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

Monday, September 09, 2013

Work for money is no child’s play - IIPM Editorial

Mohan alias Chotu, a 15-year-old boy leaves home every morning like any other child of his age. He carries a lunch box and is rushing to make it in time; he fears punishment. Slightly less than 5 ft, Chotu in his half-pants and a pale sleeveless shirt – which fails to hide his malnourished structure – pauses before a school and then restarts for his destination, a bangle factory.
The rest stays inside the tall doors. Time and again, experts have debated the ‘key focus areas’ in order to eradicate child labour. Many state that poor economic conditions have led to a rational family strategy to send children to work and as their income increased, child labour decreased. But a contrasting explanation comes from Myron Weiner. He figures out in his study, ‘The Child and the State in India: Child Labor and Education Policy in Comparative Perspective’, that the answer lies in making primary education compulsory.

However, the unpleasant truth in India and many parts of the globe is that poverty, economic backwardness and illiteracy have robbed millions of children of their ‘basic rights’ that includes the right to education. India, though, has implemented the Right to Education Act, which provides for free and compulsory education, the bigger challenge remains to motivate children – who are already contributing to their family’s income – to pursue studies and excel. Thus, child labour negatively impacts their learning and future prospects. Besides, such children are frequent victims of maltreatment, physical and psychological abuse by their supervisors and even their family members.

Traditionally increase in child labour has been attributed to industrialisation, but this adverse practice has been there during pre-indutrialisation period too. However, it was only much later that it began to be linked with exploitation. Click here to read more...

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Friday, July 26, 2013

The history of industrial relations in India dates back to pre independence and since then, it has gone through stages of evolution, both good and bad

The formation of the Bombay Mill Hands Association in 1890 can be called the starting point of the Indian labour movement, though it was not a trade union per se. The association aimed at bringing to the notice of government the grievances of the textile workers in Bombay. Taking a cue from this, a series of strikes followed all over India in the next few years:
? A strike by workers, anticipating wage cut, in three mills owned by K. M. Heeramaneck & Co.
? The first officially recorded strike in Ahmedabad took place in 1895 where workers of Ahmedabad Mill Owners’ Association protested against the introduction of fortnightly payment of wages instead of weekly wages.
? Budge Budge jute mills near Calcutta was closed for six weeks in 1895 and then for eight days in June 1896, though unsuccessful both times.
? Weavers in Bombay went on a strike in 1897 over discontinuance of daily payment of wages and reversion of old system of monthly wages.
? Signalling staff of GIP railways (central railways) went on a strike on May 6, 1899 demanding duty hours to be changed, increase in wages and non-discrimination between Indian and European employees.
? With introduction of electric light and proposition of extended working hours, there were strikes in 1905 in textile mills of Bombay.
? In August 1906, workers of British Clive Jute Mills went on a strike demanding better working conditions and protesting against humiliating behaviour of the management.
? The workers of Jacob Sasson Mills refused to report to work in February 1908, asking for increase in wages.

Thursday, March 14, 2013

It is imperative for teachers to be trained explicitly in the areas of moral development and value education

In another study on teacher training, teacher quality and student achievement, Douglas N. Harris (University of Misconsin-Madison) and Tim R. Sass (Florida State University) try to understand ways in which training affects the ability of teachers to promote student learning. Their findings suggest that experience greatly enhances the productivity of elementary- and middle- school teachers, and that advanced degrees are uncorrelated with the productivity of elementary schools teachers.

The use and application of technology is critical for success of teacher T&D programmes. It is important to introduce technology into schools to improve teaching and learning. And it is believed that failure to invest sufficient resources in teacher training will result in failure of school-based technology initiatives. At a time when conventional teacher-training programmes are not finding many takers, online training programmes are mushrooming.

WAC University, an online institution, has recently announced a new training programmes specifically designed for its online instructors, which will be delivered through webinars. WAC University will not only train its own faculty members through these webinars but training will also be offered to aspirants around the world. A study by Eduventures, a consulting firm in January 2012 that has studied online teacher training programs, found that principals are just as willing to hire from online programmes as from traditional ones. Click here to read more...

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Thursday, February 07, 2013

The missing backbone of innovation

Q. Indian universities do not have a prominent presence on the global scale. What is lacking and what can be done?
A. What is lacking is quality research. Indian universities have a long way to go in terms of quality research. In the United States and Europe, a large number of universities have acquired stature and recognition, as they have produced Nobel laureates through years of research. Indian universities too need to deploy meaningful resources in quality research for global recognition.

Q. In India, the focus is more on placements and less on innovation in education. What reasons do you attribute to it?
A. Yes, in India the orientation is to go for well-paying jobs. Research and innovation needs a State support system that is unfortunately lacking. The population is large and stipend for research and innovation is either not there or is woefully inadequate than what a job could get.

Q. What are the areas where university and industry can interface for the benefit of students?
A. Both complement each other. Training and research at the universities in India help the industry grow and the practical experiences gained in the corporate sector help in fine-tuning the courses at the institutes. The areas of interface therefore straddle all the functions.

Q. How do you attract the best talent in academia and encourage teachers to embrace innovation and entrepreneurship?
A. At our institution, the spirit of innovation and entrepreneurship is highly valued. Our faculty is involved in several innovative projects. They are part of National Entrepreneurship Network and have also initiated the activities with TiE (The Indus Entrepreneurs) and CSBE (Council for Small Business & Entrepreneurship).

Further, we are doing a major project in collaboration with the University of Wales. This project has been funded by the British Council and is aimed at driving innovation in the SMEs; our faculty is attempting path-breaking work on enhancing their productivity. Click here to read more...

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Monday, January 14, 2013

The factors keep changing at different levels of education.

Prof. Parvin Sinclair (Director, NCERT) says if one aspires to be a school teacher, one needs to empathise with children
 
Q. What will be the teacher-development methods?
A. National Council Of Educational Research And Training (NCERT) has formed National Council For Teacher Education (NCTE). It is a regulatory body that has created a set of norms in accordance to which it regulates and advises. It has also developed a curriculum framework for teachers, which is slowly being put in place. We have developed a BEd programme and offer a two-year internship, which is well-monitored without being intrusive. We are also starting an online teacher training programme.

As there are many untrained teachers – recruited to fill vacant posts – in-service education training has been in focus. Every state government is trying to deal with the demand of in-service teacher training.

We also find there are different people with different calibre in different states. Hence, teacher eligibility test (TET) was brought in; central teacher eligibility test (CTET) is for the central level and state-level teacher eligibility test (STET). Surprisingly, most people failed it. But, hopefully something better will come out of the experiments that have been frequently done over the years.

Q. What is the difference between India and the top-performing nations in the education sector ?
A. There can be no comparison with any country that has a population 1/100th of of India, spread out differently and has huge monetary resources. We cannot simply implement their best practices because the economical, social and geographic conditions are different. Instead, we can only try to customise and adapt those practices according to our requirements.

National Human Resource Developement (NHRD) has formed a national advisory committee council that has groups looking into curriculum in context of the RTE Act and how to get them in place with the states. The prime minister has his own advisory council that has a constant focus on education. Along with the SSA (Sarva Shiksha Abhiyan), RMSA (Rashtriya Madhyamik Shiksha Abhiyan) is also being developed. Click here to read more...

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Monday, December 10, 2012

The readers’ guide

Mark Sanborn is an international bestselling author and noted authority on leadership and customer service. He has served as the president of the National Speakers Association and is one of the youngest speakers ever to be inducted into the Speaker Hall of Fame. Sanborn has authored eight books and nearly two dozen audio and video training programs including the bestselling books ‘The Fred Factor’, ‘You Don’t Need a Title to be a Leader’ and ‘The Encore Effect’. In 2007, Sanborn was awarded the Ambassador of Free Enterprise Award by Sales & Marketing Executives International.

Q. You delivered your first speech at the age of 10 and failed. While most people give up after their first failure, you took it as a challenge and turned your failure in to a success story. What was the inspiration behind this?
A. How we frame what happens to us in life matters. The difference between opportunity and obligation is perspective. I hate to lose. In the case of the speech competition, I saw losing as a challenge to improve, rather than a discouragement to quit. Interestingly, some people hide their disappointment in a setback or failure by saying “it doesn’t matter”. They pretend they do not care when in reality they care deeply. I think it is important to be clear on what is important to us personally and professionally and to use mistakes and disappointments to make us better.

Q. Many are convinced that leaders are born, not made. How true is this? With time how has this idea changed?
A. Leadership is a skill, and any skill must be learned and developed. Some people are born with a greater disposition to learn certain skills, but there is no automatic or effortless achievement of mastery of a skill. Think about field hockey. Anyone can learn to play the game, but some are born with a greater physical potential than others to play well, and only a few become superstars. Anyone can learn to lead, whether or not they have a title. Some people may have genetics that make leadership an easier skill to learn and excel at and a few become leadership superstars through a combination of hard work and their natural predisposition. Read more...

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Monday, December 03, 2012

The people’s advocate

Bharti AXA General Insurance was undergoing a major change last year and there was a possibility of reshuffle in shareholders. Instead of being made aware by the company, the staff came to know about it through press reports. This could have raised quite a few challenges if not handled well. The first thing we did was to communicate openly about this to the staff, giving them all the details required. In addition, we set up regular communication and meetings with the staff on a pan-India basis to address any query from them and ensured normal execution of all operations. This had a positive impact on the staff and at the end of the year we had not just managed to meet all business targets but also saw an increase in employee satisfaction that we measure every year.

During economic slowdown or market turns, it is important that HR is involved during all boardroom discussions so that they are abreast of the situation and people become the integral part during the decision-making process. As a chief people’s officer, it is his or her responsibility to ensure and lead all employee communication for the organisation, be available 24/7 for answering queries and concerns, and to motivate during times of change.Communication is one important strategy during turnarounds and it should be transparent, factual and employee centric. This will ensure that there is no ambiguity and uncertainty in the minds of the employees. Also, the HR head needs to make sure the communication is factual and pragmatic – neither alarmist nor too optimistic for the organisation to maintain credibility in the eyes of its employees. Read more..

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Monday, November 26, 2012

Banking up talent against the tide - IIPM Think Tank

Q. How do you see HR’S contribution to turnarounds?
A. HR plays a significant role in turnaround situations by creating and deploying people strategies. Such measures are influenced by the stage of evolution of the organisation and the continued challenges it faces. In Citi, we periodically conduct franchise wide skill inventory assessments, defining the competencies required to steer the organisation to the next level. The focus is to sponsor ‘responsible achievers’ who are result oriented and aligned to institutional objectives. This is achieved by promoting an environment conducive to positive change and clearly setting down role expectations. Such changes may be accomplished by supporting a culture of innovation and cost efficiencies where employees are encouraged to think and work on solutions that drive client excellence as a competitive advantage.

In one such initiative concluded recently at Citi, employees were encouraged to provide suggestions that would significantly drive efficiencies at lower costs. It included product and service innovations as well.

Q. Have you ever seen a turnaround situation closely?
A. Turnaround experiences are that of being nimble on the feet, thinking out-of-the-box and executing innovatively. Managing such situations is about understanding employee expectations and aspirations. In one such earlier assignment, I was required to manage extremely high attrition rates caused due to an uncertain business environment and a perception that specialised careers in ‘high-end technology’ can only flourish in an IT company. The announcement of a business restructuring exercise only accentuated the problem. Read more...

Thursday, November 22, 2012

HR-CEO MoU to Develop Human Capital - by IIPM Think Tank

Q. Which are the key areas where CEO expects HR to deliver? 
A. The CEO expects the HR to deliver majorly in the areas of talent acquisition; strategy and ideation; and skill development.  

Q. How can the CEO best communicate its expectations to HR? 
A. The CEO needs to set out priorities in consultation with business heads while understanding the employees’ needs, aspirations and expectations through engagement surveys, communication etc. Focus on business objectives is crucial but to meet the expectations of human capital by aligning them to the business goals is equally important. 

 Q. How can HR meet the expectations of human capital by aligning them to business goals? 
A. A career planning is needed for the employee. This pertains to the employee’s individual career goals and future objectives. With respect to the function he is performing he needs to be shown that kind of career, subject to his performance. This is called integration because the employee will e ventually be performing for the vertical he has been recruited for. Click here to read full interview..

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Thursday, October 25, 2012

HR Guru

Connecting several thousand professionals across the globe, HR Guru aims to bring them together on a common platform and provide a forum for discussing persistent problems and finding solutions to their queries. HR Guru seeks to provide guidance to budding professionals in dealing with their daily work demands and providing a third party perspective to their situations and issues.

Job seekers can look for their dream jobs through the platform HR Guru provides and employers will find the right talent that they seek. The HR Guru page on Facebook also provides a medium for job hunters and employers alike, where the twain can meet and fulfill each other’s needs.

HR Guru, through its team of high calibre professionals and experts also provides valuable insights into the industry trends and recent researches, and keeps professionals abreast with the best practices in the corporate world.

Giving valuable inputs on people skills and providing the right guidance to professionals across the world, HR Guru is the voice of the people in the corporate world. Click here to Read full Interview...

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Monday, October 15, 2012

Sangeeth Varghese

Sangeeth Varghese, who was nominated for the Young Leader Award at the World Economic Forum was the guest keynote speaker at Bengaluru. Verghese is an expert from LSE and the founder of LeadCap Ventures. The event progressed, and a session on global market research turned into an engrossing storytelling session as Verghese quoted both from The New York Times’ Adam Bryant’s “passionate curiosity” and Frans Johansson’s classic The Medici Effect. He masterfully linked it with the need for HR practitioners to learn from other disciplines like sales.

Then came the sales expert Bob Urichuck who enlightened the audience across both cities. As HR is always expected to understand, appreciate, and even learn from other functions, it was an opportunity to learn a few insights and important tools of the “people” function. “It is not the price that closes the sale. You will make the sale when your prospect feels certain that he/she is getting the best value for his/her money. Over 60 per cent of the salespeople are not using this simple strategy to succeed,” said Bob.

The programme had discussions on the lines of behavioural approach. Some of the topics that covered in the discussion were: Only person who can motivate you is yourself; work for your dream, work for your dream; success is the progressive realisation of goals; etc. Click here to read more...

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IIPM : The B-School with a Human Face

Friday, October 24, 2008

Fashion

This year’s Wills India Fashion Week in Delhi saw designers going for natural fabrics – Samant Chauhan worked withFashion natural silk and recycled junk jewellery; Ekta Jaipuria combined organic knits with Vanya silks. The first Indian designer to launch an eco-friendly line was Anita Dhongre who used eco-friendly fabrics and techniques for Grassroot – her collection which was launched at last year’s Wills India Fashion Week. “Along with eating healthy food, consumers are becoming aware of the clothes they wear. Being exposed to pollutants in many aspects of life, choosing organic fibres is another step towards natural living, both for ourselves, as well as our environment. Thus, the faster consumers adapt to a healthy lifestyle, they’ll adapt to eco-friendly fashion at the same speed,” says Anita. Come September and she will take her new eco-friendly collection to Paris for the Paris Fashion Week...Continue

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

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Saturday, October 11, 2008

Get a life!

Are you one of the proponents of living life king-size? Unless you’ve never been belted by John Lennon with his Instant Karma (…You better get yourself together/Pretty soon you’re gonna be dead/What in the world you thinking of…), you might still think high life is about fast cars and designer labels. But as per new trends, lifestyle is less about how much and what all you pay for; instead it’s more about the paybacks you expect to raise. On the occasion of our 3rd anniversary, we put together for our readers a collection of inspirational lifestyle trends......Continue

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

Read also :-

Wednesday, May 16, 2007

Mystique Memoirs!

Just as an author raises a reader’s brow for penning down a contentious piece, he wins laurels aplenty for scripting characters that remain etched in the memory long after the last page is turned over. If V. S. Naipaul’s Miguel Street beguiled you with its impeccable narrative, then P. G. Wodehouse kept you in splits with his incomparable wit and humour. And to take a leaf out of a familiar figure from the archives of history, breathe life into it, ingeniously weave characters around it, in the process, creating a literary magnum opus has been the hallmark of the London-based acclaimed author, Tracy Chevalier.

Her preceding book – Girl with a Pearl Earring – may have spawned several admirers, but her latest work, Burning Bright, cements Tracy’s credentials as a prolifi c writer. Set in the city of London during the eighteenth century, in an eon where revolutionary fervour was gaining prominence in the hearts of many, Burning Bright dwells on the chief protagonist, William Blake, an acclaimed artist and poet of that era with shades of grey, whose contribution to the arena of visual arts and poetry is talked of till date. Painting the plot further is the infusion of the characters Jem Kellaway and Maggie Butterfield. While Jem comes from a family that is engaged in carpentry at Dorsetshire and arrives at the city in search of greener pastures after leading a life in the hinterland, Maggie’s family is well acquainted with the streets of London that have doled her family difficult lessons in life, relegating it to the lower strata of society.


For complete IIPM article click here


Source:- IIPM Editorial, 2006


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