Showing posts with label BBA. Show all posts
Showing posts with label BBA. Show all posts

Monday, September 09, 2013

2016 could mark the beginning of a new world, where every child will have the right to study and play on school premises and dream for a bright future - IIPM News

There has been conscious and collective efforts to eradicate child labour. International Labour Organization (ILO) has set 2016 as the deadline for the eradication of child labour across the globe. However, figures reveal that this might take some more time to happen. According to the ILO’s 2010 global report on child labour, the number of child labourers had declined 3 per cent globally between 2004 and 2008 (from 222 million to 215 million) which reflected a ‘slowing down of the global pace of reduction’. It also hinted that the global economic slowdown could ‘further brake’ progress towards its 2016 goal. The gender break-up shows that it decreased by 15 per cent amongst girls but increased by 7 per cent amongst boys. Though the number fell by 10 per cent amongst children between 5 and 14 age group, child labour among those aged 15 to 17 increased by 20 per cent.

Though at a slow pace, millions of children have now taken to pen and pencil. India too has been progressing towards elimination of child labour. It acknowledges that the problem is inextricably linked with poverty and illiteracy and cannot be solved by legislation alone. What started in 1979 when the first panel, the Gurupadswamy Committee was set up to look into the child labour issue and suggest measures, has today become an inter-linked agenda of several ministries such as the HRD. Looking at it as a socio-economic problem, the government today strongly regulates the working conditions where children are not prohibited from working. The wages per manday of child workers was INR 27.57 and INR 30.12 in 2006-07 and 2007-08, respectively. This is much less than the 2000-01 statistics. The most common form of child employment as domestic servants and at small tea stalls and restaurants has been banned in late 2006. Click here to read more...

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Thursday, April 18, 2013

Striking the chord

Curriculum is a cardinal element with regards to the success and potency of higher education. It does not matter how curriculum is defined, for it is one of the most important matters in higher education. But sadly, we have paid less attention to its progression, analysis and alteration in the educational establishments. Although it can be contended that higher education in India has provided beneficial assistance to the society, most would agree that it requires a major overhaul. It has served as the path for motion of the society and has provided the Indian economy the skilled workforce that it requires. Yet, critics say that higher education in our country languishes due to certain deficits in the system, namely, deteriorating standards of instruction, the weak examination system and the curriculum followed in many institutions that has existed for a very long time.

If we look at the present situation of Indian education, we will find a marked pattern, which is arising in the form of absence of relevance of curriculum in students’ lives. There lies a wide disconnect between the subject matter studied and the life of a student. And this leads to classroom learning that tends to take place on a very superficial level where students are left ignorant of the relation between classroom teachings and their lives. The absence of this connection in majority of the schools in India is the reason students do not develop the skill to analyse. And John Dewey, American philosopher, psychologist and educational reformer, has rightly demonstrated the significance of linking teachings imparted in a class to society through constructing education around active-participation technique of learning in order to improve the experience of students.

In India, achieving top grades in the class through repetitive memorisation has become the norm today. Does this actually help students, the future of a nation, prepare for what the country and its economy actually need? Click here to read more...

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Thursday, February 07, 2013

Indian universities have a long way to go in terms of quality research.

Q. Today when universities are mushrooming, attracting and retaining competent faculty members has become a major challenge. How do you deal with it?
A. We provide total academic and professional freedom. The faculty is free to undertake research and conduct training programmes.

The faculty is encouraged to network with peers nationally and internationally. The university has tie-ups with five leading institutes globally for joint research and academic collaboration. The faculty is also encouraged to attend conferences and is nominated to present papers in India and abroad.

Q. Many students are increasingly heading offshore for higher education. Does this reflect the poor state of our higher education system? What can be done to alter the scenario?
A. The need is to encourage and appreciate good institutions in the country. There needs to be a proper mechanism to support quality upcoming institutions. Another need is to encourage Indian institutions collaborate and to tie up with well-acclaimed foreign institutions.

Q. What are your thoughts on providing global exposure to students?
A. The interaction of students with global academia is already happening. India is fast emerging as a global player on the educational landscape, attracting the attention of best academia across the world. Global academia is visiting India and local students are able to interact with international faculty directly or through video conferencing now.

Q. How does your university frame its curricula? Is there any education policy you follow to meet the challenging global standards of education?
A. We constantly review the curricula of leading institutes in India and abroad and have a finger on the pulse of emerging trends. There is a lot of deliberation on this subject and the contribution of the faculty is vital. Click here to read full interview..

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Monday, December 10, 2012

Mark Sanborn, bestselling author & an authority on leadership and customer service, tells Sushmita Yadav how one failure in life can be a life-changing experience and put you on the winning track

Q. What has been the most memorable moment of your career? 
A. Receiving the Cavett Award from the National Speakers Association. The award is based on service to NSA and the speaking profession, and not professional achievements and success. So I found that award to be most meaningful. To me, great leadership always benefits the greater good. In business, profit is essential, but it should not be the only goal. Profit should be the means to greater purposes which include not just growth for the organisation but also benefits for employees, customers and the greater community.

Q. You are among the most sought-after speakers on corporate training. What preparations do you do before a lecture? Which has been your most memorable one?
A. All my presentations are memorable to me because an audience has shared with me its most valuable resource: time. I take all my opportunities to speak very seriously. My goal is to combine what I know and have developed (my intellectual property) with the specific needs, objectives, and aspirations of the audience. That means spending time talking to organisation leadership about their objectives for my presentation, research that I conduct using the internet and —most importantly — reflecting on what I can say that will be most helpful in meeting the client’s objectives.

Q. You emphasise on passion in both professional and personal life. How passion is vital to one’s growth and how one can best utilise it?
A. I believe passion is the fuel of greatness, but I also believe that it is not enough to be passionate without a process for achieving your goals and desires. Passion without process is like gasoline without an automobile. You need both to get to reach your destination.

The first step to identifying your passion or passions is to ask the question, “What matters?”. We are most passionate about those things, personally and professionally, that matter most to us. And remember, you can be passionate about four things: what you do, how you do it, why you do it, and whom you do it for. Click here to read more...

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Monday, December 03, 2012

The onus is on HR to come up with the best plan of action to attain this goal successfully.

During a turnaround, the HR is expected to lead from the front and stay proactive in its dealings with the employees. The crisis is to ensure the ship (organisation) revives from near-drowning and starts floating smoothly. Any change management is important to set the agenda for change, take the employee onboard and ensure that they understand the importance of change. It is imperative that they gain commitment to delivery, execute effectively, and monitor and communicate progress regularly. Even small achievements need to be celebrated, since that will make sure that employees are engaged and motivated.

The best strategy to be applied during times of change by an organisation is to identify its top performers. It should ensure that the best employees and high-potentials are retained, as trying to retain all employees will not be successful.

Monday, November 26, 2012

HR plays a significant role in turnaround situations by creating and deploying people strategies.

As a first step, we conducted several group sessions to gauge the pulse of employees. The exercise provided valuable insights. These were used to create focused communication to address the insecurities and issues faced by them. Over 20 sessions were conducted by a team of managers to communicate “what’s happening and why”, “what can be the possible outcome” and “the available opportunities in the new environment”.

To ensure the message was right and consistent, briefings were conducted in partnership with the HR team. Performance appraisals were conducted in a fair and transparent manner. It ended with promotions and enhanced responsibilities to deserving individuals. Rather than cutting costs on training, we invested in development programmes in the areas of skill enhancement, change and leadership management. The assurance of job security provided stability to the environment. All this was further supported by conceiving an atmosphere of energy and positive change – billboards of success stories were introduced. ‘Wall of Fame’ and ‘Appreciation Wall’ were launched by employees.

Moreover, employee referral schemes were revised to attract best in class talent. All of the above were conceptualised and closely monitored by us but driven by business. The results were transformational – annual attrition levels dropped to below 2 per cent, as compared to the industry standard of 30 per cent. We retained most of our employees by ensuring that issues were addressed. Trust in leadership increased, while individual goals were aligned to organisational objectives. The fundamental learning is that leadership and business sponsorship are two sides of the same coin in driving people excellence. Read more...

Thursday, November 22, 2012

If an employee is performing and yet not getting his dues then obviously there is a disconnect.

Q. How far has HR been successful in meeting the expectations of the organisation? 
A. It cannot be generalised. HR has been contributing significantly, and that is why the importance of HR has been growing in the industry. If HR is aloof from the business needs and goes by the book then it cannot contribute.  

Q. How can HR help at the time of a merger or an acquisition? 
A. HR can significantly contribute in case of a major change by communicating with the employees the benefits of change and how the people and organisation will stand to gain if they adopt change. Automation, it was seen in 1980s, was generally met with resistance by the employees but gradually generations transformed and became tech savvy. Also, it is important to note that change is not always beneficial so a thorough investigation and analysis is required. Amalgamation of two cultures in an M&A, retention of high performing staff, implementation of best practices are some significant deliverables of HR which cannot be underestimated. Click here to read full interview...

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Thursday, November 01, 2012

While HR has been busy transforming itself to a strategic role, the CEO’s hr wishlist has kept growing

Ever since the publication of McKinsey’s ‘War for Talent’ research, chief executive officers and business leaders have emphasised the need for their organisations to manage and leverage their human capital by effectively attracting, developing and retaining talent, in line with the organisation’s objectives and direction. The world of business since then has grown, both in size and in complexity. Complex and large projects require large teams, which more often than not are diverse both geographically and culturally, and compose of people across a variety of educational backgrounds. Technology today has also made it possible for teams to work together virtually without ever having to have in-person interactions. HR faced a daunting challenge. The need of the hour was to develop HR professionals who were not only skilled in their domain, but would have enough knowledge and expertise to be able to contribute to a marketing manager, or a finance director’s talent management needs at the input level. It was then imperative that the HR function, as it stood in yesteryear, had to relook and revamp its roles to help large and complex organisations in making human capital a key strategic advantage over competitors. From where HR was, to what it needed to be, was a paradigm shift from being merely administrators of decisions made by others to becoming key decision-makers affecting business outcomes. HR leaders succeeded to a great extent and most business leaders today believe that the HR is making exceptional contributions in strategic areas, including talent management, succession planning, engagement, recruitment and retention and that senior HR executives have done a great job in their role of a business partner.

The business world, however, has been changing faster than ever, with significant shifts in scope and character. Organisations are learning to deal with disruptive technology, shifts in economic power, talent mobility and black swan phenomenon. Naturally therefore, while HR has been busy transforming itself from the tactical to the strategic, and has deservedly received ‘a seat at the table’, the CEO’s wishlist from the HR function has kept growing. Business leaders today expect HR managers to have a much deeper understanding of business over and above their essential HR skills. Read More...

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Thursday, October 25, 2012

Showing The Ropes

His passion for education earned him the sobriquet ‘the change maker’. Prof. R.S. Sirohi joined Invertis University in January 2011 with an aim to provide quality education to rural students. His experience with prestigious institutions, including IIT Delhi as Director, helped him to take up this challenge. “When I was appointed Vice-Chancellor of the Invertis University at Bareilly, I realised that rural India is still untouched by the outside world of learning. It was an eye-opening and painful experience for me,” says Prof. Sirohi.

A vast experience in education sector, Prof Sirohi says, helped him best in introducing many revolutionary concepts in Invertis. He opines that students in rural regions are devoid of conducive educational environment and do not have an enjoyable learning experience. Formal education is very important as it helps in building a strong foundation. At the same time, transparency is essential for any system to function smoothly. “Transparency is missing from the education system which has invariably affected the quality of education,” he laments and adds that India has witnessed mushrooming growth of private universities and educational institutions but there are very few which provide quality education. Click here to read more...

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Friday, October 24, 2008

rollins’ stones irk the boss!

Falling market share pushed Michael 'Rollins’ stones irk the boss!to come back in 2007 to regain the reins and push aside Kevin Rollins, who he had named his successor in 2004. Rollins had worked at Dell for over a decade, handling varied positions like Senior VP, Corporate Strategy (1996); President, Dell Americas (1996-2001); President (2001-2007) and CEO during 2004-2007. It was Rollins who commenced a campaign in 1997 called “The Soul of Dell”, which paid off highly in altering the company’s culture. And also the man behind the push for a $60 billion annual sales target. Rollins had engineered the alliance between Dell and EMC, which results in $100 million sales per quarter, as per industry sources.....Continue

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Saturday, September 27, 2008

Unmade for each other

Indeed all privately doubt that any of this is for real

The Presidents of Sudan and Chad have agreed to cease Sudanhostilities “in principle”. Yes only in principle: for hardly had the words been uttered than the rebels, whom the pact officially aims to subdue, dismissed it as “meaningless”.

This of course is not the first time that Sudan’s President Omar al-Bashir and his Chadian counterpart Idriss Deby have “agreed” to cease warring – a war complicated by rebels of various stripes in the territories of both. (In Sudan they allege the country’s western part has been deliberately neglected to favour the Muslim North.) Under the latest non-aggression pact a monitoring group, comprising foreign ministers from both countries, will “ensure” that no more blood is shed.

Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

Read also :-

Wednesday, May 16, 2007

Girl with a Pearl Earring

Fascinating attention to detail forms the cornerstone of Tracy’s craft . From the description of Westminster Abbey to the crowded streets of London, shrewd merchants to glib talkers and peddlers, who cheat to earn the extra pound, the author encapsulates the entire landscape of the city, vividly depicting each facet. And though William Blake’s character seems to have itself derived more from Jem and Maggie’s viewpoint, showcasing him on occasion as a thinker tutoring the evolution to two amateurs, Tracy Chevalier’s interpretation of London as a hotbed that was witnessing the French and American Revolution not too far away, represses this dissonance, virtually transporting the reader to a city that has remained a subject of steady trepidation on one hand and a topic of awe to historians for centuries now with its hypnotic prose.

Burning Bright lingers in the consciousness for its dramatic description of a celebrated poet and futurist, and the picturesque portrayal of London city in an age long gone, yet, in many ways, still enduring...

For complete IIPM article click here
Source:- IIPM Editorial, 2006
An IIPM and Management Guru Prof.Arindam Chaudhuri's Initiative

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