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BI-MONTHLY MAGAZINE OF CHANDIGARH MANAGEMENT ASSOCIATION

Issue 9 April 2011

Ethics in Business and CSR

Experiments in Entrepreneurship by Rural Women
India Yet to Ratify Un-Convention Against Corruption
Bench Marking Introduction & Application
The Route to Managing your Organisation
Gita Management Aspects (GIMA)
INSIDE Washroom Mania : University's Fashion Hub For Gals !
Fad Feeding And Money Making
The Air Frame….
The Sacred Mountain Peaks of Kinnaur
My Struggle for First Job
Employability Skills - Gaps in our Education.
Events (April)
 CMA
eMag
Foreword

Dear Members,
th
This is the 6 edition of the eMag of my tenure as President.
We endeavored to preserve the regularity of these issues. I am
happy that many members and guests contributed their write-
ups, view points on diverse topics, without which it was not
possible to maintain the standard of the eMag.
Other than eMag we have also been issuing monthly CMA
eUpdates to keep our members abreast of all the activities
undertaken by CMA. Dr. Gulshan Sharma
Ph.D (Service Industry) ACTE (WTO) Spain, WT (USA)
President CMA
I am pleased to know from the editor of eMag that many & Executive Director
encouraging feed backs were received on each issue of eMag. ITFT College-Chandigarh
This is indeed very encouraging.
eMag and eUpdates were circulated amongst members, other
LMAs, and AIMA through eMails and were also uploaded
on CMA Blog, www.scribd.com and issue.com.
This issue of eMag is the last of my tenure. I wish that these
publications be continued by the coming executive.
I thank all members and executive members of CMA in
providing me their unstinted support for carrying out a part
of the agenda outlined for the year.
I wish great success to the incoming executive of CMA and
am sure they will keep the flag of CMA high for years to
come.
God bless all!
 CMA
eMag
Contents
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Skills
Development
2010-11
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Subject Page No.

Office Bearers
Ethics in Business and CSR 1-2
President Col (Retd) K.K. Sharma
Dr. Gulshan Sharma
Executive Director
ITFT Education Group, Chandigarh Experiments in Entrepreneurship by Rural Women 3-4
Dinesh K Kapila
Vice President
Dr. Niraj Pasricha
Director 5-6
India Yet to Ratify Un-Convention Against Corruption
Regional Institute of Co-operative Mgt. DR. P. K. Vasudeva
Secretary General
J.N. Vohra Bench Marking Introduction & Application 7-8
Textile Consultant TEJ K. MAGAZINE
Joint Secretary
A.K. Gandhi The Route to Managing your Organisation 8
Consultant Prof Priyavrat Thareja
Jaiparkash Associate, Ltd.

Treasurer Gita Management Aspects (GIMA) 9-10

CA Vivek Goyal J.N.Vohra
Past President
Col. Karamjeet Singh (Retd.) Washroom Mania : University's Fashion Hub For Gals ! 11
Director Bindu Singh
Continental Group of Institutes, Mohali

Editor Fad Feeding And Money Making 12-13

J.N. Vohra Col (Retd) D S Cheema
cma.chd@gmail.com
http://cmaupdate.blogspot.com/
Mob. : 9814556072 The Air Frame…. 13
Vaibhav Mehndiratta

CMA The Sacred Mountain Peaks of Kinnaur

CHANDIGARH MANAGEMENT ASSOCIATION 14-15
C/o Bhartiya Vidya Bhawan Prof. N.K. Sharma,
Plot No. 5, Sector 27-B, Madhya Marg
Chandigarh-160019, INDIA
My Struggle for First Job 15
Tel .: 0172-2656031, Fax : 0172-2639548
Website : www.cma.net.in Nitin Gupta, MBA
email : cmachandigarh@yahoo.com

Affiliated to Employability Skills - Gaps in our Education. 16

J.S.Gujral

ALL INDIA MANAGEMENT ASSOCIATION Events (April) 17-20


Ethics in Business and CSR
Ethics and morals have varying
connotations and are highly individual
perception dependent. If being ethical
were doing "whatever society
accepts," then one would have to find
out what society accepts. Ethics by
definition refers to well-founded
standards of right and wrong that
prescribe what humans ought to do,
usually in terms of rights, obligations,
benefits to society, fairness, or specific
virtues (Velasquez Manuel, 1997).
Morality on the other hand has a wider
application. Rational Morality brings
out the decision dilemma, certain
conditions for moral principles and
welfare rights. World Com (USA),
Satyam (India) or economic meltdown
of 2008 and 2009 brought forward the
importance of business ethics and
corporate governance.
Morality has been defined generally in
descriptive or normative manners. The
original descriptive definition of
“morality” refers to an actual code of
conduct put forward by society and
accepted by the members of that
society (Gert, Stanford University
2011). Normative view questions this
basic assumption. Surely, one needs to
live for oneself and the family; but
simultaneously one owes something to
one’s neighbour, colony, village and
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nation. In India there is a vacuum of
moral leadership. Such leadership is
not created by power or money but
only by virtues like pure thinking,
matching action and willingness to
sacrifice. When a seed buries itself, it
leads to a better yield. In order to get
better yield of grains, one single grain
needs to bury itself (Anna Hazare
2010). Theories of morality from
Aristotle to modern times debate on
rationality of human being and general Col (Retd) K.K. Sharma
public good. State knows best has been Regional Head for Northern Region
accepted in authoritarian regime or old for Everonn Education Group - IIPS
kingdoms but not in democratic
societies, where public good and social
contract has a better acceptability. In
ancient times theological morality held
the sway and God and his words
through the holy books in all religion
formed the basis for our conduct and
behaviour. Many dispute this ‘God
Theory” on two suppositions –
supremacy of God and the concept of
supreme good. Conscience as some
‘black box’ also is not convincing
(Navarson 20020. Other theories like
the legalism, conventionalism,
relativism or natural laws have limited
applicability in real moral sense.
Utilitarianism, stating that everyone
must ‘maximise utility’, though looks
too self-interest-dominant; yet it has a
wider application. But modern social
scientists accept ‘social contract’ as the
best morality theory as it applies to a
civilised society.
Warren Buffet during his visit to India
in early April was asked in many
interviews about his rationality of
donating billions of dollars for
philanthropic purposes. His answer
was invariably very simple, a calling of
conscience and take what is needed,
give balance to those who need it most.
1

It is truly altruistic perhaps but not universally
applicable. The world has individuals who differ in
values and understanding of fellow human beings.
Rationality of morality is, if it promotes the utility, as
against in the absence of it. But if one is only playing
by self interest, it does not guarantee that it will lead
one into a happy situation. Cooperation and
collaboration in the larger group interest in fact
makes more sense. Rules of honesty, coordination,
keeping of the promise and non-violence are
important parts of the rationality of morality. The
"Economic Man" of business is no stranger to the
difficulty of rationality of morality. Income
maximization has always been the main mantra to
stay afloat in business. All business people are
required to utilize their knowledge and resources in
such a way as to secure the best outcome from among
the possibilities available.
Milton Friedman had argued against promotion of
public good by the management. As per him, in a free-
enterprise, private-property system, a corporate
executive is an employee of the owners of the
business with a direct responsibility to his employers.
A business must be run as per stakeholders’ desire,
which is income maximization, while conforming to
the basic rules of the society and government
(Freidman, 1970). He argued that the social
responsibility of a corporation is to make money for
its shareholders, and considered Corporate Social
Responsibility a ‘subversive doctrine’ that threatened
the very foundation of free enterprise society (Lee,
2005 quoting Friedman 1962). The impact could be
seen in the results in USA - in 2001 the charitable
contributions by U.S. companies fell 14.5% in real
and over the previous 15 years, corporate giving as a
percentage of profits had dropped by 50% (Porter
2002).
Theoretically speaking, a free market should be a
panacea for a welfare state and hence there should be
no need of CSR. Detractors find problem in paying
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the bureaucrats who plan and hand over tax payers’
money to those with low skills, unemployed or
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simply lazy to work. Recently UK cut these freebies
and all need to work. Contrary to the corporate social
responsibility and philanthropic motives,
industrialist re-investing profit into the same or other
business and expanding it, will create more jobs.
Undoubtedly business creation or entrepreneurship
benefit others in a society. Without violating other’s
rights every citizen can earn, spend and create wealth
for the society at large which actually constitutes the
“wealth of a Nation”. Corporate social responsibility
reinforces the ? the separation thesis, or the idea that
we should separate ?business from ?ethics or society
(Freeman et al, 2005). Although the degree of their
conviction may vary (The Economist 2005), with the
rationalization of CSR as a concept, more and more
corporate managers are also convinced that CSR can
positively influence the financial performance of
corporations (Lee 2005), thus the jury is still out what
is ethical - CSR, generation of more jobs or
generation of wealth for the shareholders - all
ethically correct.
References:
Anna Hazare 2008 ;
http://www.annahazare.org/biography.html.
Navarson Jan, 2002; Ethics in the Business and
Professional Life; Department of Philosophy,
University of Waterloo; Waterloo, Ontario.
Frederick William C, 1998; Moving to CSR; What to
Pack for the Trip, Business and Society Volume, sage
Publication.
Freeman R. Edward, 2005; a New Approach to CSR:
Company Stakeholder Responsibility, the Darden
School, University of Virginia and S. Ramakrishna
Velamuri IESE Business School.
Friedman Milton, 1970; The Social Responsibility of
Business is to Increase its Profits; The New York
Times Magazine, September 13, 1970.
Gert, Bernard, 2011: The Definition of Morality, The
Stanford Encyclopedia of Philosophy, forthcoming
URL = <http://plato.stanford.edu/archives/
sum2011/entries/morality-definition/>.
Lee Min-Doung Paul, 2008: A review of the theories
of corporate social responsibility: Its evolutionary
path and the road ahead; International Journal of
Management Reviews
Manuel Velasquez, Claire Andre, Thomas Shanks,
S.J., and Michael J. Meyer; what is Ethics? Ethics IIE
V1 N1 (Fall 1987).
Michael E. Porter and Mark R. Kramer, 2002: The
Competitive Advantage of Corporate Philanthropy;
Harvard Business Review, On Point.
2

Experiments in Entrepreneurship by
Rural Women. - Two Successful Rural Marts
Working as a DDM (District Development
Manager) of NABARD in districts Ropar
and Nawanshahr of Punjab from 2002 to
2009, I noticed a tremendous hunger for
credit and access to entrepreneurial
opportunities amongst women in rural
areas. The main barriers were the gender
insensitivity of a deeply feudalistic society,
lack of collateral, low levels of knowledge /
literacy, lack of avenues of marketing and
at times limited communication skills
leading to low confidence. A pilot project
was introduced at that time by NABARD
wherein groups of women, preferably
from Self Help Groups would be
encouraged to set up retail outlets with
limited financial support from NABARD
(for rent, financial support to organize the
outlet and limited salary for running it) .
The only condition was the women had to
have a product / products to sell it, should
have undergone some training in a skill
(say food processing -pickles, papads,
clothing design / tailoring etc) by an
agency; could be sponsored by NABARD
through a NGO also and be ready to work
as a group transparently. I could sponsor
five rural marts (In NABARD
terminology) in Ropar district, of which
two did particularly well and would be
discussed in this article. Incidentally, a
small amount was also paid as grant to the
NGO / Trusts associating to defray their
expenses.
The Rural Mart close to my heart was of the
Mahila Jagriti Producer Group, backed by
the Ambuja Cement Foundation (ACF).
This group of 30 women from 3 villages i.e.
Nuhon, Ratanpura & Daburj had been
trained already for six months by the ACF
through a programme sponsored by
NABARD called ARWIND (Assistance to
Rural Women in Non-farm Development)
in 2004. Fostering group enterprise and
loaning was the objective of this project
with training on tailoring, embroidering
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and designing skills. The aim of the project
was to generate self-employment for the
beneficiaries. After this training, 12
trainees from the ARWIND project formed
a Producer's Group and decided to set-up a
retail outlet at village Nuhon near the
Thermal Plant Colony. This was after
protracted efforts by the staff of the ACF
and me to encourage and motivate the
target group as they were apprehensive
about working together, the modalities of
cost sharing and profits etc. These aspects
had to be explained by repeat interactions
and motivation as also forecasting of the
possible profits and positive impact on
their lives. On 10 May, 2006 the Rural Dinesh K Kapila
Mart, called a Retail Outlet in local terms, Assistant General Manager
became operational. The Group named NABARD
itself as the Mahila Jagriti Producer Group
and also formed a SHG and opened an
Account at UCO bank, Nuhon. The group
was guided on how to maintain registers
like the Proceeding Book, the Cash Book,
Ledgers, Stock Book etc. The Group
committed to report the expenditure
incurred to the ACF and NABARD
regularly. Besides the Ambuja Cement
Foundation took the responsibility to help
the Group regarding the marketing of their
products and nurturing.
Grant assistance of NABRD to the
Producer Group was for 15 months for the
rent of the outlet (Rs 1500/- per month);
total Rs 22500/-, Honorarium for the Shop
in charge (Rs. Rs 2000/- per month), total
Rs 30000/- and Promotion expenses at Rs
15000/- as a lumpsum. Besides, the ACF
was assured a grant of Rs 10,000/- for its
efforts and dedicated support. The
assistance concluded on July 2007. This
group has been a success from the
beginning; by July 2007 itself they
reported a surplus of Rs 1.35 lakh. By the
time I left the group was earning an average
surplus income of 10,000/- per month after
deduction of all expenses such as rent, raw
material, electricity, salary etc in a
transparent manner. They also started
teaching other girls and women in the area.
I understand of late a change of location
was a bump in their progress but they have
recovered now and are running well.
The women have the acceptability now in
the area; initially they had to compete with
three other such shops in the area but have
managed to expand the market and to mark
their presence. These women from totally
rural backgrounds and mainly involved in
small operations like maintaining a milch
3

cattle or two, had been seeking a pathway to higher incomes
and something to bring them out of the dreary life they led.
Now as a team, some work at the rural mart and take orders,
some work from home and do the stitching etc while some are
adopting a mixed approach, all by mutual agreement. The
most positive impact has been on their absorption of
knowledge, their self confidence, their attendance at fairs at
Chandigarh and the happiness they demonstrate. Books were
maintained sincerely and the norms of payment as per work
put in (type / effort) adhered to. The ACF played a major
supportive role but ensured there was no dependency
syndrome by encouraging them to move about for orders.
There is a major Super Thermal Power Plant in the area and
the families of its employees also visit the shop as do
ruralites. A possible gap is the knowledge in latest trends but
the same is being closed by interaction etc also. The main
products are salwaar kameez (shirt and salwaar), frocks,
skirts, night suits, shirts for men, pants, nighties, baby
dresses, embroidery on clothes, stitching as per order and
also in bulk etc.
The second success is of the Lutheri Producers Group in the
Chamkaur Sahib block. The GNVBTP (Guru Nanak VBT
Polytechnic) at SAS Nagar had proposed a skill development
project at Village Doomcherri in Block Morinda in 2005. I
was also interested as a very active farmers club with the
Punjab Gramin Bank at Doomcheri village had formed SHGs
and requested for their training. This training was on
stitching, tailoring and soft toys / bag making for eight weeks.
Smt Jagdish Kaur was the trainer, herself residing in a village
about 7-9 kms away. The aim of the project was to generate
self-employment for the beneficiaries but subsequent to the
training, the issue of marketing the products came up as also
of obtaining orders. The Principal of the Polytechnic and I
then sat with the Trainees and discussed about the concept of
the Rural Mart. Consequently, 12 trainees agreed to form the
Producers Group under the leadership of their trainer. We
scouted for a suitably located shop, ultimately zeroing in on
village Lutheri. The shop is at a crossing point for numerous
villages nearby and Doomcherri is about 6 kms away. It was
decided that Jagdish Kaur would mainly operate the rural
mart in close liaison with other members. However
considerable efforts at group sensitization were required, all
aspects of cost sharing and profits etc were discussed and
maintaining registers / documents had to be taught. On 1 Feb.
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2006 the Rural Mart became operational. The Group named
itself as the Lutheri Producers Group. The Women opened a
bank account at the Cooperative Bank also. The issues such
as documentation etc were taken up in detail here also and the
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GNVBTP closely guided the women. The grant assistance
from NABARD to the Producer Group for 15 months was for
Rent of the Shop (Rs, 2000/- per month), Total Rs 30,000/-,
Honorarium for the Shop in charge (Rs. Rs 2000/- per
month), Total Rs 30000/- and Promotion expenses, Rs
15000/- as a lumpsum. Besides, the GNVBTP was
sanctioned a grant of Rs 10,000/- for its efforts and dedicated
support. The grant assistance concluded in April 2007.
This group had a slow start and in the first 5 months' a deficit
of of Rs 15979/- after all expenses was reported, In the
second band of 5 months' onwards; surplus income was
reported consistently, starting from as low as Rs 300/- or so to
12,777/- towards the end. By 2009, the group was earning an
average surplus income of 7500/- per month to Rs 8000/- per
month after deduction of all expenses such as rent, raw
material, electricity, salary, transportation etc in a transparent
manner. They started teaching other girls and women in the
area also.
This rural mart has evolved in that to attract customers, inner
wear, cosmetics and bangles etc were also retailed though the
complaint was earnings were less from such product lines,
but the ladies from nearby villages started entering the shop.
The village had shops run by men, at first this rural mart (a
small shop really) was considered an anomaly but was later
accepted and supported by other shopkeepers. However, in
winters, the shop has to close early due to the gender factor.
These women are from totally rural backgrounds and were
mainly involved in agricultural related operations, now they
feel they have another outlet, even if it could not evolve fully
as per their aspirations. The members of the rural mart are
chiefly represented by Mrs. Jagdish Kaur who obtains the
orders, the other members work from home and do the
stitching etc while some are adopting a mixed approach, all
by mutual agreement. The additional income is welcomed by
all and they feel more self confident and happy also.
Interestingly, I was told that the local bus drivers also readily
agree to carry the clothes etc to Doomcherri and back free of
cost. The leader is well versed with changing trends as per the
village requirements and conservative tastes but the group
still has to accept that in any business fluctuations in income
are a reality. Such fluctuations dishearten them but then the
subsequent increases in festival months and even otherwise
raise their spirits. The main products are salwaar kameez
(shirt and salwaar), frocks, skirts, soft toys, baby dresses,
embroidery on clothes, pillow covers, rummala, stitching as
per order and also in bulk, cosmetics, etc. I have been
informed that they are still operational and active and have
stabilized in income generating aspects.
I moved to Shimla Regional Office in June 2009 and have
been out of touch since then with the groups. The groups have
also evolved and moved on in life and in their ventures, our
role having been of a catalyst. It goes without saying that the
behind the scene active support from the Regional Office of
NABARD at Chandigarh was instrumental in organizing the
marts. Likewise the deep sincerity and dedication of the ACF
and GNVBTP was a major facilitator. However the main
credit has to go the women who have ventured out boldly in a
repressive rural social milieu. As for me, it was then and still
is a journey in the discovery of the power of community
participation and social bonding as also the power of a small
dose of financial credit and capacity building. At a personal
level it left me with a deep feeling of self satisfaction and
achievement. I remain indebted to Mr. Vishal Bhardwaj and
Mr. Sanjay Sharma of the ACF and Col AS Rattan of the
GNVBTP and their staff for bearing with me all through the
operational phase of the project and the follow up!!.
Note The views expressed here are strictly personal and do
not in any way reflect the views / policies / observations of
my employer, NABARD.
4

India Yet to Ratify Un-Convention
Against Corruption
Surprisingly, India stands out as one of
the few countries in the world that have
not acceded to the UN Convention
Against Corruption (UNCAC). This
Convention, which came into force in
2005, has 140 countries. India, which
regularly battles corruption of
mammoth proportions, has not yet
ratified the convention even after six
years.
India signed the convention in 2005
but the UPA Government particularly
the department of personnel and
training (DoPT), has steadfastly
refused to ratify it. Over the years,
Ministry of External Affairs (MEA) -
which is the nodal ministry for
international treaties - has been
pushing the government to ratify the
convention. The official reason is that
India has not yet brought its domestic
laws in line with the international
Convention. However, it has been six
years and there has been little interest
by the government in making India less
prone to corruption. Strangely, many
Indian diplomats helped to pilot the
Convention through the UN but no
results in the home country.
In a major breakthrough, countries
agreed on asset-recovery, which is
stated explicitly as a fundamental
principle of the Convention. This is a
particularly important issue for many
developing countries like India, where
high-level corruption has plundered
the national wealth, and where
resources are badly needed for
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reconstruction and the rehabilitation of
societies and poor. The Convention
entered into force on 14 December
2005, in accordance with its article 68
(1). For each new State or regional
economic integration organization
becoming a party to the Convention,
the Convention enters into force on the
thirtieth day after the date of deposit by
such State or organization of the
relevant instrument.
For instance, acceding to the
Convention could have made it easier
DR. P. K. Vasudeva
for India to repatriate the billions of
Former Senior Professor
dollars in ill-gotten wealth that have
ICFAI University
been stashed overseas. Finance
minister Pranab Mukherjee has found
himself in complex negotiations with
Leichtenstein, Switzerland and
Germany to bring back looted assets.
Under the Convention, asset recovery
is a fundamental principle, Article 51
provides for the return of assets to
countries of origin as a fundamental
principle of this Convention.
Countries agreed to cooperate with one
another in every aspect of the fight
against corruption, including
prevention, investigation, and the
prosecution of offenders. Countries are
bound by the Convention to render
specific forms of mutual legal
assistance in gathering and transferring
evidence for use in court.
Corruption can be prosecuted after the
act, but first and foremost, it requires
prevention. An entire chapter of the
Convention is dedicated to prevention,
with measures directed at both the
public and private sectors. These
include model preventive policies,
such as the establishment of
anticorruption bodies and enhanced
transparency in the financing of
election campaigns and political
parties. States must endeavour to
ensure that their public services are
subject to safeguards. Public servants
would have to be subject to codes of
conduct, requirements for financial
5

and other disclosures and appropriate disciplinary
measures.
The Convention criminalises not only basic
corruption such as bribery and the embezzlement of
public funds but also trading in influence and the
concealment and laundering of the proceeds of
corruption. According to UN literature, "offences
committed in support of corruption, including
money-laundering and obstructing justice, are also
dealt with. Convention offences also deal with the
problematic areas of private sector corruption."
At its third session, held in Doha from 9 - 13
November 2009, the Conference of the States Parties
to the United Nations Convention against
Corruption adopted resolution 3/1, entitled "Review
mechanism". In that resolution, the Conference
recalled article 63 of the United Nations Convention
against Corruption, especially paragraph 7,
according to which the Conference should establish,
if it deemed it necessary, any appropriate mechanism
or body to assist in the effective implementation of
the Convention.
In the same resolution, the Conference adopted,
subject to the provisions of the present resolution,
the terms of reference of the Mechanism for the
Review of Implementation of the United Nations
Convention against Corruption.
According to PRS Legislative Research, which
provides research support on legislative and policy
issues, prosecution is dismally low because the
Government delays sanctioning prosecution of
public servants.
Till the end of 2010, the Centre had not responded to
236 requests for prosecution by various agencies. Of
these, 155 requests (66 per cent) had been pending
for over three months. State governments were no
better. There was no response to 84 requests for
prosecution, of which 13 (15 per cent) were pending
for more than three months.
The institutions set up to tackle corruption cases
speak another story. The Central Vigilance
Commission, which tackles corruption cases in the
Central Government, took up only six per cent cases
for prosecution between 2004 and 2009. The rest, 94
per cent, were settled with departmental penalties
only.
The Central Bureau of Investigation (CBI), the main
investigative agency, is grossly under-staffed. As of
CMA
December 2010, 21 per cent of the sanctioned posts
in it were lying vacant. The criminal justice system,
eMag
too, cuts a sorry figure. As of end-2010, there were
9,927 CBI cases pending in courts. Of these, 2,245
cases (23 per cent of the total) for more than 10 years.
Why has the UPA government not ratified UNCFC
even after having become signatory of the
convention for the last six years? Because it has no
intention of changing country's legislation in
conformation to the Convention where the
politicians, bureaucrats and other private parties
need to be included for prosecution and the money
embezzled/stashed out of the country has to be
recovered from the culprits.
The present Lokpal Bill pending in the Parliament
for the last 42 years has not been passed being
toothless. It is only a
recommendatory
authority having no
prosecution powers
to deal with the
corrupt. Even that
has also not been
passed by the
government for the
obvious reasons.
That is why Anna
Hazare had to fast unto death (98 hours) till the
government agreed to bring the Jan Lokpal Bill in
the monsoon session of the Parliament. The
Committee to draft the Bill will consist five
members each from civil society of Anna non-
tainted Ministers from the government side by June
30th 2011.
Anna's draft bill states that Lokpal will be appointed
at the centre after the Jan Lokpal Bill is passed by 15th
August 2011. He will be a constitutional authority
like Chief Election Commissioner of India and
Controller and Auditor General of India. In each and
every state, Lokayukta will be appointed. In this Bill
all politicians including the Prime Minister and all
bureaucrats will be included who will be charged
directly by Lokpal for their alleged corrupt deeds.
The money involved in the embezzlement
cases/stashed out of the country illegally will be
recovered from them besides imprisonment
depending on the seriousness of the charges.
The Lokpal will bring all alleged parties to trial in
case of corruptions within one year and within two
years the guilty will be punished. Not like, Bofors
scam or Bhopal Gas Tragedy cases that have not
been resolved for the last 25 years without any result.
The job of Anna is very tough as there will be lot of
hurdles to overcome in firstly formulating the Bill
and secondly, getting it passed in Parliament by 15th
August 2011 as the Government will try to delay as
much as possible for one reason or the other for
obvious reasons. But let us hope that with the support
of all the countrymen and resolute determination of
Anna the Jan Lokpal Bill will see the light of the day
with respect to eradication of corruption.
6

Bench Marking Introduction
& Application
Japan's economy was shattered after
World war II. But, Japanese were
determined to re-build their
economy. They copied every thing
best in the world, from a pin to a ship
and Japan, today is one of the
strongest economies in the World.
Imitation was once regarded as a
prominent corporate trait of the
Japanese, who were thought to be
singularly lacking in innovative
talent. Today, imitation has grown
into a major business survival tool,
World-wide, used to maintain and
i m p r o v e C o m p a n i e s
competitiveness, except that it is now
termed BENCH MARKING. In
today's highly competitive World,
BENCH MARKING is extensively
used as a performance improvement
technique.
Dr. Robert Camp, father of the
modern Bench Marking concept,
describes Bench Marking as: “A
Bench Mark is a standard of
excellence, or achievement, against
which, performance must be
measured or judged.
Bench Marking is the continuous
process of measuring products ,
services and practices against the
Company's toughest competitors or
those Companies , renowned as
industry leaders.”
One of the more challenging
problems faced by the industry is,
how to evaluate OPERATIONAL
PERFORMANCE? Obviously one
of the best ways would be to compare
the performance against peers in the
same industry.
A Bench Mark, in measuring or
judging quality or value , gives the
Company, the reference point , where
by the Company needs to evaluate its
own performance. Thus, Bench
Marking permits an answer to the
question, “how are we doing
compared to other Companies”? By
providing averages and ranges for
characteristics of operational
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performance, should lead a Company
towards those changes, needed for
developing industry best practices,
and in turn, superior performance.
Although, Bench Marking
techniques can be applied to any area
of business activity for
improvements, yet, SUPPLY CHAIN
area offers enough opportunities for
improvement, since about 70% of a
Company's working capital is spent
on materials & logistics. Supply
Chain system has to be the best and TEJ K. MAGAZINE
perform the best. Bench Marking can Management Adviser &
be applied to strategic planning, Corporate Trainer
forecasting, marketing, customer
satisfaction, manufacturing, quality
control, buying, inventory control,
employee skills, goal setting, asset
utilization, cost reduction etc.
World has become a globalised
village due to telecom and infotech
revolution. Liberalisation of Global
economy , removal of trade barriers ,
emerging of WTO and acceptance of
WTO regime by a large number of
countries , have thrown challenges in
the international business
environment.
It is survival of the fittest. Globally
competitive pricing , supra pure zero
defect product quality , supra low
manufacturing costs , utilizing least
working capital , reducing cost of
capital , environment friendly
working atmosphere, are some of the
challenges thrown to industry for
survival and to stay ahead.
7

Opening of World economy has presented tougher
challenges to Indian Industry more and superior
competitors, globally. Shorter product life cycles
and accelerated technology changes. Business as
usual, without up gradation and change
management vision, in such a market climate, could
be fatal, even for market leaders
To stay competitive , organizations must continually
revisit how they do things , in every department ,
every area of business activity , at every level, look
at what world class organizations are doing , find
innovative ideas and adopt best work practices . The
usual methods of improving performance,
downsizing & cost cutting do not solve
performance problems in today's context. To
The Route to Managing your Organisation
If you want to see her flourish,
with a pink in her cheeks,
then the first step is to banish,
the in-fighting with all your geeks.
The geeks are your team-mates,
Good! If you start with a clean slate,
Failing which there will be infighting
over each meager, valueless, trifling.
Each trifle in your organisation,
is a cause for competitors celebration;
Because trifles put an end to growth,
Team effort, quality circles or both.
Quality circles lead to innovations,
as for some Product improvement,
Or more, bit of process simplification,
'cause that will give a cause for coronation.
A cause for coronation will only arise,
if some Code of Conduct you do exercise,
with a little Control on your work situations
and judicious restraint on your frustration
When restraint on your frustration is latent
though that you maintain to be impartial,
one may give unfettered, sagacious, consent,
That's how the code of conduct is vital.
Right code of conduct, which's all is implied
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become more productive, requires re-designing old
work methods, scrapping internally protected
agendas, tossing out obsolete work practices and
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looking outside for innovative work methods,
wherever, these are.
Bench Marking can be with internal performance,
industry best performance, national or world best
performance. Professionalized, highly competitive
Companies aim at World best performance.
Bench Marking application phases can be described
as under :
PHASE -I : PLANNING 1. Identify Bench Mark
subject 2. Identify Bench Mark partner, 3.
Determine data collection method. 4. Collect data.
PHASE -II : ANALYSIS 1. Determine competitive
gap, 2. Project future performance.
PHASE -III : INTEGRATION 1. Communicate
results, 2. Establish functional goals.
PHASE -IV : ACTION 1. Develop action plans, 2.
Implement plans, 3. Monitor results, 4. Re-calibrate
Bench Marks.
In Bench Marking process one has to apply sharp
analytical mind, be inquisitive, ask searching
questions to self and others, create fountains of
information sources, analyze the information,
compare the existing systems & processes and
upgrade the existing systems & processes with the
BEST, to achieve SUPERIOR PERFORMANCE .
Bench Marking process should not be a one time
effort, but, a CONTINUOUS PROCESS.
Explicit, untempered, unequivocally applied
With a carrot or stick , whoever will enable
be's the Boss and achieves what 's possible
Achieve the possible goal and you entice,
worthy inhouse management's practices
But first, incorporate a transparent +ve culture
codify a prudent style, concord on team metier
Concording team travails, and ideas sublime,
Take it, for success that sure is the new
paradigm.
A paradigm for growth of your origination is no
crime
When able systems & global requirements are
aligned
Prof Priyavrat Thareja
As systems & global practices are freed of Head, Met Engg.
aberrations
They Reinforce together a new Capatence's PEC Univ. of Technology,
facilitation. Chandigarh
with Customer requirements + improvement
integration
each ensembles towards a coveted progress for
our nation.
© 2006 Prof. Priyavrat Thareja,
8

Gita Management Aspects (GIMA)
Although, The Bhagavad-Gita is
professed to be a Hindu scripture, yet,
the principles propounded there-in
have universal appeal and application.
Gita Management Aspects (GIMA)
remains one of the oldest testaments of
management principles, which are
propounded in different phrases and
theorems taught in present day
Business Schools and continue to be
useful for shaping the character of
managers to enable them attain
managerial effectiveness through
management of self, mind and duty.
Management, as enunciated by
various scholars of management is 'an
art of getting things done through
people, efficiently and effectively.' Its
task is to make people capable of joint
performance, to make their
weaknesses irrelevant, says the
modern day Management Guru Peter
Drucker.
There is no better example of man-
management and management of the
resources than GIMA. For fighting the
Mahabharata war, Arjuna opted for Sri
Krishna's support while Duryodhana
chose Krishna's large army for his
help. The wisdom, skills of Krishana
was far superior to all men of the army
put together. Ultimately, Arjuna won
the war. This experience embodied in
Bhagavad-Gita indicates that for
managing effectively we need
managers with 'technical skills, human
skills and conceptual skills'. Large
numbers of personnel with little skill
are of no use in the corporate
management.
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Motivational Aspect
Many times managers get demoralised
due to intra-personal conflict and they
need timely motivation from their
leaders. In this respect, The Bhagavad-
Gita provides best example. When
Arjuna saw his friends and relatives
with whom he has to fight the war, he
was de-motivated. Sri Krishna, played
the role of teacher (you can say
management trainer, developer), to
revive Arjuna's motivation. Sri
Krishna boosted Arjuna's declining
morale and spurred him to fight a J.N.Vohra
righteous war against unjust, dishonest M.Tech, B.Text, F.I.E., C.Eng.(I), M.I.M.A
and deceit at Kurukshestra. Secretary General - CMA
Executive Member :
Project Management Associate
Sri Krishna embarked on the sermon: -
“O son of Partha (Arjuna), do not yield
to this degrading impotence. It does
not become you. Give up such petty
weakness of heart and arise, O
chastiser of enemy” (B.G. 2.3). This
discourse given by Sri Krishna to
Arjuna still remain an unparalleled
example of art of self-management,
conflict management, stress & anger
management.
Goal Setting Aspect
In terms of corporate goal, managers
who are mentally weak cannot attain
the organizational vision and mission.
Bhagavad-Gita could cast off
weakness of heart in performing
duties. Sri Krishana urged Arjuna that
his goal is set (to defeat the enemy) and
he has to condition his mind to perform
his duty which chance has bestowed
upon him and there is no escape from
it.
'Make best efforts to realize the goals
and targets set out for you', but do not
9
 CMA
get attached with the results; don't get frustrated in of deprivation, a journey of no return”, says Sri
case targets/ goals are not achieved or get elated on Krishana to Arjuna who was reluctant to embark on

achieving or exceeding the targets/ goals. Always
keep calm, remain focused, practice and put all your
efforts for achieving the excellence.
Arjuna asks Sri Krishana: “For the mind is restless,
turbulent, obstinate and very strong, O Krishna, and to
subdue it, it seems to me, more difficult than
controlling the wind.” (B.G. 6.34).
Sri Krishna replies: “O mighty-armed son of Kunti
(Arjuna), it is undoubtedly very difficult to curb the
restless mind, but it is possible by constant practice
and by detachment. (B.G.6.35).”
A popular verse of the Gita advises "detachment" from
the fruits or results of actions performed in the course
of one's duty. Being dedicated, work has to mean
"working for the sake of work, generating excellence
for its own sake." If we are always calculating the
results before putting in our efforts, then such work is
not detached. It is not "generating excellence for its
own sake" but working only for the extrinsic reward
that may (or may not) result.
Controlling Ego
“Pride comes before a fall” and plenty of time is
wasted before the fall. In a survey it was found that ego
costs companies 6-20% of annual revenue, and that
over one-third of all failed business decisions are
driven by ego (Marcum & Smith).
“What use thy Ego, which submerges you in the ocean
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the war with his Kith and Kins.
Gita distinguishes between "real" ego and "false" ego.
Real ego is our very core, the consciousness that
makes us aware and awake to reality. The false ego is a
false individuality; the logic being that I am the most
significant and important all the time. In short, it is a
narcissistic search for being loved, validated and
appreciated. This is what we generally refer to as the
ego. This always keeps our mind ruffled.
The Gita further describes the subtleties of the ego and
how it manifests moment to moment in our thoughts,
words and deeds.
Arjuna's suffering is because of his limited
knowledge, his sense of separateness, his
identification of himself with his body, his belief that
he is the doer of his actions and his anxiety about the
results of his actions.
Says Lord Krishna to Arjuna,"Nirmamo
nirahankarah,Sa santim adhigacchati. "(Gitaji 2, 71),
which means 'He who has given up the sense of
ownership and is without false ego, he alone can attain
real peace.'
Humility leads to listening and accepting that we have
made mistakes and need to take corrective action.
Lord Krishana enlightens Arjuna “If due to ego you
think: you shall not fight; this resolve of yours is vain.
Your own nature will compel you,” and He further
elaborates, “All works are being done by the energy
and power of nature, but due to delusion of ego people
assume themselves to be the doer”. He educates
Arjuna further and says, “When your mind becomes
fixed on Me, you shall overcome all difficulties by My
grace. But, if you do not listen to Me due to ego, you
shall perish.” 'Me' here denotes leader, trainer, guide
and philosopher.
This and many other GIMA can be used as a guide to
increase managerial effectiveness.

Habit
I am your constant companion. I'm your greatest helper or your heaviest burden. I will push you
onward or drag you down to failure. I'm at your command. Half of the tasks that you do you might
as well turn them over to me and i will do them quickly and correctly. I'm easily managed, you must
merely be firm with me. Show me exactly how you want something done and after a few lessons I
will do them automatically. I'm servant of all great people and lord for all failures as well. Those
who are great I have made great. Those who are failures I have made failures. I'm not a machine but
I work with all the precision of a machine, plus the intelligence of a person. You may run me for a
profit or you may run me for fun; it makes no difference to me. Take me, train me, be firm with me
and I will lay the world at your feet. Be easy with me and I will destroy you.

10
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Washroom Mania :
University's Fashion Hub For Gals !

In the Morning time, it is somewhere car speed although the antique

between 8.20 AM to 8.40 AM, models. They seemed to be in a great
washroom at a corner of hurry asking two gals already
Administration Block is the most standing in front of the mirror to get
wanted and busiest spot. You Know aside and make a room for them so
why? Students (Gals) , Young Babees that they could bestow touching and
and Female Staff ( think as if they have finishing strokes to their faces to face
stopped aging and all are in teens) the people with whom they will have
gather there and make the place called to deal with whole day long in
' washroom' or 'loo' ( the popular name artificial --- I mean beautiful way .
these days) eye-catching venue. Tons Beauty Lies in the Eyes of Beholder
Young Gals are little more conscious
to look good to charm their
boyfriends, some others are in process Bindu Singh
of impressing someone and lefties are Journalist
hanging around to build up their
confidence by the method of copy-
paste , they have hunger to look
beautiful in the same manner their so
called ideal does----Ideal ---- most of
the time from work place only. They
will also have a quick session of ideas
exchanged on the dresses and suits
of hassle-bustle, looks like innocent
and shirts n tops --- hair bands and
herds of sheep and goats posing in
bangles. These self appraised women
front of a wide rectangular mirror to
do not forget to notice lip colors, nail-
slay their innocence and get ready for
polishes etc before the other colleague
the workplace's requirement. It is not
or friend catches their intentions. Now
that they do not want to look beautiful
, time out for the touching brushing
but at that point of time looking more
session. Thank GOD, all could be
attractive than other gals standing
done in time. Now, it is time to rush to
around is mainly given importance.
their seats, classes. The door of the
As there is a time line to sit in their
washroom gets ready to face hard
offices, classes and seats, all the gals
yanks, some are soft and some others
and ladies (age unlimited like
are rocky. Each beauty queen coming
Reliance internet connection pack),
out of that door feels as if she is on
wish each other morning greetings
cloud nine and believes that yeah! I
and spill out very naïve smile. All of
am the most beautiful woman on this
them look at each other but with the
planet!........ Oh! For God Sake,
caution when the other one is not
somebody please tell to all these gals
looking at her. If someone wants to
and ladies that the Actual beauty lies
flatter her known colleague or the
in the eyes of the beholder.
other female, she would do so only by
uttering mere words without even
looking at her. At the same time, few
other Gals are busy with their hair-duo
resembling like a sparrow nest, some
other set their locks on the forehead
whereas some others restlessly
endeavor to set their locks on the
cheeks.
Suddenly, two middle aged staff
members entered akin to on a racing
11

Fad Feeding And Money Making
Since the money I make comes very
hard and slow, I have always
wondered how it comes to others, easy
and quick. Whenever someone I know
makes huge money, I realize I had the
same idea five years back using which
some one else has made his millions. I
know I am not like many others, long
on talks and short on guts, because I
have burnt my fingers more than once
in conventional business.
Once I had a fad for money making. I
have dared to bite the bullet precisely
twice, once when I was convinced by
my sycophant friends that I had all the
traits of a great entrepreneur and
second time when I was myself
convinced that I was so brilliant that I
could do anything and succeed.
Having suffered twice, I have been
looking for speculative opportunities
to make fast buck all these years.
However, whenever such
opportunities came, I became
wooden- legged and waited and
watched them float away due to
indecision. I have known many who
have cashed of fads, crazes and manias
and become dirty rich. Hoping to be
one among them before I say goodbye
to the world, is my only desire at this
stage of life.
What is a fad? It is a craze like jeans,
mobile, designer clothes and shoes,
discos, computer, e-mail etc. The
dictionary defines a fad as a
“something which a person or a group
of people is very enthusiastic about,
but with which they get bored very
quickly”. The emphasis is on
“enthusiastic” and “boring” two
words which one must never forget if
one wants to understand the mystical
mechanism of fads. It is a “passing
fashion or mode of behavior pursued
for a time with undue zeal” It is on top
for sometime and gone in no time but
while it is there, it is a craze. All the
fads have some basic characteristics;
one thing common to all fads is that
they have the potential to make some
one somewhere, who has the guts to
cash on it, very rich. What are the
others?
Every fad, to begin with, is loaded
with fun. In the initial stages, it is only
fun to look at and think about and play
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with, as it does not right away appeal
directly to any one as a tool for making
money. Due to their very nature, fads
are a public property, and no fad can
ever be private as fads have the
common element of being enjoyed by
a large number of people. Fads are also
associated with their esteem value. It is
seen that fads generally begin with
acceptance from a small group of
people and quickly spread their wings
to the others. Those who possess
certain fad item believe they belong to
an exclusive club. Raybon quality
goggles, designer's trousers, Rolex Col (Retd) D S Cheema
watches, sports cars are some of the Executive Director,
examples.
Fashion Technology Park, Chandigarh
All the fads must have the crowd
appeal. No one wants to pay any heed
to 'Don't follow the crowd' because of
the emotional fun and play the
temptation to be a part of the herd.
Everyone who joins the New Year eve
party knows fully well the
consequences of late night drinking
and eating heavy food. But the thrill of
being a part of the gang and fun is too
much to resist. Who cares about the
next morning? Fad objects are all
lovable. The need to love and be loved
is a special characteristics of human
species. One may love family, friends
and others, yet the desire to love is
insatiable, one needs to love more and
more people and things.
Fads are such that as you enjoy having
them, your hunger to have more of
them keeps growing. You can never
have enough of it. It is like wanting to
eat more and more because you love
the food, even thought your belly
refuses to accommodate more of it.
Also, a good fad, which you may use to
your advantage, is the one which is
economically democratic. Real fun is
when every one who wants to have it
can have it.
12

It should be clear to any reasonably intelligent man
that there is always a wrong time not to do anything
and there is always a right time to do something
worthwhile. Time is of utmost importance for fad-
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to die of starvation. But, you should not attempt to
catch the bull by the horns when you are physically or
emotionally not at your best as cashing on a fad takes
all the time, energy and money you have. Also, when

feeding. The right time is never and the wrong time is
always. Murphy's Law has some advice to offer:-
“Nothing is as easy as it looks. Every thing takes
longer than you expect. And if anything can go wrong
it will at the worst possible moment”.
To this, I want the readers to add Cheema's law,
“Worry about Murphy's Law to the extent that it does
not hold you back from attempting anything, your
conviction dictates”.
You must never forget that there are sharks all round
in this big bad world waiting for you to stick your neck
out. However, you can not turn a turtle if you wish not
eMag
you have to earn your living out of fad- feeding, you
will continue to worry about it and will never be able
to concentrate on the real potential of the fad. So, read
Murphy's Law without Cheema's law at your own risk
and costs..
Fad- feeding to make fast money is of universal
appeal. However, only a few are able to recognize the
potential and upward swing of the fad at the right time
and cash on it. And those who do, they become part of
an exclusive club, the one I am waiting to join.

The bright shiny sparkle, in eyes, with an idea in the
head pictured to be a runaway success, taking a long
stroll on a pathway through strategies of being
victorious and securing a venture from internal and
external negative factors, while being inconsiderate
about sleep… this could be the plight of a school
student, a graduate, post graduate or even a person who
The Air considers that he has lived his ways. If, by any chance
you experience something like that, then let me make it
Frame…. very clear that these are the symptoms of very popular
phenomenon called “Entrepreneurship”. Is it some
Journey of an kind of a disease???? The answer is NO, its actually
entrepreneur from life, where one holds the power to determine his own
embarking…aligning… destiny.
taking off….steady The first and foremost mantra before embarking on the
high rise… trunks to fly off to your dream venture, is to stand in
front of the mirror and say this a 1000 times
“NOTHING HAPPENS OVERNIGHT” and “
MIRACLES HAPPEN ONLY IF YOU MAKE THEM
HAPPEN”. Why are these two lines so important???,
Entrepreneurs are basically dreamers in the activation
mode , and this activation separates them from the rest
of the dreamers. A being hoping to be an entrepreneur
must keep in mind, that every stride happens with time
and has to go through a hierarchy of events,
understanding this part in particular is frustrating
exercise for the fast-food generation who wants to reap
profits, fame and globalized presence in a blink of time.
Vaibhav Mehndiratta The first step is to decide up on the dream venture, How
are we suppose to do it??. There is always a certain
idea or a venture that takes away your sleep and hunger,
that's the point to hit the bulls eye. Though there are a
thousand things that will fascinate you on the platform
of money, fame etc., this is the most important decision
to decide your priority and understand the fact that
every business has its own breakeven points or time
zone, so make sure not to get carried away. A critical
research on the dream venture is the most important
aspect, initially, its not to determine the percentage
chances of success rather it is necessary to know
whether the market is actually like the picture you have
envisioned of it. For a first time entrepreneur or a
unique out of the box venture, one should always prefer
a primary research rather than going by the secondary
information or information gathered by an employee,
as it can get misleading due to the non-clarity of
common vision for the venture.
The second phase is getting into the JET-SET phase.
Once the research is done satisfactorily, one gets into
the product and service development phase, keeping in
mind the time and duration of market onset and core
seasons. This is the phase, where your P.R. (Public
Relation) starts its own freaky chakra. Maintaining an
appropriate positive PR with the suppliers, developers
and sometimes end users not just help you in
strengthening orders once the products are ready, but
also helps you in getting a minute to minute
information on the advances in the market, so that one
can work on modification and upgradation with the
product before it is set to hit the market. The core
Gyaan, is to be in the market with the most advanced
and user friendly product and no one can come close to
you.
Statutory Warning : Don't take this as the final
verdict of your product's runaway success rather it's
like a reservation for your entry to this show called
market where you make a presence among the other
players, due to distinction on the basis of
advancements.
The next and the longest phase, is the GO phase. This is
a phase where frustrations, disappointments and a zeal
to fight back comes naturally to an entrepreneur. This is
where on the onset or release of your product and
service you will gain something, you will face the
reverse pressure from those already existing in the
market, you face a gradual downfall in outcomes due to
certain uncertainties that were never thought off in the
initial phase and that is where you realize
entrepreneurship cant be taught, rather it's a learning
process for a life-time, and the teachers are your own
mistakes and the strategies of an experienced
competitor.
Over the time with the evolution of your ideas and
aptitude to understand the right dynamics of the market
you hold the key to retaining your existing market
share and taking a flight to a higher level of the arena.
This is where you apply creativity in your strategies to
the core and proudly stand the capability to block the
entry of any young entrant in the market, as you know
what to hit and where to hit. Isnt it rude??? I am sorry it
is indeed rude, but what to do, if they get an entry today
they will enroot you and make their way….exactly the
way you did. Its always a little bit easy to compete with
a competitor who has been existing in the market for
long on the virtue of first mover advantage as it is
natural with beings to sit and relax after a certain point
thinking the market is in their grip, this is what we call
the OST (Old School of Thought) business , but its
really tough to compete the one who possesses
dynamism and this forms ones foundation to rise
higher and higher to a point where you dont care about
small mish mashes and shivers on the ground.
So if still you think that entrepreneurship is just a
funky attitude to flaunt in front of people that “I AM
D I F F E R E N T ” , I l l s a y “ S TO P K I D D I N G
YOURSELF” It is a “Tapasya” one has to go through
in order to achieve what he or she believes in and make
ones way to the glory and that's what proves in actual
sense that YOU ARE DIFFERENT. “JUST BELIEVE
IN HARDWORK…. DESTINY WILL FOLLOW”
13

The Sacred Mountain Peaks of Kinnaur
The crests of three mountain ranges
that encompass Kinnaur, the Zaskar
Mountains, great Himalayas and
Dhaula ranges, lie in perpetual snow
with many rising to 5,180 -6, 770
metres. KInnaur, the north eastern
district of Himachal Pradesh, is a
secluded region, rugged and
mountainous to an extraordinary
degree and lies on both sides of the
river Sutlej. It commands certain
uniqueness on account of peculiarities
of language, history and natural
phenomenon. Many have ventured
into this enchanted land , notable
amongst them, Captain Alexander
Gerard, Andrew Wilson, James Bellei
Fraser and Rahul Sankrityayan. They
have all left invaluable records.
Gerard, who was a surveyor of the East
India Company, in particular, has
produced the most authentic account
of the area, gathered during his
expeditions in 1817 and 1818.
The crests of three mountain
ranges that encompass Kinnar, the
Zaskar mountains, the great
Himalayas and the Dhauladhar ranges
lie in perpetual snow with many peaks
rising to 5,180 to 6,770 meter.
Leapargial, 6770 meter high and the
other peak, 6,608 meter, lie in Zaskar
Mo Mountains, while Kailash or
Ralding, 6,673 metre, rises from the
base of the Sutlej river, in a sheer wall
of r rock, ice and snow. Overlooking
Kalpa, the district headquarters its
view is one of incomparable beauty
and majesty. Its summit with its
northern shoulder is clearly visible
from Kufri, 16 kms from Shimla
standing aloof amidst its lesser
surrounding satellites.
Like Manimahesh Kailash in
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Chamba, the Kinnar Kailash is also
considered very sacred and a place of
great pilgrimage. According to a
popular beliwef, it is supposed to be
the eternal abode of Lord Shiva, and
other shrines of deities in the
neighborhood. The local residents
recall that many years ago, a fakir had
come and worshipped the great God,
but incurred Shiva's displeasure when
he asked for some boon. He was
turned into a rock which is visible from
Chini to the north Kail;ash. According
to a local belief, this rock is tinted
white at sunrise, red at mid- day and
green at sunset. Prof. N.K. Sharma,
Every year in August or September, a ITFT College, Chandigarh
large number of people including
many coming from far afield
undertake a prakarma (
circumambulation) coinciding with
the festival at Sangla. One may start
from any point of the prakarma, one
has tom reach the border village of
Charang in Moorang Tehsil. Though
the the prakarma can partly be covered
on a vehicle and partly on foot, yet a
true devotee likes to complete it on
foot out of religious sentiments. The
travelers starting from Reckong Peo
rach Moorang, via Powai, Purbani, and
Ribba after crossing the bridge over
the4 Sutlej near Thangi.
The approach to Moorang is
highly picturesque leading along the
bank of a river course and through an
avenue of apricot trees. There is an old
fort on a knoll, overlooking the Sutlej
believed to have been built by the
Pandava. The local deity is called
Urmis whose ark is located in the fort
and contains 18 mukhas , representing
18 days of the great epic of
Mahabharta.
14

Ribba is situated on the northern flank of the lofty
Kinnar Kailash range of mountains. Ribba, whose
surroundings are full of trees of edible pine, it is
also famous ffor its grape orchards and alcohol
distilled from its vineyards.
After offering prayers at the Buddhuist temple at
Moorang, pilgrims star from village Thangi, which
is 9 kilometres from there at a height of 9,000 feet.
The 36 km journry up to Charang is very arduous
and difficult. But as soon as we reach Lumber, a
small village in the midst of walnut trees, we
experience a sense of joy and relaxation. The
pilgrims, after some rest start again with renewed
vigour for Charang, which lies in the foothills of the
My Struggle for First Job
I have been striving hard to get my first job for last 8 years. Actually
I was looking forward to join Indian Air force. I was aiming for
NDA but somehow I was not able to get through the written exam.
Still I was able to manage the call for SSB in Technical entry of
Indian Army on the basis of marks in class 12th. But there I again not
able to get through. So finally I realized that I should concentrate on
my BSc. During BSc, I was very confident and optimistic about
entering in defence services . But I was not able to clear the CDS
exam immediately. For that I had to wait one year. After early
hiccups, finally I was able to break the jinx when I was able to clear
CDS exam but there again I didn't get the call from air force. Still I
appeared in the selection process and I was able to reach the
threshold where I could be appointed as army officer but due to my
lack of interest in army created hurdle and I was not able to surpass
that challenge. I was sad because I had lost the opportunity to
appear for air force because of my age limit. But as fortune favours
the brave. I applied for the SSC pilot air force. I got the call from
there. It was like dream coming true. But I don't know what
happened I was not able to handle myself on the Boxing Day and I
thrashed completely. I was rejected in the very first stage, there I got
such a huge setback. But still I again managed to clear CDS exam. I
got the call for SSB in army. This time I was just one step close to
get the appointment because the interviewing officer was
impressed with my never to say die approach and he assured that
from his side I am through the selection criteria but it was not my
day. In the last day of final selection, I was eagerly waiting for my
name call as I was quite sure about my selection. But again destiny
CMA
Kialash range. No tree, other than Shooru whiose
needle sharp leaves are used for making incense,
can be found there. A Buddhist temple about 2 km ,
known as Rangrik Thungma, has association with
eMag
the Pandavas, Its nuns, called chomos, serve the
tired devotees in aselfless spirit.
The nexr stage is lalanti where pilgrims reach by
the evening after pasing through some areas of
utter serenity, which is occasionally broken by the
chirping of the birds and the humming of the bees
and beetles. Lalanit has a speeded meadow where
pilgrims spend the night under open sky. The
pilgrims start before dawn the next day as thy are
faced with the uphill task of crossing 17, 222 feet
high Chitkul pass to reach the last village of the
same name in the Baspa valley.
From the summit of the Chitkul pass, we
have a superb grand view of the sacred and the
majestic Kinner Kailash wrapped in divinity
against the azure sky. The pilgrims offer prasad and
sweets to the deities, say prayers and fix flag
banners and take refreshments. Chitkul is the last
village in the picturesque Sangla valley whose
temple is a masterpiece of woodwork with rich
floral designs and carved panels.
Note : For more details of the prakarma, contact
Deputy Commissioner, Kinnaur ( Phone : 01786 -
222252, Fax : 223342 ) and the Director Tourism
HP Government, Shimla ( Phone : 0177 2625864,
Fax :2625864)
Nitin Gupta, MBA
deceived me. My name was not figured in the selection list. That
day I decided I will not come again for SSB . In the meanwhile I had
lost two years since my graduation. So I decided to pursue post
graduation. I worked hard for Management aptitude test and I got
99.5 percentile there. I could get good business school but due to
harsh circumstances I got the worst business school. But still I kept
my fingers crossed that might be this time destiny favors me. But it
succumbed to circumstances. Our newly established b school didn't
provide 1 percent placement rather it took handsome money apart
from fees for placement and we got nothing. Then finally Our
University awarded the degree of so called MBA but didn't care for
the callous approach of our business school. From then onwards I
have been trying hard to break the jinx and get the job as per my
qualification. I feel I am justified but I don't have personal reference
and money power. So still I am waiting for first job. But some of my
batch mates who have personal references and money power have
got much better jobs. I got finally the appointment from one private
bank but they also tried to exploit circumstances and offered me the
meager salary with lowest employee grade as compared to others in
the bank. But the fact is that others have also done MBA from same
university. Apart from that they are offering me job on a contract
basis but they didn't divulge such thing at the time of selection. Now
when I am asking for that, they are trying to fool me that this is
probation and not contract period. This is really unjustifiable. I am
looking for the wishes of readers and god that I will get my first job
sooner than later.
15
 CMA
Employability Skills - Gaps in our Education.

eMag
A Paradox We are living in a World
of Contradictions.
J.S.Gujral

Most Educational Institutes in this region are projecting their educational eligibility but lack in capability and suitability to
students as having been trained to Industry standards and saying execute job related activities despite being the availability of
that Placements are no problem. Yet Industry says it cannot find employment opportunities.
suitable manpower having the skill sets which are required by them. Some facts & figures
There is scarcity amongst plenty. Trade, Industry & Businesses is Large Corporates are not affected by this - because they can afford
hard hit due to short supply of Quality Manpower which is a vital to pick up the best from tier 1 Business & Engineering schools
resource for them in their growth process. While for employable irrespective of the cost. They have also set-up in house training
manpower they are being Blackmailed to pay undeserving resources. The issue of Unemployability is endemic mainly in
amounts. 70% jobs are in the Medium, Small & Micro enterprise students passing out of tier -2 & tier-3 Universities, Institutes and
sector Therefore Educators need to focus on Human resource colleges. A vast majority of even professionally qualified person are
needs of this sector. We have Jobs, Unemployability & not industry ready.
Unemployment Existing side by side. Unemployability eventually According to a recent survey by McKinsey Global Institute “India
gets translated into unemployment which in turn is impacting produces 360,000 engineering graduates & 600,000 Graduates in
India's rate of economic growth. Arts / Science / Commerce” - only 25% - 30% of engineering
Missing Employability Skills is one issue - These are not being
taught at the Institutes. What about the Missing Academic
Knowledge - Which the educators profess to be imparting as part of
the course content. The Unemployable Youth are angry with society
What will happen if this anger and resentment turns towards the
educationist
If Educators can upgrade the quality of their students Industrial
growth will automatically increase by a few percentage points - this
in turn will generate more jobs. Quality managers link their
personal growth with the growth of their organization. Academia &
Industry are going around in circles trying to resolve these issues
let's make all an endeavor to convert these circles into an upward
spiral.
What is Unemployability?
Persons Possessing requisite Educational Qualifications, but
lacking suitability & capability to perform the tasks in the work
place. These candidates cannot get or sustain employment despite
large number available vacancies in Industry.
Employability refers to a person's capability of gaining initial
employment, maintaining employment, and obtaining new
employment if required (Hillage and Pollard, 1998). Employability
is confluence of several skills, abilities, knowledge, competencies
and capabilities that enable individuals to get employment and be graduate & 10% to 15% other Graduates are employable. Situation
successful in their professional careers. It helps them individually is marginally better in case of post- graduates.
as well as institutionally. It also dwells at the skill sets, tool sets and The key Missing employability skills have also been identified to a
mind set that is essential to execute tasks effectively and efficiently. large extent based on extensive research by various agencies and
“Employability not only depends on whether one is able to fulfill corporates. The educators are well aware of this situation they
the requirements of specific jobs, but also on how one stands know the shortcomings of their students and system, but are silent
relative to others within a hierarchy of job seekers” (Brown and and are not seriously addressing the issue.
Hesketh, 2004). There is awareness and debate on this problem at the national level -
The concept of Employability has recently gained recognition in consultants & trainers have now started offering specialized
the corporate world. Employability is the ability of an individual to training in deficient skills to teachers, students & working
be employed. It is an individual's capability to get employment not executives. Finishing schools have also opened.
only because he has a degree also because he possesses other skills Education industry is not affected as yet - they are receiving their
and competencies and carries an attitude which is required to work conversion fees from the Parents / Guardians and making huge
with integrity and commitment. profits. I would call this parental Charity / Donation. This can be
Employability skills, as they are known, are the basic skills which termed as an Education scam.
are necessary for doing a job well. These skills enable a worker to Each year, India produces almost twice the number of engineers
take initiatives, adopt a problem solving approach, make sound and produced by the US and a little less than twice of all that Europe
critical decisions and contribute to the organizational growth. In produces. It is great to note that India has one of the world's largest
contrast to technical skills which are job specific, employability most qualified pools of technical manpower. However, when we
skills are generic in nature. Employers value these skills over and look at their employability status, we are far behind.
above the job specific skills. Employability refers to a person's
The way quantity of graduates is increasing the quality is not
capability of gaining initial employment, maintaining employment,
increasing. The education industry is compromising with quality
and obtaining new employment if required (Hillage and Pollard,
for the sake of quantity. There is wide Gap between what the
1998).
educational institutions are churning out and what the Industry
Unemployability & Unemployment needs.
People often confuse between Unemployability and
unemployment. Unemployability arises when individuals have
16
 CMA
eMag
Events (April)

Panel Discussion: Will Lok Pal Bill be Panacea

for Banishing Corruption?

(L to R) Col. P.K.Vadudeva, addressing, (Centre) Mr. R.M. Khanna,

Former Chairman CII-NR delivering his key note address and (R) Col K.K. Sharma, (Retd.)
making his presentation

Chandigarh Management Association (CMA) organised a
Panel Discussion on “Lok Pal Bill: Panacea for Banishing
Corruption” on 16th April. Mr. R.M.Khanna, Ex-Chairman
CII-NR presided over the Panel discussion. The other
panellists included Dr. P.K.Vasudeva, Former Professor
(International Trade) ICFAI and Col K.K.Sharma,
Regional Head, IIPS, Chandigarh.
Speaking on the occasion, R.M.Khanna said that the Anna
Hazare's Fast has led to renewed drafting and passing of
the Bill in the Monsoon session of the Parliament, but this
event in itself may not be sufficient to end corruption in the
deep rooted corrupt body of Indian society. However, he
said that at least this event has set the process for driving
out corruption in motion. He hoped that 5 years down the
line the civil society will become aware enough not to
tolerate the corruption in any quarter any more.
Dr. Gulshan Sharma, president CMA said that absence of
time-bound benchmarks for administrative actions has
eroded public confidence and delay makes room for
corruption and political favour to thrive. He said that Anna
Hazare's Fast has shown that the common men and women
and not the bureaucrats or politicians are the real
instruments of change.
Hazre has shown the way to come out of the web of
corruption.
Col K.K.Sharma while speaking said that 2G and CWG
scams has put the scams like HDW Submarine , Fodder
Scam, Sukhram, Urea Scam, Jain Hawala, Bofors, and the
likes of Harshad Mehta and Ketan Parikh scams into
shame. Though, he said that civic society is responsible for
corruption like paying small bribes to clerks, traffic cops,
and asking sifarish from uncle or aunt to bail them out. He
said that instant gratification of selfish needs is at the root
of the same and wondered if the Lok Pal Bill would ever
act as a deterrent for banishing such corruption. Sharma
quoted Swami Viveka Nand and said 'all that is needed is
that India should de-hypnotise herself and wake up from
her age-long sleep to her true rank in the hierarchy of
nations.”

Dr. P.K.Vasudeva while putting forth his point of view was

surprised that India stood out as one of the few countries in
the world that have not yet ratified the UN Convention
against corruption (UNCAC) even after six years of its
coming into force in 2005. Prof. Vasudeva said that even
though high-level corruption has plundered the national
wealth, successive Governments have shown little interest Dr. Gulshan Sharma, President CMA,
in making India less prone to corruption. He said Anna welcoming Mr. RM Khanna

17

Ground-Breaking thoughts and ideas are Important
in Changing the World: Adesh Jain
Dr. Gulshan Sharma, President CMA giving his Welcoming Address
Adesh Jain, National President Project Management Association
was invited to address a gathering of students. He spoke on
“Breaking boundaries the key to innovation”. He said that
BREAKING BOUNDARIES is about breaking new ground, about being
proactive. He emphasised the need for time management. He said
that we need to think about innovative ideas beyond times and time
will follow us.
The program was organised by CMA in association with PMA and
SASIIT-Mohali
Adesh Jain said that the ground-breaking thoughts and ideas are
important in changing the world and for better future. For that a
new way of thinking is desirable. A way of thinking that can make a
difference. That has the ability to combine high and low, north and
south, east and west, the metaphorical and the concrete. He said
that dDo not be afraid to borrow ideas that have proven to be
successful. We do not need to invent the wheel over and over again.
Old ideas in new contexts have many times proven to be an excellent
way forward.
Adesh Jain is one of the well-recognised thought leaders & he
received a standing ovation at the end of his address. About 400
students representing various B-Schools attended the event.
Adesh Jain was privileged to address the participants of the PM
Challenge 2010 Conference organized by NASA in Galveston, Texas,
USA. Since 2004, NASA organizes PM Challenge on a yearly basis.
They invite their own and other top-notch PM Gurus to share their
experiences in managing projects, programs and portfolios.
View of the Audience attended the Session
CMA
eMag
Adesh Jain gave an hour long presentation on 'Breaking boundaries
the key to innovation'. His new theory of innovation through asking
questions as 'Why' and 'Why not' was highly appreciated. He
emphasized that we must clean our mind regularly and one of the
ways is not to act like a robot but to ask questions challenging the
status quo. He said that most of our time is spent in traditional way
of thinking without much value addition and following 'business as
usual 'approach. Knowledge is the single most important factor in
managing complexities of the 21st century. We must know where
we are and understand the knowledge gap before taking corrective
measures, he added
Adesh Jain outlined the global trends in the field of Project, Program
and Portfolio Management. He outlined the formation of Project
Management Certification Institute (PMCI) and the International
Institute of Projects and Program Certification Institute is
responsible for the award of various certification systems of IPMA
and CIPM credential, he informed.
Earlier D. Gulshan Sharma, while introducing the subject said that
time is crucial and waits for none. It depends upon us how we
manage our time for better utilisation and for building our future.
He also emphasised project management approach in whatever
tasks we undertake.
Dr. N.K.Maheshwary, director of SASIIT welcomed all the guests and
proposed a vote of thanks for organising that useful seminar at their
institution.
18
 CMA
“Breaking boundaries the key to innovation”.

Future Trends in Project Management
In the evening f 29th April, Adesh Jain addressed the executive members
of Chandigarh Management Association and select group invitees. He
spoke on Future trends in project Management. He said that as the
value of means surges, organizations will want to find new and
improved systems of piloting project work to offset costs while
enduring competitiveness in the marketplace. The latest rise in the
costs is of concern to business leaders.
Adesh Jain said that what the companies are doing is that the enhanced
costs of project resources are taken into account in the prices of the
product for passing to the client. While it is sensible, to find ways to
absorb, the extra cost of resources. Save on the consumption of
eMag
resources is one such way, but there is still room for improvement in
human resources and time management. Managers are often allocated
projects for delivering products that work often without any
importance given to the cost with the stress on timetable and technical
performance
Project management effectiveness and efficiency do not occur by
accident or through hope, said Adesh Jain. It takes intensive exertion to
change from the normal to something better. “It has always been done
that way” is a saying (or excuse) that denies the need for change.
Random changes to practices often change the outcome without
identifying the cause of good or bad results”.

Glimpses of the Evening Talk attended by CMA Executive & Select Members

Mr. Adesh Jain Making his presentation Mr. Rajbir Deswal concluding Mr. Adesh Jain with Ms. Madhulika Kak meeting
the session in his poetic style Ms. Madhulika Kak with Mr. RM Khanna

View of Select Gathering for the Evening

Mr. Rajbir Deswal, who was present on the occassion concluded this highly technical session in his poetic style.....he writes on the facebook....Thanks Mr
Vohra…pleasure was entirely mine…and you guys reposed your trust in me for summing up the beautiful and thought provoking presentation by Mr Adesh
Jain reverberates in my heart as a sweet moment to cherish all my life........ he writes a couplet......"

19
 CMA
Seminar on
“Young Investor's Awareness Programme”

Chandigarh Management Association (CMA) in association with
Citizen Awareness Group organised today a Seminar on “Young
Investor's Awareness Programme” at ITFT College Campus, Distt.
Mohali on 23rd April. Mr. Parveen Trivedi, Regional Manager, SEBI (NR)
was the key speaker. Officials of Delhi Stock Exchange also made their
presentations.
Speaking on the occasion, Mr. Parveen Trivedi said that against the
backdrop of an increasing integration of global financial markets, SEBI
channelised its efforts to bring out regulations to handle the domestic
and global developments. Steps were taken to issue new guidelines
and regulations to promote orderly growth of securities market. He
said that grading of all Initial Public Offerings (IPOs) was made
mandatory and the job of grading has been entrusted to SEBI
registered credit rating agencies.
Mr. Trivedi said that planning of finances is essential for everyone. One
must restrain from overspending. Planning helps us to plan, save and
achieve our financial goals. If people start planning from student days,
they have longer time to plan. Power of compounding helps the most
over longer periods of time. Ideal savings should be 20% of total
income.
Mr. Trivedi further advised the young investors that they must define
their investment objective or financial goals. Goals can be short term
(upto 3 years), medium term (3 to 5 years) or long, term (upwards of 5
years), Each goal must have a target amount and a target date. Goals
without amounts and dates are likely to be missed. Are there any
eMag
expenses which have to be met on a priority, due to which plan may
have to be changed. Are there any liabilities which are already existing
or worse still, may crop up suddenly?
Earlier Officials of Delhi Stock Exchange while speaking on the occasion
said that Delhi Stock Exchange Association Limited (DSE) was
incorporated on June 25, 1947. The exchange is an amalgamation of
Delhi Stock and Share Brokers' Association Limited and the Delhi Stocks
and Shares Exchange Limited. It is India's fifth exchange. The exchange
is one of the premiers Stock Exchange in India. The Delhi Stock
Exchange is well connected to 50 cities with terminals in North India.
The exchange is having over 3,000 listed companies. It has received the
market regulator's permission from BSE and has become its member.
Now it facilitates the DSE members to trade on the BSE terminals. The
exchange is also considering the same from NSE.
They advised the students; that before you invest, you need to decide
your risk tolerance. Are you willing to endure the ups and downs of an
unpredictable market or is it more important to preserve your original
investment? In general the riskier investments will perform better over
time but fluctuate more. Conservative investments grow slower but
have a lower risk of taking a nose dive. It's a good idea to put money you
will need sooner in conservative investments while saving the riskier
investments for long term money. As long as your portfolio is
diversified, your investments are probably going to be in good shape no
matter which ride we take.

CMA AGM is Scheduled on Saturday 4th June

at Hotel SIP-n-DINE Sector 7, Madhya Marg, at 11.30 am onwards

HARYANA STATE ELECTRONICS DEVELOPMENT CORPORATION LIMITED

( A Haryana Government Undertaking)
hartron SCO 111-113, Sector 17-B, Chandigarh 160017
Tel. : 0172-2722961, 2722962, Fax : 0172-2705529
website : www.hartron.org, e-mail : hartron@hartron.org
20
 CMA Estd. 1966
Chandigarh
Management Association

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