Beruflich Dokumente
Kultur Dokumente
Journal of the
Management
Training Institute,
SAIL, Ranchi
Vol. 36, No 2 July - September, 2008
Contents
FEW THOUGHTS
FEATURE ARTICLES
Competitive Advantage Through Human Capital - The PSU Imperative
If ‘Self-Actualisation’ is your goal, begin with ‘Role Crystallisation’
Milestone Events Towards Better Resource Planning and
A Pragmatic Organisational Approach in Implementing ERP
Attrition - A Bigger Challenge for HR in Steel Industries for the Coming Years
Training for Business Excellence
READER’S FORUM
Mentoring : An Effective Tool for Organizational Excellence
CASE STUDY
Training Climate Survey : A Study on Public Sector Organizations in West Bengal
ARTICLE DIGEST
Social Intelligence and the Biology of Leadership
BOOK REVIEW
Confronting Reality : Doing What Matters to Get Things Right
fgUnh ys[k
vfHkuo dk;Z i)fr;ksa ds ek/;e ls vfHkizsj.kk
BIBLIOGRAPHY
Cost Management : A Select Bibliography
Vol. 36, No 2 July - September, 2008
Chief Editor
Shri S. P. Patnaik
Executive Director (HRD)
Editorial Board
Dr. Hari Haran
Dy General Manager (Acad) & Sr FM
Dr. T. Ghoshal
Asstt General Manager (Acad) & Sr FM
Feature Article
Competitive Advantage Through Human Dr Pramod Pathak 1
Capital - The PSU Imperative Dr Saumya Singh
If ‘Self-Actualisation’ is your goal, begin Madhurendra K. Varma 6
with ‘Role Crystallisation’
Milestone Events Towards Better Resource Dr. Onkar Nath Dutta 17
Planning and A Pragmatic Organisational
Approach in Implementing ERP
Attrition - A Bigger Challenge for HR in Steel S. K. Panda 21
Industries for the Coming Years
Training for Business Excellence Dr. T. Ghoshal 30
Reader’s Forum
Mentoring: An Effective Tool for Dr. Binod Kumar Singh 35
Organizational Excellence
Case Study
Training Climate Survey: A Study on Rita Basu 39
Public Sector Organizations in West Bengal
Article Digest
Social Intelligence and the Biology of Daniel Goleman 52
Leadership Richard Boyatzis
Book Review
Confronting Reality: Doing What Matters to Larry Bossidy 55
Get Things Right Ram Charan
Á„UãŒË ‹π
•Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§ ◊Êäÿ◊ ‚ •Á÷¬˝⁄UáÊÊ «UÊÚ. ¬˝ŒË¬ ∑ȧ◊Ê⁄U ’Ÿ¡Ë¸ 58
Bibliography
Cost Management: A Select Bibliography Dr. P. K. Banerjee 63
Few Thoughts
S teel Industry has been blessed with prosperity and optimism with the dawn of the 21st
century. SAIL plants recorded all time best production and operational efficiencies by
better input and logistics management. However, the sudden global meltdown caused by
the recent mortgage crisis in the US has reversed the fortunes of steel industry and the
sector is reeling under pressure to cut prices and production due to lack of demand and
stock pile up. As a result of the market collapse banks have stopped lending which has
resulted in blocking project work at almost every corner of the world and demand for
steel has gone down drastically resulting into an unsold stock of 2.5 million tonnes by the
end of October, 2008.
Economics as we understand is a scientific discipline. It uses a number of tools, and like
any tool it can be used to create or destroy. The problem is that the damage we are facing
now is different from anything we have known. The global meltdown - as it is poetically
referred to - has not been caused by a breakdown in production, by inflation, by social
upheaval, or even by war. Those are the usual suspects when our economy is real - that
is , when our economy is measured in goods and services. But when an economy is
running another program side by side, a program that has nothing to do with production
but runs on speculation, we are in trouble. Moralists are blaming the man’s greed and
dishonesty for the disaster. And nobody could foresee the fundamental contradictions of
a virtual economy. However, few economists in the past have warned that these hedge
fund managers and investment brokers were just playing monopoly on a huge scale.
In more ways than one, recession time is similar to war time where people are under
constant stress and fear. The need for a tough mind and courageous decisions is common
to both recessions and wars. In both, strong leadership practices are critical if teams have
to remain motivated and aligned despite setbacks. Recession time indeed calls for leaders
with special skills. Great Depression of 1929 is replete with the stories of those individual
who succeeded against the downturn because they were able to synergise their team with
creative involvement and collective vision. During recession, companies with vision could
see an unparalleled opportunity to transform their areas of operation.
Steel industry is a real economy driven by the macro-economic goals of a country.
To combat the meltdown and recessionary trends, SAIL has a leading will of iron.
In this trying time, it is essential to take small, tiny acts of controlling operating cost
and managing precious resources as a matter of personal discipline in every activity we
undertake. Routinely performed and implemented in our operations and projects, these
little acts and steps will pile up one on top of another to eventually produce tremendous
results overcoting any obstacle on the way.
I am sure that the HR professionals, line managers and the project leaders would join
hands together and exhibit exemplary courage and spirit to go forward in the task of
nation building in this critical hour.
Perhaps the old African proverb says it best : “When spider webs unite, they tie up a
lion”.
(Satyaprakash Patnaik)
Feature Article
Dr Pramod Pathak*
Dr Saumya Singh**
ABSTRACT
As India gained independence the powers that be embarked upon a roadmap for
industrial development of the country. The role was assigned to Public Sector
Undertakings (PSU) and the responsibilities were industrial development, self
reliance, capital formation, import substitution, employment generation and
economic growth. Some sixty years down the line we seem to have achieved these
HR may not
objectives in some measure but are still far behind the developed countries many of
directly produce which started their journey as an independent entity somewhere around the same
period as India. Our performance in the international arena is not what it needs to
revenue or go
be - be it sports, technology or trade. Yes, Reliance, TATA and Birla are some names
out and find new that have brought respectability to Indian industry but there is still long way to go.
And the journey on this path can only be successfully undertaken if we increase our
business or open competitiveness. Particularly, in case of our PSUs. Technology is not the issue, it can
new markets but be purchased. The issue is our human resources which can give us the competitive
advantage by increasing the productivity of both the human as well as the
it certainly technological capital. Our competitive advantage today has to be attained only
through the human capital. This article discusses the issues and implications related
improves the
to human capital formation with special reference to the public sector undertakings.
effectiveness of
Prologue
the organization
that can help the L iberalisation, globalization and privatization are too hackneyed expressions to
find place in management literature today. Yet, they have made such an impact
that the very grammar of business has changed. It is against this backdrop that the
company find
present Indian business scene has to be visualized particularly with respect to the
new business or Public Sector Undertaking. There was a time when Indian industrialization was
synonymous with PSU, whose role was largely confined to self reliance, capital
markets.
formation, import substitution and technological development. Private sector was
there but barring the notable exceptions of the TATA and the Birla groups the rest
were simply doing business without making much of a difference to the national
economy. Compare the scenario today - TATA, Birla, Reliance are all world class
Indian groups, both admired and feared globally. Indian companies find place in
top companies list, Indian business tycoons are present in the world’s richest
persons’ list - India has gone global. But, there is still a long way to go, specially our
PSUs who have not made a mark globally. In the World trade we are still no where
near the US, China, Japan or even South Korea. Our performance in world trade
can be compared to our position in the world Olympics, exceptions notwithstanding.
*Associate Professor, Deptt. of Management Studies, ISMU, Dhanbad
** Asstt. Professor, Deptt. of Management Studies, ISMU, Dhanbad
while individual learning is an attitude. The two need 3. Horst Albach, Managing Brains, Global Business Review,
to go together. Organizational learning can be said to Vol.2, No. 1, Jan-Jun 2001
occur when individuals within an organization 4. Rao, Hemant H, Burning Issues of Learning, The Economic
encounter a problematic situation and gear themselves Times, June 1998
up to face it on the organization’s behalf. The first 5. Ahead in Kerala, Frontline, September 22, 1995
imperative then is that organizational learning requires 6. Cutterbuck David & Stuart Crainer, Makers of Management,
individuals to be the learning agents who experience Rupa and Co., N. Delhi, 1992
problems and issues on behalf of the organization and 7. Edward E. Lawler III, Susan Albers Mohrman and Gerald E.
represent its concerns. Organizational learning is, to a Ledford, Jr. Strategies for High Performance Organizations:
large extent an individual centric mode of reason, which The CEO Report San Francisco: Jossey-Bass, 1998
Madhurendra K. Varma*
ABSTRACT
It was sometime in the 1940s that Nehru said: “Even if you wish to keep standing
where you are, you must keep running!” This was already true in those bygone days;
but to-day it is pertinent and imperative just for our very existence!
Therefore, just don’t expect or wait for the Organization or your boss to hand out
what you are required to do. You better pro-act about what you believe you would or
should wish to do — in terms of your present capabilities and the potential for
It will not do
acquiring better capabilities that you can develop, mostly on your own and somewhat
for a manager to on the help your organizational structure can provide.
passively accept In this age of vast changes, jobs too have been changing — both in their context and
contents. It is time that you take ownership of your own career. Besides, for all such
the role
people who are keen on ‘self-actualisation’, mere role-clarity will not do. Both for
assigned and ownership of your career and for self-actualisation, role-crystallisation is essential
which, in effect, goes beyond someone else doling out to you as to what you should,
clarified (if at
and should not, do.
all) to him by
It calls for honest self-introspection with a view to identifying your inclinations,
others; he has to strengths and potentials, and then going ahead with self-development. It also requires
that you develop your subordinates too. When you are satisfied that you have done
take ‘ownership’
the developments on yourself and your subordinates, you are ready to speak out to
of his own your management — with courage of conviction — that you are ready and willing to
offer wider and richer services. That, in a nutshell, is ‘role-crystallisation’.
functions
functions..
And for acting on such role-crystallisation, it is not only you but your organisation as
well which shall come out the richer for it!
Introduction
6
Although all these ‘inputs’ on the manager are and their implied compulsions, had not appeared on
required and welcome, let us take due note of the fact the scene. The reason was the existence of that handful
that these are inputs from sources external to the of managers, who were particularly imbued with the
manager; he is only a recipient of what others have inner urge for self-actualisation. Such managers have
concocted for him. Personally, he has made no always required — whether they are aware of it or not
contribution of his own to give shape to himself! - inputs from themselves in order to reach the stage of
‘self-actualisation’. And that input, again, is ‘role-
In the current situation when changes at fast pace and
crystallisation’, as distinct from — and beyond - mere
on mind-boggling scale have been taking place, we
role-clarity.
already see that the context as well as the contents of
many jobs is disappearing due to technological We shall delve deeper into this here. First, let us
changes and fast obsolescence of products, work understand the connotations of ‘role clarity’, as
methods, and services. Employees at almost every distinct from ‘role crystallisation’.
level are having to unlearn much of what they were
Role : Its implications
experts in, and come up with newer combinations of
knowledge and skill — if they wish to stay on or grow The Dilemma: Whenever a manager moves up the
in their career. ladder of his career, he is torn between:
a) His realisation and desire, on the one hand, to
Yet another factor that has been compelling the
function in a more significant and different
changes in the context and contents of jobs is the
manner than he has done so far, so that his
ongoing movement for replacing the pyramid
contributions may be seen to be commensurate
organisation with flatter structure. As organisation
with the higher position he now occupies; and
structures are flattened, decentralised, and turned
upside down, managers often have to rethink in b) His failure many times ‘at least initially’ to come
fundamental ways as to what they themselves and up with bright enough and easily practicable
their roles are going to be, or should be. ideas as to what really he could do about it.
This can be an extremely challenging task: How can The result: Usually, he is left to his own devices; and
you learn to see yourselves a new? How can you find he sinks even deeper into doing those very things,
fresh ways of thinking, behaving, and communicating which he believes himself to be an expert on. Being
with those you work with? unable to rise above, he continues to do what he had
been doing so far. Thus, a feature that gets added to
These require managers at all levels to embrace much
his ‘style’ is that he now becomes even more fanatic
wider span of duties with greater degree of
about perfection in what he does. In effect, he fails to
responsibility and authority. Under these
bring about real up-gradation in himself; he bids good-
circumstances, it will not do for a manager to passively
bye to delegation to his subordinates, and thus puts
accept the role assigned and clarified (if at all) to him
everything and everybody into disarray. He digs
by others; he has to take ‘ownership’ of his own
deeper into his narrow, unidimensional role, and fails
functions. This means his taking the initiative to give
to rise to the new and higher managerial role expected
such shape to his own role that will enable him to
of him.
perform to his full potential, in his own unrelenting
judgement. This is the initiative, which introduces the Role-Clarity
phenomenon of role-crystallisation -- taking it beyond
This is essential for every performer — not only for
mere role-clarity!
those who have moved up the ladder but also for those
In a sense, the element of role-crystallisation has who are active about accomplishing their assigned
always been present -- even during the days when tasks. It must provide advice or information as to [i]
technological changes on the current scale and pace, what one is expected to do or achieve [ii] under what
It is also crucial for giving shape to your attitude There are two compelling answers — one very down-
towards your superiors and subordinates; it to earth, the other related to your self-esteem:
determines whether your inter-personal relationships
● The down-to-earth answer: “Who knows what
would become positive or negative. In the absence of your job will look like after cataclysmic changes
role-clarity, even persons with brilliant past records sweep through your organisation or industry,
of performance have been known to degenerate into and they engulf the very company you work for?
rendering them as mediocre members of the team or, Who knows whether your job will even exist, and,
in some cases, to end up as disgruntled and bitter. frankly, who cares other than you? The reality
They become cynical, they are devoid of self- in today’s, and tomorrow’s, ambience is that
confidence, and they begin to act as dead weights in nobody owes you a career; your career is literally
the organisation. your business. You are in competition with
millions of employees like you; and you need to
1. Role-crystallisation ‘build up and take ownership’ of your career,
Role-clarity vs. Role-crystallisation your skills and the timings of your moves.
So far we have described and analysed what ‘role’ and It is your responsibility to protect this personal
‘role-clarity’ mean. We have also considered the business of yours from harm and to position it to
implications of what can happen when roles are not benefit from the changes in the environment. Nobody
clarified. It is worth noting that what we have else can do that for you.”
concentrated on so far are the passive aspects of what ● The self-esteem answer: Perhaps this is even
others do, or don’t do, about your role; we have not more compelling, with a stamp of permanency
yet discussed what you can, and ought to, do to give about it. All said and done, deep down, we do
substance and shape to your own role. crave for a ‘calling’ in our job; we are not just
“What you can do to give shape to the role you should after a bundle of tasks, the performance of which
like to play” is a far more important and promising neither adds to our self-esteem nor to the esteem
realm, from the point of view of both your professional in which others hold us. Usually, we are stuck
satisfaction and the organisation’s benefits. In other with jobs, which are too small for our spirit. We
words, the issue before you is: “What can I do to do want - actually, we do need — to express
crystallise my role?” ourselves in terms of satisfying
accomplishments, our style of performance, the
Let me shake you up - tickle you — with the following expertise we bring to the ways in which we do
questions: our jobs. We do wish to leave behind an imprint
Why should you depend on others to dole out your of our personality on the jobs we handle.
roles to you? And why should you remain shackled by It is for these reasons we have to give serious thought
the boundaries set by others in regard to your roles? to how we can ‘crystallise’ our role — unless we are
Why shouldn’t you break through such arbitrary made of a stuff which keeps us content to remain
boundaries, and establish your own roles in terms of insensitive to the imperatives described above.
the expertise, temperament, enthusiasm, sense of
How do you go about crystallising your role ?
values, priorities and leadership qualities that you
possess or wish to develop? In short, why shouldn’t you Introspection: What do you do to re-orient yourself ?
have the freedom to ‘express yourself’ through, and When it comes to role-crystallisation, the ball moves
on, your own job? right into your court, as already implied in the
● Delegation and
● Are you aware of the latest knowledge/
technology relevant to your activities? When is ● Asking for roles commensurate with what you
that flash point likely to arrive beyond which you finally crystallise
cannot go on with your outdated existing
■ Enriching first the repertoire of your own
knowledge/technology?
knowledge and skills
● What should be your plans for [a] disposal of the
● Role-crystallisation does not mean your coming
existing equipment or methods, and [b] up one fine morning to your boss and saying:
training/retraining of your people to prepare “These are the functions I have decided I shall
them for the new technology? perform from now on!”
● Are your subordinates suffering from monotony, ● Role-crystallisation does entail some
boredom, job irritation or mis-information?
preparatory work on yourself. First, determine
What should you do now onwards to take care
what combination of functions you believe you
of these?
can best handle — taking into account your
● Do you relate yourself to the kinds of people who current skills, inclinations and efforts you make,
work with you? or are willing to put in. This combination of
functions could well be within the logical ambit
● How much tension are you subjecting yourself
of your current job.
to? Why? What can you do to reshape your role
in order to minimize these tensions? But look beyond:
If you habituate yourself to asking these questions i. Take note of the emerging jobs that your
constantly, your own fund of experience will produce organisation and you will soon have to take up;
honest, workable answers. And it is these answers that ii. Also, take note of what you have to learn and
will provide a rich guidance about the lines on which unlearn;
you ought to crystallise your role.
iii. And for such new jobs do identify and try to
Extroversion: What do you do for Others ? master the combination of functions that you
We have so far discussed the necessity and benefits of may be required to perform.
‘introspection’ in the context of your role- ● However, before you do so, you have to be
crystallisation. But you play your roles essentially by honestly satisfied that you do have the requisite
interacting with others, don’t you? Therefore, your role knowledge, skill and capability for performing
crystallisation must include ‘extroversion’ — your the new combination of functions. What efforts
efforts to relate yourself to others by reorienting your have you been making for acquiring the new
relationships with them. And your relationships with skill? Have you done enough, or do you still have
others must be shaped in terms of your work- some milestones to cross? If yes, work diligently
relationships — not merely on your personal rapport, to acquire adequate expertise till you are
since most of your interactions are around the work satisfied.
you and they do.
● Once you are satisfied, you have to make known
Some important aspects that need special attention to your boss and others concerned as to what
and efforts from you are: functions you would like to perform. This has
What it boils down to is that you shall have to begin Role-crystallisation {even role-clarity} is not a process
with auditing and re-orienting yourself. It is this need that others will arrange and offer to you. You have to
for self-development that gives relevance to the reach out, and create the ambience in which your roles
recommendations that you do introspection to find become clear; and, beyond that they are crystallised
out how you stand on self-motivation, decision- in consonance with your personality make-up.
making, assertiveness and planning — and then re- As a result, it is you and your organisation as well that
orient yourself to rise to your full potentials. Unless shall come out the richer for it!
ABSTRACT
Computers and Information Technology have contributed lot in improving the
efficiency of different aspects of the organisation. In these efficiency improvement
endeavour there had been few milestone events towards better resource planning and
those have been discussed in this paper. Supply Chain Management (SCM) and
Enterprises Resources Planning (ERP) are the latest techniques in this series have
encompassed almost every aspect of the organisation. ERP has already been
ERP
implemented in number of organisations in India, but due to wrong implementation
essentially plan, some organizations could not derive the desired results. Taking the clue from
those failures a logical implementation steps have also been suggested in this paper.
makes sure that
a firm’s Introduction
manufacturing
decisions are
I n this competitive world, the profit is achieved mostly by cutting cost and not by
increasing price. Accepting a technology, cutting cost is possible only by efficient
utilisation of resources which in turn is possible by taking right decision by
processing right information at right time and also taking action on them at right
made taking into
time. With the advent of computer and Information Technology (IT), there has been
account their a sea change in the data collection and processing techniques. As a result, efficiency
impact on the of organisations have improved manyfold. In this journey of efficiency improvement
by proper planning implementing and controlling the resources, the first name that
supply chain - comes is Material Requirement Planning (MRP) and the latest till date is Enterprises
both upstream Resources Planning (ERP). The present paper primarily traces the foot print of the
Journey from MRP to ERP.
and down
Material Requirement Planning
stream
stream..
Material requirement planning (MRP) is an inventory control process carried out
with the help of computer to estimate time phased requirements of assembly,
subassemblies and components that are used for manufacturing product on
assembly line principles. Primarily IBM developed this in 1960. Japanese were first
to introduce the technique in industry, but its large scale implementation started
around 1970 in USA. MRP technique begins with exploding the end product and
developing the tree of assembly, subassemblies and components, known as Bill of
Material (BOM). The demand of end product obtained from Master Production
Schedule (MPS) when collated with BOM, gives the gross material requirement,
which is converted to net material requirement by deducting the materials already
S. K. Panda*
ABSTRACT
Staff attrition (or turnover) and absenteeism represent significant costs to most
organizations. It is odd, therefore, that many organizations neither measure such
costs nor have targets or plans to reduce them. Many organisations appear to accept
Selection them as part of the cost of doing business - a sign of increasing job mobility and
decreasing staff loyalty perhaps, a matter to be regretted but just ‘one of those things.’
process needs to
They add a sum in their budgets for ‘temp staff’ and ‘recruitment’ and forget about it.
be mapped However, it seems to be one of the areas in which HR can make a difference - and one
that can be measured in quantifiable, financial terms against targets.
correctly to
The present global steel scenario experiences consolidation through capacity
ensure that expansion, acquisition and merger in order to grab a major chunk of market share in
the steel sector. As per a report of the Planning Commission it is indicated that the
employees stay
steel demand will grow approximately to 52 million tones (MT) by 2011, and India
in organization will be producing 100 MT of steel by 2020. Such a volume of steel production demands
plentiful availability of raw materials like iron ore, labour, land, infrastructures and
for a longer
other requirements, which are available abundantly in our country and these factors,
period. This are attracting global players like Posco, Mittal Arcelor to India. The existing domestic
players are also trying to cash in on the available opportunities to expand their existing
helps to have the
production capacity. In the above scenario it is quite obvious that the new players
right person in shall pound upon the human resources of existing steel makers. The available
manpower in steel sector are experienced, trained and accustomed to good work
the right job.
culture. Even then given the chance they may like to hop existing job for a better-
This reduces negotiated value. While the high level of economic/industrial activities and shortage
of skilled personnel have made job hopping easier, the underlying causes of high
post recruitment
attrition as perceived are under development, and underutilisation of a workforce
dissonance in an that has high career aspiration.
Here, in reference to the steel sector an effort has been made to discuss attrition in
employee
employee..
general to gather an idea as to the ways to be adopted in making strategies to minimize
attrition or retaining talent.
What’s more, the red flag that has been raised, isn’t Some studies strongly suggest that push factors are a
likely to be lowered anytime soon. “This switching will great deal more significant in most resignations than
continue for at least the next five years and the biggest most managers appreciate. It is relatively rare for
chunk of hoppers is the one with five-10 years of people to leave jobs in which they are happy, even
experience as felt by an HR survey. There are a lot of when offered higher pay elsewhere. Most staff have
fresh graduates who switch several jobs withing the little or no preference for stability.
first few years. This is because they are not mature It is important to appreciate that the reasons people
enough to realize what they want. So they first take up give for their resignations are frequently untrue or
a job and after gathering experience move on to make only partially true. The use of exit interviews is
a career. widespread yet they are notorisously unrealiable,
particularly when conducted by someone who may
But how does this reflect on your CV ? What message
later be asked to write a reference for the departing
does it sent across to your prospective employers ?
employee. They are reluctant to voice criticism of
“Cases of people changing three-four jobs in a year is
their managers, colleagues or the organization
nothing new and agri-business is the worst hit in this
generally, preferring to give some less contentious
regard. For this very reason Reliance Retail hired twice
reason for their departure.
it’s requirement. If the demand is X, companies hire
1.3X. Sectors like agribusiness and IT where the blow is Diagnosing the key drivers of turnover is crucial if one
felt the most, job-hopping doesn’t reflect badly in a has to reduce employee turnover. An incorrect
resume. Unlike few years back, when job-hopping was diagnosis and the intervention is highly unlikely to
not seen in a good eye, today consistency is not an issue. succeed.
Job-hopping becomes inevitable in volatile industries Having analyzed the available data on retention and
such as media, retail and IT, but hopping from one job turnover, one should have a good idea on those
to another in rapid succession can have hidden specific groups one wishes to investigate, to see if one
consequences. There are a few drawbacks of the can establish the key drivers of turnover, and put in
practice. place appropriate solutions.
As for example, these rolling stones fail to acquire in- There are several different approaches to information
gathering. It is usually best to use a combination,
depth knowledge of any particular field and remain
providing both qualitative and quantitative data.
unexposed to the nuances of running a business”.
Some time it is recommended depending upon the
The demand-supply gap is so huge that companies
precise circumstances : conducting a small number
today are busy attracting the best of the lot, not focusing
of interviews followed by two more focus groups then
on the growth trajectory of the employee. “While the
a questionnaire to a wider audience and perhaps a
Indian companies have come to terms with it, MNCs
survey if appropriate.
do look at it suspiciously. This is because they haven’t
seen such rapid changes in their respective countries. Interview
A resume full of short stints might be looked at A good way of discovering relevant information is
suspiciously and lead the employer to believe that through one to one interviews. For an interview to be
either you are unable to get along with your co-workers effective a neutral third party should conduct it.
Questionnaires are commonly used as part of the 18. Giving back to the community
information gathering process. They are a reasonable 19. Delegation
way of obtaining relevant information, though response 20. Everyday experience
rates are often disappointing. Questionnaries need to
be designed carefully to be effective. Exit Interviews
Exit interviews are used by the majority of companies.
Attitude Surveys They tend to be conducted just before and employee
The use of surveys to measure employee engagement leaves, though some firms wait until after the
or commitment is gaining in popularity. departure. Exit interviews will normally to be done in
The research suggests commitment is a reasonable the form of a questionnaire, though one to one
predictor of turnover if considered across a large interviews are also used. Recent years have seen the
enough group. Unfortunately surveys are not always appearance of internet based exit interview
reliable and response rates are sometimes questionnaires. In exit interview one can feel the pulse
disappointing. of the departing employee and it is helpful in
ascertaining the cause of departure.
One difficulty with attitude survey knows which areas
to focus upon. It is usually sensible to conduct some How organizations retain talents
form of qualitative information gathering beforehand,
Retaining employees is a big challenge today. Some
in order to get an idea of which issues you should be
organizations try to hold on to departing employees
asking about.
by countering. However, some organization believe in
Surveys tend to ask the importance of each issue, in the anti terrorist policy like “With terrorists no
addition to rating how the company is performing on negotiation..” It is definitely a serious topic so far the
that issue. management of top organizations are concerned.
Retention surveys will usually find about some of the Experts, however, says the best way to retain skilled
following : workers is to continually check that salaries are
competitive and make sure individual employees feel
1. Resources to do the job
challenged check that salaries are competitive and
2. Career development make sure individual employees feel challenged and
3. Relationship with manager appreciated. This is an interesting study to take note
4. Meaningful work how different companies are forming their strategies
Dr. T. Ghoshal*
ABSTRACT
Training is considered to be very important for enhancing competence of the
workforce. With the increasing completion in business these basic assertion about
training as a potent instrument for organizational growth is being debated. Training
is understood for condition the mind to achieve a pre-defined standard of performance
consistently. It is also believed that training enables people to acquire or reinforce
Though the knowledge and skills for improving performance and therefore is an essential aspect
of competence enhancement. However, often training is regarded a panacea for all
quantification of
unresovable organizational problems and it is there that managers make a mistake.
effectiveness of It must be understood that while training is a necessary precondition for delivering
certain output, it may not be a sufficient condition for performance excellence. Perhaps
training has
the only way to understand its periphery is to understand the ‘limits from training’.
always been In this article, an attempt has been made to have a threadbare analysis of the issue
and find out some rational pointers that could be beneficial to organizations.
difficult to
ascertain, here
has always been
F or long, organizations have believed training to be a potent tool for enhancing
employee competence at the workplace. Considering people to be the most
important resource, there has always been an emphasis to training people to bridge
the competency gaps that may arise in the organization from time to time. “Though
a faith on
the quantification of effectiveness of training has always been difficult to ascertain,
training as one here has always been a faith on training as one of the essential components for
of the essential organizational success.” In recent times, the role of training is often been debated.
One school of thought believe that the principle task of organization is to deliver
components for results; that employees are expected to possess a certain set of competencies when
organizational they join an organization and should be able to perform as per the tasks assigned to
them. Proponents of this belief are of the opinion that as and when there is a change
success
success.. of technology or process or a new knowledge is required, employees concerned should
be exposed to requisite training so that they can update themselves and deliver results
as per the expectations of the company. Another school of thought consider training
as a tertiary activity; they believe that training is a ‘nice to do’ thing and that people
should be trained because it is part of their procedure. There is a third view also on
training which views training as a component of overall strategy of the company and
as an instrument for gaining and sustaining competitive edge.
As business becomes increasingly competitive, these basic premises about the
training are being debated. What is training, what is its role in business, can training
deliver results? What kind of results can be expected from training? What is
trainability? etc. Perhaps a threadbare analysis of the subject would lead to some
rational pointers that could be beneficial to organizations.
30
What is Training? the same? Perhaps the only way to understand the
Training as a competency-enhancing tool, is underlying reasons for the same is to understand the
understood to be initiated for conditioning the mind ‘limits from training’.
to achieve a pre-defined standard of performance
Performance Excellence
consistently. Training is a competence building
activity that enables people to acquire or reinforce While training is a necessary precondition for
knowledge and skills for improving performance. delivering certain output, it may not be a sufficient
Thus training being an essential aspect of condition for performance excellence. Yvonne
competence enhancement, perhaps the first step McLaughlin (1988) suggests that competency to be just
towards exploring the notion of ‘competence’ itself. one components for ensuring performance at work
Competencies are general descriptions of abilities that could be addressed through training; others being
necessary to perform successfully in any organization. individual motivation and organizational support.
The competency profile includes a set of knowledge, Motivation is a concept used to describe the factors
skills and attitudes expressed in behavioural terms. A within an individual, which arouse, maintain and
job competency, thus, is an underlying characteristic channel behaviour towards a goal. While it is easy to
of an employee, which results in superior performance see the things that a person does, it is much harder to
on his job and needs to be enhanced on a continual guess at why they are doing it. Since it is part of a
basis to stay in touch with the times. An individual manager’s job to get their work done through others,
must possess requisite knowledge in his work area and managers need to understand why people do things
should be able to put it to necessary application. An (that is, what motivates them?) so that s/he can
individual must also possess necessary skills that convince their employees to work towards the goals
would help him to perform his job as per the of the organization.
expectations of the organization. Above all, he should Basically the two general approaches to motivational
have a positive predisposition of mind that would theory: Content Theories - what makes people
always propel him towards contributing positively to succeed; what turns them on or off, and Process
the organization, in whatever manner he could. In
Theories - how and by what goals people are
tandem, these three elements constitute the core of
motivated need to be re-looked while deciding about
competence of an individual that helps him in
a training intervention for competency
excelling in his place of work.
enhancement. The Content Theories suggest that
Precisely, the ‘Training and Training System’ bridges people have certain needs and/or desires, which have
the yawning gulf between dreams and reality of every been internalized. (This means that as we have grown
organisation. Training, besides, bridging the gulf up we have learned that these are things that we want
between the process of employment and day-to-day and need and we come to believe it so strongly that
working, it keeps the employees abreast of the we think that it is a natural thing to want these
organisation and fosters camaraderie. Basically, the things.) These theories look at what it is about certain
training is a learning process, which modifies the people that make them want the things that they do
behaviour through experience. and what things in their environment will make them
Observation suggests that most often than not, do or not do certain things. Maslow’s and Hertzberg’s
organizations seek to enhance employee competence theories of motivation point to certain facets of needs
by resorting to training. Training is expected to deliver that also need to be looked into as factors having
results at the workplace, many a times influence on employee motivation. These factors
instantaneously. Whenever training given to people, could be either in terms of hierarchy of needs or
a set procedure is followed that includes review and within a job, which allow for such things as
corrective and preventive actions too. However, when achievement, responsibility, recognition,
the impact of training is reviewed, the results are often advancement, challenge. Training may not always
disappointing. What could be the possible reasons for influence these factors significantly though may have
Issues in Training
Even when training has been identified to be necessary
for addressing organizational problems, it is important
to identify the enablers that facilitate training and
delivers the desired results. The major issue in training
relates to the degree of commitment to training.
Commitment emanates from conviction that training
is an important activity and involves every one in the
organizational hierarchy and also in the training set-
up. Commitment has to be visible at every stage of the
training process right from the identification of correct
training needs to selection to participants, designing
of appropriate training programmes and maintaining
the quality of training and support services.
It is therefore necessary to take a holistic view of
enhancing organizational effectiveness the issue of Commitment to Training
enhancing organizational performance and relate it The efficacy of training could be directly related to the
to the related contributory factors. It also necessary level of organizational commitment have towards
to design a modality that could help managers to training. There should be a conviction about the
understand the periphery of training. Following Model importance of training for organizational growth. This
may help to understand the situations in which conviction should emanate both from the trainee as
training interventions could be of help to managers. well as the superiors responsible for continual
As is indicated in the Model, the first and foremost task improvement in output of their departments. Unless
is the recognition that a problem exists at the senior managers who nominate people for training do
workplace. Once there is an acceptance of the fact of not have faith that training can deliver results; the
a problem existing, the root cause of the problem is results would be detrimental. Similarly, people,
identified and due deliberation about a possible nominated for training must have the belief that
development and managing cover and release from 11. Ulrich, Dave (1996). Human Resource Champions. The next
work site for training. If broader development agenda for adding value and delivering results. Boston, Mass.
Harvard Business School Press.
opportunities are to be made available to employees
12. Wendell L French; Cecil Bell (1973). Organization
that provide few inherent opportunities for learning and
development: behavioral science interventions for
career development, more imaginative and innovative
organization improvement. Englewod Cliffs, N.J. : Prentice-
approaches may be required. Therefore, issues like job Hall.
design, development of occupational progression
13. Wendell L French; Cecil Bell (1973). Organization
routes and employees’ entitlements to learning should development: behavioral science interventions for
be assessed. This raises fundamental issues relating to organization improvement. Englewood Cliffs, N.J.: Prentice-
the organisation of work and the management of Hall, chapter 8.
working time that go to the core of the relationship 14. Wilkinson, A. (1988). “Empowerment: theory and practice”.
between management and employees. Personnel Review 27 (1):40-56.
ABSTRACT
There are many perspectives on the definition of mentoring, especially since the
relatively recent popularity of personal and professional coaching. Traditionally,
Mentoring can mentoring might have been described as the activities conducted by a person (the
mentor) for another person (the mentee) in order to help that other person to do a job
be an exciting, more effectively and/or to progress in their career. The mentor was probably someone
stimulating who had “been there, done that” before. A mentor might use a variety of approaches,
eg, coaching, training, discussion, counseling, etc. Today, there seems to be much
journey of self- ongoing discussion and debate about the definitions and differences regarding
discovery and coaching and mentoring.
development, Introduction
which opens up
new
M entoring is a tool where the organizations can use to nurture and grow their
people. It is an effective strategy that is helpful in building professional,
technical and management skills and employee confidence through cooperative and
opportunities for collaborative effort. It can reduce the fear and anxiety of the employees and can
develop a culture of high performance by ensuring support and their contribution.
personal
fulfillment and Objective
1. To determine the role of mentor
achievement
achievement..
2. To determine functioning of various mentoring program for the development
of organization
Phases of Mentoring
There are four phases in a mentor relationship
1. Initiation: It is a type of mentoring where the mentor and the mentee initiate
the relationship with each other
Rita Basu*
ABSTRACT
The objective
objectivess Human Resource Development (HRD) plays an important role in harnessing the
human resources of the organization to attain the organizational goals. An objective
of any HRD
of any HRD effort is to build the human competencies, to build a climate to improve
effort is to build employee satisfaction with work i.e. “competency development”, “climate building”
and “innovative development”. Among all other activities of HRD Training is claimed
the human
to be a key determinant of competitive success. It is due to the compulsive forces of
competencies, to newly emerged market - oriented economy that the human resource development
(HRD) function started receiving greater recognition and importance in the Indian
build a climate private, public and multinational enterprises. The general perception is that in certain
to improve organizations, which are for the time being under lesser stress or competition (like
government) than any corporate organization, training is more of a “showpiece”
employee element and is devised without much consideration to the organization and
satisfaction with operational analysis. Thus the objective of study was to find out systematically the
attitude and perception of people who are directly involved with the present
work i.e. organization’s training activities and also to assess the situation in which this type of
‘competency activity prevails. With the help of a structured close ended questionnaire consisting
of 11 items data were collected with face-to-face interview from two public sector
development’, organizations situated in West Bengal. It was found that even though the fulfillment
‘climate of organizational objective is perceived as the aim of any training programme, the
training is considered as the responsibility of HR department only; its role within the
building’ organization is perceived like the role of other functional departments but not as a
and ‘innovative support system for the organization. It may be concluded that if a conducive
organizational climate could be created then it may help to produce an effective
development’
development’.. learning climate for an organization.
INTRODUCTION
Individuals in organization
Also Rae (1999) consolidated certain reasons given by 2. Encourage them to identify how they are
the members of the organization except training currently adding value for themselves, their jobs,
department for not evaluating training programme by team and organization before, during and after
them is: a training and development process.
3. Help them to capture learning that is taking
1. It is not really possible to measure the results of a
place in the job situation through effective
training programme. Either believes that it’s
facilitation, learning and peer learning sets.
successful or you don’t.
4. Transform the training department from a team
2. Trainers know without all these forms whether
of officers and administrators into a team of
their training course has been successful.
consultants and facilitators with the political and
3. Evaluation only really refers to technical training business skills to the wheel of learning.
where there is a definite, measurable end product.
5. Ensure trainers’ practice what they preach by
4. Evaluation is the responsibility of the training showing their learning based on their work
department, the trainer, the training department activities.
and personnel.
6. Support informal learning process such as
5. Nobody (customer / boss) has asked me to coaching and mentoring without introducing
evaluate the programme, so no one is interested. rules, forced relationships and bureaucracy.
6. The client didn’t raise evaluation. 7. Interchange people between staff HR and
7. Evaluation takes up so much of time yet to training function and business function.
implement change. 8. Establish a system of evaluation through
accreditation that assesses outputs from
8. It is enough to make an evaluation by
learning not just input.
questionnaire survey at the end of training.
9. Identify the vital business questions that should
Hale (2003) identified certain myths in relation to the
be tackled and support individuals and teams in
training activity in organization.
tackling these questions.
Myth 1: Learning is the responsibility of trainer - to 10. Keeps asking others and yourself how you/they
protect the role of the training professional. are adding value at a personal, team and
Myth 2: Course proves learning - scientific and organizational level.
statistical measurement is the best way of proving Yadapadithyaya and Stewart (2003), in their cross-
effectiveness of training. national study on India and Britain highlighted that
Myth 3: Good course evaluation means learning - the Britain’s movement in
reaction level (Kirkapatrick’s Level 1) is usually tackled ● Delegating responsibilities
through end of course evaluation questions. ● Line manager taking responsibility in involving
Happiness does not necessarily mean learning. individual employees
As training plays a vital role, not only in retraining for There were opportunities to interact and discuss with
process development but also in securing the the people of the organizations A & B (introductions
corporate goals of commitment, flexibility and quality. are given below) in relation to their views about the
It therefore becomes crucial to integrate the training HRD activities of their organization giving special
function into mainstream business activity rather than emphasis on training. This created some sort of
maintain it as a peripheral activity. Thus the principal feelings which does not exactly match with the
policy or goal of HRM is considered here to be the theoretical or ideal views about the activities of
concept of strategic integration. training in organization.
Thus the objective of study was to systematically find ii) At job or functional level - standards require
out the attitude and perception of people who are for a particular level
About the organizations on whom the study is spread out all over the state. It follows decentralized
was conducted systems with only some key technical and administrative
Organization A matters being handled at the central level. The head office
primarily deals with the policy matters and gives
The State Government Act for production and
administrative directives and guidelines.
distribution of energy enacted this board. To enable the
board to function effectively there are about 40000 A chairman appointed by the State Government heads
employees under various department. For the purpose the organization and he is directly answerable to the
of ensuring efficient functioning of the employees and said department of the State Government. It has no
to appraise them with the latest techniques, the board is separate HRD Department. The administrative set up
equipped with a Human Resource Development headed by a Sr. Personnel Manager is responsible for
Department. The HRD department as per their activities the observance of the HRD as well as personnel
regularly reviews & improves the content on the basis of functions. There is no separate training department.
interaction with participants to enable enrichment of job Almost all training programmes are conducted at
situation & ensure effective, efficient working of people locations outside the organization i.e. in collaboration
for the betterment of the organization. with other organizations.
Organization B METHODOLOGY
This organization is chiefly formed to preserve and Questionnaire Design
maintain the quality of our environment. The From general study about the understanding of
organization, for the purpose of effective performance, attitude and perceptual factors in relation to training,
literature survey and experiences as a facilitator in collected with face-to-face interview from two public
different training programmes, the questionnaire was sector organizations situated in West Bengal.
considered. This is a structured close-ended
Data Analysis and Interpretation
questionnaire consisting of 11 items
On the basis of the number of respondents for the
On whom the Survey was Conducted survey, frequencies of responses and the percentage
Survey was conducted in the two organizations A & B. of responses are calculated for each category.
Responses were obtained from officers and executives To verify whether these results indicate a significant
of these two organizations who were directly or trend of opinion, chi-square (x2) testing for each item
indirectly involved with some training or for each group was done. This testing was done to find
developmental programme in the recent past. the divergence of observed results from those
expected.
Procedure
If we repeat the experiment only once in 20 trials a
Data Collection chi-square (x2) calculated value would reflect that the
With the help of a structured close ended null hypothesis is true. Here results may be marked
questionnaire consisting of 11 items data were “significant” at the 0.05 levels. Therefore the
individuals transfer their training to the job when their Macmillan Press Ltd; London; 2000.
‘real’ environment matches or fits the preferred ‘ideal’ ● Guthrie, James P and Schwoerer, Catherine E; Individual and
environment. In addition to that they also found that contextual influence on self-assessed training needs; Journal
the traditional criteria of hiring people whose skills of Organizational Behaviour; Vol 15; 1994; pp 405-422.
match the job, organization might consider creating ● Holly, Lesley and Rainbird, Helen; Workplace Learning and
environments to match the employees’ needs. the Limits to Evaluation; Training in The Workplace; Rainbird,
Helen(edt); Mcmillan Press Ltd; London; 2000)
It can also be said that if a conducive organizational
climate could be created then it may help to create an ● Hale, Richard; How training can add real value to the business:
effective learning climate for an organization. part 1; Industrial and commercial Training; Vol 35; No 1; 2003;
key issues in training and development related to the ● McDougall, Marilyn and Beattie, Roma S; The missing link?
interaction of individual and organizational learning. Understanding the relationship between individual and
● Mitchell, Garry; The Trainer Handbook; 1998; The American Press Ltd; London; 2000
Management Association; USA; 1998; 2nd ed. ● Smith, Ian W.; Human resource development: measuring
● Moxness, Paul and Eilertsen, Dag-Erik; The Influence of return on investment; Library Management; Vol 25; No 6-7;
Management Training Upon Organizational Climate: An 2004; pp 318-320.
Explorative Study; Journal of Organizational Behaviour; Vol ● Smith, Mike(ed); Analysing Organizational Behaviour;
12; 1991; pp 399-411. Macmillan Press Ltd.; London; 1991.
● Rainbird, Helen; Training in the Workplace and Workplace ● Valle, Ramon Fernando, Martin Romero, Pedro M and
Learning: Introduction; Training in The Workplace; Rainbird, Dolan, Shimon L; Business Strategy, Work Process and
Helen (ed); Macmillan Press Ltd; London; 2000. Human Resource Training: Are they Congruent; Journal of
● Rao, T V; HRD Audit, Evaluating the Human Resource Organizational Behaviour; Vol 21; 2000; pp 283-297.
Function for Business Improvement; Response Books; New ● Yadapadithaya, P S; Training and Development in India;
Delhi; 1999. international Journal of Training and Development; Vol 4;
● Rao, T V, Verma, K K, Khandelwala, Anil K; Alternative Issue1; 2000; pp 79-89.
Approaches and Strategies of Human Resource Development; ● Yadapadithaya, P S and stewart, Jim; Corporate Training and
Rawat Publicataion; jaipur; 1989. Development Policies and Practices: a cross national study of
● Rae, Leslie; Using Evaluation in Training and Development; India and Britain;International Journal of Training and
Kogan Page; 1991; London. Development; Vol 7; Issue2; 2003.
Daniel Goleman*
Richard Boyatzis**
Leading I n the past five years, research in the emerging field of social neuroscience-the
study of what happens in the brain while people interact-is beginning to reveal
subtle new truths about what makes a good leader. The salient discovery is that
effectively is, in certain things leaders do-specifically, exhibit empathy and become attuned to
others’ moods-literally affect both their own brain chemistry and that of their
other words, less
followers. Researchers have found that the leader-follower dynamic is not a case of
about mastering two (or more) independent brains reacting consciously or unconsciously to each
situations-or other. Rather, the individual minds become, in a sense, fused into a single system.
Great leaders are those whose behavior powerfully leverages the system of brain
even mastering interconnectedness. A potent way of becoming a better leader is to find authentic
social skill sets- contexts in which to learn the kinds of social behavior that reinforce the brain’s
social circuitry.
than about
Leading effectively is, in other words, less about mastering situations-or even
developing a mastering social skill sets-than about developing a genuine interest in and talent
genuine interest for fostering positive feelings in the people whose cooperation and support you
need. A more relationship-based construct for assessing leadership is social
in and talent for intelligence, which we define as a set of interpersonal competencies built on specific
fostering neural circuits (and related endocrine systems) that inspire others to be effective.
What’s new about our definition of social intelligence is its biological underpinning,
positive feelings by which we can explain how to translate newly acquired knowledge about mirror
in the people neurons, spindle cells, and oscillators into practical, socially intelligent behaviors
that can reinforce the neural links between you and your followers.
whose
Followers mirror : Their Leaders-Literally
cooperation and
Perhaps the most stunning recent discovery in behavioral neuroscience is the
support you identification of mirror neurons in widely dispersed areas of the brain, found by
need
need.. Italian neuroscientists. There is now evidence that the brain is peppered with
neurons that mimic, or mirror, what another being does. This previously unknown
class of brain cells operates as neural Wi-Fi, allowing us to navigate our social world.
When we consciously or unconsciously detect someone else’s emotions through
their actions, our mirror neurons reproduce those emotions. Collectively, these
neurons create an instant sense of shared experience. The effects of activating neural
circuitry in followers’ brains can be very powerful.
In a recent study, two groups were observed: One received negative performance
feedback accompanied by positive emotional signals-namely, nods and smiles; the
52
other was given positive feedback that was delivered social guidance system. Spindle cells trigger neural
critically, with frowns and narrowed eyes. In networks that come into play whenever we have to
subsequent interviews conducted to compare the choose the best response among many-even for a task
emotional states of the two groups, the people who as routine as prioritizing a to-do list. These cells also
had received positive feedback accompanied by help us gauge whether someone is trust-worthy and
negative emotional signals reported feeling worse right (or wrong) for a job. Therefore, leaders should
about their performance than did the participants who not fear to act on those judgments, provided that they
had received good-natured negative feedback. In are also attuned to others’ moods.
effect, the delivery was more important than the
Such attunement is literally physical. Followers of an
message itself. And everybody knows that when
effective leader experience rapport with her-or what
people feel better, they perform better.
we call “resonance.” Much of this feeling arises
So, if leaders hope to get the best out of their people, unconsciously, thanks to mirror neurons and spindle-
they should continue to be demanding but in ways that cell circuitry. But another class of neurons is also
foster a positive mood in their teams. There’s a subset involved: Oscillators coordinate people physically by
of mirror neurons whose only job is to detect other regulating how and when their bodies move together.
people’s smiles and laughter, prompting smiles and The same dynamic occurs when two cellists play
laughter in return. A boss who is self-controlled and together. Not only do they hit their notes in unison,
humorless will rarely engage those neurons in his team but thanks to oscillators, the two musicians’ right brain
members, but a boss who laughs and sets an easygoing hemispheres are more closely coordinated than are
tone puts those neurons to work, triggering the left and right sides of their individual brains.
spontaneous laughter and knitting his team together
Firing Up Your Social Neurons
in the process. Research shows that top-performing
The firing of social neurons is evident all around us.
leaders elicit laughter from their subordinates about
We once analyzed a video of Herb Kelleher, a cofounder
three times as often, on average, as do mid-performing
and former CEO of Southwest Airlines, strolling down
leaders.
the corridors of Love Field in Dallas, the airline’s hub.
The “Finely Attuned” Leader We could practically see him activate the mirror
Great executives often talk about leading from the gut. neurons, oscillators, and other social circuitry in each
Indeed, having good instincts is widely recognized as person he encountered. He offered beaming smiles,
an advantage for a leader in any context, whether in shook hands with customers as he told them how much
reading the mood of one’s organization or in he appreciated their business, hugged employees as he
conducting a delicate negotiation with the thanked them for their good work. And he got back
competition. Leadership scholars characterize this exactly what he gave. Self-conscious attempts to display
talent as an ability to recognize patterns, usually born social intelligence can often backfire. When you make
of extensive experience. Their advice: Trust your gut, an intentional effort to coordinate movements with
but get lots of input as you make decisions. Findings another person, it is not only oscillators that fire. In such
situations the brain uses other, less adept circuitry to
in neuroscience suggest that this approach is probably
initiate and guide movements; as a result, the
too cautious. Intuition, too, is in the brain, produced
interaction feels forced. The only way to develop your
in part by a class of neurons called spindle cells
social circuitry effectively is to undertake the hard work
because of their shape. They have a body size about
of changing your behavior.
four times that of other brain cells, with an extra-long
branch to make attaching to other cells easier and Companies interested in leadership development
transmitting thoughts and feelings to them quicker. need to begin by assessing the willingness of
This ultra-rapid connection of emotions, beliefs, and individuals to enter a change program. Eager
judgments creates what behavioral scientists call our candidates should first develop a personal vision for
Larry Bossidy*
Ram Charan**
Properly T his book by the authors of best seller “Execution” take another hard look at
how managers run business and identify a structured approach to realistically
assessing business reality and taking the appropriate actions.
designed, led
The central part of their argument is that every business is like a game and for success
and executed, the manager has to understand the nature of the game his is playing. They have
an initiative is a given a method for identifying the nature of the game- the business model.
lever of cultural The business model is a construct that consists of three main parts
change. It’s a 1. The external reality. For making a realistic assessment of the external reality,
the manager needs to study
powerful
a. The broad business environment- existing and potential competitors,
technique for economics, demographic and technological trends, regulatory issues and
testing the nature of changes occurring in the industry. Here the authors indicate
an interesting distinction between two types of changes- cyclical changes
organizational and structural changes. Cyclical changes are changes due to the regular
capability and boom and bust cycles that confront most changes and do not demand
any fundamental change in strategy, but structural changes are irreversible
unearthing changes that permanently change the nature of business or competition.
problems, It is these structural changes that demand a rethink in terms of the way to
do business. These are the changes that demand a change in the business
because it gives model itself. The authors argue that many well performing companies have
a picture of how withered away because of these structural changes that their managers
could not comprehend.
people repond to
b. The financial history of the industry and its players- for calibrating the
demands of attractiveness of the industry.
change in a c. The customer base- an understanding of the set of customers a company
defined sells to regularly and why those customers prefer its products.
d. Root cause analysis- the underlying causes of the trends and issues that
context
context..
affect the industry which requires answering questions like “why do some
players do better than others?”” how is the money made in this industry?”
and so on.
2. The financial targets- a consistent set of financial targets like operating margins,
cash flow, capital intensity, revenue growth and return on investment.
““◊ÊŸfl ‚¢‚ÊœŸ fl„UÊ° ¡ÊÿªË ¡„UÊ° ß‚∑§Ë •Êfl‡ÿ∑§ÃÊ „ÒU ∞fl¢ ÿ„U fl„UÊ° ⁄U„UªË ¡„UÊ° ß‚∑§Ë •ë¿UË Ã⁄U„U
‚ Œπ÷Ê‹ „Uʪ˖ ß‚ πË¥øÊ Ÿ„UË¥ ¡Ê ‚∑§ÃÊ „Ò– ß‚ ∑§fl‹ •Ê∑§Ácʸà Á∑§ÿÊ ¡Ê ‚∑§ÃÊ „Ò–””
- flÊÀ≈U⁄U Á⁄US≈UŸ, ¬Ífl¸ •äÿˇÊ Á‚≈UË ∑§Ê¬¸/Á‚≈UË ’Ò¥∑§
ŸflËŸÃ◊ ∑§Êÿ¸ ¬fÁÃÿÊ° Á∑§‚Ë ∑¢§¬ŸË ∑§Ë ÁflÁ÷ããÊ ∑§ÊÁ◊¸∑§ ‚◊Í„UÊ¥ ∑§Ë ˇÊ◊ÃÊ•Ê¥ ∑§Ê √ÿʬ∑§ ’ŸÊ∑§⁄U ∞fl¢
©UŸ◊¥ ¬‡Êfl⁄U ∞fl¢ ‚Ê◊ÊÁ¡∑§ ‚„Uÿʪ ∑§Ê ’…∏UÊflÊ Œ∑§⁄U •¬ŸË √ÿÊfl‚ÊÁÿ∑§ ©Ug‡ÿÊ¥ ∑§Ë ¬˝ÊÁ# ∑§ Á‹ÿ ∑§Ë
∑¢§¬ŸË ∑§ •Ê∑§Ê⁄U ¡ÊŸflÊ‹Ë ∞∑§ ¬„U‹ „Ò– ß‚ ∑§Êÿ¸ ‚¢S∑ΧÁà ◊¥ ‚ÈœÊ⁄U, ◊ÊŸfl ‚¢‚ÊœŸ ∑§ Áfl∑§Ê‚ ∞fl¢ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ ∑§Êÿ¸
•ÕflÊ ÷ÊÒªÊÁ‹∑§ ¬fÁÃÿÊ¥ ∑§Ê •Ê∑§Ê⁄U ¬˝∑§Ê⁄U ŒŸ ∑§ ◊Êäÿ◊ ∑§ M§¬ ◊¥ ÷Ë ŒπÊ ¡ÊÃÊ „Ò– ‚¢ª∆UŸ ∑§ ∞‚ ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∞fl¢
¬˝áÊÊÁ‹ÿÊ¥ ∑§Ê ∞∑§Ë∑Χà ∑§⁄U „UË ‚ÃÃ˜Ô ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∞fl¢ Áfl∑§Ê‚ ∑§Ê ¬˝Ê# Á∑§ÿÊ ¡Ê ‚∑§ÃÊ „Ò– •Ê¡∑§‹
ÁSÕÁà ‚ ©U‚∑§ ‚ÈœÊ⁄U
flÒ‚ „UË ‚¢ª∆UŸ ‹ªÊÃÊ⁄U ¬˝ÁÃÿÊªË ’Ê¡Ê⁄U ◊¥ ⁄U„U ‚∑§Ã „Ò¥U ¡Ê ‚flʸûÊ◊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê •¬Ÿ ‚¢ª∆UŸ ◊¥ ⁄UπŸ
∑§Êÿ¸∑˝§◊Ê¥ ◊¥ ∑§Ê߸ ◊¥ ‚»§‹ „UÊà „Ò¥–
’ÊœÊ Ÿ„UË¥ •ÊŸË ÿ„U ¡M§⁄UË „ÒU Á∑§ ÁŸÿÊ¡Ÿ∑§Ãʸ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë •ë¿UË Ã⁄U„U ‚ Œπ÷Ê‹ ∑§⁄¥U ¡Ê ©UŸ∑§ ‚ÊÕ •¬Ÿ •Áœ∑§Ã◊
øÊÁ„U∞ ’ÁÀ∑§ Á∑§‚ ÉÊ¢≈U ’ËÃÊà „Ò¥– „U◊Ê⁄U øÊ⁄UÊ¥ Ã⁄U»§ ∞‚ ©UŒÊ„U⁄UáÊ „Ò¥U ¡Ê ÿ„U Á‚f ∑§⁄Uà „Ò¥U Á∑§ ∑§fl‹ œŸ ¬˝ÊÁ# „UË Á∑§‚Ë ∑§ê¬ŸË ◊¥
ÿʪŒÊŸ ŒŸ ∞fl¢ fl„UÊ° ∆U„U⁄UŸ ∑§Ê ∞∑§◊ÊòÊ ◊ÊŸ∑§ Ÿ„UË¥ „UÊ ‚∑§ÃÊ– ‚ÍøŸÊ Ã∑§ŸË∑§Ë ∞fl¢ flÒ‡ÿË∑§⁄UáÊ ÃÕÊ ÃËfl˝
Ã⁄U„U ‚ ∑§ÊÁ◊¸∑§Ê¥ ◊¥
Ã∑§ŸË∑§Ë ¬Á⁄UfløŸÊ¥ ∞fl¢ ‹ªÊÃÊ⁄U ’…∏Uà „ÈUÿ ª˝Ê„U∑§ ¡ÊªM§∑§ÃÊ ∞fl¢ ◊Ê¢ªÊ¥ Ÿ ∞∑§ ∞‚ ¬Á⁄UŒÎ‡ÿ ∑§Ë ⁄UøŸÊ ∑§Ë „ÒU ¡„UÊ¢
∑§Ê◊ ∑§ ¬˝Áà ‹ªÊfl, ‚¢ª∆UŸ ∑§Ê ‚ÃÃ˜Ô ŸflËŸÃ◊ ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§Ê Á∑˝§ÿÊÁãflà ∑§⁄UŸ ∑§Ë •Êfl‡ÿ∑§ÃÊ „ÒU ¡„UÊ° ∑§ÊÁ◊¸∑§ ‚flȨ̂ûÊ◊ M§¬ ‚
Áfl‡√ÊÊ‚ ∑§Ë ÷ÊflŸÊ, ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§⁄U ‚∑¥§– ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë fl»§ÊŒÊ⁄UË ∑§Ê ∞∑§ÁòÊà ∑§⁄UŸÊ ∑§Á∆UŸ „ÒU– •Ê¡∑§‹ ∑§ÊÁ◊¸∑§Ê¥ ∑§ ¬Ê‚ ∑§ß¸
Áfl∑§À¬ „Ò¥U ∞fl¢ ‚¢ª∆UŸÊ¥ ∑§Ê ∞‚ ∑§Êÿ¸ ◊¢ø ∑§Ë √ÿflSÕÊ ∑§⁄UŸË „UÊªË ¡„UÊ° ©Uã„¥U •¬ŸË ©U¬‹Áéœ ∑§Ë ¬„UøÊŸ,
ªfl¸ ∞fl¢ ÷Ê߸ øÊ⁄U ∑§Ë √ÿÁÄàʪà Áfl∑§Ê‚ ∞fl¢ ‚◊ÈÁøà M§¬ ‚ ¬ÊÁ⁄UüÊÁ◊∑§ Á◊‹ ‚∑§– ¬˝ÁÃ÷ʇÊÊ‹Ë ∞fl¢ •Á÷¬̋Á⁄Uà ∑§ÊÁ◊¸∑§ „UË ‚»§‹
÷ÊflŸÊ ’…∏UÃË ⁄U„U, ‚¢ª∆UŸÊ¥ ∑§Ë ¬⁄U◊ •Êfl‡ÿ∑§ÃÊ „Ò¥U ∞fl¢ ÿ„U •Êfl‡ÿ∑§ „ÒU Á∑§ fl ÿÊÇÿÃÊ •ŸÈ‚Ê⁄U ∑§ÊÿÊZ ◊¥ ‹ªÊÿ ¡Êÿ¥– ©U‚∑§ ’Œ‹
ß‚∑§ Á‹∞ ÁŸàÿ Ÿÿ- ◊¥ ∑§ÊÁ◊¸∑§ ÷Ë ÿ„U øÊ„Uà „Ò¥U Á∑§ fl ÷Ë ÿÊÇÿ ∞fl¢ ‚»§‹ ‚¢ª∆UŸÊ¥ ‚ ¡È«∏U ⁄U„¥U ¡Ê ©UŸ∑§Ë ˇÊ◊ÃÊ ∞fl¢ ôÊÊŸ ∑§Ê
•Áœ∑§Ã◊ ‚ŒÈ¬ÿʪ ∑§⁄U ‚∑¥§ ∞fl¢ ß‚∑§ Á‹ÿ ©Uã„¥U ¬ÿʸ# ◊Êäÿ◊ ∞fl¢ øÈŸÊÒÁÃÿÊ° ©U¬‹éœ ∑§⁄UÊ߸ ¡Ê ‚∑¥§–
Ÿÿ ¬˝ÿʪ „UÊà ⁄U„UŸÊ
ÿ„UÊ° ¬˝◊Èπ ¬˝‡ãÊ ÿ„U ©U÷⁄U ∑§⁄U ‚Ê◊Ÿ •ÊÃÊ „ÒU Á∑§ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ÄÿÊ •Á÷¬˝Á⁄Uà ∑§⁄UÃÊ „ÒU? ß‚ Áfl·ÿ ¬⁄U •f¸
øÊÁ„U∞– ‡ÊÃÊéŒË ‚ ÷Ë •Áœ∑§ •flÁœ ∑§ ŒÊÒ⁄UÊŸ ‡ÊÊœ „ÈU∞ „Ò¥U ¡Ò‚ •’˝Ê„U◊ ◊Ê‚‹Ê ∑§Ë ŸË«U „UÊÿ⁄U•Ê⁄U∑§Ë Á‚fÊ¢Ã,
«Uª‹‚ ◊Ò∑§ª˝ª⁄U ∑§ Á‚fʢà X ∞fl¢ Y, »§«UÁ⁄U∑§ „U¡¸’ª¸ ∑§Ë ◊ÊÁ≈Ufl‡ÊŸ „UÊ߸Á¡Ÿ Á‚fÊ¢Ã, ∞À«U⁄U»§⁄U ∑§Ê
߸.•Ê⁄U.¡Ë. Á‚fÊ¢Ã, ◊Ò∑§‹‹ã«U ∑§Ë âÿÊ⁄UË •ÊÚ»§ ŸË«U˜Ô‚ ªÊ‹ ‚Á≈¢Uª âÿÊ⁄UË, ßÁÄ√Ê≈UË âÿÊ⁄UË, ÁflÄ≈U⁄U ’˝Í◊ ∑§Ë
∞∑§‚¬∑§≈¥U‚Ë âÿÊ⁄UË ßàÿÊÁŒ– ÿ„U ‚÷Ë Á‚fʢà ◊ÊŸfl •Á÷¬˝⁄UáÊÊ ∑§Ê ‚◊¤ÊŸ ∑§ Á‹ÿ ’ŸÊÿ ªÿ „Ò¥U– ôÊÊÃ
•Ê°∑§«∏UÊ¥ ∞fl¢ ‚ÍøŸÊ•Ê¥ ‚ ¬ÃÊ ø‹ÃÊ „ÒU Á∑§ ©U¬‹Áéœ ∑§Ê ÷Êfl ¬˝Êÿ— ¿U— ¬˝ÊÕÁ◊∑§ ‚ÍòÊÊ¥ ‚ •ÊÃÊ „ÒU—
v. ∑§Êÿ¸ ∑§Ë øÈŸÊÒÁÃÿÊ° — ∑§Êÿ¸ Á∑§‚ „UŒ Ã∑§ ∞∑§ ∑§ÊÁ◊¸∑§ ∑§ ôÊÊŸ, ÿÊÇÿÃÊ ∞fl¢ ŒˇÊÃÊ ∑§Ê ©U¬ÿʪ ∑§⁄UÃÊ
„Ò– ¡Ò‚ — ∞◊.≈UË.•Ê߸. ¬ÈSÃ∑§Ê‹ÿ ∑§Ê ∑¢§åÿÍ≈U⁄UÊ߸¡‡ÊŸ ©U‚ ∑§ÊÁ◊¸∑§Ê¥ Ÿ ⁄UÊÃ-ÁŒŸ ∞∑§ ∑§⁄U ¬Í⁄UÊ Á∑§ÿÊ–
‚≈U, ⁄UÊ°øË mÊ⁄UÊ Á÷‹Ê߸ ◊¥ Ÿÿ ⁄U‹ Á◊‹ ∑§Ë SÕʬŸÊ ∑§Ë ªß¸ ∞fl¢ Áfl‡√Ê ∑§Ë ¬˝◊Èπ ∑§ê¬ÁŸÿÊ¥ ‚ ©U‚
•Ÿ∑§ ∑§Êÿ¸ ¬˝Ê# „ÈUÿ Á¡‚‚ ‚‹ ∑§Ê ⁄UÊ¡Sfl ∑§Ë ¬˝ÊÁ# „ÈU߸–
w. Ÿÿ ŒˇÊÃÊ•Ê¥ ∑§Ë ¬˝ÊÁ# — ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á∑§‚ „UŒ ¬˝Á‡ÊÁˇÊà ∞fl¢ Áfl∑§Á‚à Á∑§ÿÊ ¡Ê ‚∑§ÃÊ „ÒU– ¡Ò‚ —
∑¢§åÿÍ≈U⁄U ‚ÊˇÊ⁄UÃÊ ∑§Ë •Êfl‡ÿ∑§ÃÊ Ÿ ≈UÊ߸¬⁄UÊ߸≈U⁄UÊ¥ ∑§Ë •Êfl‡ÿ∑§ÃÊ ∑§Ê ‹ª÷ª Ÿªáÿ ’ŸÊ ÁŒÿÊ „ÒU– •Ê¡
‚ÊˇÊ⁄U ∞fl¢ ÁŸ⁄UˇÊ⁄U ‚÷Ë ∑¢§åÿÍ≈U⁄U ◊¥ ŒˇÊÃÊ ¬˝Ê# ∑§⁄UŸ ∑§Ê Ãà¬⁄U „Ò¥U– ߢ≈U⁄UŸ≈U, ‹ÒŸ ∞fl¢ flÒŸ Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë
* ©U¬ ◊„Uʬ˝’¢œ∑§ (∑§ÊÁ◊¸∑§ ∞fl¢ ¬˝‡ÊÊ‚Ÿ), ∞◊.≈UË.•Ê߸., ‚‹, ⁄UÊ°øË
58
ŒˇÊÃÊ ◊¥ flÎÁf ∑§Ë „ÒU ∞fl¢ ‚‹ ◊¥ •Áœ∑§Ê¢‡Ê ∑§Êÿ¸ SÕ‹Ê¥ ¬⁄U ∑¢§¬ŸË mÊ⁄UÊ ‚¢¬̋·áÊ, fl⁄UËÿ ¬˝’¢œŸ ∑§ ‡ÊéŒÊ¥ ∑§ ‚ÊÕ Á∑˝§ÿÊ ∑§Ë
©U¬‹éœ ÷Ë „ÒU– ∑§ÊÁ◊¸∑§ ŒˇÊÃÊ ’…∏UÊÃÊ „ÒU ÃÊ ÖÿÊŒÊ ‚¢ÃÈCÔU „UÊ ‚¢ªÁÃ, flß ∞fl¢ ¬ˇÊ¬ÊìÍáʸ ⁄UflÒÿ ∑§Ë ∑§◊Ë ÷Ë ãÿÊÿ‚¢ªÃ ∑§Ê⁄U∑§Ê¥
¡ÊÃÊ „ÒU ÄÿÊ¥Á∑§ ©U‚∑§Ë ◊Ê°ª ’…∏U ¡ÊÃË „ÒU– ◊¥ ◊„Uàfl¬Íáʸ „Ò¥U–
x. ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§⁄UŸ ∑§Ë ÿÊÇÿÃÊ — •ë¿U ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§ ‚„Uÿʪ ‚¢’¢œË ∑§Ê⁄U∑§Ê¥ ◊¥ ‚„UÿÊªË ∑§◊¸øÊÁ⁄UÿÊ¥ ∑§ ‚ÊÕ ‚¢’¢œ,
Á‹ÿ ¬˝Á‡ÊˇÊáÊ, ÁŒ‡ÊÊ, ‚¢‚ÊœŸ, ¬˝ÊÁœ∑§Ê⁄U, ‚ÍøŸÊ ∞fl¢ ‚„Uÿʪ ∑§Êÿ¸ ÿÍÁŸ≈U ∑§ •¢Œ⁄U ≈UË◊fl∑¸§, ÁflÁ÷ããÊ SÕ‹Ê¥ ¬⁄U •flÁSÕà Áfl÷ʪʥ
∑§Ë •Êfl‡ÿ∑§ÃÊ ¡Ò‚— ∞◊.≈UË.•Ê߸., ⁄UÊ°øË ∑§ ‚¢∑§Êÿ ‚ŒSÿÊ¥ ∑§Ê ∑§ •Ê⁄U-¬Ê⁄U ≈UË◊fl∑¸§ ∞fl¢ ¬Í⁄UË ∑¢§¬ŸË ∑§ •Ê⁄U-¬Ê⁄U ≈UË◊fl∑¸§–
Œ‡Ê ∞fl¢ ÁflŒ‡Ê ∑§ ‹éœ¬˝ÁÃÁDÔUà ¬˝’¢œ ‚¢SÕÊŸÊ¥ ◊¥ ¬˝Á‡ÊÁˇÊà ∑§⁄U •Ê¡ ÷Ë ßŸ ‚÷Ë ◊ÊÒÁ‹∑§ •Êfl‡ÿ∑§ÃÊ•Ê¥ ◊¥ ’Œ‹Êfl Ÿ„UË¥ „ÈU•Ê
©UŸ∑§Ë ∑§Êÿ¸∑ȧ‡Ê‹ÃÊ•Ê¥ ◊¥ ’…∏UÊûÊ⁄UË ∑§Ë ¡ÊÃË „ÒU ÃÊÁ∑§ fl ’„UÃ⁄U „ÒU– ßã„U¥ ∑§⁄UŸ ∑§Ê Ã⁄UË∑§Ê Ã∑§ŸË∑§Ë, ‚Ê◊ÊÁ¡∑§ ¬Á⁄UfløŸ ∞fl¢ ÁflÁ÷ÛÊ
…¢Uª ‚ •¬ŸÊ ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§⁄U ‚∑¥§– ‚¢S∑ΧÁÃÿÊ¥ ◊¥ ∑§⁄UŸ ∑§Ê ÁflÁ÷ããÊ „UÊ ‚∑§ÃÊ „ÒU– ‹Á∑§Ÿ ∑§Ê⁄U∑§Ê¥ ∑§Ê
y. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ∑§Êÿ¸ ∑§Ë ◊„UûÊÊ ∑§Ê ◊„‚Í‚ ∑§⁄UŸÊ — ß‚∑§Ê •Ê¡ ÷Ë ŸflËŸÃ◊ Ã⁄UË∑§ ‚ Œπ÷Ê‹ ∑§⁄UŸ ∑§Ë ¡M§⁄Uà „ÒU ¡Ê
‚¢ª∆UŸ, ª˝Ê„U∑§ ∞fl¢ ‚◊Ê¡ ∑§ ¬˝Áà ÄÿÊ ◊„Uàfl „ÒU– ‚‹ ◊¥ ¬˝’¢œ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ ¬‚¢Œ Á∑§ÿÊ ¡ÊÃÊ „ÒU–
¬˝Á‡ÊˇÊáÊ ‚¢SÕÊŸ ◊¥ ““‹ÁŸZª »˝§Ê◊ ߸ø •Œ⁄U”” ŸÊ◊∑§ ∑§Êÿ¸‡ÊÊ‹Ê•Ê¥ „UÊ‹ „UË ◊¥ •ÊÿÊÁ¡Ã ŒË ª̋≈U å‹‚ ≈ÍU fl∑¸§ S≈U«UË (wÆÆ{), Á’¡Ÿ‚
∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ¡ÊÃÊ „ÒU Á¡‚◊¥ ∞∑§ ∑§ÊÁ◊¸∑§ ∑§Ê Á¡‚Ÿ ©U‚ ≈ÈU«U ‚fļ (Ÿflê’⁄U wÆÆ|) ∞fl¢ Á’¡Ÿ‚ flÀ«¸U (•¬Ò̋‹ wÆÆ|) Ÿ
Áfl‡Ê· ˇÊòÊ ◊¥ ∑§Ê߸ ŸflËŸÃ◊ ∑§Êÿ¸ Á∑§ÿÊ „ÒU ©U‚ ¬˝SÃÈÃË∑§⁄UáÊ ÁŸêãÊÁ‹Áπà ∑§Ê⁄U∑§Ê¥ ∞fl¢ ∑ȧ¿U •Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§Ê ©U¡Êª⁄U
fl⁄UËÿ ¬˝’¢œ∑§Ê¥ ∑§ ’Ëø ∑§⁄UŸ ∑§ Á‹ÿ •Ê◊¢ÁòÊà Á∑§ÿÊ ¡ÊÃÊ „ÒU– Á∑§ÿÊ „ÒU Á¡‚‚ ∑§ÊÁ◊¸∑§ •¬Ÿ •¬Ÿ ‚¢SÕÊŸÊ¥ ◊¥ ‚flÊ ¬˝ŒÊŸ ∑§⁄UŸ
ÿÈ⁄U∑§Ê »§Ê邸 ◊¥ ¬˝àÿ∑§ fl·¸ ““ߢS¬Êÿ⁄U ≈ÍU ∞∑§‡ÊŸ”” ŸÊ◊∑§ ∞∑§ ◊¥ ªfl¸ ◊„U‚Í‚ ∑§⁄Uà „Ò¥—
¬ÈSÃ∑§ ∑§Ê ¬˝∑§Ê‡ÊŸ Á∑§ÿÊ ¡ÊÃÊ „ÒU ¡„UÊ° ©UŸ∑§ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ
ÁŸc¬ÊÁŒÃ ŸflËŸÃ◊ ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§Ê ©U¡Êª⁄U Á∑§ÿÊ ¡ÊÃÊ „ÒU– v. ©UìÊ ∑§ÊÁ◊¸∑§ ¡È«∏UÊfl SÃ⁄U — •ª⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ∑¢§¬ÁŸÿÊ¥ ∑§ ∑§ÊÿȨ̂
◊¥ •Áœ∑§ÊÁœ∑§ ∑§Êÿ¸ ∑§ ◊Êäÿ◊ ‚ ¡Ê«∏UÊ ¡Êÿ ÃÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë
z. ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§Ë ∑§º˝ ∑§⁄UŸÊ ÿÊ ◊ÊãÿÃÊ ŒŸÊ — ∑¢§¬ŸË ’Œ‹Ÿ ∑§Ë ¬˝flÎÁûÊ ◊¥ ∑§◊Ë „UÊ ‚∑§ÃË „ÒU–
ªÒ⁄U-ÁflûÊËÿ (¡Ò‚ — •¬Ÿ ©UìÊ •Áœ∑§Ê⁄UË ÿÊ ª˝Ê„U∑§ ‚ ‚ÊœÊ⁄UáÊ
w. ÖÿÊŒÊ ‹øˋʬŸ ∑§ ‚ÊÕ fl΄UŒ ŒÊÁÿàfl — ∑¢§¬ÁŸÿÊ¥ Ÿ ◊äÿ◊
œãÿflÊŒ ¡Ò‚ ‚¢’ÊœŸÊ¥ ∑§Ê ¬˝ÿʪ) ÃÕÊ ÁflûÊËÿ (¡Ò‚ ∑§Êÿ¸-
∞fl¢ ∑§ÁŸDÔU SÃ⁄UÊ¥ ¬⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê •Áœ∑§ ŒÊÁÿàfl ŒŸ ∑§Ê ∑§Êÿ¸ ‡ÊÈM§
ÁŸc¬ÊŒŸ ¬⁄U •ÊœÊÁ⁄Uà ¬ÊÁ⁄UüÊÁ◊∑§ •ÕflÊ ¬˝Êà‚Ê„UŸ, ¬È⁄US∑§Ê⁄U ÿÊ
Á∑§ÿÊ „ÒU ∞fl¢ fl ÁflÁ÷ããÊ ∑§ÊÿÊZ ∑§ ¬˝Áà ‹øË‹¬Ÿ ∑§Ê L§π •¬ŸÊ ⁄U„U
¬˝ÊããÊÁÃ) ¡Ò‚ ∑§Ê⁄U∑§ ∑§ÊÁ◊¸∑§ ∑§ ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§Ë ∑§º˝ ∑§⁄Uà „Ò¥U
„Ò¥U– ‚flȨ̂ûÊ◊ ∑¢§¬ÁŸÿÊ¥ ∑§ •Áœ∑§Ê¢‡Ê ∑§ÊÁ◊¸∑§Ê¥ Ÿ ∑§„UÊ Á∑§ ©Uã„¥U
•ÕflÊ ◊ÊãÿÃÊ ŒÃ „Ò¥U ¡Ò‚ — ∞◊.≈UË.•Ê߸. ◊¥ ©UìÊ •Áœ∑§ÊÁ⁄UÿÊ¥
•àÿÁœ∑§ ŒÊÁÿàfl ÁŒÿÊ ªÿÊ „ÒU ∞fl¢ •Êfl‡ÿ∑§ÃÊ „UÙŸ ¬⁄U ©Uã„¥U ∑§Êÿ¸
mÊ⁄UÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê √ÿÁÄàʪà ∞fl¢ ‚◊Í„U SÃ⁄U ¬⁄U ¬˝‡Ê¢‚Ê ∑§Ë ¡ÊÃË
‚ ¿ÈU^UÔË ÷Ë ŒË ¡ÊÃË „ÒU– ∑§Êÿ¸ ∑§Ê ‹øˋʬŸ ‚◊ÿ, ÉÊ⁄U ‚ ∑§Êÿ¸ ∑§Ê
„ÒU ∞fl¢ ’Ò∆U∑§Ê¥ ◊¥ ß‚∑§Ê ◊ÊãÿÃÊ ŒË ¡ÊÃË „ÒU Á¡‚‚ ŒÍ‚⁄UÊ¥ ◊¥
ÁŸc¬ÊŒŸ ∑§⁄UŸÊ ∞fl¢ ““≈U‹Ë∑§êÿÍÁ≈¢Uª”” •Ê¡ •Ê◊ „UÊ ªÿÊ „ÒU–
SflSÕ ¬˝ÁÃS¬œÊ¸ ∑§Ê Áfl∑§Ê‚ „UÊÃÊ „ÒU–
x. ‹fl »§ÊÚ⁄U »§Ÿ — •Áœ∑§Ê¢‡Ê ∑§ÊÁ◊¸∑§ ∑§Êÿ¸SÕ‹ ¬⁄U ◊ŸÊ⁄¢U¡Ÿ ∑§
{. ∞‚Ë ∑¢§¬ŸË ∑§ Á‹ÿ ‚flÊ ŒŸÊ Á¡‚‚ ∑§ÊÁ◊¸∑§ ∑§Ê ªfl¸ „UÊ —
ÃàflÊ¥ ∑§Ë øÊ„U ⁄Uπà „Ò¥U– ‚¢ª∆UŸ ß‚ •Ù⁄U •Áœ∑§ ‚ •Áœ∑§
•¬Ÿ ©Ug‡ÿÊ¥, •¬Ÿ ©Uà¬ÊŒÊ¥ (©UŸ∑§Ë ªÈáÊflûÊÊ ∞fl¢ ª˝Ê„U∑§Ê¥ ∞fl¢ ŸflËŸÃ◊ ¬fÁÃÿÊ° •¬ŸÊ ⁄U„UË „Ò¥U– ¡Ò‚ — ªÈª‹ ¡Ò‚Ë ∑¢§¬ŸË ∑§
‚◊Ê¡ ¬⁄U ¬«∏UŸ flÊ‹ ¬˝÷Êfl), ©UŸ∑§Ë √ÿÊfl‚ÊÁÿ∑§ ‚»§‹ÃÊ, ©UŸ∑§ ∑§Êÿʸ‹ÿÊ¥ ◊¥ ÁflÁ÷ããÊ π‹Ê¥ ¡Ò‚ »È§≈U’Ê‹, ’Ê߸Á‚Á∑§‹ ⁄U‚ ßàÿÊÁŒ
√ÿÊfl‚ÊÁÿ∑§ ◊ÍÀÿ (∑§ÊÁ◊¸∑§Ê¥, ª˝Ê„U∑§Ê¥, ÁŸfl‡Ê∑§Ê¥ ∞fl¢ ‚◊ÈŒÊÿ ∑§ ∑§Ê ‚¡ÊÿÊ ªÿÊ „ÒU– ß‚Ë ©Ug‡ÿ ‚ ∞◊.≈UË.•Ê߸. ∑§ ‚÷Ë ∑§Êÿ¸∑˝§◊Ê¥
‚ÊÕ √ÿfl„UÊ⁄U) ∞fl¢ ©U‚∑§ ŸÃÎàfl ∑§Ë ªÈáÊflûÊÊ ¡Ò‚ ∑§Ê⁄U∑§ ∑¢§¬ŸË ◊¥ ◊¥ ‚¢∑§Êÿ ‚ŒSÿ ◊ÒŸ¡◊¥≈U ª◊ ∞fl¢ ∞Ä‚⁄U‚Ê߸¡ ∑§Ê ©U¬ÿʪ ∑§⁄UÃ
∑§Êÿ¸⁄Uà ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ªfl¸ ŒÃ „Ò¥U ¡Ò‚ — ‚‹ ∞∑§ ¬˝ÁÃÁDÔUà ∑¢§¬ŸË „ÒU „Ò¥U– ÿ„U π‹-π‹ ◊¥ ¬˝ÁÃ÷ÊÁªÿÊ¥ ∑§Ê ôÊÊŸ •¡¸Ÿ ∑§⁄UŸ ◊¥ ‚„UÊÿ∑§
∞fl¢ Áfl‡√Ê ◊¥ ßS¬Êà ©Uà¬ÊŒŸ ◊¥ •¬ŸÊ SÕÊŸ ⁄UπÃË „ÒU– •÷Ë ‚÷Ë „UÊà „Ò¥U– ß‚ ‚¢SÕÊŸ ◊¥ ∑§Êÿ¸⁄Uà ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ •ÊÿÊÁ¡Ã Á„UãŒË
‚¢ÿ¢òÊÊ¥ ◊¥ ’«∏U ÁŸfl‡Ê ∑§ ‚ÊÕ ‚Ê◊ÊÁ¡∑§ ŒÊÁÿàfl ÷Ë ÁŸ÷Ê ⁄U„UË „ÒU ¬πflÊ«∏U ∑§ ŒÊÒ⁄UÊŸ ÷Ë ∑¢§åÿÍ≈U⁄UÊ¥ ∑§ ◊Êäÿ◊ ‚ ÁflÁ÷ããÊ ¬˝ÁÃÿÊÁªÃÊ•Ê¥
Á¡‚∑§ Á‹ÿ ∑¢§¬ŸË ∑§Ê ⁄UÊCÔ˛UËÿ SÃ⁄U ¬⁄U ¬È⁄US∑Χà ÷Ë Á∑§ÿÊ ªÿÊ „ÒU– ¡Ò‚ — •ˇÊ⁄UÊ¥ ∑§Ê ◊‹, ‡ÊéŒÊ¥ ∑§Ê π‹, ¬˝‡ãÊÊûÊ⁄UË ¬˝ÁÃÿÊÁªÃÊ, Á„UãŒË
ß‚∑§ •‹Êfl ‚È⁄UˇÊÊ, •ÊŒ⁄U ∞fl¢ ◊ÊŸ-◊ÿʸŒÊ ∑§ ‚ÊÕ √ÿfl„UÊ⁄U, ªËà ¬„UøÊŸÊ¥, ߟÊ◊ ¬Ê•Ê ¬˝ÁÃÿÊÁªÃÊ ßàÿÊÁŒ ∑§Ê •ÊÿÊ¡Ÿ
‚Ȭ⁄UflÊ߸¡⁄UÊ¥ ∑§Ë ◊ÊŸfl-‚¢’¢œ ˇÊ◊ÃÊ, ‹Ê÷ ¬Ò∑§¡, ‡ÊÊ⁄UËÁ⁄U∑§ M§¬ ¬˝ÁÃ÷ÊÁªÃÊ ∑§Ê ’…∏UÊÃÊ „ÒU– Á÷‹Ê߸ ߸S¬Êà ‚¢ÿ¢òÊ ∑§ ∞‚.∞◊.∞‚.-
‚ ∑§Êÿ¸ ∑§⁄UŸ ∑§ „UÊ‹ÊÃ, ∑§Ê◊ ∑§Ë ‚È⁄UˇÊÊ, flÊ¢Á¿Uà ∑§Ê◊ ∑§Ë ‚¢ÅÿÊ, v ◊¥ ““•Ê¬ ‚È⁄UÁˇÊà ⁄UÁ„Uÿ”” ŸÊ◊∑§ ‡ÊÍãÿ ŒÈÉʸ≈UŸÊ fl·¸ ∑§ ‹ˇÿ ∑§Ë
∑§ÊÁ◊¸∑§Ê¥ ∑§Ë πȇʄUÊ‹Ë ◊¥ ∑¢§¬ŸË ∑§Ë L§Áø, ◊„Uàfl¬Íáʸ ◊‚‹Ê¥ ¬⁄U ¬˝ÊÁ# ∑§ Á‹ÿ Áfl÷ʪ ∞fl¢ ©U‚ ‚„UÊÿÃÊ ¬˝ŒÊŸ ∑§⁄UŸ flÊ‹Ë Áfl÷ʪʥ
ÉÊ. ªÊÒ⁄Ufl — ∞‚Ë ∑¢§¬ŸË ◊¥ ∑§Ê◊ ∑§⁄UŸÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ªÊÒ⁄Ufl ∑§Ë v. ‚„UË ∞fl¢ ¬Ê⁄UŒ‡Ê˸ ‚¢ª∆UŸ ∑§ L§¬ ◊¥ ¬„UøÊŸÊ ¡ÊŸÊ —
’Êà „UÊÃË „ÒU ¡Ê •¬Ÿ Áfl‡Ê· ∑§Êÿʸ ‚ ‚◊Ê¡ ÿÊ Œ‡Ê ÁflŒ‡Ê ◊¥ ∑§ÊÁ◊¸∑§ Á¡‚ ‚¢ª∆UŸ ◊¥ ∑§Êÿ¸ ∑§⁄Uà „Ò¥U ©U‚‚ fl Á’ŸÊ ÷Œ÷Êfl ∑§
¬˝ÁÃÁDÔUà „ÒU– ∑§ÊÁ◊¸∑§ ∞‚ ‚¢SÕÊŸ ‚ ¡È«∏U ⁄U„UŸ ◊¥ ªÊÒ⁄Ufl ◊„U‚Í‚ ¬Íáʸ ÁflEÊ‚ ∑§Ë •Ê‡ÊÊ ⁄Uπà „Ò¥U– ÿ„U ‚¢÷fl „ÒU Á∑§ fl ©Uã„¥U ÁŒÿ
∑§⁄Uà „Ò¥U– ¡Ò‚ — ‚‹ ∑§Ê ‚ÈŒÍ⁄U ª˝Ê◊ËáÊ ˇÊòÊÊ¥ ◊¥ ÁøÁ∑§à‚Ê ‚„UÊÿÃÊ ªÿ ∑§Êÿ¸ ‚ ‡Êà ¬˝ÁÇÊà πÈ‡Ê Ÿ„UË¥ „UÊ ‹Á∑§Ÿ fl •¬ŸË ’ÊÃÊ¥ ∑§Ê
¬˝ŒÊŸ ∑§⁄UŸÊ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU– ¬˝’¢œ ¬˝Á‡ÊˇÊáÊ ‚¢SÕÊŸ ∑§ „UÊÚS≈U‹ œÒÿ¸¬Ífl¸∑§ ‚ÈŸŸ ∑§Ë ¬˝’¢œŸ ‚ •¬ˇÊÊ ⁄Uπà „Ò¥– •ë¿UË ∑¢§¬ÁŸÿÊ¥
∑§ ∑§◊⁄U ◊¥ •Ê¡ ∑§ ¡◊ÊŸ ◊¥ ÃÊ‹Ê Ÿ„UË¥ ‹ªÊŸÊ ‚¢SÕÊŸ∑§Á◊¸ÿÊ¥ ◊¥ fl⁄UËÿ ¬˝’¢œ∑§ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ Á‹ÿ ªÿ ¬„U‹ ∑§Ê ÁŸÿÊ¡Ÿ∑§Ãʸ
∑§Ë ߸◊ÊŸŒÊ⁄UË ∞fl¢ ©UŸ∑§ ªÊÒ⁄Ufl ∑§Ê ¬Á⁄UøÊÿ∑§ „ÒU– Á÷‹Ê߸ ߸S¬Êà ∑§ ŒÎÁCÔU∑§ÊáÊ ‚ Œπà „Ò¥U ∞fl¢ ©U‚ ¬⁄U ÁfløÊ⁄U-Áfl◊‡Ê¸ ∑§⁄Uà „Ò¥–
‚¢ÿ¢òÊ ∑§Ê ‹ªÊÃÊ⁄U ¬˝œÊŸ◊¢òÊË ∑§ ‚flʸûÊ◊ ߸S¬Êà ‚¢ÿ¢òÊ ∑§ ¬È⁄US∑§Ê⁄U ‡ÊËÉÊ˝ ∞fl¢ ¬Ê⁄UŒ‡Ê˸ Á‡Ê∑§Êÿà ÁŸflÊ⁄UáÊ ÁflÁœÿÊ¥ ∑§Ë •Êfl‡ÿ∑§ÃÊ
‚ ‚ê◊ÊÁŸÃ Á∑§ÿÊ ¡ÊŸÊ ‚¢ÿ¢òÊ ∑§ ∑§ÊÁ◊¸∑§Ê¥ ∞fl¢ ¬Í⁄U ‚‹ ∑§Á◊¸ÿÊ¥ „Ò¥U– •Êfl‡ÿ∑§ ‚ÍøŸÊÿ¥ ∞fl¢ ŸËÁÃÿÊ¥ ∑§Ê ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§ ‚ÊÕ
∑§ Á‹ÿ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU– „UÊ‹ ◊¥ „UË ‚‹ ∑§Á◊¸ÿÊ¥ mÊ⁄UÊ ’«∏UË ‚¢¬˝·áÊ ∑§⁄UŸÊ ¬˝◊Èπ „ÒU–
‚¢ÅÿÊ ◊¥ ⁄UÊCÔ˛UËÿ üÊ◊ ¬È⁄US∑§Ê⁄UÊ¥ ∞fl¢ Áfl‡√Ê∑§◊ʸ ¬È⁄US∑§Ê⁄UÊ¥ ‚ ‚ê◊ÊÁŸÃ
w. ∑§Êÿ¸-¡ËflŸ ‚¢ÃÈ‹Ÿ ∑§ flÊÃÊfl⁄UáÊ ∑§Ê ©UããÊà ∑§⁄UŸÊ —
Á∑§ÿÊ ¡ÊŸÊ ¬Í⁄U ‚‹ ∑§Á◊¸ÿÊ¥ ∑§ Á‹ÿ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU– ’Ê∑§Ê⁄UÊ
ßS¬Êà ‚¢ÿ¢òÊ ◊¥ ∑§Êÿ¸¬Ê‹∑§ ÁŸŒ‡Ê∑§ (‚¢∑§Êÿ¸) ∑§Ë •äÿˇÊÃÊ ◊¥ ‚»§‹ ‚¢SÕÊŸÊ¥ ∑§ ¬Ê‚ ‚÷Ë ‚ÈÁflœÊ•Ê¥ ‚ ÿÈÄàÊ ‚È⁄UÁˇÊà ∑§Êÿ¸
•ÊÿÊÁ¡Ã ’Ò∆U∑§ ◊¥ ∞∑§ ÿÊ ŒÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚¢ÿ¢òÊ ∑§ ¬˝Œ‡Ê¸Ÿ ∞fl¢ SÕ‹ „UÊÃÊ „ÒU ¡Ê •ë¿U ∑§Êÿ¸ ∑§Ê ¬˝Á⁄Uà ∑§⁄UŸ ∑§ Á‹∞ ©UÁøÃ
ÿÊ¡ŸÊ ¬⁄U ÁfløÊ⁄U-Áfl◊‡Ê¸ „UÃÈ •Ê◊¢ÁòÊà Á∑§ÿÊ ¡ÊÃÊ „ÒU ¡Ê ∑§ÊÁ◊¸∑§Ê¥ flÊÃÊfl⁄UáÊ ∑§Ê ‚ΡŸ ∑§⁄UÃÊ „ÒU– ‚¢SÕÊŸ ∑§Ê •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§
∑§ Á‹ÿ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU ∞fl¢ ¬Ê⁄UŒÁ‡Ê¸ÃÊ ÁŒπÊÃÊ „ÒU– ’Ëø ∞‚Ë ¬˝áÊÊ‹Ë ∑§Ê ÁŸ◊ʸáÊ ∑§⁄UŸÊ øÊÁ„U∞ ∞fl¢ ©Uã„¥U ©Uà‚ÊÁ„UÃ
∑§⁄UŸÊ øÊÁ„U∞ Á∑§ fl •¬Ÿ ∑§Êÿ¸ ¡ËflŸ ◊¥ ∞fl¢ √ÿÁÄàʪà ¡ËflŸ
æU. ‚πʬŸ (÷Ê߸øÊ⁄UÊ) — ∑¢§¬ÁŸÿÊ¥ ◊¥ ‚Ê◊ÍÁ„U∑§ ¬˝ÿÊ‚Ê¥ ◊¥ ÷Ê߸øÊ⁄U ◊¥ ©UÁøà ‚¢ÃÈ‹Ÿ ∞fl¢ ‚Ê◊¢¡Sÿ SÕÊÁ¬Ã ∑§⁄U ‚∑¥§– ∑¢§¬ÁŸÿÊ¥ ∑§
•ÕflÊ ‚πʬŸ ∑§ ÷Êfl ∑§ Áfl∑§Ê‚ ∑§ Á‹∞ •Ÿfl⁄Uà ¬˝ÿÊ‚ ∑§Ë ’Ëø ∑§Êÿ¸ ¡ËflŸ ‚¢ÃÈ‹Ÿ ∑§Ê ¬„U‹Í ∞∑§ ◊„Uàfl¬Íáʸ ÷Œ∑§ „Uʪʖ
•Êfl‡ÿ∑§ÃÊ „ÒU– ∞‚ ¬˝ÿÊ‚Ê¥ ∑§Ê ÁŸÿÊ¡Ÿ∑§Ãʸ mÊ⁄UÊ ◊ÊãÿÃÊ ŒŸÊ
ÁŸÃʢà •Êfl‡ÿ∑§ „ÒU– ¡Ò‚ ◊Êߢ«U≈˛UË ∑¢§‚‹Á≈¢Uª ◊¥ ¡’ ÷Ë ‚¢ª∆UŸ x. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ◊Ÿ ◊¥ ªÊÒ⁄Ufl ∑§Ê •ŸÈ÷fl ¡ªÊŸÊ —
∑§Ê߸ ŸÿÊ ª˝Ê„U∑§ ¬˝Ê# ∑§⁄UÃÊ „ÒU, ß‚ ∑§Êÿ¸ ◊¥ ‹ªÊ „ÈU•Ê ¬˝◊Èπ ‚»§‹ ‚¢ª∆UŸ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ◊¥ ªfl¸ ◊„U‚Í‚ ∑§⁄UŸ ∑§Ë ¬˝flÎÁûÊ
∑§ÊÁ◊¸∑§ ÉÊ¢≈UË ’¡Ê∑§⁄U •ë¿U ‚◊ÊøÊ⁄U ∑§Ë ©UŒ˜ÉÊÊ·áÊÊ ∑§⁄UÃÊ „ÒU ‚÷Ë ∑§Ê Áfl∑§Á‚à ∑§⁄UÃË „ÒU, ß‚‚ ∑§ÊÁ◊¸∑§ ¡Ê ÷Ë ∑§Êÿ¸ ‚ê¬ÊÁŒÃ
∞∑§ ‚ÊÕ ¡◊Ê „UÊ∑§⁄U ≈UË◊ ∑§Ê ©U‚∑§ ¬˝ÿÊ‚Ê¥ ∑§ Á‹ÿ ’œÊ߸ ŒÃ „Ò¥U– ∑§⁄Uà „Ò¥U ©Uã„¥U ◊„U‚Í‚ „UÊÃÊ „ÒU Á∑§ fl ¡Ê ∑§Êÿ¸ ∑§⁄U ⁄U„U „Ò¥U fl„U
÷Ê߸øÊ⁄U ∑§Ë ÷ÊflŸÊ Áfl∑§Á‚à ∑§⁄UŸ ∑§ ©Ug‡ÿ ‚ ◊ÊL§Áà ©Ulʪ, ‚ÊœÊ⁄UáÊ Ÿ„UË¥ „ÒU ’ÁÀ∑§ ÁflÁ‡ÊCÔU „Ò¥ •ÊÒ⁄U ©Uã„¥U •¬Ÿ mÊ⁄UÊ Á∑§∞ ªÿ
‚‹◊ S≈UË‹ ∞fl¢ ‚‹ ÿÍÁŸ≈U˜‚, ⁄UÊ°øË ÁSÕà ‚÷Ë ß¸∑§Ê߸ÿÊ¥ ◊¥ ∞∑§ ∑§Êÿ¸ ¬⁄U ªfl¸ ◊„U‚Í‚ „UÊÃÊ „ÒU– ¡’ ∑§ÊÁ◊¸∑§ •¬Ÿ ∑§Êÿ¸ ◊¥
ÿÈÁŸ»§ÊÚ◊¸ ∞fl¢ ∑Ò¥§Á≈UŸ ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ’ŸÊÿÊ ªÿÊ „ÒU– •¬Ÿàfl ∑§Ê ÷Êfl ◊„U‚Í‚ ∑§⁄UÃÊ „ÒU ÃÊ fl„U Sflë¿UÊ ‚ •Áœ∑§
∑§Êÿ¸ ∑§⁄UÃÊ „ÒU– •Áèʬ˝Á⁄Uà ∑§ÊÁ◊¸∑§ •¬Ÿ ∑§Êÿ¸-‚¢S∑ΧÁÃ, ◊Í‹
ø. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ¬˝Áà Áø¢ÃÊ —
◊ÍÀÿÊ¥ ∞fl¢ ŒÎÁCÔU ¬⁄U •àÿÁœ∑§ ªfl¸ •ŸÈ÷fl ∑§⁄UÃÊ „ÒU–
‚¢ª∆UŸ ∑§ ∑§ÊÁ◊¸∑§Ê¥ ∞fl¢ ©UŸ∑§ •ÊÁüÊÃÊ¥ ∑§ ¬˝Áà ¬˝’¢œŸ mÊ⁄UÊ Áø¢ÃŸ
∑§⁄UŸÊ •ÁŸflÊÿ¸ „ÒU ¡Ê ©UŸ∑§ √ÿÁÄàʪà ÃÕÊ ¬ÊÁ⁄UflÊÁ⁄U∑§ Áfl∑§Ê‚ ◊¥ y. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ôÊʟʸ¡Ÿ ∞fl¢ Áfl∑§Ê‚ ¬⁄U ÁŸfl‡Ê—
‚„UÊÿ∑§ „Uʪʖ ß‚ ∑§Êÿ¸ ◊¥ ¬˝’¢œ∑§Ê¥ mÊ⁄UÊ ““¬‚¸Ÿ‹ ≈Uø”” ¡Ò‚Ë ∑§ÊÁ◊¸∑§ªáÊ •¬Ÿ ∑§Ê •Êª ¬ÈŸ— ¬‡Êfl⁄U „UÊŸ ∑§ Á‹∞ ÿ„U •¬ˇÊÊÿ¥
{. ‚ÊÒ„UÊŒ¸¬Íáʸ ∑§Êÿ¸ SÕ‹ ∑§Ê ÁŸ◊ʸáÊ— x. Á’¡Ÿ‚ flÀ«¸U ‚fl¸ (•¬˝Ò‹-wÆÆ|) - ª˝≈U ¬‹‚‚ ≈ÍU fl∑¸§ ߟ
ߢÁ«UÿÊ (fl·¸ wÆÆ{ ∑§ Á‹∞)
÷Ê߸-øÊ⁄U ∑§Ë ÷ÊflŸÊ ‚ •ÊÃ-¬˝Êà ∑§Êÿ¸SÕ‹Ë Á∑§‚Ë ÷Ë ‚¢SÕÊŸ
∑§Ê ◊„Uàfl¬Íáʸ •ÊÿÊ◊ „UÊÃÊ „ÒU– ∑§ÊÁ◊¸∑§ •¬Ÿ ‚¢SÕÊŸÊ¥ ◊¥ ¬˝Êÿ— y. Á’¡Ÿ‚ ≈ÈU«U ◊Òª¡ËŸ (Ÿfl¢’⁄U wÆÆ|) - ’Ë≈UË-◊‚¸⁄U-≈UË∞Ÿ∞‚
◊„Uàfl¬Íáʸ •fl‚⁄UÊ¥ ¬⁄U Áfl‡Ê· ‚◊Ê⁄UÊ„U ∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ∑§⁄Uà ‚fl¸- ߢÁ«UÿÊ¡ ’S≈U ßꬋÊÿ‚¸–
Dr. P. K. Banerjee**
Anand, Manoj, Sahay, B.S. and Saha, Subhashish Activity Based Cost Management Practices in India:
An Empirical Study. DECISION, 32(1), 2005(January-June): pp123-152
Antony, P.V. and Ragesh, M. A Model for Pricing Bank Loans. THE MANAGEMENT ACCOUNTANT,
42(4), 2007(April): pp261-265
Atkinson, Hawley, Hamburg, John and Ittner, Christopher Linking Quality to Profits : Quality-Based
Cost Management.— New Delhi: Vanity Book International, 1996. xvi,405p.
Baggott, Joseph Cost and Management Accounting.— London: W.H. Allen, 1973. 393p.
Batty, J. Cost and Management Accountancy for Students.— London: Heinemann, 1968. 338p.
Bhattacharya, H.K. Cost & Benefits of the Proposed Inter-Basin Water Trasfer Links. THE
MANAGEMENT ACCOUNTANT, 41(6), 2006(June): pp432-435
Bullock, J., Keller, D.E. and Vlasho, L. Accountants’ Cost Handbook : A Guide for Management
Accounting.—3rd ed.— New York: John Wiley & Sons, 1983. xiii, misc page.
Chakraborty, P.K. (Dr.) Resource Consumption Accounting - Cost Management System of the Future.
THE MANAGEMENT ACCOUNTANT, 43(6), 2008(June): pp442-445
Chandra, Hem, Jamaluddin, K. and Masih, Leela Cost Benefit Analysis/Containment in Biomedical
Waste Management: Model for Implementation. JOURNAL OF FINANCIAL MANAGEMENT AND
ANALYSIS, 19(2), 2006 (July-December): pp110-113
Chauhan, Mukesh Cost Management in the Competitive Environment: A Case Study of Air Deccan.
THE MANAGEMENT ACCOUNTANT, 42(9), 2007(September): pp722-725
Cokins, Gary Activity-Based Cost Management: Making It Work-A Manager’s Guide to Implementing
and Sustaining an Effective ABC System.— New Delhi: Tata McGraw-Hill Publishing Company
Limited, 2004. 226p.
Das, Biswanath and Das, Sutapa Dhar (Dr.) Why Cost Management in Services Sector - An Empirical
Analysis. THE MANAGEMENT ACCOUNTANT, 41(2), 2006(February): pp104-108
De, Prabir and Ghosh, Buddhadeb Reassessing Transaction Costs of Trade at the India-
Bangladesh Border. ECONOMIC AND POLITICAL WEEKLY, 53(29), 2008(July 19-25):
pp69-79
Dutta, Uttam Kumar (Dr.) and Rakshit, D. Embedded Problems of Transfer Pricing: An Overview.
THE MANAGEMENT ACCOUNTANT, 40(7), 2005(July): pp519-521
Ghosh, Rana Cost Audit Application in Higher Education. THE MANAGEMENT ACCOUNTANT, 40(7),
2005(July): pp563-531
Gomu, Ganesh Cost Competitiveness by Productive and Profitable Maintenance. THE
MANAGEMENT ACCOUNTANT, 43(3), 2008 (March): pp175-178
Hackney, J W Control and Management of Capital Projects : Dynamic Estimating, Control and
Management by Owner Corporations of the Cost, Time, and Value of Engineering-Construction
Projects.— New York: John Wiley & Sons, 1965. xiv, 305p.
Houlton, M.L. An Introduction to Cost and Management Accounting.— London: Heinemann, 1973.
261p.
Manuscript Submission
The following guidelines must be followed when submitting a manuscrpit. Growth
reserve the right to return to authors any manuscript submitted that is not in accordance
with the following guidelines.
! Please submit your manuscript in Microsoft Word format.
! Use a standard 12-point font (Times New Roman) and one-inch margins.
! Line spacing should be set at 1.5
! Format text in a single column. Please do not use multiple columns.
! Include your name, address, daytime phone number, fax number and e-mail address
on a separate page at the beginning of the document.
! Please do not use hand-drawn artwork.
! Please give number and group reference at the end of the manuscript. Growth
generally follows the style of Harvard reference System. Do not use Word’s
automatic reference or footnote option.
! Include a brief author biography on a separate page. Include current occupation,
highest academic degree and where earned, and areas of interest.
! Pleas follow these word count limits:
Feauture Articles: 3000 words approx.
Readers’ Forum: 1000 words approx.
Case Studies: 2000 words approx.
Book Reviews and Articles Digests: 1000 words approx.
! Please send your article to:
Editorial Board, Growth,
Management Training Institute,
Steel Authority of India Limited,
P.O. - Doranda, Ranchi - 834002.
E-mail: mtisail@dataone.in
Phones : 0651-2411212, 2411057, 2411218 and 2411215
E-mail is preferable, but if you do not have access to E-mail, send a hard copy and
a computer disk to the Editorial Board.
xzksFk
GROWTH
Management Training Institute
Shyamali, Doranda, Ranchi-2
Jharkhand, India
Telphone No. : +91-651-2411057 / 2411212/ 2411218/2411215
Fax No. : +91-651-2411220
e-mail : mtisail@dataone.in