CMA eMag

BI-MONTHLY MAGAZINE OF CHANDIGARH MANAGEMENT ASSOCIATION

Issue 4 July 2010

INSIDE

• Upgrading Academic Standards and Employability in Punjab

• The Great Indian Manager India's own Ulysses

• Attrition! How to Retain Talented Employees?

• Is Climate Change affecting J&K?

• Know your President Dr. Gulshan Sharma

 CMA eMag

Chandigarh
Management
Contents Association
Office Bearers

• Upgrading Academic Standards and Employability in Punjab 1-2 President

Dr. Gulshan Sharma
Director
• Malana-Unique Republic amid Hills 3-4
Foundation of ITFT, Chandigarh

• The Great Indian Manager -India's own Ulysses 5-6 Vice President
Dr. Niraj Pasricha
• Training and Development Challenges in Corporate World 7-8 Director
Regional Institute of Co-operative Mgt.
• College to Corporate -A Journey 9-10
Secretary General
J.N. Vohra
• Our Memorable Health Recouping Holiday 11
Textile Consultant

• Those who predicted Tsunami, Earth Quake and Global Recession 12-13 Joint Secretary
A.K. Gandhi
• Applicability of Part- I of The Act to Arbitration 14-15 Consultant
Jaiparkash Associate, Ltd.
• Attrition! How to Retain Talented Employees? 16
Treasurer
• JOHARI WINDOW A Simple Tool for Understanding interpersonal dev. 17-18 CA Vivek Goyal

Past President
• Is Climate Change affecting J&K? 19
Col. Karamjeet Singh (Retd.)
Director
• Know your President Dr. Gulshan Sharma 20 Continental Group of Institutes, Mohali

Editor
cma.chd@gmail.com
http://cmaupdate.blogspot.com/
Mob. : 9814556072

CMA
CHANDIGARH MANAGEMENT ASSOCIATION
C/o Bhartiya Vidya Bhawan
Plot No. 5, Sector 27-B, Madhya Marg
Chandigarh-160019, INDIA
Tel .: 0172-2656031, Fax : 0172-2639548
Website : www.cma.net.in
email : cmachandigarh@yahoo.com

Affiliated to

ALL INDIA MANAGEMENT ASSOCIATION

eMag
Foreword
CMA

I feel humbled on assuming the charge of this prestigious professional

organisation, Chandigarh Management Association. I am aware of good work
done by my predecessors in sustaining and building on various innovative
activities for the benefit of professional management fraternity. That adds
tremendous responsibility on my shoulders to keep up and uphold the spirit
and endeavours of my predecessors.
The immediate past president, Col. Karamjit Singh, has done very appreciable
work and shown a remarkable leadership, and I need to tread on the path
shown by him.
I subscribe fully to the vision of Chandigarh Management Association “to attain
leadership in the corporate sector by inculcating the values of social Dr. Gulshan Sharma
responsibility, and entrepreneurial skills by preparing human capital for the President-CMA
future tasks”
The task before me is to involve my team and the large membership of CMA in
various professional activities, Management Development Programmes, which
we will undertake in the coming year, such as;
· Skill development initiatives, and motivational programs for the youth,
including shaping young mind
· Discussing on innovative models of entrepreneurship through the use of
IT & ITES and Corporate Social Responsibility
· Preparing researched write ups on the city development parameter.
· Creating linkages with other institutions, such as CII-NR, PHDCC, FICCI,
ASSOCHEM, TIE, Chandigarh Tourist Club, NRI Convention and Northern
India HR Association and strengthening further linkages with AIMA by
attending to their programs and inviting their experts here.
Besides other programs, we will continue with the innovative use of electronic
media.The CMA eMag, started by my predecessors is such an endeavour.
I hope and pray that I come up to your expectations in the coming months. I will
welcome, particularly personally talking to my predecessors, to get guidance
from them as to how to add value, expand and retain membership of this
vibrant body. I invite you to participate in various committees, which we will
formulate in this month.
With these words I seek well wishes from all of you for my useful tenure in this
prestigious organisation of the city.

Thank You and God bless you all.

 eMag Upgrading Academic Standards and
CMA
Interactions with industry officials and academicians
plus my own professional thought processes have
led to a perspective on employability and academic
standards. The thought process that academic
standards, in North West India need to upgrade
urgently and to be reoriented for employability as
also entrepreneurship, has now evolved as a
reasoned belief. The recent and repeated incidents of
violence at the academic campuses (even in the
private sector) in this region also mask a deeper
malaise, if considered in conjunction with the above.
We can safely assume that the attempts to address
falling academic standards and violence by an
administrative fiat or a law and order approach will
not work. The academicians, parents and society as
such have to collaborate explicitly to raise academic
and employability standards in this region. We firstly
need to acknowledge our shortcomings before this
region joins the likes of various academic institutions
in central & eastern India with a tarnished reputation,
with a consequential adverse impact on credibility
and employability in the employment market.
Institutions have lost flagship courses
Our academic institutions have already lost ground
and even flagship courses do not attract talent or
employers with the same enthusiasm as earlier. The
issues however go deeper; these are primarily
societal in origin and are germane to Punjab and the
North West region as such. Since the process of
liberalisation began, we have witnessed tremendous
changes in certain regions of India. Entrepreneurship
has sprung primarily from the middle class after
being rooted in quality higher education. Infosys,
Mphasis etc spring to mind as do cities such as
Chennai, Bengaluru, Vadodara, Pune, Surat, Rajkot,
Tirupur etc. Even Jaipur is now being touted as a
major centre for employment. But beyond Delhi in
1
Employability in Punjab:
The Broad Perspective.
Dinesh K Kapila
North West India, we find an absence of
entrepreneurship and success due to excellence in
education of the middle class, especially in the
technology sector. The rare stories that do exist in our
region are of individuals who were well connected as
such already to power centres and then built up the
scale to generate corporate success.
The pertinent issue is that respect for intellectualism
coupled with a need for quality education has been
markedly absent from Punjab or for that matter north
west India for quite some time. A leading business
magazine while ranking Chandigarh quite highly in
quality of life also went on to state that being a
landlord and dealing in real estate and to some
extent retail seemed to be the primary employment
o p p o r t u n i t i e s o r o c c u p a t i o n i n P u n j a b.
Entrepreneurship seems to have failed to mature,
particularly in high end technology as also services.
For this the current crop of elders or leaders, from
varied professions, has a lot to answer for.
North West Dwell more on politico religious
issues
While the south and west of India have articles in
papers devoted to need for technology as a tool for
varied developmental issues, business as also
exports, our papers or media are full of debates on
politico religious issues, language and khap
panchayats etc. Its not that the other regions are
heavens of opportunity but it is high time we in
Punjab or north west India punctured our own
misplaced sense of well being and superiority and
analysed our shortcomings. We cannot measure the
well being of a society from the number of upper
segment luxury cars sold in a city or pure physical
infrastructure indicators. Soft skills are equally
important for the progress of any society and need to
be addressed on priority by the leaders and the
society they represent.
The real developmental and economic action in India
is now south of the Vindhyas except the NCR belt and
it cannot be passed off as central largesse as its
primarily driven by private sector players and private
equity. Just as an aside, a leading private equity player
told me informally that very few entrepreneurs in this
region could make a quality presentation on need
for funds or a business plan as compared to the
entrepreneurs in south or west India. Some bankers
also substantiate this viewpoint.
Now students or youngsters brandishing guns or
connections and thinking they are the last word in
 eMag
CMA
virility and leadership are absolutely wrong but so is
the society which refuses to condemn their actions
unequivocally or the police force. If unchecked, the
slide downwards can be too fast while the already
rapidly developing regions of India move on. Virility
and a misplaced sense of being masculine and
superior by violence or muscle power has been
ingrained in us as a society since long but now needs
to be controlled.
North West seem to place high value on
connections, clout, money….
This issue can be approached from another
viewpoint, the number of professional institutes
ranked highly from this region or valued for quality
by HR officials from well known corporate in the
Management, Information Technology, Engineering
or even Fashion Technology sectors.The institutes are
just a handful, primarily as the intellectual capital
itself from such institutes which imparts knowledge
is not rated highly. Students with merit flock to
professional educators in Pune, Bangalore, Vellore,
Manipal etc.The techie from south of the vindhyas is a
bit of a joke as also awe in the north but unless we
initiate the respect for knowledge and intellect again,
we cannot match the progress and employment
opportunities being generated in the west or south
India. Our present societal mores in the north west
seem to place a high value on connections, clout,
money or physical prowess and a quick return on
capital with a minimal concern for human capital. It
should rather be on support and respect for
knowledge, technology, ethics and a genuine
concern for the human resources.
The amount of regard for NRIs in our region certainly
seems unwarranted as such considering their
minimal contribution to boosting intellectual
content and knowledge. Their inclination seems
more for gaining importance, both political and
economic here rather than in their adopted
homelands. Likewise, the corporate leaders from this
region seem to exhibit normally an unseemly haste
to migrate to the NCR once their operations scale up.
This deprives us in the north west of valuable
corporate intellectual capital at the senior level. The
factors to shift head offices and operations seem to
2
be many but a primary factor seems to be the
reluctance of senior valuable potential employees to
work from cities in the north west. This is but natural
when the value system of the youth or even elders
seem to place more importance on the thanedar or
even patwari rather than the corporate intellect!. I am
not decrying certain professions but suggest a
change in social mores to respect a wider range of
professions. Another pertinent point, how many
major well respected corporate houses across are
now owned or started by Punjabis or residents of
North West India.
Need to focus on soft skills for employability
The states of this region do state that the expansion,
modernization and reorientation of Technical
Education and Industrial Training systems to match
with the needs of modern corporate organizations is
a priority but this is yet to be apparent on the ground.
361 Colleges, 7 architecture colleges, 4 biotech
colleges, 48 engineering colleges, 40 management
colleges, 38 law colleges, 6 mass communication
colleges, 4 universities etc in Punjab are just the
physical aspect or numbers. The quality of education
imparted and value placed on the pass outs from
professional institutions is the real test of the quality
of education. Just as an aside, we need to quantify the
number of papers contributed by educationists from
this region in leading journals of their professions or
we can attempt to quantify the number of modern
day respected management experts who have
emerged from this region. Again pertinently, the few
professional experts of repute that do emerge rarely
get the respect from our society and stakeholders in
governance that they actually deserve. This indirectly
impacts adversely the respect for the drive in
excellence or professionalism amongst the youth.
As already explained, we need to rebalance our value
systems and mores, with leaders in varied fields
stressing the need to change and to evolve as a
society with a focus on respect for soft skills, quality
professional education and employability. The
academicians need to be the initiators with leaders
from industry in this regard
Written purely in author's personal capacity. This does not reflect the
views of his employer in any manner.
 eMag
CMA
One of the very striking villages in the Kullu Valley in
Himachal Pradesh is Malana, Which having retained
its remoteness over many hundreds of years, has
recently become an attraction on account of its
peculiar tribal organization characteristics and its still
prevalent primitive method of settling differences of
its inhabitants of their satisfaction.
Situated in a mountain fastness, accessible only
during that period of the year when the mountain
ridges by which it is enclosed are free from
impassable snow, Malana comprises a small
conservative society of probably less than a
thousand people, steeped in superstition and still
performing ceremonial rites and practices of an
aboriginal ancestry.
The Village of Malana lies on a trek route that
connects Naggar and Kasol. The distance from
Katrain to Malana is 30 Km. En Route is the
dramatically beautiful 3,660 meters high
Chandrakhanai Pass, which lies east of nagger on the
3
Malana-Unique Republic
amid Hills
Dr. N.K.Sharma
ITFT College-Chandigarh
range which divides Kullu Proper from the Malana
glen. One of the legends in connection with the
Chandrakhani is to the effect that when Jamlu ( the
presiding deity of Malana and a god of great power
and importance in Kullu) came from Hamta to
Malana with his wife Narol, they carried a basket
containing all the gods of Kullu. On top of the pass
they opened the casket and a very strong breeze
blew all the gods all over Kullu valley to their present
abodes.
A particularly striking view of Deo Tibba,
aporoximately 6,000 meters high, which overlooks
the Malana glen as well as of othe snow-crowned
giants on the Spiti border is obtainable at the top of
the Ridge.
In addition to the Chandrakhani pass route, the other
feasible paths by which Malana can be reached are
from the Parbati valley; one of which is from
Manikaran over the Rashol Pass (3,150 meters) and
another from Jari, along the Malana river.
Malana comprises two villages about a hundred
yards apart. The village in which the temple buildings
are located is sacred and no one wearing leather
boots or shoes is allowed within its precinect, but the
leather footwear is substituted by locally made rope
shoes (pullas ) permission to view the temple
surroundings may be granted. An addition to the
actual temple is the devta's treasury (bhandar) which
is believed to contain fabulous wealth, the
accumulation of centuries, as well as a large
collection of
gold and silver
statuary,
including an
image of
Emperor Akbar,
the Great.There
is also a large
refractory
where the
people of the
village dine
together
during certain
festivals: a
room for the
temple musicians; and an other small building in
which, in early spring , barley is forced,, so that young
blanched shoots may be available for offering to the
tod at an important festival in February and March.
 eMag
Local tradition: a kind of demon or spirit
Local tradition represents Jamlu as a kind of demon
or spirit and that Gyephang Lha, the god who
inhabits the lofty peak of that name in Lahaul, is his
elder brother. Jamlu has other temples and granaries
in Kullu, Rupi and saraj, but his central abode is
Malana where he is paramount and owns all the land
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under cultivation and where all the cultivators are his
tenants. There is no image of him in any of the
temples; consequently he has no rath like other gods
of Kullu. In comparison with other gods he holds
somewhat independent position, not only hostile to
Raghunathji, (the Principal god of Kullu) but he does
not, like other Kullu gods, show his allegiance during
the Dussehra festival.
At intervals of every few years ( the actual interval
depending upon the will of the god), declared by his
mouthpiece (Guru), on the first day of Haddon, a very
large fair is held at Malian at which special
ceremonies are performed.
A Ceremony in commemoration of the Emperor
Amber's connection with this remote and almost
inaccessible glen is held every year in Phalgon, when
his images are removed from the treasury house and
taken to a grove above the village, the spot at which
Jamlu received the homage of the Emperor.
Some anthropologists are of the view that the armies
of Alexander the Great touched the point in the
fourth century BC and gave rise to this unique village.
Malana is the oldest democracy
Prevailing customs ordained that the inhabitants of
the two villages of Malana intermarry, so the whole
population must be more or less related to each
other. In recent years, probably to counteract the
deterioration resulting from continued inbreeding, a
few marriages with inhabitants of other villages,
outside their own clan, have been contracted. The
people of Malana seldom appear in Kullu courts,
4
never, if they can avoid it. They have their own
methods of settling their disputes to their own
satisfaction. It is said that Malana is the oldest
democracy in the world in existence where all the
inhabitants of the village take part in managing its
affairs. They have the lower and upper houses and
Jamlu is the final courts of appeal.
The inhabitants of Malan speak a peculiar language
called kanashi, which is entirely different from the
Pahari of Kullu and is a mixture of aboriginal Mundari
and Tibetan.
A day is sufficient to take the whole of Malana. The
temple buildings and the surroundings of the two
villages do not invite lengthy or detailed inspection,
but compensation, to a large extent, is provided by
the natural scenery especially the view Malana is
included in the national Himalayan trekking
programmes by the Youth Hostels Association of
India, while a number of persons have started visiting
the glen out of sheer curiosity as also to enjoy the
breath taking views it affords.
Although, with the inflow of tourists, economic
benefits do accrue ot the local inhabitants, but
tourism should not be allowed to have nay
deleterious effect on their age-old customs and
traditional cultural behaviors. Tourism should create
health employment opportunities for the people,
many of whom indulge in collecting cannabis and in
selling the same. Their women should be given
training to produce small articles, which should be
taken by the visitors a souvenirs. Tourism should also
act a positive force in preserving the environment
and the fragile ecology.
 eMag
CMA
James Joyce's “Ulysses” is an epic novel which depicts
the travails and tribulations of the modern man- a
native of Dublin on a single day- June 16, 1904. Unlike
Homer's epic “Odyssey”, where the hero is a stoic
Greek warrior, his hero 'Lepold Bloom' has all the
flaws and frailties of human beings. He must suffer
the emotional traumas of betrayal and loss.The novel
makes a difficult reading.
Sometime in early 1950s, Bell Telephone, then the
biggest company in the United States, prescribed a
management education program for its managers
who rose from the grassroots levels of technicians.
The curriculum included readings from Bhagvad Gita
and Ulysses. Both enriched their emotional and
intellectual experience and enabled them to think of
the both sides of an argument. The management
diploma was awarded to the first batch on 16th June,
1954 with the greetings of 'Happy Bloom's Day'. Since
then this day has come to be associated with the
grooming up of managers.
In India where the managers grow up in the
environment of 'adversity', 'scarcity' and excessive
'bureaucratic red tape', they are the modern day's
Ulysses.
Secret of Success
These are difficult times- uncertain and volatile- all
over the world. David Cameron, the British Prime
Minister calls it an “Age of Adversity” as his Chancellor
of the Exchequer George Osborne delivers an
Austere Budget.
IBM Global CEO Study 2010, points out that 71 per
cent of the CEOs in the world find it difficult to
provide leadership under such complex and exacting
environments. Under such circumstances, the mantle
of leadership in the world of business and politics,
naturally, falls on the shoulders of Indian Managers.
The secret of success of the Indian Managers lie in his
legendary power of improvisation, most commonly
called “Jugaad” a “can do, will do and never die”
attitude to rig up something in the face of adversity.
Many call this an “incremental or frugal innovation” as
opposed to the radical or revolutionary innovation
which is possible only in the large Research and
Development laboratories of the West.
Whereas the Indian way of innovation is highly cost
effective and can be replicated en mass, the Western
way has forbidding costs and lacks en mass
application. Nothing can illustrate it better than a
recent case where an American pharmaceutical
5
The Great Indian Manager
India's own Ulysses
Prof. Gursharan Singh Bedi
Faculty - IBS Chandigarh
company Amylin came up with a promising drug
molecule to treat Diabetes but could not make it
commercially viable because of the high
development costs involved. It then approached
Biocon, a Bangaluru based Indian company to do
something about it. Biocon found an innovative way
to express that molecule in the host system which
reduced the development cost ten-fold making it
commercially viable.
As many as 63 companies out of Fortune 500
companies have Research and Development
facilities in India. General Electric' R&D centre in
Bangaluru is the biggest any where in the world.
Cisco, Yahoo and Microsoft, all, have R&D facilities in
India. 15.5 per cent of all start-ups in Silicon Valley are
founded by Indians
Vanguards of Globalization
Indians and Indian companies are in the vanguard of
Globalization. Laxmi Mittal's Mittal Steel became the
largest steel group after &27 billion acquisition of
Arcelor. Former Vodaforne Chief Arun Sarin acquired
Hutch for $11 billion. Tata Steel bought Corus for
$11billion. Infosys, TCS , Wipro, Mahindra, Reliance
and many other are on acquisition spree all over the
world.
As Indra Nooyi, CEO of PepsiCo since 2006 and
Manvinder Singh Banga former Unilever President of
Food division have becoming iconic figures in the
world of business and management; there is a
scramble for multinational companies to recruit
Indian executives. The beleaguered US investment
banks Goldman Sachs, Morgan Stanley to Bank of
America's Merrill Lynch, have picked up Indian
managers from ICICI and Axis Bank to head their
business operations in India.
Earlier Neel Kashkari of Indian parentage was chosen
as an Assistant Secretary of US Treasury to oversee
the implementation of Troubled Assets Relief
Program of US $ 700 billion.
Men of values
Besides innovative spirit of the Indian manager, it is
his ethics and moral values, which are moored deep
into the philosophical musings of Bhagwad Gita. Mr.
N.R. Narayana Murthy, the founder of Infosys, in a
recent interview to a leading business TV channel
said, “The business of the business is to add value to
the society; create goodwill with every stakeholder
and build more respectable enterprise than more
profitable or with more market capitalization.”
 “Try not to become a man of success but rather a man belongs to India and China, one wonders if it does not

eMag
of value”,said Albert Einstein.Time magazine has used
this quotation to describe Mr. Manmohan Singh, our
Prime Minister while declaring him as one of the 100
most influential persons of the world. It says, “In
endeavoring to lift India's people to prosperity and
stability, Singh has achieved both.” What is true of Mr.
CMA
belong to India alone. As per Forbes list of World's
richest, as many as 10 out of 25 in Asia belong to India.
Hongkong and Japan each have 5; Mainland China
has only one. More than half of the Indian billionaires
are self made business leaders.
The Indian Manager has arrived. The world is

Singh as the CEO of the nation is true of the great cheering. But we have “miles to go” before we rest on
Indian Manager. our laurels
Today, when economists say that 21st Century

Annual General Meeting of CMA in progress

Elected body of CMA - 2010-11

Dr. Gulshan Sharma – President
Dr. Niraj Pasricha – V.President
Mr. J.N.Vohra – General Secretary
Mr. A.K.Gandhi –jt. Secretary
CA Vivek Goyal - Treasurer

Other elected members of the Executive

Dr. Anshu Kataria
Mr. Amarjit Singh Tanda
Col M.G. S. Khurana
Col SC Sharma (Retd)
Dr. Manoj K Sharma
Dr. T.L Kaushal
Mr. H.S Bhatti
Er. M.L. Garg
Mr. Tarlok Singh Chhabra

6
 eMag
Training and Development Challenges
CMA
The basic purpose of any T and D activity is to help
individuals convert their potential in to usable
competencies needed for effective functioning of
any organisation. Unfortunately ,most of the so-
called training ends up being a ritual of training alone
(and not training and development) and that too
unintelligently because establishments given the
responsibility, do not invest in H R D practices in
supporting new techniques and technologies. Also,
such best practices are possible only under the right
set of organizational attitudes. It is common
knowledge that what ever is learnt by the
participants does not get converted in to new
desirable behavior as firstly 'Right' inputs are not
given and secondly learning is not re-enforced at
appropriate intervals. There is a need to leverage
individual expertise and experience for the benefit of
the organisations by supporting self development of
employees at different levels and by providing deficit
knowledge and expertise.
What can de done?
1. Break the old barriers- unconventional thinking
needed Hence perceptions, attitudes and
actions of those who frame T and D policies have
to be redefined. For example, recognizing the
fact that all employees don't learn the same way.
Also, we must not talk only of training but
Training and Development as a package since
they complement and supplement each other.
2. T and D policies must be designed in such a
manner that they become more
· Alert
· Dynamic
· Futuristic
· Responsive
· Effective
3. Set up Nodal T and D Centers by identifying
suitable geographical areas/ professionally
viable locations to take T and D where it is most
required rather than calling every trainee to
training establishments as is being done now.
Admittedly, some activities will have to be
centralized
4 Develop suitable Talent Management Systems
to identify, grow ,use and create talents in areas
considered useful. This involves
mentoring/modeling and coaching new talent.
· Mind set to identify talent needs change.. What
is talent ? Not only the genius or those with high-
fie qualifications. Do seniors in the Departments
have the ability to judge the ability of their
juniors?
7
in Corporate World
Col. D S Cheema
Vice President (HR), FTP
· Recognize talent, spot, nurture, use
· Create learning environment.
5. Emphasis on Learning and Mentoring rather
than training/ teaching/ coaching alone, in
certain specific areas.
6. Think distance education in selected areas.
7. One-shot Training is not effective. Track the
trainee and re-enforce inputs at appropriate
intervals.
8. Sharing Technical/ administrative information
and knowledge on line at individual/
organizational levels. Use of websites, blogs etc
for sharing solutions to problems and for
developing new systems etc.
9. Training and Development Need Analysis
(TDNA). Identity deficit areas. Initiate research
related with T and D needs.
10. Basic Management Training at all levels as an
essential input.
11. Realistic Terminal Behavior as out come of T and
D
12. Build linkages with suitable institutions all over
to take advantage of their expertise in areas that
meet special needs.
13. Outsource T and D activities wherever possible
to conserve own resources and take advantage
of expertise available elsewhere.
14. Make T and D a 24 x 7 learning activity .
15. Cost-consciousness must become part of every
T & D activity.
16. Encourage Professional Democracy in T & D.
Encourage and reward fearlessness in
professional matters (of course, within the limits
of discipline) Organisations could pose a
problem area on net and invite solutions from
any level from within the Department. The idea
is to create continuous rigorous and fearless
learning/T and D environment .
17. Develop a system of Potential Appraisal so that
suitable senior/middle/junior level officers can
be trained and developed as faculty for different
types of courses.
18. Training of Trainers- look for Master Trainers or
Certified Trainers in different areas /disciplines.
19. Create Knowledge Repositories of useful
information, knowledge and wisdom available
in different forms at different places. Aim is not
to keep 're-inventing the wheel'. There is no
harm in copying a good idea and modifying it to
suit our requirements.
20. Personal development must become an
integral part of any professional training. Include
 the following areas (not comprehensive ) :
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(a) Knowledge of self to lead a meaningful and
successful life professionally and personally.
(How to realize one's full potential and use it
for professional achievements ?)
(b) Preparing one self as a knowledge worker
of 21 st century (etiquette, mannerism,
CMA
professional conduct, good communication
etc.)
Critical Factors
1. Training and development is a slow, continuous
and cumbersome some process which needs
personal involvement of the top boss.
2. Recruitment and selection of human resources
is a vital parameter. The more time, energy, effort
and money you spend on this, lesser inputs will
get better desired out -comes resulting in major
savings in cost.
3. One- shot training is ineffective hence keeping
the track of the trained person and observing
his/her behavior to modify future inputs is
imperative.
4. All individuals don't learn the same way and all
don't get motivated by the same techniques.
Trainer must cater to the specific training needs
of each participant.
5. To do that number of participants should never
be more than 20 in one batch.
6. Training sessions must be interactive in nature
with at least 20 percent participation from the
employees.
7. Employees must be categorized in different
levels based on their background education,
experience, position in organization etc to get
maximum benefit.
8. Inputs should be provided in a sequential order
as far as possible.
9. Brief and crisp one page notes as aid to memory
must be issued to every participants after the
session.
10. Every session to end with 'Food for Thought' for
10-15 minutes.
11. Communication and rapport between the
trainer and participants is a hallmark of any
learning exercise. Any language, English, Hindi,
Punjabi or non- verbal communication may be
adopted as long as it hits the emotional chord of
the participants and help them convert their
thoughts into action i.e. changed improved
behavior.
12. Deliberate effort should be made to search /
spot training- talent amongst participants over
a period of time and nurture them initially as
Associate Trainers and later on as full fledged
trainers so that the Department does not remain
dependent on out-sourced support for training
in future.
8
13. Training syllabus must be revised and updated
for every new batch, with feedback received
from participants.
14 Suitable noise- free environment and audio-
visual aids are necessary for learning.
Some more suggestions
1. Involve every one associated with T and D in any
manner in designing the Vision, Mission and
Statement of Objectives and Strategy to achieve
those objectives (on 'need to know' basis). It
includes regular employees, associates, vendors
and suppliers, visitors, well-wishers and friends
etc. Display these at appropriate locations to
create a sense of belonging and involvement.
2. There is a need to prepare a suitable H R Policy
Manual , which should include a detailed T and D
policy and when approved, it must become a
sacrosanct document. Deviations to be allowed
with specific permission only.
3. For designing T and D policy, after identifying
Training and Development Needs Analysis, help
of an expert may be taken
4. Include a management expert (within the frame
work of rules) for any recruitment and selection
process. A competency and general behaviour
,conduct and attitude check is useful in selecting
the right employee for a long term perspective.
5. A system of reporting/performance in the initial
stages after entry of an employee is very
important. If rules permit, a check at
one/three/six/twelve months should be
adopted to weed out any undesirable employee,
who manages to get in by hiding his/her
shortcomings or by any means other than merit,
as early as possible.
6. Track the professional movement of the trainee
and provide T and D inputs to meet specific
professional needs.
7. Regular brain- storming sessions (at least once a
month ) at different locations with a
management expert as the facilitator, to know
the pulse of the employees and adopt
innovative measures for improvemen
8. Senior managers must be trained to spend at
least 10 % of their official working time on
developing themselves professionally
9. Innovate methods of Training and Development
through a continuous review process
10. Prepare a separate document in the form of a
book to include all that is required for self-
development of employees.
11. Involve officers at the highest level in T and D
activities.
12. Develop linkages with other suitable training
establishments.
 eMag
CMA
Principal Continental College of Higher Studies
In the dusking years in college, you might gain your
maiden glimpse of the ensuing professional world. It
might be through the eyes of a professor who might
have come to the university after a successful career
in business or it might be through an internship you
pursue. At times, the business world can seem
exciting while at other times, rather daunting. While
college certainly facilitates an important & firm
grounding for fruitful career, it is certainly not the end
of your preparation for surmounting the challenges
of career.
You've spent approximately the last seventeen years
sitting in classrooms absorbing bits & scoops of
knowledge. Every now and then you were tested to
see how well you remembered that information.
Occasionally, you had to write a research paper;
sometimes quite an extensive one. You were given
the assignment back in September. The paper wasn't
due until December.
Suddenly you are out of the safe haven of the
classroom, where you were tested on schedule, and
deadlines were not months but days away. You are
thrust into the harsh reality of your first job. Deadlines
are “tomorrow, at the latest.” There are no formal
exams, but don't ever forget -- you are being tested;
everyday. The results come, not in report cards, but in
performance reviews. Always remember to do your
best; you are being watched. Why is your employer
watching you? You may think it's a money thing. That
is, of course, true; but it isn't the only reason. Your
performance in the classroom impacted you alone,
not your college, or even your professor. In contrast,
your performance at work impacts the organization
as a whole, your bosses, and even your co-workers.
You are one spoke in the wheel that makes the
organization run. If that spoke is broken, your
employer will just go out and replace it.
Consider the following key career skills that will be
vital as you transition to the workplace:
Skill # 1 -- Develop effective communication skills
What do you think researchers say is the most
important ingredient for success and achievement in
today's workplace? What's the foundation for
supportive, cooperative work and personal
relationships? Interestingly, the answer to both of
these questions is the same -- the ability to
communicate skillfully and confidently with people.
Therefore, excellent interpersonal communication
skills (Verbal & non verbal including body language)
9
College to Corporate
A Journey
Navdeep Kaur Chauhan
are the most powerful career and personal skills you
can possess. This means, how you communicate with
others and through others to get business results. As
a young professional, you need to focus on both
verbal as well as written communication skills (e-mail
and regular correspondence).Human resources
professionals estimate that more than 80 per cent of
people who fail at their jobs do so for one reason --
they don't relate well to other people. Even in highly
technical jobs, success or failure is determined more
by human relations skills than by technical
proficiency. A study published by the Carnegie
Institute of Technology reports that 15 per cent of
financial and career success is due to technical
competence and 85 per cent is due to interpersonal
skills. Let's face it, dealing with others isn't always easy.
In fact, if you're like most people, it will probably turn
out to be one of the biggest day-to-day challenges
you will face in the workplace. Therefore, it's
important for you to meet the challenge and be
successful with all the people with whom you
interact. Strive to build strong and better
relationships with your work associates (this includes
your manager, clients and customers, peers, co-
workers and others). If you work on mastering Career
Skill # 1, you're certain to be on your way to success.
Skill # 2 -- Need for a professional attitude
A professional attitude might be the most important
ingredient for your business success. You need to
respect workplace rules and follow a certain code of
behavior. You must be diligent in your work and
dedicated to your job. You have to arrive on time and
reject the temptation to leave early. In short, there are
no shortcuts to business success. You must be willing
to play by the rules of the game.
Skill # 3 -- Administrative: Manage your job
It's a fact of business life. Every day employees are
judged by their ability to manage projects, priorities
and deadlines. An organization's success (and your
own career success) depends, to a great degree, upon
your skill in getting things done -- on time and with
the desired result. Find out as soon as possible what
your company and manager expect from you. This
will include using your people (interpersonal
communication) and technical skills (the knowledge,
skills and abilities that make you a sought-after
professional). Once you determine what's expected
of you, decide how you will accomplish it. Design a
professional development plan so that your action
 eMag
items lead to achieving your goals. Stay on top of
even the most demanding schedule of competing
priorities and multiple projects. To help with this,
build a deadline ie a "safety net" to make sure no
critical deadlines slip by. Also, make sure that your
CMA
deadlines are realistic. Finally, get a mentor who can
help you design an effective career plan.
Skill # 4 Persistence pays
Far too often, employees are willing to give up once
they encounter an obstacle. They wrongly believe
that one failure will lead to a succession of failures.
They fail to recognize the fact that many of us learn
more from our failures than from our successes. If you
analyze the success of a business executive, chances
are he or she is a persistent person. Certainly, there are
times when you will need to abandon one approach
and embrace another. However, while your methods
may vary, continue to keep focused on your goals.You
might be surprised at how much you accomplish if
you remain persistent in your efforts.
Skill # 5 -- Build and leverage your relationships
The old adage "Who you know can be just as
important as what you know" applies here. And,
nowhere is this truer than in today's workplace where
managers, colleagues and mentors (if you're lucky
enough to attract one or two) often determine who
gets noticed and promoted, who finds a new job, and
who thrives in the new organisation. Take charge of
your career by becoming a partner with your
manager.That means that you will be working to gain
your manager's respect and trust in your
competence. Enlist your manager's full support for
your projects. As we covered earlier, know what's
important to your manager. Be open to constructive
criticism because it has a constructive impact. Your
manager is the person with the power to open doors
for you, help accelerate your learning and
development and support you in achieving your
10
goals. Strive for harmonious working relationships.
Workplace conflict can have constructive or
destructive consequences on an individual's
performance, the team's performance, and the
organisation as a whole. This conflict is often the
result of clashes in vision, priorities, values and
personal loyalties. Anticipate and sidestep the pitfalls
that could impede your progress. Once you are on
solid ground with your team and manager, look
around and see which bridges you need to build so
that you are connected with the right people in the
organisation (those who can make things happen for
you). Some of these relationships may last over the
span of your career. Nurture them and value them for
what you can get as well as give to them.
A final word
A smooth transition from college to the work world is
possible if you have the proper mental attitude, make
smart moves early in your career and establish ties to
your community. To put things in proper perspective,
by all means recognize the seriousness of starting
your first full-time job, but don't be mentally
overburdened by trying to match the success of co-
workers or other professional colleagues. However, as
long you stay at your first job, do your best and
accomplish as much as you can. Bear in mind, though,
that your career is more than a single job. During your
career you will most likely work with many
companies in various positions. Some will be more
fulfilling and challenging than others. The success
you achieve will result from the discipline, dedication
and determination that you develop as a young
professional. These attributes will uniquely shape
your character and promote your success
throughout your lifetime. For now, study hard and
work diligently but enjoy life to the fullest.
 eMag
CMA
15 Jun was my 67th/68th Birth Day! (PAK/Rawalpindi
Archives: please help). My beloved, one & only lady
wife of 38 yrs, & Dream Girl/Sweet Heart of 49 yrs,
(now 61), was medically advised to take long walks,
after a surgery (in Apr) to strengthen her abdominal
muscles. The world wide Climate change, was
recording 43-44 Deg. C, at Chandigarh. Our indoor
rocker/slimmer, though helpful, was not a substitute
for Nature cure. My innate love demanded a surprise
Himachal Pradesh (HP)
Holiday to restore the
health of my heart
throb. Of course, I
discretely got her
explicit consent/OK, as
in all family matters;
though I am the
master or/& the mouse
of the house, I have her
permission to say so!
I booked our hotel accommodations (for our 38th
honey moon) on line on 1st Jun: One night at Shimla,
six nights at Naldehra Golf Glades, & two nights at
Narkanda.
We hit the road at 6.30 am (to avoid traffic jam at
Kalka) on our 'Bitto', the Maruti SEX4, (Correction SX4-
ZXi: Get aside the men are here!), after due
preparations, down to my golf set & kit, a novel,
Madonna's biography (yes, Renu only reads
biographies), CDs, playing cards, extra cells for my
hearing aid, essential booze, snacks, an electric tea
kettle, milk powder, tea bags, sugar cubes, two
umbrellas, torches, candles & blab la; not forgetting
essential emergency medicines, including extra first
aid kits & some light warm clothing.
We enjoyed and made New Friends
We enjoyed each others' company, made new friends,
halted at will, took long walks morning & evening,
(averaging 8-10 Kms. per day), admired the nature,
the melodious music of the towering pines, cedars,
weeping willows & were lucky to see snow line of
Himalayas, one evening from Narkanda! We ritually
took time out for doing our routine Guru Ramdev
Pranayam & Kapal Bharati. The space constraints do
not permit me to describe the beauty & tranquility of
nature at Timber Trail,
Hotel Destination
lawns, The magnificent
Hotels Peterhof, The
Ridge & Scandal Pt,
Hotel Wildflower Hall,
Kufri, , Hotel Hetu, Fagu,
a number of temples,
The sulphur spring
( Tatta Paani), & of
course the unique
11
Our Memorable Health
Recouping Holiday
Lt Col S K Suri, (Retd)
PSC, MSc, MBA, DTM, Research Associate R.I.P.H.C.,
Naldehra Golf course (18 holes-6800 yds), the
horse/pony rides. It was a treat watch & mix with the
beautiful children, pretty women & men folks of HP!
Being flexible, we extended our stay by a day & night
halt at the Hotel Palace, Chail on our return journey. I
failed to coach my Lady wife, now 61, to play golf,
although she has almost learnt putting! And why
not? I had to, therefore, I permitted her to beat me at
our daily, short '21 patty' rummy sessions, as usual.
When I played golf with new friends Iqbal Singh (82),
& Col Ajit Singh (80), my lady walked in/around the
golf course & joined us for our lemon tea sessions. Our
friends could not join us for beer/ drinks because they
said, & we agree: Ageing, drinking & driving, especially
in hills do not combine!
We admired the honesty, hospitality, peace-loving
nature, simple life style of all people of Himachal! The
food was indeed admirable! Though poly-bags are
banned in HP, a lot needs to be done about littering
especially at Shimla & HP.
Help avoid Climate Change
All HPTDC Hotels & Resorts, as well as Govt. & Pvt.
Sector must adopt Solar Systems not only for heating
water, but also generating extra power/energy to
avoid Climate Change; The Naldehra Golf Course,
must be made an ideal international hilly golfing
destination by massive Central & State fund
allocation; it must be managed by professional
golfers & all red tape (from Shimla) must be
eradicated; the lawns
at HPTDC are indeed
n o t w o r t h
remembering/ writing
about. In fact the
erstwhile Maharajas of
Patiala must be
weeping in their ashes
at the pathetic state of
lawns at the Palace
Hotel, Chail; If the
Army & Pvt. Sector at higher altitudes, can do it, so
must the HPTDC; the concept of inferior standards of
Budget Hotels, must change; majority of golf courses
in India were conceived, established, maintained &
are well managed as Environment friendly innovative
Parks, by the Armed Forces to reach international
standards. It is high time our autocracy took some
serious lessons; lastly, all HPTDC offices &
establishments must be networked on Skype to save
expenses as well as to avoid constant
communication break-downs.
Not withstanding some of the above sore points, we
thank God, one & all at HP & HPTDC, for the bounty
of nature, & their kind hospitality for giving us an
exposure to this wonderful “Heaven on Earth”
during our Memorable holiday!
 eMag
Those who predicted Tsunami, Earth
CMA
Quake and Global Recession
If tsunami, earthquake, and economic recession
could be predited, lives of lakhs and billion of rupees
of the corporate, trade, and general public could be
saved.
The earthquake and resulting tsunami in the Indian
Ocean on December 26th, 2004 had a devastating
effect on India. According to the Indian government,
almost 11,000 people died in the tsunami and over
5,000 are missing and feared dead It is estimated that
380,000 Indians have been displaced by the disaster
and reconstruction is expected to cost more than 1.2
billion dollars (World Bank). The areas hardest hit by
the tsunami were the south-eastern coast and the
Andaman and Nicobar Islands.
Scientists cannot predict when earthquakes will
occur and so, they cannot determine exactly when an
ear thquake-generated tsunami will occur.
Volcanically-generated tsunamis can be forecasted if
the volcano is carefully monitored.
Scientist who predicted Earthquake & Tsunami
Professor Kerry Sieh is a geologist at the California
Institute of Technology. In 2004, Sieh's team had been
anticipating that a devastating Indian Ocean tsunami
was likely to happen sometime soon, triggered by a
shift at the Australian-Eurasian plate boundary. Less
than two weeks before the Boxing Day tsunami, at a
conference of the American Geophysical Union,
Professor Sieh warned of an impending Sumatran
earthquake. So concerned was Professor Sieh about
the potential tsunami hazard that he toured
Indonesia trying to convince officials to take the
tsunami danger seriously. He finally resorted to
distributing tsunami advice posters in Sumatra, an
action that saved hundreds of lives.
Viktor Bokov, a scientist from St.Petersburg, deals
with short-term earthquake forecasts. The
information about the forthcoming disaster in
Southeast Asia, which killed 215,000 people. Viktor
Bokov predicted major natural disaster of modern
times too. He informed about the coming earthquake
in Turkey, which occurred on April 10th, 2003. The
specialist forecast the disaster with great precision
Economic downturn of 1929
There were multiple causes for the first economic
downturn in 1929, including the structural
weaknesses and specific events that turned it into a
major depression and the way in which the downturn
spread from country to country. In relation to the
1929 downturn, historians emphasize structural
12
Abhay Vohra
Project Manager-Business Analysis,
Net Solutions, Technology Park, Chandigarh
factors like massive bank failures and the stock
market crash, while economists (such as Barry
Eichengreen, Milton Friedman and Peter Temin) point
to monetary factors such as actions by the US Federal
Reserve that contracted the money supply, and
Britain's decision to return to the Gold Standard at
pre-World War I parities (US$4.86:£1).
Recessions and business cycles are thought to be a
normal part of living in a world of inexact balances
between supply and demand. What turns a normal
recession or 'ordinary' business cycle into an actual
depression is a subject of debate and concern. Unless
a lesson is learnt from the previous recessions, it
would become difficult to manage the future
recessions.
Could Global Recession be predicted?
Had the recent global recession could be predicted,
millions of money of corporate, trade and general
public could be saved. But there were people who
predicted this downturn and made and by betting on
the same they made lot of money.
The following eMails exchanged between my cousin
Deepak at Canada and me is a miniscule picture of
the losses, which the world suffered.
Deepak: From the income I had from publishing books,
I had invested $35,000 in the stock market. In the market
crash of 2007-8, I lost $30,000 of the investment.
Me: I hope your investment has been recovered by now,
since the stock markets have gained.
Deepak: The loss was realized, which in stock market
terms means the stocks were sold and non recoverable. I
shall be cautious in the future trading.
Me: I also invest in the Stock Market but don't buy stocks.
I invest through ETF (Exchange Traded Funds) and Low
cost index funds and follow a staggered approach.
I am reading a very interesting book called 'The Big
Short' by Michael Lewis which contains a very incisive
account of the causes of the 2007-2008 crash. It was
fascinating to learn about how sub-prime mortgages
on homes were packaged into Mortgaged Backed
Securities (MBS), a types of bonds sold as investments
products. Trillions of dollars worth if these mortgages
backed bonds were created and sold by big Wall Street
banks as investment products called CDOs. When the
housing market started to collapse in 2007, and people
were unable to repay their Mortgages, these bonds
crashed which led to a credit crunch.
What is interesting is that there were a few investors
who anticipated the housing market collapse and
 eMag
CMA
Increasing Housing Decreasing Housing
Prices Prices
actually made money betting against it.
I urge you to read this book, if you can find a copy in your
local library.
People who predicted the economic Crash
Most interestingly, there were people who predicted
the crash, such as John Paulson and Dr. Mike Burry. I
have been reading a story of John Paulson described
in a book written by Gregory Zuckerman - The
Greatest Trade Ever: How John Paulson Bet Against
the Markets and Made $20 Billion. The story of one
man's refusal to believe in the health of the housing
boom tells us a great deal about the financial crisis.
On a single morning in 2007, when gung ho sub-
prime lender New Century announced it was in
trouble, Paulson's fund clocked up gains of $1.25bn.
The book review describes: Back in 2006, hunched
13
over spreadsheets, hedge fund titan John Paulson
realised that the housing market was vastly
overstretched. Fuelled by sub-prime mortgages, it
was a classic bubble ready to burst. He had waited his
whole life for this perfect trade. Paulson, who had
never dealt in real-estate before, struggled to
convince bullish Wall Street investors about the
coming crash. But as house prices began to falter and
the financial system collapsed, he reaped the
rewards. He made a now-legendary series of trades,
executed with technical skill and perfect timing. The
results were spectacular. In a single morning in late
2007 Paulson made $1.25bn from a five-point fall in
the markets. Across the year he earned $15 billion for
his fund, including $4 billion for himself more than
the incomes of J.K Rowling, Oprah Winfrey and Tiger
Woods put together.
It was the largest trading windfall in history by far,
securing his place in the history books alongside
Warren Buffet and George Soros. Written with the
exclusive co-operation of the highly secretive
Paulson, The Greatest Trade Ever tells the full story of
his trade for the first time. Like Barbarians at the Gate
20 years ago, it also tells a wider story of staggering
wealth accumulation, hubris and financial whizzery. It
is essential reading for anyone seeking to understand
the inner workings of the markets and trying to spot
the next bubble.
 eMag
CMA
The Arbitration and Conciliation Act, 1996 fuses the
laws on the subject of arbitration in India and is
primarily based on the United Nations Commission
on International Trade Law (UNCITRAL) Model Law.
Prior to this India had the Arbitration (Protocol and
Invention) Act 1997, the Arbitration Act 1940 and the
foreign awards (Recognition and Enforcement) Act
1961.
With the passage of time, some difficulties in the
applicability of the Act of 1996 have been noticed.
Therefore, it became very important on the part of
the Parliament to re-examine certain provisions of
the 1996 Act so as to make sure that the arbitral
process was easily conducted with nominal
interfering by the courts and also to cure the wrong
practices that had sneaked into the arbitral process.
Taking into account all these facts and circumstances,
the authorities have proposed to amend certain
provisions of the Act in order to remove these
difficulties. For this purpose the consultation paper
has been prepared by the Law Ministry and has been
released for seeking comments.
International Commercial Arbitration
The major changes proposed by the said
amendment are in
relation to Sections
2(2), 11, 12, 28,
31(7)(b), 34 and 36
of the Act. Section
2(2) of the Ac t
relating to the
applicability of Part
I of 1996 Act reads
“ This par t shall
apply where the
place of arbitration is in India.” This provision has also
been interpreted differently by the Courts at different
points of time, thereby giving varied inconsistent
implications in respect of international commercial
arbitration where seat of arbitration is not India in a
range of cases such as Bhatia International vs. Bulk
Trading (2002)4 SCC 105, Shreejee Traco (I) Private
Ltd. Vs. Paper Line International (2003)9 SCC 79,
Venture Global Engineering Vs. Satyam
Computers 2008(1) SCALE 214. In Bhatia
International case, the Supreme Court has held that
Part I would apply to international Commercial
arbitration held outside India (hereinafter “foreign
arbitration”) while in certain other decisions for eg.
Shreejee Traco(I) Pvt. Ltd. Vs. Paper Line International
14
Applicability of Part- I of
The Act to Arbitration
DEEPAK JINDAL
Deputy Advocate General, (Haryana)
Inc (2003) 9 SCC 79 held otherwise.
In Bhatia International case, the Supreme Court has
even gone to the extent of saying that in the absence
of the word 'only' in Section 2(2), Part I of the Act
would apply to arbitration held outside India, so long
as the law of India governed the Contract. In coming
to this conclusion, the Supreme Court has taken the
support of similar provision in UNCITRAL Model Law.
Article 1(2) of the Model Law says that the provisions
of this law, except Articles 8, 9, 35 and 36, apply “only”
if the place of arbitration is in the territory of this
State.
In the case of Venture Global Engg, the Supreme
Court held that it is also clear that even in the case of
international commercial arbitration held out of India,
(including the non-convention countries) provisions of
Part-I would apply unless the parties by agreement,
express or implied, exclude all or any of its provisions. It
was also held that the parties may make an application
u/s 34 of the Act to set aside such awards. This line of
judicial reasoning has been widely criticized by
practitioners of international commercial arbitration.
Reciprocity Reservation
The New York Convention has rightly been relied
upon in the Consultation Paper in differing with the
judgments of the Supreme Court as aforesaid. The
Clause (3) of Article 1 of New York convention on the
Recognition and Enforcement of Arbitral Awards
permits the signing, ratifying or declaration by the
acceding State on the basis of reciprocity that it will
apply the convention made only in the territory of
another Contracting State. Article I(3) of the New York
Convention has granted liberty to all the signatory
countries to provide for“reciprocity reservation”.
India has also made the reciprocity reservation as
well as the commercial reservation. Provisions of Part
II which deal with enforcement of foreign award, is
not applicable to an international commercial
arbitration which takes place in non-convention
country and where there is no reciprocal agreement
between that country and Central Government.
Sections 44 and 53 of Part II of the Act clearly
recognise reciprocity.
Hence, Part I should not be applicable to arbitrations
whose seat is not in India. However, the language of
Part I does give rise to “practical problems” as it does
not enable a court to grant interim orders in case the
seat is outside India or grant assistance in obtaining
evidence.
 eMag
Welcome Amendment
In view of all this, Section 2(2) of the Arbitration and
Conciliation Act has been
considered again. In order to
restrain intervention from
the Courts, the Consultation
paper proposes to amend
CMA
Sec. 2(2) by inserting the
word “only” in the provision
to exclude specifically the
applicability of Part I to the
International Commercial Arbitration where the
place of arbitration is not in India. Section 9
(application for interim relief ) and Section 27 (Court
assistance in taking evidence for arbitration held
outside India) have been kept outside the purview of
this exclusion and for this a proviso has been added
after which the section shall read as follows:
“This part shall apply only where the place of
arbitration in India.
Provided that provisions of section 9 and 29 shall
also apply to International Commercial
arbitration where the place of arbitration is not in
India if an award made in such place is
enforceable and recognized under part II of this
Act.“
This is a welcome amendment and has a great deal of
15
merit. A bare reading of the above provision leads to
an irresistible conclusion that with the introduction
of the proposed amendments, it seeks to exclude the
applicability of all the Provisions of Part I of the Act
except for section 9 (application for interim relief )
and Section 27 (Court assistance in taking evidence
for arbitration held outside India). It can also be
inferred from it that the parties to the arbitration will
not be able to contract out of section 9 and section 27
of the Act in their arbitration agreement. Under the
proposed amendment, only these two provisions will
continue to apply in respect of international
commercial arbitrations where the place of
arbitration is outside India. This has perhaps been
necessitated by realistic difficulties where the place
of arbitration is outside India, parties might find it
necessary, for instance, to move for interim relief in
India (for eg. where the assets of the parties are
entirely in India).
I conclude by saying that speedy disposal of
Commercial disputes is one of the indispensable
requisites for growth and development in the Indian
economy. The proposed amendments to the Act of
1996 will have far-reaching effects and would have a
great impact on the manner in which arbitrations
would be conducted.
 eMag
CMA
AVP- Admin and is also a Research Scholar in
A number of research and surveys have been carried
out on reducing turn over and retaining talented
employees and these results have been published.
Yet, attrition doesn't seem to stop. Many Employers in
service industry find it hard to retain and thus the
turnover costs of these companies are mounting.
There had been a raging debate by HR experts, as to
whether better compensation package helps retain
employees or is it the fair treatment? A recent poll
seems to suggest that “good coaching and better
interaction with the Boss” weighs over compensation
package. However, I attended a seminar recently and
found that most of the HR experts were in favour of
“Good compensation package”.
Having served in the Armed Forces for over 25 years
and now with over 5 years of exposures in corporate
world, I tend to agree with the result of recent poll,
that is, a fair treatment is more conducive for
employee retention than compensation package.
The important factors which help in employee
retention are,
Suggested Measures: Employee Retention
a. A just and fair treatment of employees is very
important. Treat each employee with respect
and show them that you care about them as a
person and not only as an employee. Adequate
opportunity should be given to interact with
senior officials of the company.
b. Good compensation and benefit package does
play an important role in helping retain
employees.
c. Create stimulating work environment and
provide opportunity to employees to learn and
develop new skills. Link goals of the
organisation to that of individual goals.
d. Employers/Seniors must be vocal in praising
attempts and accomplishments, be it small or
large promptly, sincerely and publicly. It must be
also be followed up in writing and recorded.
e. Goals, objectives, responsibilities should be well
defined and management should encourage
employees to achieve those objectives.
f. Recognize performance appropriately and
consistently by rewarding outstanding
performances, and coach and train laggards.
g. Involve employees in plans and decisions,
especially those affecting them. Encourage new
ideas, opinions and allow them to take initiative.
h. Actively listen to employees concerns, be it
work related or personal. Tacit Involvement of
spouse or family will yield better results.
16
Attrition! How to Retain
Talented Employees?
Col ( Retd) Taj Hoda is currently working as
HR in Panjab University, Chandigarh.
i. Allow lateral flow of information, openly, truly
and promptly with compassion.
j. Engage employees in celebrating success and
milestones, be it personal or organisational.
Create an organisational culture which is open,
trustworthy and fun.
k. Involve employees in understanding mission
and vision of the organisation and help them
work towards the vision.
l. Last but not the least, have a long term
succession plan in place.
Conclusion
Retaining employee therefore is not very difficult but
challenging. Gone are the days when an employee
spent a lifetime working with an organisation. Ethical
values like personal involvement, attachment,
loyalties and mutual
respect between
employer and the
employee have been
overtaken by faster
growth, higher skills,
domain expertise and
better compensation
and perquisites.
Today's tech savvy
and upwardly mobile
employee wants
better raise, faster
growth and quicker promotions...and the same is
being lapped up by like minded “Employers” who are
ready to poach employees of other organisations
with lucrative offers and promise to pay higher
perquisites.
However, all is not lost and a very large number of
organisations are able to stem the tide of attrition by
introducing and implementing well thought out
plans. These measures include creating stimulating
work environment, offering flexible career options
laced with excellent benefit packages. A transparent
appraisal system must be in place to recognise and
reward good performance. Major steps towards
retention involve better training and interaction with
seniors, improving skills, providing challenging,
rewarding and interesting work. It is also important to
encourage better team work, cohesion and good
bonding between the co workers, respect multi
cultural ethos and norms and ensure respectful
treatment of all employees.
Source- Personal research and information through
internet .
 eMag JOHARI WINDOW A Simple Tool for
CMA
interpersonal development
What it is?
A simple and useful tool for understanding and
training self-awareness, personal development,
improving communications, interpersonal
relationships, group dynamics, team development
and intergroup relationships. It was created by
American psychologists Joseph Luft and Harry
Ingham in 1955 calling it “Johari' after combining
their first names, Joe and Harry. Johari window is
especially relevant due to emphasis on, and influence
of, 'soft' skills, behavior, empathy, cooperation,
intergroup development and interpersonal
development.
It represents information feelings, experience, views,
attitudes, skills, intentions, motivation, etc within or
about a person in relation to their team from four
perspectives. It can also be used to represent the
same information for a team in relation to other
teams.
Johari Window's Four Regions :
1. Open area, open self, free area, free self or
'the arena': what is known by the person about
him/herself and is also known by others
2. Blind area, blind self, or 'blind spot': what is
unknown by the person about him/herself but
which others know
3. Hidden area, hidden self, avoided area,
avoided self or 'facade': what the person
knows about him/herself that others do not
know
4. Unknown area or unknown self: what is
unknown by the person about him/herself and
is also unknown by others
Johari Region 1
Johari region 1 is also known as the 'area of free
activity'. This is the information about the person -
behaviour, attitude, feelings, emotion, knowledge,
experience, skills, views, etc - known by the person
('the self') and known by the group ('others'). The aim
in any group should always be to develop the 'open
area' for every person, because when we work in this
area with others we are at our most effective and
productive, and the group is at its most productive
too. The open free area, or 'the arena', can be seen as
the space where good communications and
cooperation occur, free from distractions, mistrust,
confusion, conflict and misunderstanding.
Managers and team leaders can play an important
role in facilitating feedback and disclosure among
group members, and in directly giving feedback to
17
Understanding
Col (Retd.) B.M.Sabhlok
Corporate Trainer
individuals about their own blind areas. Leaders also
have a big responsibility to promote a culture and
expectation for open, honest, positive, helpful,
constructive, sensitive communications, and the
sharing of knowledge throughout their organization.
Johari Region 2
By seeking or soliciting feedback from others, the aim
should be to reduce this area and thereby to increase
the open area ie, to increase self-awareness.This blind
area is not an effective or productive space for
individuals or groups. This blind area could also be
referred to as ignorance about oneself, or issues in
which one is deluded. A blind area could also include
issues that others are deliberately withholding from a
person. We all know how difficult it is to work well
when kept in the dark.
Group members and managers can take some
responsibility for helping an individual to reduce
their blind area - in turn increasing the open area - by
giving sensitive feedback and encouraging
disclosure. Managers should promote a climate of
non-judgemental feedback, and group response to
individual disclosure, which reduces fear and
therefore encourages both processes to happen.
Johari Region 3
Johari region 3 is what is known to ourselves but kept
hidden from, and therefore unknown, to others. This
hidden or avoided self represents information,
feelings, etc, anything that a person knows about
him/self, but which is not revealed or is kept hidden
from others. The hidden area could also include
sensitivities, fears, hidden agendas, manipulative
intentions, secrets - anything that a person knows but
does not reveal, for whatever reason. It's natural for
very personal and private information and feelings to
remain hidden, indeed, certain information, feelings
and experiences have no bearing on work, and so can
and should remain hidden. However, typically, a lot of
hidden information is not very personal, it is work - or
performance-related, and so is better positioned in
the open area.
Relevant hidden information and feelings, etc, should
be moved into the open area through the process of
'disclosure'.The aim should be to disclose and expose
relevant information and feelings - hence the Johari
Window terminology 'self-disclosure' and 'exposure
process', thereby increasing the open area. By telling
others how we feel and other information about
ourselves we reduce the hidden area, and increase
the open area, which enables better understanding,
 cooperation, trust, team-working effectiveness and promote the processes of self-discovery, constructive

eMag
productivity. Reducing hidden areas also reduces the
potential for confusion, misunderstanding, poor
communication, etc, which all distract from and
undermine team effectiveness.
Johari Region 4
The processes by which the information and
CMA
observation and feedback among team members.
Johari window also relate to Emotional Quotient
(EQ)
EQ principles provide a new way to understand and
assess people's behaviours, management styles,
attitudes, interpersonal skills, and potential.

knowledge can be uncovered are various, and can be
prompted through self-discovery or observation by
others, or in certain situations through collective or
mutual discovery. Counseling can also uncover
unknown issues. Again as with disclosure and
soliciting feedback, the process of self-discovery is a
sensitive one.
Uncovering 'hidden talents' - that is unknown
aptitudes and skills, not to be confused with
developing the Johari 'hidden area' - is another
aspect of developing the unknown area, and is not so
sensitive as unknown feelings.
Managers and leaders can help by creating an
environment that encourages self-discovery, and to
Emotional Intelligence is an important consideration
in human resources planning, job profiling,
recruitment interviewing and selection,
management development, customer relations and
customer service, and more.
The EQ concept argues that IQ, or conventional
intelligence, is too narrow; that there are wider areas
of Emotional Intelligence that dictate and enable
how successful we are.
EQ embraces two aspects of intelligence:
• Understanding yourself, your goals, intentions,
responses and behaviour.
• Understanding others, and their feelings.

Divya Gurnay, Duaghter of CMA Member Mr. Balwant Gurunay

From your left to right as you look at the picture:-

Standing- Indira Kadambi, Divya Gurnay, Major Geetanjali, Kritika Bhardwaj, Vallari Pathak.
Sitting with NIM flag Neetu Tanwar

Divya Gurnay, daughter of Mr. Balwant Gurney-a CMA Member, a 20 years old student of MCM DAV College
Chandigarh and an alumnus of Yadavindra Public School conquered Rudugaira peak 19090 ft in the region of
Gangotri glacier on 17th june 2010. She accomplished this feat as a part of a19 member all girls team from
different corners of India. Divya Gurunay is the first young lady along with her team mates to have accomplished
this task as a part of an all women team comprising members as diverse as an army Major, Maj. Geetanjali of
Indian army and graphic designer Sonali Bhatia.
This peak is higher than Mt. Elbrus which is the highest peak in Europe and is higher than Vinson Massif, the
highest peak in Antarctica and Puncak Jaya, the highest peak in Oceania. RuduGaira peak is one of the
prestigious peaks of Gangotri region and on the wanted list of many experienced climbers. It has been scaled by
extreme sport ladies like Padmashree Bachendri Pal and Padmashree Chandraprabha Aitwal to name the
famous of the league. It is for the first time that Nehru Institute of Mountaineering has made its all women team
achieve this task and create a record in mountaineering.
Divya Gurunay has many firsts to her name. Having won more than 24 medals in various athletic events, she was
the winner of best all rounder of YPS in year 2008 and remained the school captain of this prestigious school.
Other than being the cricket blue of YPS she is an ace horse rider and a hard core adventurer. She is also the
winner of more than 30 national inter-school, inter-college and university level debates and declamations.

18
 eMag
CMA
J&K known as paradise on earth with diverse ethos,
ethnicity , culture ,religions ,culture, climate but one
thing is common which is topography .we have the
best greenery and forest cover after Madhya Pradesh.
Even best in india. Himalyan mountain ranges extend
from Kashmir to jammu and then to himachal,
uttrakhand, and north east. One can find pastures,
devdar trees and many unique trees in J&K. J&k once
known as green state now has been loosing its
shine. Exquisite scenaries and picturesque scenario
lures the tourists. The forest ranges of Jammu
Kashmir itself is specimen of adorable showcase. The
mesmerizing and
ethnicity of
geography truly
narrates the
plethora of
tremendous flora
and fauna.
Ladakh, the roof
of the world
opened to
tourists only in
the last decade. At
an awesome altitude, this highland is the bridge
between the earth and the sky. Ladakh means "land
of high passes". Until the coming of the aircraft, the
only access into this remote, high Trans-Himalayan
kingdom was across several high pass crossings.
Ladakh's landscape has more in common with the
lunar landscape than any other place on earth. Being
in a complete rain-shadow region, cut off from the
monsoon clouds by the Great Himalayas and a host of
subsidiary ranges, it is a cold high altitude desert
where the wind, water from the minimal winter
snows, and chemical reactions within the rocks
themselves, have carved a fantastic, sometimes
grotesque, landscape
Jammu, known as city of temples has also plethora of
flora and fauna having hill stations like patnitop,
nathatop, bhaderwah, doda, ,kishtwar. Jammu is
having similar kind of topography.Jammu is the
gateway to rest of the state so serve as link .Enroute to
katra where Maa vaishno resides in trikuta hills
bestows the nature a desired gift. Greenery
everywhere, the transqulity of the route itself
demonstrates the beauty of jammu .It revitalizes the
body and refreshes as atmosphere and climate is
quite pollution free. Here comes patnitop which is
just like mini gulmarg, manda forests,Ramnagar
19
Is Climate Change
affecting J&K?
Nitin Gupta
( MBA Student Of University of Jammu)
wildlife all narrates the exquisity of jammu.
Kashmir : Nature has endowed Kashmir with
innumerable gifts, its towering snow clad mountains,
icy cold streams, crystal clear and sparkling lakes,
flower meadows, colorful orchards and villages that
always attracted tourists from all parts of the world.
The centuries-old traditional fruit cultivation has
profusely colored the riposte and tranquility of
Kashmir's landscape
It is loosing its picturesque scenario
Irony is that we are witnessing the sudden changes in
the climate of Jammu and Kashmir. Last decade
witnessed the dramatic increase in the summer
temperatures and stretching of summers which
leads contraction of winters. It is all due to massive
deforestation and encroachment of land which has
altered the well maintained climate of this beautiful
state. Now many forests have been clearing in the
name of development like laying railway tracks and
to make habitat for population, some illegal
occupation and many more reasons. Usually earlier in
this part of the world temperature was pleasant one
especially in kashmir, ladakh. Now we are
experiencing that state's vegetation has been
jeopardized and vulnerable.
Lot has to be done from general public. They have to
become conscious about the fatalities which state
could experience if
this trauma is not
checked now.
Government has to
frame public-
government
society by taking
into confidence of
public that how
much it is requisite
for saving the state
f r o m e x t r e m i t y.
Proper consultation between public and
government has to be made and a cooperative
society primarily for the purpose of saving state's
greenery from extinction is to be founded. Otherwise
the greenery which is the trademark and logo of J&K
state would be vanished and beauty of Jammu and
kashmir would be read and available only in history
books. In this way, I conclude by saying that strong
conviction and determination is required to save
jammu kashmir from dramatic exploitation on the
name of development.
 eMag
Know your President
CMA

Dr. Gulshan Sharma

Dr. Gulshan Sharma is the Chairman of ITFT Education Group (Institute of Technology & Future Management Trends)
that prepares professionals of calibre to meet the ever growing needs of human resource.
Dr. Sharma completed his Doctorate in 1984-85 in Service Industry with special emphasis on International Tourism
as Business activity and Emerging Trends in Service Industry in Asia.
He submitted his research dissertations to University of Vienna, Austria, University of Woodbury, and George
Washington University, USA and for Human Resource Development & Future Trends to WTO Spain, besides his
Research Work on Japanese Culture, Cuisine Art & Handicrafts at Saporo,Tokyo,Yokohama, Kobe, & Kyoto.
Dr. Gulshan Sharma Formulated India's first Masters Programme in Tourism & Hospitality, India's first Postgraduate
Programme in Events Management, and has travelled worldwide. He set up ITFT in 1994
At present he is the Secretary General of International Punjabi Chamber for Service Industry, Centre for Media and
Entertainment Studies, and Chandigarh tourism Club.
Earlier he delivered lectures for CMA on his Vision of Chandigarh, and brought foreign experts to talk on the future
management trends. He honoured some of the CMA Past Presidents on the platforms, which he controls as Secretary
General.
He was unanimously elected President for the Chandigarh Management Association (CMA) and has taken charge of
CMA on 1st July. Members and the executive body of CMA welcome him on this occasion and wish very useful and
exciting year ahead under his stewardship.

A View of Dr. Gulshan

Sharma's Party while
assuming charge as
President of Chandigarh
Management
Association.

There was a gathering of

Past Presidents of CMA,
Theatre and Film
Celebrities, Important
people of the Tricity.

20
 Edited by : JN Vohra, Secretary General, CMA
Plot No. 5, C/o Bhartiya Vidya Bhavan, Sector 27, Chandigarh
Mobile : 9814556072
E-mail : cma.chd@gmail.com