adding more feathers to its cap.The session on 30 Dec was jointly hostedwith Adhiyamaan College of Engineering,Hosur

While, Dr G K Dwaraka Nath, Principal ofAdhiyamaan College of Engineering Hosurwelcomed the gathering, Brig. Bhoon,President-NHRD delivered the keynoteaddress.

Mr.Mahalingam, Sr. Vice President, HumanResources, Symphony Software spoke onsomething different from the normal:Knowing-Doing: Bridging & Benefiting.

I am not young enough to know everything -Mark Twain.

With this quote Mali took the audiencethrough "Knowing and Doing", foundationsof an Organisation such as Culture, Capacityfor growth, Climate and Creating theCustomer. How to shed "Arrogance ofIgnorance" and what are the StrategicIntents were also highlighted by him.Session was thoroughly interactive.

Mr. Ishwarakrishnan, committee member ofHosur Chapter, highlighted initiatives ofNHRD Network, Hosur Chapter and therevised tariff which will be coming in to effectfrom Jan 2006 (now extended to 01 Apr2006.

Second session of the day was on"Creativity & Innovation" by Dr.GururajKarajagi. He effectively used the trick oftaking the participants with him by sharinga lot of live examples from 3 M, Johnson &Jonhson etc. He created considerableexcitement with a "thinking out of the box"puzzle.

Dr. G Ranganath, Vice Principal of College,delivered formal vote of thanks.

Over 90 participants from all walks of lifeattended this session. There was all-roundappreciation. Many participants are keen tojoin NHRD, Hosur Chapter.

Being the year-end programme, Chapterwas able to get following sponsors.

❖ Sweet packet from M/s.LakshmiSweets, Salem

❖ A Beautiful Diary (Collector's item) fromTitan Industries Limited

❖ Hosur Yellow Pages & A pack of Picketfrom M/s.JSPR Yellow Pages

❖ A calendar from M/s.Pearl PlacementAgency, Hosur

❖ A beautiful special bag from M/s.PallaviSupermarket, Hosur

❖ Above all, a grand dinner hosted byAdhiyamaan college and transportationarrangements from them.

Chapters Secretary Mr. R Bhalajie, otherOffice Bearers Prof Janakiramudu, Mr.VNagarajan and Mr.Ravindran madeelaborate arrangements for the above eventand made it a grand success.

HYDERABADWelcome to new members

Permanent Institutional Members

VENNELA TECHNOLOGIES, Representedby : Raja Sekhar T, C E O & Ms. Vijaya,Customer Relationship Officer


MANIKYA GROUP, Represented by :

Ravi Kumar N, & Sreekanth K, Directors

Individual Life Members

Anil Kumar K, Executive - Hr, ResourceInputs, Badarinarayana Y, Asst.Manager -Hr, Wep Peripherals Ltd, Davis John,Operations Head, Connect Pro MgmntCons, Hephzibah V Dr, Reader InCommerce, Princess Shehkar College,Mohd Muzzammil Azia Khan, Asst Prof,Deccan College Of Engg & Tec, Preeti D,Associate, Yaga Consulting, Rajalakshmi TS, Officer, Bank Of India, Raju P S, Partner,Arnav Translines, Rama Rao K, Executive -Hr, Karvy Global Services, Ramakrishna JV, Executive - Hr, Resource Inputs,Santhanam V, Director, Truelogic India,Sridhar Chakravarthi, Director, Sridhar'sQuality Academy, Suneetha G, H R -Executive, Acalmar Oils & Fats

Individual Annual Members

Naresh Kumar A, Junior HR, NalandaFactors, Krishna Kumar N S, Head

HYDERABAD CHAPTER PROGRAMMESFEBRUARY 2006

2-2-06 6.30 pm Padmaja.N and Anjum. F. of the MBA II year at the SMS,HRD HCU will make a Presentation on “Corporate Equity- Redefining Brand

Equity”

9-2-06 6.30 pm Nikhil Bande, CSIM will speak on “Intellectual Property RightsHRD and HR”

16-2-06 4.00 pm DR. P K S Madhavan, Chairman, AWARE will speak on “RoleFAPCCI-ICBM of NGOs in Nation Building”

16-2-06 6.30 pm Mr. P V Raghu, City Manager, First Indian Corporation will speakFAPCCI-ICBM on “ Best Global HR practices”

23-2-06 6.30 pm Ms. Monica Reddy, Manager – HR, Indian School of BusinessHRD will speak on “Role of HR in the Service Sector”

MARCH 2006

2-3-06 6.30 pm Wg Cdr V Mallikarjun (Retd), Senior Manager – HR, HBL NIFEHRD POWER SYSTEMS will speak on “Simplicity”

9-3-06 6.30 pm Mr. Satyanarayanan Kumar ofHRD Polaris Management services will speak on “Improving the Quality of

Personal and Role Effectiveness programs”

16-3-06 4.00 pm Mr. Sudhir Koka, Training Manager, First IndianFAPCCI-ICBM Corporation will speak on “Effective Communication”

16-3-06 6.30 pm Dr. Ranganath Rao, Chief Executive, Lepra Society will speak on "RoleFAPCCI-ICBM of NGO's in Leprosy & Allied Diseases"

23-3-06 6.30 pm Mr. Prabhu Dayal, Manager Learning & development, OracleHRD will speak on “ Knowledge Management in the Changing Business

Scenario”

30-3-06 6.30 pm Wg Cdr S K sharma Ph.D will speak on “leadership with specialHRD focus on United Nations”

Operations, Alchemist, Suresh T, NetworkAdministrator, Apollo Life, Pranay Kumar G,Quality Analyst, I I C, Mallikarjun VempatiWg Cdr, Senior Manager - HR, Hbl NifePower Systems, Santoshi Rupa A, Student- MBA, Pragati Mahavidyalaya, ManojkumarM, Student - MBA, Pragati Mahavidyalaya,Guru Deepak K S R, Sr.Executive - HR,Creamline Dairy Products Ltd, Vinod KumarA, Jr Manager - Per & HR, Creamline DairyProducts Ltd, Pallavi Carimella, AssistantManager - HR, Digital Nirvana Information.

JAMMUJammu - Welcome New Members

INDIVIDUAL LIFE MEMBERS

Anil Gupta, Lecturer,

Neelika Gupta,Research Scholar

Saran Preet Kour Broca,Research ScholarThe Business School

Lalitsen Sharma'senior Lecturer

Deptt. Of Computer Science, University OfJammu

Manish Pathania' Manager Operations CareComputers Jammu

Bhupinder Singh, Deputy Manager,IclCertifications Ltd.

Arti Devi, Lecturer, Jyoti Sharma,Lecturer

Smvdu, Kakryal, Jammu, JayaBhasin,Assistant Professor,Impa, Jammu

Komal Nagar,Lecturer,The BusinessSchool, University Of Jammu, Jammu

Permanent Institutional Member

Daily Excelsior, Janipur, Jammu

REPRESENTED BY:

Kamal Rohmetra, Director

Neeraj Rohmetra, Director

MUMBAIReport On Evening Lecture Meet ByNational Hrd Network - Mumbai Chapter On19th December 2005 At Welingkar InstituteAuditorium.

Dr.William J. Rothwell, a world renowned HRMega Guru and Thought Leader, on alecture visit to India, graciously consentedto address NHRDN, Mumbai Chapter,Members on the evening of 19th December2005 on subject " Six Generation Of TheField Once Called Training; Are YouCompetent In Developing Talent In YourOrganization?

Welcome speech given by Mr. D N B Singh(General Secretary - Mumbai Chapter)., Dr.T. V. Rao ( One of the founder of the NHRDN) of TVRLS introduced Dr. Rothwell to theaudience., A total of 103 HR Professionalsattended this evening Lecture Meet andobtained a tremendous benefit from Dr.Rothwell's talk. The Question & Answersession was very lively., At the end Mr.Vineet Kaul ( President - Mumbai Chapter)proposed a vote of thanks.

RANCHIWelcome to New Life Members

Amaresh Kumar, Sr.Manager (Personnel),Centre for Engg and Technology (SAL)

Bhattacharya S K Dr. Joint Director, M T I

Biswajit Chowdhury, Sr. Faculty Member, MTI

Sanjay Dhar, Faculty Member, M T I

REQUEST TO CHAPTERS

Due to space constraints we are not including the names of student memebrs. Chapters are requested not to send the namesof students under "Welcome to New Members" in future.

HRD Contents - National HRD · | HRD News Letter | February 2006, Vol.21, Issue:11 6| Time...

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Transcript of HRD Contents - National HRD · | HRD News Letter | February 2006, Vol.21, Issue:11 6| Time...