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An ISO 9001 : 2000 Institute

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

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BIBLIOGRAPHY
Cost Management : A Select Bibliography
Vol. 36, No 2 July - September, 2008

Chief Editor
Shri S. P. Patnaik
Executive Director (HRD)

Associate Chief Editor


Shri M.R. Panda
Dy General Manager (Acad) & Sr FM

Editorial Board
Dr. Hari Haran
Dy General Manager (Acad) & Sr FM

Dr. S.K. Bhattacharya


Dy General Manager (Acad) & Sr FM

Dr. P.K. Banerjee


Dy General Manager (P & A)

Dr. T. Ghoshal
Asstt General Manager (Acad) & Sr FM

For internal circulation only


The views expressed by the authors are
their own and do not reflect those of the
management
CONTENTS
Few Thoughts S. P. Patnaik

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

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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

Competitive Advantage Through Human Capital


- The PSU Imperative

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

GROWTH Vol. 36 No. 2 July-September 2008


1
A lot, therefore, needs to be done. Our productivity is as the most valuable of the resources. There was a time
still much lower, our quality still much inferior, our when human resource was regarded as one of the many
market share still much smaller at the international resources that could lead to profitability of the
level. The scenario can be neatly summed up in one organization. But with more and more information and
sentence - our competitiveness needs to drastically insight into the competence and capability of the
improve. Not only the large economies like the US and human resource being gained, there are more and more
China but even the smaller ones like Singapore and people who would now like to vouch that man is central
South Korea are much ahead. How to develop the to organizations. Perhaps we are now inching closer to
ability to compete and gain the competitive advantage the answer to the long standing question - what makes
globally? This all important question must be enterprises tick, raised by Sir Thomas More in early
answered. fifteenth century. Though for Thomas More reason why
enterprises failed to operate efficiently was poor
This review article is an attempt to find out how we
management, the phrase ‘poor management’ in itself
can make our PSUs gain the competitive advantage
has proved a complex concept to define.
and make their presence felt globally. Though, there
may be many factors that can help a company acquire Organizations are people centric entities and their
competitive advantage, the critical factor as it is now competitiveness depends on people, technology
realized is the Human Capital. notwithstanding. We may take a cue from what Sam
Walton, the founder of Wal-Mart had told Fred
Why Human Capital ? Luthans once when asked what was the answer to
Classical psychologists believe that a human being uses successful organizations. For Walton “People are the
around 10% of his latent intellectual abilities, the key.” The technology can be purchased and copied. It
remaining being not used for a variety of reasons. Our levels the playing field. The people on the other hand
concern today is to gain sustainable competitive cannot be copied. Their ideas, personalities,
advantage for the organisation. The greatest scope thus motivation and organizational cultural values cannot
lies with the human resources where theoretically be copied. Recognized as ‘human capital’ the human
atleast the scope of improvement is around 90%. This resources of an organization, their competence and
realization has, therefore, made organizations give a the way they are managed, represent the competitive
relook at a policy on human resources, making them advantage of the modern day’s organizations. It all
turn their attention towards the human capital which started with Taylor - the economic rationality of
holds tremendous promise and has tremendous human being. Taylor was right. But, this was not the
potential. And we have witnessed what the human whole truth. Mayo too was right. And we get the
capital is capable of doing. Let us take the example of economic emotional man - the human capital that is
the game of cricket. There was a time when only test capable of doing wonders.
matches were played. Scoring 250 runs in a day was
In fact, technology was never as subservient to people
rated as a decent job, then came the one dayers 220 -
as it is today given the nuances of the knowledge
230 runs per side were reasonable and 250 very
economy that we are into. Little wonder, the
competitive. Gradually, the benchmarks changed with
Government of India has taken steps to set up the
improvisations continuously taking place. Today, even
national knowledge commission to enable the country
400 is not winnable. And in the 20-20 cricket the teams
to sharpen its knowledge edge. In a world where
run amok hitting some 220 runs in just 20 overs. This
technology and money is available copiously, it is the
is how the human element has developed and
human capital that is going to give the cutting edge.
changed. The analogy tells a lot about the potential of
Rightly then does Bill Gates proclaim that “the
the human element and the promise it holds.
inventory, the value” of his company ‘walks out the door
As ignorance gives way to enlightenment, organizations every evening”. Nothing more impacts the bottom line
are turning their attention towards human resources than the people.

Competitive Advantage Through Human Capital - The PSU Imperative


2
The HR imperative acquire competitiveness; it is this that leads to human
Human Resource Management has been uniquely capital formation. It will not be out of place to
placed today in terms of helping organizations achieve distinguish among different levels of knowledge. First,
bottom line results. Why this shift? There was a time there is knowledge as raw material- facts, information
when HR was supposed to be staff function having no and data. Such knowledge contains the ingredients of
strategic role to play. This idea now has been made to information clutter and overload. The second type of
turn on its head. In fact, effective HR is the strategy. knowledge is insight. Insight connotes seeing into a
The simple reason why this has happened is that there situation leading to connections defined by inner
is now proof available to show that investment in perception, or representation of knowledge- the “Aha!”
human resource does pay off and the people who used experience. Then we have ideas which are
to debunk HR efforts as gimmick are now paying interconnected insights that we can run with. Finally,
serious attention to it. The study that postulates HR’s we have knowledge as perceived value to customer or
impact on profits was carried out at the center for other stakeholders.
effective organizations at the University of Southern However, the knowledge in itself may not be of value
California sometime back. Ed Lawler and Susan unless it is customized to suit customers’ needs. With
Mohrman completed an intensive study of due apologies to Francis Bacon, relevant knowledge,
management practices in Fortune 100 companies that not mere knowledge, is power. It depends on the
demonstrated that employee involvement practices managers how they use knowledge and create human
such as information sharing, skills training, rewards capital. Years ago when Henry Ford decided to make
programs, and empowerment efforts-all of which fall glass for his cars in his own glass plant, he asked the
squarely into HR’s domain - show a significant experts on glass making to design a factory that would
bottom-line return. The study, then, in no uncertain roll out plate glass in a continuous process. The experts
terms suggests that the kinds of practices that HR told him that it could not be done because glass had
develops and supports impinge upon the bottom-line. always been made in batches. Ford insisted that only
According to Lawler, HR may not directly produce production in the manner he visualized would be
revenue or go out and find new business or open new sufficiently economic to satisfy the needs of the
markets but it certainly improves the effectiveness of customers. He advertised for engineers who had never
the organization that can help the company find new made glass before. Thus, he assembles a team that did
business or markets. HR, thus, is crucial in not know that what he wanted had never been done.
determining profitability and growth of a company. And in time they made glass in a continuous process
Thus for countries and companies alike human capital as had been demanded. To do so they had to disregard
is the key to competitiveness. the traditional know how and question all
Knowledge as the Critical Factor assumptions that previously had prevented such a
great improvement in glass making. The manager had
Classical economic theory distinguished between two
set a goal. He had a questioning mind; he needed help
factors of production-capital and labour. Alfred
from men who all were willing to question the old
Marshall added management as the factor. Gary Backen
assumptions. Human capital, we thus see can work
drew a distinction between unskilled and specialized
wonder if utilized properly.
labour to create human capital. Against this backdrop,
managers see the emergence of a knowledge-based Sometimes transformation of knowledge from one to
capitalism. As this capitalism is developing today, brain another is required. And this transformation is a
has become the critical means of production. Human product of creativity, which gives the cutting edge.
Resource Management today is largely managing Creativity enables the transformation of one form of
brains. Companies will increasingly be measured by knowledge to the next. For example, the nonlinear,
their knowledge rather than their physical assets. It is discontinuous processing of data leads to the
this knowledge that is responsible in helping companies perception of the relationships and connections, to

GROWTH Vol. 36 No. 2 July-September 2008


3
insight. The act of perceiving relationships and ideas, Human capital focuses on the economic behavior of
and the creativity with which we pursue ideas individuals, especially on the way their accumulation
engenders value. In each case, creativity comes with of knowledge and skills enables them to increase their
quantum leaps in insights and understanding that lead productivity and their earnings, and also helps in
to value. Creativity is a process with a grammar. When increasing the productivity and wealth of the society
we add information technology to the mix of creativity at large. The most commonly raised question of course
and knowledge, we get a particularly potent is how to generate knowledge in an organization. That
combination: capabilities to represent deploy, and an organization has to learn and create new knowledge
track knowledge coupled with technologies to as a source of competitive advantage is a well accepted
promote collaboration across divergent disciplines fact. However, what eludes many is the right approach
and perspectives. to creating an organization that is truly capable of
harnessing its total learning potential and translating
Creating the human capital it into business competitiveness. The focus of effort
Human Capital theory scores over the assumption of has been pitched largely on creating the right climate
the labour as homogenous factor. Labour is and culture conducive to learning in an organization.
heterogeneous and firms are now investing in training What needs to be understood here is that the structure
specialized labour to gain competitive advantage. of the organization plays an equally important role.
Training is no longer a cost. It is an investment that
enhances the worth of human resources. It is the The learning individual
training that leads to human capital formation by The structure together with the climate and the culture
value addition. holds the key to the transformation process-
The OECD defines human capital as “the knowledge, transformation of the people so that their capabilities
skills, and competencies and other attributes are enhanced. While the structure provides for smooth
embodied in the individuals that are relevant to flow of knowledge that transforms people, the climate
economic activity”. The problem with this definition and the culture facilitate growth of knowledge. The key
is that measuring these attributes is difficult. Further, to growth of knowledge is individual attitude to
the contribution of human capital can only be knowledge rather than knowledge per se. That is, letting
measured in objective terms by profits or the knowledge pass through the creative throughput
productivity which depends on several other of the brain of the individual who is ready to receive,
antecedent variables. Thus correlating human capital assimilate and apply- the learning individual. Unless
with economic growth is not very easy. The state of this is allowed, knowledge is not subject to application
Kerela is an example which is high in some of the that gives value. Thus, there is need for creating the
attributes of human capital like education and health learning individual.
but still lags behind in economic growth in Knowledge, attitude and practice are the three
comparison to many other states of India which are essentials of the learning individual. Knowledge must
low in several human capital indices. In fact the be backed by an attitude that for putting knowledge to
contemporary view is that more than economic practice. Unless this happens knowledge remains
development in terms of per capita income, it is the useless. The Indian folktale paraphrased here sums this
human development index that is a measure of up very well. The tale ‘The fowler and the pigeons’ is
prosperity. This may hold good for organizations in about a fowler who made his living by catching pigeons
even greater measure. In a knowledge driven and selling them. Perturbed by their dwindling
economy, competition of a firm will definitely be numbers, the chief of the pigeon tribe went to a sanyasin
determined by competitiveness of the human seeking help. The sanyasin gave a mantra that the
resources. It is an axiomatic truth that the human pigeons were to chant aloud while venturing out. The
element is the key moderator in transformation of mantra was “the fowler will come, lay his net and throw
material and natural resources into wealth. the grains. Do not be allured and get trapped.”

Competitive Advantage Through Human Capital - The PSU Imperative


4
The pigeon chief made his tribe members to learn this leads to Human Capital Formation. Individuals learn
mantra by heart and recite loudly. When the fowler and act on behalf of the organization and it is the
came next day he found the pigeons reciting the individual’s experiences, which is contextualized by
mantra. Baffled and dejected, he went back. The same objectives and images of the organization. Thus,
thing happened the following day. The fowler was organizational structures that encourage the
highly disappointed as his livelihood was threatened. individual’s wish and ability to learn need to be put in
Seeing the fowler return forlorn and empty handed on place.
two consecutive days his wife enquired what was It is certainly no surprise that many forward thinking
wrong. On knowing the whole story his wife insisted organizations have embarked on the arduous task of
to lay the net next day. Though the fowler had his reinventing the human resource function as well as the
doubts yet he gave his wife’s advice a try. To his dismay organization as a whole. A lot of Indian corporations
the fowler found that the pigeons one by one got today are taking keen interest in internal corporate
trapped even as they were chanting the mantra. They development programs because they believe that these
had failed to apply the knowledge, which was given to can help broaden the mental horizons of the executives
them. The issue was not knowledge; it was the and help them create a smarter workforce. In fact,
application that was critical. corporate are investing in training of workers also
How to make this happen is the important question. because they believe that the value addition can lead
The central features of an organization competing in to human capital formation. There is need to plan
the knowledge economy are creativity and innovation. intense employee development programs at greater
The intangibles occupy an increasingly important role frequency rather than long duration and less frequent
in value creation. Organizations must, then, focus on ones in order to effectively create the human capital.
One important aspect that needs to be realized is that
individuals whose limits of insights and capability
rather than focusing on high performers only, the
needs to be expanded. One thing that must be borne
managements must give attention to development of
in mind here is that it is the individual who plays the
the lesser mortals of the organizational universe. There
pivotal role in organizational learning. Companies,
is enough proof to vindicate the idea that human capital
then have to reorient their HR practices in order to
formation is the road to competitive advantage. PSUs
achieve this. For this HRD has to be integrated in the
that wish to take the challenge of global competition
system rather than being an intervention made on
head on must focus on human capital formation.
piece meal basis. The approach of organizational
development has to be followed. References
Conclusion 1. Employment News, Vol.XXX No. 20 August 13-19, 2005, New
Delhi
For an organization to survive it has to learn. But
organizational learning cannot be separated from 2. Luthans Fred, Organisational Behaviour, Mc Graw Hill

individual learning. Organizational learning is culture Irwin, 9th Edition, 2002

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

GROWTH Vol. 36 No. 2 July-September 2008


5
Feature Article

If ‘Self-Actualisation’ is your goal,


begin with ‘Role Crystallisation’

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

F or enabling a manager to perform consistently with optimum utilisation of his


potential, a professionally-awake organisation may do its best in arenas that lie
very much under its domain — by remaining agile in anticipating and managing
change, its strategic planning, its encouragement for creativity, its adherence to ethics,
and its readiness for technological advancements. It may also try its best to stay
adequately active on human resource development — by providing to its employees
timely and right inputs of training, and customer-market reflexes — in keeping with
the demands of the fast-changing times in which we live today. Assume too that the
HRD system also provides ‘role-clarity’ to all the key-players, if not to all employees.

* MD, ‘Aakankshaa’ Management Consultants, Pune

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

GROWTH Vol. 36 No. 2 July-September 2008


7
limitations or with what facilities, and [iii] what are because of practical difficulties or ego problems
the standards of his/her current performance. at inter-personal levels [which, incidentally, are
at the root of inter-departmental conflicts too].
What should be your efforts ?
Even for doing the above-stated, you — the performer ‘Primary Functions’, ‘Key-result areas’ and ‘targets’
— need a broader view of the jobs surrounding yours. We are not talking about job-descriptions here. They
And irrespective of whether you are on a senior position become out-dated even the day after they are written-
or not, you should keep trying to get out of the tunnel; up! Besides, they (i) create problems of restrictive
you should take ‘a seat on the helicopter’ and get a rigidities and (ii) harbour possibilities of one party
‘perspective view’ of your job in relation to the total taking undue advantages of the other.
organisational objectives, and to other related jobs.
What we are talking about is identifying the ‘primary
You must always try to step back from the humdrum functions’, ‘the key-result areas’ and the ‘targets’
of the day-to-day chores. And you should develop the inherent in each job. ‘Key-result areas’ and ‘targets’
insight to think through your job in order to get to the are essentially related to a task or a cluster of tasks;
purpose behind what you are doing, and what you may they assume newer dimensions and urgencies in
do to make it more purposeful so that it establishes relation to the situation surrounding the task or tasks.
you in your organisation as an undeniably useful But ‘the primary functions’ are related to a job, whose
performer and adds to your go-getting self-esteem, primary function hardly undergoes much change with
among other things. passage of time or in relation to the tasks assigned
under the job. For example, the ‘primary function’ of
Where does it ultimately take you ?
a Finance Manager will almost always be to “take
In the ultimate analysis, the recommendations made
timely measures and care to ensure the financial
above can take you to a state where your efforts are
health of an organisation” — by ensuring that the right
not confined only to finding out what your role is, but
amount of money, at the right cost, is available for
are extended to giving shape to the role you ought to
funding the necessary activities of the organisation.
play at the work place!
The life cycle of ‘primary function’ may well be ten
However, there are certain inherent situations in most years or so. On the other hand, ‘the key-result area’,
organisations that act as impediments to your under the Finance Manager’s job, may well change
attaining such a position. They are: every two-to-three years, depending on what the
● even at the overall organisational level (i.e. in current situational urgencies are. For example, for the
regard to the broad sectors into which the first two or three years, raising fund may be the key-
organisation is divided), very few roles are clearly result area, for the next few years, greater control on
defined; and expenditure or on leakage/pilferage of funds, and
during the next few years, collection of dues from
● even if somewhere, some time, they had been
customers may assume greater importance. ‘Targets’,
defined, very few are truly valid today, and lived
on the other hand, have a much shorter cycle of a year
up to in practice.
or so during which certain stipulated, pre-agreed
Such impediments lead to the following conditions results are required to be achieved.
that are fairly rampant in most organisations:
These are the issues that ‘role’ is concerned with. What
● The corridors of organisations keep resounding you should seek to know with clarity is your role on a
with the spoken or unspoken statements to the
given job, or in a given situation. In particular, you
effect: “This is not my job!” or “Is this also my
must insist on obtaining the ‘primary functions’ of
job?”
your job since that determines the contribution you
● Where pains were taken to define the roles, lot of can — and are expected to — make by managing in
distortions might have crept in by now — either your own ways the activities contained in your job.

If ‘Self-Actualisation’ is your goal,


8 begin with ‘Role Crystallisation’
Clarity of role is very crucial for nurturing your {i} self- A pertinent counter-question at this point from you
confidence, {ii} performance, and {iii} progress in the might be: “Why go into all this rigmarole? Why not stick
organisation. to: “Chalta Hai” {Let things be} culture?”

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

GROWTH Vol. 36 No. 2 July-September 2008


9
foregoing observations. Since it is you who have to give i) For quite some decades, it was believed that top-
shape to your role, you have got to take a closer look down control was good for effective
inside yourself. You have to find out not only what management. Managers were fed on the belief
features of management you are made of or are good that they were “in charge”, and they acted
at, but what more you have to do to orient your accordingly. Gone are those days. The
managerial style in order to upgrade your capability ‘supervised’ personnel are mostly knowledge-
for giving shape to your own role. workers, and in their own areas of operations,
they are likely to have far more knowledge and
The areas in your inner self that require a closer look
expertise than their bosses can manage to have.
are:
Bosses have got to recognise that their old
● The factors which motivate you; ‘formal’ role is now an anachronism; they have
● Your style of decision-making; to present themselves to their staff as
● Are you assertive enough — and in the right “resources”, as “trouble-shooters” and
manner? “facilitators” who will have to tackle specific
● Your planning orientation. problems, with maximum participation from
their staff and
The factors which motivate you
ii) While subordinates, peers and superiors do look
What usually motivate you might comprise the factors
up to you for exercising your authority
that are: result-oriented, job-satisfaction-oriented,
[otherwise they may laugh at you], they do not
career-advancement-oriented, or a mix of these. Do
accept your authority without subjecting your
not import any value judgement here as to whether it
decisions to their critical examination. All your
is right or wrong to have such orientations; just try to
decisions are judged by others especially in the
obtain an objective picture as to what really motivates
light of the outcome of your decisions, and
you. Only if you find that the combination of factors
eventually you earn their acceptance only if {a}
that motivate you is heavily parasitical {“what the
your decisions are found to be based on sound
organisation can do for me”} in nature, you may have
judgements and {b} they [the decisions] turn out
to do some adjustment in yourself. If your motivation
to be successful most of the times.
weighs heavily toward extracting merely one-way
gains for yourself without a reasonable balance True, none of us can claim to possess, or display, good
between what you give to the job and what you take judgement all the time; and not displaying good
out of the job, then there is — and should be — much judgement at times should not discourage you. There
for you to worry about. You must snap out of this is a very wise and pertinent saying:
fixation, otherwise, you will be in no position to give a “Good judgement comes from experience; and
reasonable or workable shape to your role — to experience comes from bad judgement!”
‘crystallise’ your role.
What decisions are you after? The best, the
Once you resolve this matter, go ahead and nurture perfect, decisions ?
the factors that motivate you. But remember: the
i) No, what really works is the best-suited decision;
important criterion, in the context of role-
best-suited to the situation surrounding the
crystallisation, is not what the job can do for you but
issues, to the temperament and level of
what you can do, or impart, to the job!
enthusiasm of the implementers, to the
Your style of decision-making emotional or vested-interest-profile of the people
who are going to be affected by your decision.
You have also to examine critically the style of your
decision-making in the light of certain home truths. And this can be taken care of only when you
They comprise a highly participative process: combine in yourself the reflexes and habit of

If ‘Self-Actualisation’ is your goal,


10 begin with ‘Role Crystallisation’
doing wide-spread consultations at the initial remaining cool and composed, having the ability to
stage, and of the courageous one-man decision- prevent yourself being exploited by others, and it
taking that you have to do at the subsequent stage. requires your developing the art of saying “No” without
being rude.
ii) While it is essential that intense and wide-spread
consultations take place at the initial decision- Suggested steps for Developing Assertiveness
making stage, every body wishes that, finally, it
1. Listen actively;
is you, their leader, who must make up your mind
2. Give due consideration to what is being said to
and take your own decision. You have to live up
— or asked of — you, with empathy with a view
to that.
to agreeing if at all possible;
iii) The crucial requirement is that a leader must
3. But don’t agree simply because it is polite or
take decision, and take it himself — at his own
more tactful to do so. Your agreement must be
risk and responsibility. Dilly-dallying or seeking
based on merits;
a ‘compromise’ or a ‘consensus’ decision does
4. In case you find you cannot agree, be very critical
not work.
on yourself to demand from you a truly
Are you assertive enough — and in the Right convincing reason as to why you do not —
manner ? cannot— agree;
Why is it Necessary ? 5. Put yourself in a position of the other person, and
In a nutshell, it is essential for your self-respect — for see whether you can say “No” — not only on the
ensuring that you continue to have a healthy and basis of aggressiveness, but on ‘reason’ and
positive approach toward your work, your colleagues ‘reasonability’;
and your workplace. In specific terms, it helps you to: 6. The acid test of assertiveness: Even the person to
whom you say “No” should finally appreciate
● avoid the possibility of your being exploited by
(though he may not agree) why you had to say
others;
“No”!
● protect yourself from feeling let down;
{Note: In the light of the advice offered above, just recall
● face life with confidence;
to your mind the ongoing war of nerves going on now
● get what is legitimately yours, and [August-September 2008] between the West Bengal
● give to others what they deserve. Government and Trinamool Congress over the allotment
of land for ‘Tata Motors’ ‘Nano’ Project in Singur}. This
You must remember that the people you deal with is a typical and eye-opening example in which the
generally fall into two categories: {i} the people with Government took what it considered to be the ‘the Best
difficulties, and {ii} the people who are difficult. Those Decision’ — not the ‘Best-Suited Decision’. The havoc
“with difficulties” deserve your constructive help, created by this unintentional neglect of the crucial
leading them to self-dependence; and those who “are” element in decision-making explained above is there for
difficult need to be made to reckon with your everybody to see! While the Government has lost its face
assertiveness! in a very frustrating manner, industries in general have
started suffering from a creeping loss of trust as to
Assertiveness is not just getting your own way and
whether they should return to or go to West Bengal for
always winning. It must not be confused with their very promising proposed projects. And above all,
‘aggressiveness’ or ‘arrogance’, nor is it just crude grave embarrassment has been caused to the
boldness, nor manipulation of others for bringing Honourable Governor of West Bengal for all his
them round to what you want. painstaking, genuine efforts to mediate in the matter!
All this because, in all honesty, the ‘best’ - not the ‘best-
Assertiveness means being confident, and positive
suited’ decision was taken.}
about yourself while respecting others. It means

GROWTH Vol. 36 No. 2 July-September 2008


11
Your Planning Orientation ● Enriching first the repertoire of your own
The better you plan, the more crystallised your role knowledge and skills
becomes. Some of the questions you must keep asking,
● Clarifying roles to your subordinates
in order to prevent yourself from becoming
complacent, are: ● Enriching their jobs

● 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

If ‘Self-Actualisation’ is your goal,


12 begin with ‘Role Crystallisation’
become all the more relevant today in the light of end of two months, the Marketing Department eagerly
the changes in jobs, job contents, changes even in absorbed the employee on a permanent post.
the production profile of your company itself
After some ten years of his success-records, that
brought about by technological advancements
employee was elevated to the Board of Directors in
and market-driven changes in products, work
Marketing!
methods, and services.
Case II: The Case of a much-harassed typist
● As mentioned earlier, the time has come when
you have to take ownership of your own career. There was a typist in one of the sections of the Finance
Department at the Head Office. Separated from her
Some Interesting Cases: husband, she depended on her job to support herself and
Here are a couple of cases I was personally involved her two children. She tried her best to prove a good typist
with in a multinational organisation: in order to retain her job. But her boss, a rigid stickler for
thoroughness and a hard task-master, always found
Case I: The Case of a brilliant engineer some fault or another in her work; and he would often
This young man who had brilliant academic records become nasty to her. She told her boss that she was fed
at an IIT was recruited as a Management Trainee and up with the routine chores, and wanted more challenging
assigned to the Production Department in a large tasks. She had told him she had passed stenography and
factory. During the first two years, his annual secretarial examinations at her own expense and she was
performance reports were excellent, and his boss used even willing to do his secretarial job without any
to talk about the employee in raptures. But come the corresponding increase in her salary. But her boss had
end of the third year, the same boss saw me (I was the laughed her off. I later came to know that she had started
Personnel Director) specifically with the request that seeing a psychiatrist because of the stress and agony
the said employee be removed from his department. caused to her by her boss.
His reasons: the employee had turned totally
The interesting development that amused me was that
indifferent to his job; he had become a dead-weight
both the boss and the typist saw me separately within
and a bad example in the department. When I asked
two days — each asking to be relieved of the other!
the employee why his performance had declined so During my investigative chat with the typist, I learnt not
steeply, he said that right from the beginning he was only about her consultations with a psychiatrist but also
assigned duties he had no interest in. He reminded about her great desire to use her secretarial expertise.
me that, during the final interviews for selection, he She admitted that she often failed to do the follow-up
had clearly stated that he would prefer to do techno- jobs of her boss; but added that these failures were due
marketing jobs. But the management placed him in a to her constant state of anxiety and stress, and the
factory, instead; and he was now unable to maintain monotony generated by the mere typing work she had
any interest in the tasks assigned to him. The interview to do. She urged upon me that she be given a wider-
records substantiated his assertion. He went on to say spectrum job on a trial basis involving planning,
that he had already done a correspondence course in organising, co-ordinating — in addition to typing [even
marketing on his own time and at his own expense; stenography] functions. I was not so sure — but the
and he was, in fact, considering taking up an enthusiasm coupled with self-confidence on her part
interesting job offer from some other company. encouraged me to take a risk with her.
I got in touch with our Marketing Department and Just at that time our company was getting ready to host
offered this young man’s services for a trial period of a very important seminar with participants numbering
three months during which the payroll cost of this twenty or more coming from foreign countries. I
employee would be borne by the Personnel arranged for her to be included, on a trial basis, in the
Department. Within a month, glowing reports began team of lady secretaries. Within two days of the
coming in from the employee’s new boss; and at the commencement of the seminar, I started receiving

GROWTH Vol. 36 No. 2 July-September 2008


13
unsolicited praise for this lady for her enthusiasm, that your subordinates need to be clear about the roles
competence, amiability, faultless co-ordination of you expect them to play.
secretarial, and travel needs, etc. And at the seminar
This you can achieve by means of a simple but
dinner on the final day, the participants made a special
unconventional exercise. May be, once a year, you
mention of this lady’s performance, and they even gave
could invite your subordinates, once at a time, and ask
her a gift! Later on, she rose to become the personal
each of them to place himself mentally in your
secretary of one the Directors of the Company.
position, and then describe to you what he perceives
In both the cases, the following inherent lessons are to be:
worth noting:
● his boss’s role, in terms of his priorities, authority
● The persons concerned were misfits in their and constraints
assigned jobs, despite their roles being fairly-well
● your role, in terms of your boss’s priorities,
clarified;
authority and constraints
● Both of them had clear vision of what they were
● your boss’s expectations from you, in terms of his
more suited to do, and would like to do;
priorities, authority and constraints.
● Having known this, they had not sat idle despite
the agony and stress they suffered by continuing Ask your subordinate to describe the above in the
to do jobs they knew they were not cut out for. sequence given above, and do your best to put him at
They had gone ahead and equipped themselves ease, because he will most likely be very reluctant to
with the required knowledge and expertise. Now offer such descriptions before you. But once he opens
they were just rearing to go — making their own up and offers his perceptions on the above-mentioned
efforts to create the chance to practise and thus roles, you will discover surprising gaps between his
refine their skills; perceptions and the realities. This gives you a never-
before opportunity to clarify the position and to clear
● When the time of reckoning came, they spoke
your subordinates’ misunderstandings. And this
out with assertiveness and with confidence
action on your part will almost automatically clarify
despite the risk involved, and asked for a chance
to prove themselves. In other words, they took the roles — not only your subordinates’ but yours as
ownership of their career and they crystallised well, in concrete and actionable terms!
their role at their own initiative. They were no A very useful by-product of this exercise is that setting
longer passive recipients of roles others would targets with mutual agreement will emerge as a natural
dole out to them. corollary.
It is very important that the top management remains
Enriching their jobs
receptive to such signals from employees who are
seeking to crystallise their roles, and who have the Enrichment of your subordinates’ jobs leads to
courage of conviction to take up the matter with their reinforcing team spirit as well as to crystallisation of
seniors. Any attempt to ignore, downplay, or browbeat your role. It is very important that your people are
such attempts by the employees can prove to be protected from boredom, monotony and a grudging
demoralising for larger number of employees, besides feeling that their talents are not being fully utilised. As
depriving the organisation of excellent opportunities. mentioned earlier, every one craves to feel that his job
is not just a bundle of tasks but it is a ‘calling’. This
Clarifying Roles to Your Subordinates spirit of ‘calling’ is sustained as long as the job presents
Having done your ‘home work’ on yourself, you now challenges — howsoever small they may be — for
come to the stage of what you should do to your creativeness, innovations, overcoming problems on
subordinates — as a preparation for crystallising your one’s own, and the resultant recognition and career
roles. Before you can clarify your roles, you must realise advancements one may get.

If ‘Self-Actualisation’ is your goal,


14 begin with ‘Role Crystallisation’
You may feel exasperated that it is not within your ● Do you ‘budget’ for mistakes, which your
power to change the nature or structure of your subordinates are likely to make while performing
subordinates’ jobs; but such exasperation does not delegated tasks, as a necessary price for their
hold much water. In fact, we are not even being learning to accomplish newer and more
suggesting that you change the nature or structure of challenging tasks?
the jobs. What you need — and is certainly possible
● Do you think you have genuine concern for
for you — is to add progressively, through delegation,
imparting superior knowledge, skill and self-
small doses of tasks or methods of performance that
confidence to your subordinates?
would stretch the existing capabilities or skills of your
subordinates; this itself can go a long way to add zest After you come up with your honest answers to these
to their working. It is undoubtedly in your hands to questions, you are ready to ‘crystallise’ your stand on
offer guidance, skill-support, encouragement and delegation. The clearer you are about delegation, and
recognition to your subordinates. It is just this the more prepared you become to delegate tasks in
approach on your part, which will protect your the right sense, the better shall be the roles of your
subordinates from the corroding effects of monotony, subordinates, and healthier shall be your ‘crystallised
boredom and under-utilisation. role’.

Actually, a little deeper thinking will lead you to the 2. Conclusion


realisation that finding out new ways to enrich the jobs Even where almost all the basic principles of
of your subordinates is more a challenge to you than to management are put into operation, individuals in the
your subordinates! It dares you to remain innovative organisation still may lack - and require — a clear sense
on task assignments on an ongoing basis. By accepting of direction. It is this sense of direction among the
— and acting upon — this challenge, you also pave the individuals that ensures that tasks and assignments will
way to greater team spirit and effectiveness of your be accomplished — properly, within desirable cost, on
subordinates on the one hand, and to greater time and efforts. Therefore, a clear and easily
crystallisation of your own role, on the other. understandable structuring of roles is imperative.
Without that, there can be no certainty that your people
Delegation
are going to achieve targets or achieve them every time.
Please try to give honest answers to these questions: In any case, without role-clarity even the high-fliers
i. “Do you delegate?” flounder and end up as nervous wrecks.
ii. “Do you delegate enough?” While role-clarity is desirable, it fulfils only a part of the
iii. “What, in the name of delegation, do you pass requirement. Role crystallisation represents the “next”
on to your subordinates?” milestone — beyond the one where someone else tells
you what your role is; and that is where you are ready
Here are some specific criteria for your consideration
to achieve ‘self-actualisation’. It is actually the result
while answering these questions:
— the expression — of your urge to take ownership of
● Do you ‘delegate’ tasks that are interesting and your job so that you can contribute your best in terms
important? Or do you appropriate all such tasks of your expertise, temperament, enthusiasm, sense of
for yourself? values, priorities and leadership qualities. You alone
● Are the tasks that you ‘delegate’ uninteresting, know best what your potentials are.
repetitive, risky, unglamorous, which you are Many of you may ask why at all we should go out of
cunning enough to dump on your subordinates? our way to ‘contribute’ beyond what our ‘clarified’ role
● Do you — or are you prepared to — invest your requires. Even a decade ago, the only reason, which
time and efforts on your subordinates to help was offered, was that those {few} who have the inner,
them tackle the newer and difficult tasks? compulsive urge for self-actualisation would naturally

GROWTH Vol. 36 No. 2 July-September 2008


15
like not to be shackled by the role assigned to them. you are sound on these factors, no one will take you
Instead of fitting themselves into their assigned role, seriously when you try to give shape to your role.
they would like the role to fit into them. It requires you to willingly embark upon an ‘agni-
While this reason still holds good, another very real parikshaa’ that takes you through the chemical
reason has come into being in today’s ambience. Due process of sublimation of your faculties and qualities.
to the great changes — already here and now — in Such sublimation, after the cooling-off process, leads
technology, job profile and even your company’s to your getting ‘crystallised’, which ultimately converts
products profile, there is no guarantee that your current you into a jewel-like substance and imparts to you a
jobs will exist. Nor is there any guarantee that your permanent lustre! These shall stand you in good stead
employer will, or can, take care of your career. For this even if/when all kinds of cataclysmic changes
reason as well, you will have to ‘take charge’ of your surround you.
own career. That means not only taking charge of the However, it is not enough that you do things to yourself
career you have or you wish to have, but to give shape to expand your capabilities; you must also do likewise
to the very role you play so that your career is ensured. to your subordinates for enriching them and their jobs.
These observations apply not only to the seniors; they Your people too must be built up to their full potential,
apply to all levels of managers. What all managers need and they must be enthusiastic enough to offer you
is to play a pro-active role in giving shape to the role their willing support in your efforts to play your role
they would like to play — in consonance with their ‘crystallised’ by you. It is in this context that we
talent, their temperament, and their sense of values. recommend that you clarify to your people the
This is something each manager alone can do on his interdependence of all roles in your department,
own; no one else can design this and tell him to act enrich their jobs, and develop them through
upon it. You yourself have to ‘craft’ the crystallisation delegation.
of your role, at your own initiative. Only after you have made these ‘developmental’
Essentially, role crystallisation is a function of self- inputs on yourself and on your people, you are in a
development. Unless you ‘upgrade’ yourself, how can position to give a crystallised shape to your own role,
you justifiably take a position that your current role is which, automatically, includes the role of your team.
not big or suitable enough for you? Initially, and in Having done so, you must speak out, and ask for a
large measure, it calls for your efforts to refine and chance to prove yourself on the new role you wish to
upgrade yourself to your fullest potential — for its own play. And during the trial period, you must do your
sake. Earning promotions or ensuring career- best to master the required skill. This is the crux of the
positioning will take care of itself, in due course. exercise on role-crystallisation.

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!

If ‘Self-Actualisation’ is your goal,


16 begin with ‘Role Crystallisation’
Feature Article

Milestone Events Towards Better Resource


Planning and A Pragmatic Organisational
Approach in Implementing ERP

Dr. Onkar Nath Dutta*

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

* Management Consultant and Management Educator, Ranchi

GROWTH Vol. 36 No. 2 July-September 2008


17
in hand and in the pipe line. The purchase orders for inventory, which means cost. They want that the
each material are then released as per their lead-time. suppliers will maintain the inventories and supply the
This system cuts down the inventory and reduces items as and when required. This means shifting the
delivery period. inefficiency from one stage to the other. So instead of
stand alone, if the suppliers, manufacturers and
Manufacturing Resources Planning
distributors work together by sharing information, the
Manufacturing Resources Planning (MRPII) is an inherent uncertainties may be reduced considerably.
extension of MRP to the control area and encompasses
all the resources required for manufacturing. In the SCM & ERP
1980’s this had been attempted when marketing and Integration right from suppliers to customers as a part
purchase information had been integrated with MRP, of Chain and establishing planning and control
BOM and details were shared with engineering system, as an integrated one is a complex process. This
information, order release and order receipt where may be achieved by installing Enterprises Resources
tried to be integrated with billing and accounts Planning (ERP). The term ERP was first coined by
payable. With the increase in computing power, Gartner group of Stanford, Connecticut. It is neither a
software capabilities, storage etc. and by providing conceptual break through, nor trully a new idea. ERP
numerous feed back loops between different modules essentially makes sure that a firm’s manufacturing
planning on a piecemeal basis has been reduced. decisions are made taking into account their impact
on the supply chain - both upstream and down stream.
Supply Chain Management
ERP packages aim to provide single integrated
Global competitiveness and the expectations of
software system handling a host of corporate
shareholders for high returns have shifted corporate
functions, including finance, human resources,
thinking from physical distribution management to
materials managements, sales and distribution. Other
integrated logistic management and finally to Supply
tools which are also available with ERP like generating
Chain Management (SCM). SCM encompasses all the
web interfaces, coding and programme generation for
facilities, functions and activities in procuring,
specialized requirements, report generation, data
producing and delivering product / Service from
import / export and a library of best practices from
supplier’s end to customers end. SCM performs two
which the best process for implementation, may be
distinct functions.
chosen. The thoroughness of ERP packages is also
Physical function revealed by their multilingual capabilities as well as
their ability to work across different time zones and to
The most visible part, which includes procurement
cope with multiple currencies. These characteristics
and conversion of raw material into parts,
are very much desired by large organizations who want
components and finished goods and transporting all
to expand their activities throughout the world.
of them from one point in the supply chain to the next.
SCM Integration Strategies
Market Mediated Function
In traditional management suppliers, manufacturers
Less visible but equally important whose purpose is
and distributors operate independently maintaining
to ensure that the variety of product reaching the
confidentiality of their critical information. But in SCM
market place matches with the consumer’s
they are linked in the form of a chain to develop and
requirements.
deliver products as a single organization. So, SCM
Uncertainties requires there types of integration :
Now uncertainties like wrong forecast, poor quality of ● Information Integration
inputs, machine breakdown, late deliveries etc. have
● Decision Integration
made the supply chain a complex one. Organizations
try to cope with these uncertainties by increasing the ● Financial Integration

Milestone Events Towards Better Resource Planning and


18 A Pragmatic Organisational Approach in Implementing ERP
Barring the first, the other two are conceptual and will the channelled BPR would be the best, because the
be dealt towards the end. customer relation would be reduced. Process mapping
with VA (Value Added), NVA (Non Value Added) and
Information Integration
NNVA (Necessary but Non Value Added) are the frame
The input of ERP is the information gathered through work of BPR.
Electronic Data Interchanges (EDI). The customers
send their orders via EDI directly to order processing Step 3. Some preliminary action
centre, which automatically generate appropriate ● Form a powerful Team : form a guiding coalition
materials requirement and releases order as per team (not of a single senior officer) comprising
production requirement. A computerized scheduler of a group of responsible people and they should
places required production line in the Master be free from any day to day responsibilities of
Production Schedule (MPS). MPS then taking into the organization.
account the material inventory manufactures product ● Collect details from other companies, who have
with computer control. The output is automatically already implemented ERP : Self explanatory.
distributed to the warehouses in least cost and high
● Hire a consultant : The consultant’s relevant
customer service configuration. Every link in the
expertise in the areas of ERP implementation will
supply chain uses the same computer data and thus
help in identifying critical activities. The
facilitates integration.
coalition team will work hand in hand with the
Implementing ERP consultant and when the consultants will go, the
coalition team will act as internal consultant.
Step 1. Organizational Readiness
● Make an inventory : All ERP softwares are
ERP encompasses people, procedure, and ideologies of
generally organized in the form of functional
the entire organization. It brings forth a radical change
modules. Each module has several sub-modules
throughout the organization. So the organization must
and detailed menus. They collectivley offer the
be ready to accept the change. If it is an old organization
required functionality. So right at the beginning
having its strong cultural identity, the top management
make an inventory of different alternatives,
must spend a good amount of time to infuse the sense
which may perform the desired functions.
of urgency in implementing ERP.
Step 4. Plan for implementing ERP
Step 2. Business Process Reengineering
● Decide the objective (Vision) : Without a sensible
Prior to the implementation of ERP, an organization
vision, an ERP implementation can easily
should undergo Business Process Reengineering
become a list of confusing and incompatible
(BPR). BPR is defined as the fundamental rethinking
projects.
and radical redesign of business processes to achieve
dramatic improvement in critical areas like cost, ● Set realistic goals : ERP is not a panacea, so the
quality service and speed. There are three distinct ways goals must be realistic
by which this may be achieved : ● Develop a Time-Cost Budget : Implementation
of ERP is a costly proposition. Considering the
1. Pure BPR : means undergo BPR befoe
potential gain a time-cost budget must be
implementation of ERP.
formulated.
2. Channelled BPR : means undergo BPR alongwith
implementation of ERP. Step 5. Execution Plan & Implementation of ERP
3. Pure ERP : means map the current process on to ● Develop a micro plan for execution and periodic
the ERP, then reengineer as and when needed. progress control system
The third option is rarely followed and the second ● Assign implementation responsibilities for each
option is followed mostly. But pure BPR followed by micro action

GROWTH Vol. 36 No. 2 July-September 2008


19
● Prepare an exit plan : ERP implementation is manufacturer and distributor companies and
costly complex and risky. So, there must have vice-versa, then right functioning of the system
some exit plan, if situation goes out of hand. becomes the common concern. The fear of
failure will keep them together.
● Implement the system
Combining SCM and ERP, it may be mentioned that
Conclusion SCM is the process of planning, implementing and
The above mentioned steps are very vital and any controlling efficient and cost efficient and cost
deviation may lead to failure. To get the maximum effective flow of physical resources like raw materials,
benefit of integration apart from imformation work in progress, finished goods etc. from the point
integration by ERP, decision integration and financial of origin to the point of consumption as per
intergration as mentioned earlier should also be customer’s requirement and to provide a seamless
carefully considered. information system to support the various functional
● Decision Integration : The various partners of the business modules ERP has proved its importance as a
supply chain system operating as a whole, power tool.
should have a joint decision making process,
References
where they would decide about inventories,
1. ERP an Integration of People, Process and Technology
distributions, different trade-offs etc. Even the
through Effective Management of Change. ‘Data Quest’
pricing policies also may be discussed. If
September 1997.
decision integration fails, in spite of best ERP
2. ‘Pit falls in ERP Business India, June 16, 1997.
package, the system may fail.
3. Russel Rorbrita and Taylor, barnart W III Operation
● Financial Integration : Some financial stake of Management, Prentice-Hall International 1998.
each partner with the others may keep them 4. Operation Management Theory & Practice-B. Mahadevan -
together. If the supplier has some shares with the Prentice Hall 2007.

Milestone Events Towards Better Resource Planning and


20 A Pragmatic Organisational Approach in Implementing ERP
Feature Article

Attrition - A Bigger Challenge for HR in


Steel Industries for the Coming Years

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.

Why attrition is a major challenge ?

I n an industry, the management makes careful planning for recruitment of


manpower, train them, nurture, develop, motivate and provide good work culture
for utilizing them in their establishment. If the man leaves the organization the loss
to the management comes in various ways direct and indirect.
While taking a cue from the IT industries, it is seen that when nos. of IT companies
in India are in operation, attrition rate is posing a challenge before the management.

* AGM , ICLC, Rourkela Steel Plant, Rourkela

GROWTH Vol. 36 No. 2 July-September 2008


21
It is apprehended that the rate of employee attrition if competition, the first reaction of the existing players
left unattended now, would pose a serious challenge to is to plan protection strategies for their product and
the industry in the future. In the IT industries, with market share. But as talent becomes increasingly
demand set to grow, the focus needed to be on greater scarce perhaps they need to pay more attention to
investment to enhance supply of skilled manpower training employees.
which at present is limited. The investment was It is obvious that when skilled, trained and experienced
required to reorient the education system, to improve hands are available in the existing companies, the new
various aspects of training and development. Attrition players in this geographical area shall like to hijack
is not a unique phenomenon to the IT industries. It is people rather than investing in recruiting fresh hands
present in all types of industries worldwide. The and imparting them training.
pressure of attrition in IT industries is most because the
growth rate is also higher. Sometimes it is presumed What is attrition ...
that the rate of attrition is not high in IT because of the Before proceeding further let us have a look at the
trend that one of the employees switching over from basics of the subject of discussion.
one IT company to another and not exiting the industry.
Attrition and turnover are two terms used
But even then the trend is to be arrested within the
concurrently, which have the similar meaning and is
company and the problem needs to be addressed to.
referred to the nos. of employees leaving the
When coming to steel sector we see that the steel
organization by the nos. of employees in a specified
companies are concentrated within mostly six states,
period multiplied by hundred. The subject is also
that is West Bengal, Bihar, Jharkhand, Chhatisgarh,
discussed in the terms of retention of talents.
Orissa and Andhra Pradesh due to proximity of raw
materials. After the economic liberalization initiated in Measuring employee turnover
the year 1993 many companies have started setting up Most organisations simply track crude turnover rates
steel plants in these states, which includes some global on a month-by-month or year-by-year basis.
players. No doubt, they have to depend mostly on the Mathematically it is seen as :
existing skilled and trained manpower. It is seen in the
Total number of leavers over period x 100, divided by
case of Oil and Natural Gas Limited that the company
average total number employed over period.
had made a lot of investment and efforts imparting
training to it’s staff engaged in rigging and drilling There is no set level of employee turnover above
activities. When Players like Reliance, Essar etc. came which effects on the employing organization become
into the same field, employees jumped to other damaging. Everything depends on the type of labour
company. Although initially ONGC had trained more markets in which you compete and the nature and
than required no. of manpower but, when the attrition criticality of skills the employees possessing. Where
rate became alarming, they inducted even separated it is relatively easy to find and train new employees
employees on terms. quickly and at relatively little cost (i.e. where the
labour market is loose), it is possible to sustain high
Now, when there is a higher demand of steel and
quality levels of service provision despite having a
higher growth rate for steel sector is envisaged, it is
high turnover rate. By contrast, where skills are
also anticipated that attrition may be higher in key
relatively scarce, where recruitment is costly or where
category of manpower whether engineers or
it takes several weeks to fill a vacancy, turnover is
technicians. As the Indian Industrial scenario is going
likely to be problematic from a management point
to witness double digit growth, it means huge
of view. This is especially true of situations in which
opportunities for players across the industries and
you are losing staff to direct competitors or where
employment prospects for employees.
customers have developed relationships with
It is a fact that, every industry from auto industries to individual employees, as is the case in many
airlines has new players in the field. When there is professional services organizations.

Attrition - A Bigger Challenge for HR in


22 Steel Industries for the Coming Years
Sometimes employee turnover positively benefits to dissatisfaction in their present jobs to seek
organisations. This happens whenever a poor alternative employment.
performer is replaced by a more effective employee, and Sometimes it is a mixture of both pulls and push
can happen when a senior’s retirement allows the factors. For a fourth group reasons for leaving are
promotion or acquisition of welcome ‘fresh blood’. entirely explained by domestic circumstances outside
Moderate levels of staff turnover can also help to reduce the control of any employer, as is the case when
staff costs in organizations where business levels are someone relocates with their spouse or partner.
unpredictable month on month. In such situations
A resume containing several changes of jobs would have
when business is slack it is straightforward to hold off
been tossed into the dustbin, 10 years ago. With four
filling recently created vacancies for some weeks.
different jobs in the space of six years, the applicant
Cost of employee turnover would have most likely been seen a rolling stone, an
It is possible to compute a ‘not less than’ figure very unreliable job hopper. Instead, the applicant’s career
easily by working out what it costs on average to is flourishing. He’s moved in and out of well-known
firms, in the IT space, gathering stock all the way. And
replace a leaver with a new starter in each of the major
each one of his past employers has given him a good
employment categories. This figure can then be
reference. And this is the scenario today.
multiplied by the crude turnover rate for the staff
group to calculate the total annual cost of turnover. Yes, the 90s IT industry, completely changed the rules
The major categories of costs to take account of are : for how long employees stay at their jobs - or even how
● administration of the resignation long employers expected them to stay. Now, of course
attritions is gaining critical mass.
● recruitment costs
It is possible that today an IT professional joined as a
● Selection costs
trainee may become a senior reporter of a major daily
● cost of covering during the period in which there
after changing, jobs eight times in three years and a
is a vacancy
caller in BPO becoming head of IT sales dept. after
● administration of the recruitment and selection changing jobs six terms in 6 years. One couldn’t expect
process growth as fast as this, if stayed longer with any. And if
● induction training for the new employee. one gets an opportunity, why miss it as perceived by
leavers.
Many of these costs consist of management or
administrative staff time (opportunity costs) but direct It’s a great time to be an employee today. With the
costs can also be substantial where advertisements, market throwing job opportunities by the score every
agencies or assessment centres are used in the milinano-second, everyone wants a share of the pie.
recruitment process. But, the bad news for employers is that job mobility is
likely to get even more pronounced. The attrition
More complex approaches to turnover costing give a
numbers reflect a sea change in people’s attitudes
more accurate and invariably higher estimate of total
about their careers and changing jobs. The days are
costs. A widely quoted method involves estimating the
gone when many people could expect to spend their
relative productivity of new employees during their
entire career in a single company, slowly moving up
first weeks or months in a role and that of resignees
the ladder, and retiring with a fat pension. “The regard
during the period that they are working their notice.
that people had for these values has vanished now.
Why do people leave organizations ? Sticking with the same organization is, most of the
Employees resign for many different reasons. times, looked down upon.
Sometimes it is the attraction of a new job or the Today’s youngsters want to enhance their standard
prospect of a period outside the workforce, which of living and manage their own career in real time. A
‘pulls’ them, on other occasions they are ‘pushed’ due survey reveals 24 per cent of the graduates from

GROWTH Vol. 36 No. 2 July-September 2008


23
premier B-schools like IIMs, XLRI and Jamnalal Bajaj or have no willingness to learn and grow. “Right now
Inst. quit their first jobs within 12 months of being the hoppers are enjoying the ride as companies need
hired owing to a mismatch in the salary received and more and more people and are willing to overlook the
that assured. It’s peer pressure besides monetary stability factor. But once the economy stabilizes, which
satisfaction that motivates the job-hopping it is bound to, at some point of time, it’s the sturdy
psychology according to survey. folks who likely to survive.

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.

Attrition - A Bigger Challenge for HR in


24 Steel Industries for the Coming Years
Focus Groups 5. Work-life balance
Using an identified focus group can be an appropriate 6. Learning new skills
way of discovering some of the key drivers of turnover. 7. Appreciation
It is a good way to acquire qualitative information, 8. Recognition
rather the quantitative data that a survey produces. 9. Relationship with colleagues
Focus groups are inexpensive when compared to say
10. Company’s values
interviews and take less time to prepare.
11. Leadership
A focus group provides an opportunity for a small
12. Salary
number of people to discuss issues relating to
13. Benefits
employee turnover retention. An added benefit of
focus groups is that they can be used to generate new 14. Job security
ideas, discussing possible solutions as well as 15. Stress
diagnosing causes. 16. Team working

Questionnaires 17. Communication

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

GROWTH Vol. 36 No. 2 July-September 2008


25
in order to retain their employees. “The companies are money, they actually want value addition to themselves.
trying different techniques to retain executives by
Retaining people has so far been the least of its worries.
creating growth opportunities. They designate people
Tata Steel has been served by several generations of
to run various units of the business, making it look like
loyal people, content with the township and culture of
they are running their own business. The whole
the company. But now with increasing competition, the
organizational structure is changing due to this.
company is exploring ways of retaining people it values.
How does one justify frequent job-hopping ? Move from Six sigma what is started as a tool used mostly in
one job to another, but only for the right reasons. If a manufacturing and production outfit has found its
person is growing within an organization before making way into the service sector and it has resulted in huge
a move, switching is all right. However, the mentality saving and better process evolution in the service
of moving out only to gain a higher position is wrong. industry as well. Six sigma has a very objective and
The case analyzes the management of human resource logical approach which is based on statistical analysis
in the IT industry with a special emphasis on the factors of data and gives a great deal of inputs on how can
responsible for the high rate of employee turnover in things be done better, quicker easier and cheaper. A
the industry. The IT industry, being a knowledge-based process that performs at six sigma only 3/4 defects out
sector, requires a workforce that is highly competent. of every million opportunities. The tool therefore
Also, the demanding nature of work in the industry enables professionals to employ this approach and
requires effective strategies to retain its workforce. With generate quality consciousness.
growing demand for Indian IT professionals overseas
Six sigma helps in conducting Voice of Employees
and with multinational IT companies establishing their
(VOE) survey capturing all the important aspects
offices in India, retention becomes very difficult. To
driving employees satisfaction leading to retention.
handle the challenge, companies have started using a
variety of retention tools such as Employees Stock Use of six sigma methods to make human resource
Options Plan (ESOPs) and RSUs. process more effective and error free. Organization
come of with many retention strategies, but the
They have also taken other initiatives like improving
question remains whether the strategies address the
the work-life balance of their employees, encouraging
root cause as to why people leave organization.
learning and development, developing a positive
organization culture, etc. to retain their employees. Six sigma provides the framework for identifying
The case examines the retention tools used by Indian probable cause; collecting data on them and through
IT companies to combat attrition. It ends with the statistical analysis discover the most probable causes
discussion on the challenges the Indian IT industry that would lead to defects in a process.
faces in the future in view of the growing need to retain Every root cause is validated for its impact on
its talent pool. satisfaction level so that company resources, time
Attrition in Tata Steeel is around 5 per cent, which is money and people are aligned to work on a prioritized
within acceptable limits in the industry. The list of actions. These actions and thereby improvements
management of Tata Steel believe that the value and are monitored and tracked through data.
work culture is a strong bond betwen the employees Selection process needs to be mapped correctly to
and the company which is regarded by the employees. ensure that employees stay in organization for a longer
However, that recruiting freshers is no longer an easy period. This helps to have the right person in the right
task they have taken attrition seriously. Talented job. This reduces post recruitment dissonance in an
yougsters now have different options and they no long employee. The company lists quantifiable objectives
accept jobs blindly. Tata Steel, however, has consciously within a month of the associates joining and this helps
refrained from joining a salary war. Tata Steel the associates really understand the direction and
management feels that, while people are looking for expectation of the team.

Attrition - A Bigger Challenge for HR in


26 Steel Industries for the Coming Years
Getting the right job description from the head of ladders that stretches to the executive suite need not
department helps the HR department to narrow down be available to everybody.
on candidate.
Concept of entrepreneurs to stop people from
Companies discover, staff loyalty must be ensured moving out
through a multidimensional approach. The challenge
Young and bright managers are put in independent
is how to keep employees motivated and loyal.
charge of strategic business units. While a complete
Is it through ? independence in decision-making is allowed
Better compensation, throughout the year the board takes stock at the end
Improved opportunities for growth of the year. Coca Cola company has used this concept
all over the world.
Superior organization values and culture
Or mixed of all these. Coca Cola found that entrepreneurs fill the corporate
office with the entrepreneurial spirit that is necessary
Some results of studies conducted in these area gives
to invigorate a corporate culture.
an idea as to what people look for in their jobs. These
are three values that adds in a job which rare. Money as a motivator
1. Economic Money remains a darn good motivator especially as
2. Social an immediate deterrent to departure. When company
knows rivals are approaching a quick mid term
3. Educational
appraisal with announcements of better salaries is a
Efforts at retention must revolve round these three good short-term strategy.
factors.
Condition applies that work culture of the
At junior level it is economic value add (Monetary organization should be favourable. The pay hike
benefits). should be teamed with carrier development initiative
At the middle level it is career growth and at the higher and employees should feel that they are wanted. The
echelon of the career ladder it is the sense of hike need not necessarily be substantial if employees
contribution to the organization that matters most. are already motivated and engaged, then a nominal
increase sends a right signal.
Compensation and promotion policy do not depend
on hierarchy alone. Companies like Microsoft and GE When competition-increasing organization needs to
will promote even an average accountant to the post do a climate survey. If moral of employees is high then
of Manager and pay him similar amount because he a raise in salary will work as an exit barrier.
has potential to out perform an outstanding Maruti organization believes that money is a good
accountant in the same managerial position. This does retention tool. Air India also believes in the same line.
not mean that the outstanding accountant should be During the period 2002 to 2004 there was progressive
ignored, but the career ladder for him may possibly increase in rate of attrition in the Maruti organization.
lie side ways rather than had upward. One solution They undertook a extensive study of pay scale in both
they adopt is moving away from the culture of rigidly auto engineering and non engineering areas and
hierarchical structure. restructured the compensation plan and career
growth policies. Changes were communicated to
Microsoft has created a separate status scale for it’s
employees. Personal touch was important. Potential
software engineers who can get higher compensation
target was communicated personally and on one to
and external profile than managers, the idea being that
one basis and the result was positive, encouraging.
managers gain promotions as they take on more
peoples and greater responsibilities, and software One of the top Indian private bank believe in wishing
engineers gain in status and pay as they demonstrate all the best to the out going employees who had a good
brilliance. The company believe that the old corporate offer in their pocket.

GROWTH Vol. 36 No. 2 July-September 2008


27
ESOP (Employees Stock Option Plan) Brand Power
Employees are allotted share of companies at a price When people look up to an organization as a brand
less than the prevailing market price with the believe they are eager to work with the same and are eager to
that there will be a bond of ownership between the stay with the organization longer. This is the belief of
company and the employees so that they shall not organization like ICICI Bank and Tata Steel also
leave. There will be prospect of appreciation in the believes in the same philosophy.
value of stock in future by which the employees shall
be benefited in the long run. Employee’s Career Anchor
Career Anchor is one’s occupational self concept
Lump sum pay system comprising self perceived talent and abilities based on
Some companies pay a lump sum amount like thirteen actual successes in a variety of work settings; self
months pay to those employees who complete five perceived motives and needs based opportunities for
years service with the company. Some companies self tests and self diagnosis in real situation and on
adopt the policy of Long Service Award wherein an feedback from others; and self perceived attitudes and
employee completing 25 years continuous service is values based on actual encounter between self and the
awarded in a grand manner in cash and/or kind. But norms and values of the employing organization and
this is not an effective tool against attrition. work setting. This anchor could arise from managerial
aspiration where people like to administer to
Recruitment policy technical/functional aspiration where people are
The CMD of an organization believes “you don’t start more attentive towards the details of their craft,
building a brand like “Dettol” after the competitor stability, autonomy/independence and
arrives at your door step or when it is about to arrive. entrepreneurial creativity; among others. Anchor is a
You begin much before. In HR you must have a long stabilizing force, to make a choice. However, there’s
term strategies.” usually a mismatch between individual’s career
anchor and the kind of career path an organization
In Maruti they were recruiting from top B schools.
provides. The relation between organization and
They leave for better prospects leaving a vacuum
employees also needs be looked at from an
behind. Now they have started recruiting simple
increasingly symbiotic perspective.
graduates and train them under buddy and mentor
system. In this system all new employees are assigned Some companies believe that understanding a person’s
to buddies who are four to five year seniors. The career anchor could be a way to bridge the gap between
buddies help the new recruits understand the working what is planned for him and what the inner person will
in the organization and make friends. They help if he accept. A good understanding of career anchor can
is to settle in quickly and comfortably. After an year in strengthen and last long the psychological contract
the organization a D™eputy General Manager is between the employee and the employer.
assigned to take over as a mentor. Management
OJT
gradutes have strong career aspiration for which they
In order to curb attrition, many organizations are using
have a tendency for leaving the organization non
innovative retention tools, like on the job training
management graduates who are custom trained in this
(OJT) to facilitate employee’s engagement. An
fashion learn a lot more and hence stay with the
individual studies hard to get a better job. After finishing
company for a longer period.
education gets job then enhances knowledge and
In a similar fashion Air India used to recruit fresh enhances skill. Regular enhancement of skill sets of
engineers and train them as flight engineer, provide employees is absolutely mandatory, as the corporate
them further training in exchange of service for a sector today demands more from employees. They
period of seven years. assume various roles within a company; work in various

Attrition - A Bigger Challenge for HR in


28 Steel Industries for the Coming Years
projects and various capabilities. Updating skills also absenteeism and myriads of other indicators. The
provides employee’s intellectual food to take on various system has helped convergys contact centre to reduce
challenges at work place. They adopt the method of e- attrition by 15% to 25%. At Genpact, employees have
learning and VODs (Videos on demand) system. As a to go through a mandatory session with term leader
retention tool it serves the purpose, as employees have every month. The team leader assesses the
the urge to learn more. And it excites employees too as information and is able to identify a potential
it helps them in learning new skills and in turn makes employee who may quit.
them stick to the current employer. In Wipro a system to identify quitter is what is called
People’s Pulse is in practice. Of course, identifying the
More than carrot some stick principles
employee is just the beginning. The HR dept has to
Although many companies were following bond work out solution. For every possible employee on the
system, now the system is not in use but has taken the verge of quitting. Some organization has tailor made
form of other derivatives like legal contract. This is to solution depending upon what is bothering them. The
prevent senior managers from joining the rival company then offer them job rotation, job
organization for a predetermined period typically two enhancement, job enrichment, relocation, team
years after resigning from the organization. This is for building exercise etc.
peoples having access to sensitive information.
Convergys has a team leader transformation
Early warning system to check attrition programme with an emphasis on training the team
leaders to improve their people management skill. It is
Now many top IT companies have devised an early
felt that the employees with more effective managers
warning system (EWS) to track employees behaviour
have higher job satisfaction and are less likely to quit.
and predict their likelihood of leaving. In an attrition
forecasting system which is an IT based system EWS system has helped Infosys BPO to bring down
identifies 50 triggers that may lead to an employee attrition rate considerably. It is also felt that such tools
leaving. The software tracks their behaviour and shows will not be effective unless an emotional touch is added
events such as fluctuating productivity, increased to it. The management needs to bond with their
absenteeism rejection of internal job posting, drop in employees emotionally. So, they have a business HR
call quantity, increased off phone time et al. keeping team on every floor, which acts as a help and
these in mind, the team leader then enter qualitative counselling desk where gents can discuss various issues.
information on a weekly basis after meeting each Besides, in Infosys they have introduced the
employees. performance based scheduling programme. Under
The data indicates the employees’ likeliness to leave this high performers are given the chance to choose
their work schedule of their choice. This motivates
with a schedule of red, amber or green indicator. Red
agents to work hard and also helps reduce the number
means the employee is likely to quit within 30 days,
that leaves because of odd working.
amber indicates he is at risk of quitting, and green
indicates he is satisfied. In order to meet the demand of business growth in steel
industries, rate of attrition is one of the major parameter
One IT company Convergys Corporation employing
requires to be monitored and controlled rather than
more than 70,000 peoples in over 75 centres all over
allowing intruders to drill a hole in our human capital.
the world have evolved a EWS for controlling attrition.
Masterminds at Convergys have figured out about 50 Reference
distinct triggers, which could e as small as hygiene 1. Various news articles published in Business Standard,
issues that lead to employee attrition. They use Economic Times etc.
propriety software that tracks employees behaviour 2. Peters Capelli’s - a market driven approach to retaining
and indicates things like fluctuating productivity, talents (HBR-2000)

GROWTH Vol. 36 No. 2 July-September 2008


29
Feature Article

Training for Business Excellence

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.

* AGM (Acad) & Sr. FM, MTI, SAIL, Ranchi

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

GROWTH Vol. 36 No. 2 July-September 2008


31
some effect to a greater or a lesser degree. A Model for Ascertaining Training Interventions

Organizational support is another significant factor


that affects performance at the workplace. By
organization support is meant the emotional material
and process support that encourages individual to
perform to the best at the workplace. While necessary
infrastructural support is needed, the emotional
support from his team would enthuse him to perform
well. This may not necessarily happen with training.
Mckinsey’s 7 S Framework and Crystal Model
(Ghoshal T: 2004) substantiate the same and reaffirm
that systems, structure, processes and strategies also
have their influence on the quality of employee solution would lead managers to understand whether
performance and need to be looked in that the solution to the problem is training or non-training
perspective. solution. If it is a non-training solution then necessary
action is expected to eliminate the problem. However,
The various factors affecting performance at the
if it is perceived that training could help in reaching
workplace and their inter-relationship with each other
to a solution, then necessary training interventions are
is depicted below:
initiated.

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

Training for Business Excellence


32
“Continuous Sharpening the Saw”, as Steven Covey training in quantifiable terms, there are evidences that
has put it, is a definite contributory factor for competence has enhanced in most cases after
improvement of performance at the workplace. exposure to training. The reason is could be directly
related to the organizational thrust on training,
Selection of Participants for the Programme:
availability of training and urge of people to learn.
It has been seen that often the employees nominated
for training programmes are either not inclined to Not by Training Alone
learn or are not responding to training. This is due to Possibly training alone cannot not always deliver
the fact that often training needs of employees, are results; there are other contributory factors also that
either wrongly ascertained or they are separable. complement training in achieving relative degrees of
Training should be part of the total HRD plan and must success in organizational endeavours. What is training
address to the strategic focus of the organization. and why it is necessary? What are the limiting factors
of training? What are the other contributory factors
Availability of a Customized Programmes
that also affect organizational performance? As
Unless a customized training programme is designed
business is able to invest lesser limited time and
on the basis of the training needs of the customers,
resources on training, there is an attempt to explore
content of the programme would not be able to focus
answers to these and many more similar questions
on core issues required to address the problems of the
that might help organizations to understand the basic
workplace and participants would lose interest. Hence
issues related to their success in the marketplace.
there is a need to comprehend the needs of the
organization and design appropriate training modules Generally there is a common belief that training can
that could help in enhancing their competence levels. address all organizational problems. In reality there is
a need to understand that training is not a panacea
Sustaining Productivity for all problems. There are certain problems that have
Sustained superior corporate performance is based on a non-training solutions too. This might include
the ability to manage the tension between two administrative decisions. Training would be successful
symbiotic forces: the need for ongoing productivity only if the learner is eager to learn and apply his
through constant rationalization in existing activities, learning to enhance his performance, environment is
and the need for growth and expansion through conducive for learning and organization per se has the
continuous revitalization of strategy, organization and conviction that training is the life-blood of an
people. In the words of Jack Welch, “To me, quality organization.
and excellence means being better than the best... if
we aren’t better than the best, we should ask ourselves The Road Ahead
‘What will it take?’, then quantify the energy and
Today, there is an urgent need to rethink training as
resources required to get there. If the economics, the
an integrated part of the total organizational strategy.
environment or our abilities determine that we can’t
It is just not a nice to do thing, but as something that
get there, we must take the same spirited action to
is necessary for sustaining and enhancing the
disengage ourselves from that which we can’t make
competitive edge of the organization. When Peter
better than the best.”
Senge talked about the competitive advantage in the
In a changing world in which human and intellectual 21st century depending upon the strength of human
capital are increasingly replacing financial and resources, what meant was the reinforcement of the
physical capital as the key scarce resource, many capabilities of people in the organization that cannot
Indian companies have recognized the need to be copied and which can create a unique differential
fundamentally rethink their policies for developing the advantage for growth. Nowadays, training plays a
best talent. In most cases, however, all that has really pivotal role in the performance management process,
happened is a start and much needs to be done in this which is integrated in every organisation and is being
respect. Though it is difficult to evaluate the impact of used to make sure that the employees are working

GROWTH Vol. 36 No. 2 July-September 2008


33
towards the organizational goals. It means, taking an A sound training module and a strong healthy
integrated, goal oriented approach to assigning, environment are the sources, which guarantee for
training, assessing and rewarding employees’ attaining the objectives. These are vital not just to
performance. Taking a performance management keep an organisation alive and healthy but also agile
approach to training connotes, making the effort and efficient. Today’s world of knowledge based
sensible in terms of what the organisation wants from organisation emphasize the ability to forecast and
each of its employee to contribute in achieving the adopt.
organisational goal. Knowing how the future of learning
is going to develop is invaluable for any organisation Bibliography
involved in the provision of training and development. 1. Armstrong, Michael (2006). A Handbook of Human Resource
Management Practice, 10th edition, London: Kogan Page.
In order to predict the future of learning, it’s important
2. Bradford, D.L. & Burke, W.W. (eds), 2005, Reinventing
to look at the key developments so far. There are three
Organization Development. San Francisco: Pfeiffer.
significant trends that will influence the future of
3. Kurt Lewin (1958). Group Decision and Social Change. New
learning: York: Holt, Rinehart and Winston, 201.
● Granularity of training - how it is broken down 4. Legge, Karen (2004). Human Resource Management :
Rehetorics and Realities, Anniversary Edition, Basingstoke:
● Integration of different training units into a
Palgrave Macmillan.
coherent programme
5. Richard Arvid Johnson (1976). Management, systems, and
● Individualization of learning programmes society : an introduction. Pacific Palisades, Calif. : Goodyear
Pub. Co., 219-222.
Trends like this will help to explain why the training is
booming. The fiercely competitive organisations 6. Richard Arvid Johnson (1976). Management, systems, and
society : an introduction Pacific Palisades, Calif.: Goodyear
require a staunch devotion towards excellence and the
Pub. Co., 223-229.
ability to see the big picture that affects the changing
7. Richard Arvid Johnson (1976). Management, systems, and
face of organisation. They move from security to pay
society: an introduction. Pacific Palisades, Calif.: Goodyear
for performance in knowledge - intensive work
Pub. Co., 224-226).
environments that demand adaptability, innovation
8. Richard Beckhard (1969). Organization development :
and flexibility. strategies and models. Reading. Mass.: Addison- Wesley, 114.
Employees must continue to experience newer vistas 9. Smit, Martin E.J.H. (2006). “HR, Show me the money;
in training. At the same time, organisations must Presenting an exploratory model that can measure if HR adds
resolve some of the more intractable problems value”.
confronting the practice of training and training 10. Towers, David. “Human Resource Management essays”.
system, such as finding resources for staff Retrieved on 2007-10-17.

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.

Training for Business Excellence


34
Reader’s Forum

Mentoring: An Effective Tool for Organizational


Excellence

Dr. Binod Kumar Singh*

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

3. To determine the relationship between organizational culture and mentoring

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

2. Cultivation: It is a type of mentoring where the mentor and mentee develop a


climate for better relationship

3. Separation: It is a type of mentoring where as soon as the objective is fulfilled


the relationship is to be subjected to gradual separation

4. Redefinition: It is a type of mentoring where the goals and objectives are


redefined and go for further tasks

* Faculty Member, AIBM Ranchi Campus, Arya Business Centre, Ranchi

GROWTH Vol. 36 No. 2 July-September 2008


35
Mentoring Program 2. Announce the program, and invite mentors and
Mentoring can be an informal practice or a formal employees to separate meetings.
program. The main objective behind the mentoring 3. Employee orientation sessions are conducted to
program in industry is to focus on establishing a describe the program and roles and
mutually beneficial relationship between responsibilities emphasizing benefits and value
management and workers to enhance an to each participant.
organization’s ability to align employees’ career
4. Introduce the program to managers and senior
development with the goals of the organization. There
employees.
are certain assumptions that form the foundation for
a solid mentoring program. They are as follow: 5. Appoint a mentoring coordinator who can serve
as a resource for both the employee and the
● Faculty Member, AIBM Ranchi Campus, Arya
individual mentor within your organization
Business Centre, Ranchi
(perhaps someone from Human Resources).
● Intentional learning is a stone that forms the base
of a corner of a building-The mentor’s job is to 6. Train mentors and employees separately.
promote deliberate learning, which includes 7. Make the employees aware of their ‘mentors’ in
capacity building through methods such as their work.
instructing, coaching, providing experiences,
8. Consider employees preferences in mentor
modeling and advising.
selection.
● Both failure and success are powerful teachers-
9. Pair mentors and employees.
Mentors, as leaders of learning experience, needs
to share their experiences of failure and success. 10. Mentors and employees hold an initial meeting
Both types of experiences give valuable and negotiate a contract.
opportunities for analyzing individual and 11. Selected assessments will be recommended and
organizational realities. can be chosen by the organization for use in the
● Leader need to tell their stories-Mentors who can mentor/mentee training.
talk about themselves and their experiences 12. Training workshops to be held for potential
establish a close and harmonious relationship in mentors and mentee’s, which include
which there is common understanding that presentation with overhead transparencies,
makes them “learning leaders.”
workbook for each participant, small group
● Timely ripe- When Mentoring works, it taps into exercises, and demonstration video.
continuous learning although is not a continuous
13. Ongoing consultation to provided during the
event, or even a string of discrete events. Rather,
mentoring process to ensure success and goal
it is the synthesis of ongoing events, experiences,
attainment.
observations, studies, and thoughtful analyses.
14. Mentors and employees should be mutually
● Mentoring is a joint venture-Successful
evaluating the relationship periodically as per
mentoring means sharing responsibility for
their agreement.
learning. Successful mentoring begins with
setting a contract for learning around which the Benefits of Mentoring Program
mentor, the protégé, and their respective line
1. Imbue with new life and vitality in employee’s
managers are aligned.
morale and interest and on management.
Steps for Mentoring Program 2. Imbue with new life and vitality in employers
1. Make a committee of employees to design the confidence and interest in work
program. accomplishment

Mentoring: An Effective Tool for Organizational Excellence


36
3. Facilitate fulfillment of own developmental Developing Purpose
needs The Mentoring for change model provides a framework
4. Chance for mentors to evaluate themselves in and methodology for mentoring. This model has four
the leader/coach roles leading to increased self- elements of the mentoring process such as Freeing Up,
awareness Envisioning, Implementing, and Sustaining. Figure1
shows that the corresponding elements of mentoring
5. Professional assistance on work projects
on purpose are Satisfying Needs, Uncovering Purpose,
6. Opportunity to assist organization and enhance Being Purposeful, and Realizing Purpose.
mentee’s growth

7. Reduced recruitment and selection costs as a


result of higher employee retention

8. Progress towards diversity and equal


opportunity in the workplace

9. Improved communication between separate


areas of the agency

10. Support networks for employees in times of


organizational change, and managers with
enhanced people management skills.

Organizational Culture and Mentoring


Organizational culture is the adhesive substance that
binds the members together. Member’s behavior is
the resultant manifestation of the weak and strong Being Purposeful
culture existing within the organization. A strong
Each person being purposeful. Purposefulness can
culture, which supports the democratic leadership,
also be described as willfulness. Each purposeful
encourages mentor carrying relationship within the
person has the following qualities:
organization. It develops high trust and confidence
between managers and workers and employers and 1. energy, dynamic power, intensity
subordinates within the organization. It removes the 2. mastery, control, discipline
fear and anxiety among members and develops a 3. concentration, attention, focus
collaborative and experimentation organizational
4. determination, decisiveness, resoluteness,
culture. Effective mentoring requires the mutual
promptness
understanding and involvement of both employees
5. persistence, endurance, patience
and employers at work place.
6. initiative, courage, daring
Mentoring on Purpose 7. organization, integration, synthesis
Mentoring can be an exciting, stimulating journey of
We have,
self-discovery and development, which opens up new
Purpose + Presence = Purposefulness
opportunities for personal fulfillment and
achievement. It involves a journey into the unknown Presence is the ability to be with another person with
and into unfamiliar ways of being and doing. Thus the such inner self-knowledge that the other person is able
main purpose of mentoring is to create and then to ponder the depths of who he or she is with
sustain change in the face of the many forces, which awareness and clarity. It is the single most important
may pull us back. skill the mentor requires. Marianne Williamson

GROWTH Vol. 36 No. 2 July-September 2008


37
describes presence rather more poetically: “We are all culture so that each organization can easily achieve
born to shine, as children do. We were born to make their respective goals.
manifest the glory of god that is within us. It’s not just
in some of us; it’s in everyone. And as we let our own References
light shine, we unconsciously give other people ● Phillip Johnes L (1982) ‘Establishing a formalized mentoring
permission to do the same. As we are liberated from program’, Training and Development Journal, Vol: 37 No. 2,
PP-40-42.
our own fear, our presence automatically liberates
others.” (Williamson 1992) This is also an excellent ● Philip Johnes (1982) ‘Mentors and Protégés’, How to establish,
description of the essence of mentoring. strengthen and get the most from a mentor protégé
relationship. New York: Arbor House.
Conclusion ● Turner M H M, 1996, “Executive Mentoring”, Counseling at
Mentoring is an important tool for the development Work, 12.
of any organization. This can be done through the ● Woodlands group (1980) ‘Management Development Roles:
various mentoring program. Mentoring program Coach, Sponsor and Mentor. Personnel Journal, 1980, Vol.
guides the organizations to achieve their goals. It is 59, No. 11 PP-918-921.
also helpful in developing a purposeful organizational ● Williamson M, 1992, “A Return to Love”, Harper Collins.

Mentoring: An Effective Tool for Organizational Excellence


38
Case Study

Training Climate Survey: A Study on Public


Sector Organizations in West Bengal

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

A ny organization consists of individuals. Their formal or informal relations with


one another; relations between the work-groups or occupational clusters; the
effectiveness of these groups and individuals in accomplishing the tasks designated
to them; their dealings with the outside agencies, organizations and persons; their
motivation and their working conditions - all these vitally affect the overall
performance of the organization. In fact much more than equipments, machinery
building, furniture and fixtures, an organization’s identity & performance are mainly
dependent on the human resources, which it procures, maintains, develops and
utilizes to accomplish the goals of the organization.
* Sr. Lecturer, Instt. of Business Management, NCE Bengal, Jadavpur University, Kolkata

GROWTH Vol. 36 No. 2 July-September 2008


39
Every organization has a set of objectives, which may According to Rao, T V (1989), the goals of HRD are:
or may not be formally stated, or even consciously
● Develop the individual to realize his potential to
known. Where the systematic corporate planning
the maximum extent
procedures are not observed, the top management has
in their minds some goals which they’d like to achieve, ● Develop the individual capabilities to perform
although these may or may not be announced or shared his present job better
with all others. Whatever be the position in this respect, ● Develop the capabilities to handle the future
these objectives or goals are to be mainly achieved with likely roles
the help of the personnel employed, both managerial
● Develop and maintain a high motivation of
& non managerial. In other words, they are to be guided
employees
& developed in such a manner so as to contribute the
most through their specific tasks towards ● Strengthen superior - subordinate relations
accomplishing the overall corporate objectives. ● Strengthen team spirit among different teams
Each human being has the potential to do multiple ● Promote climate and organizational health
things. To enable every person to understand, develop development.
and utilize his or her potential, organization and
In discussion of the result of HRD Audit in business
nations should provide a developmental climate as
improvement, Rao (1999) highlighted factors like focus
well as opportunities. Since in the rapid changing
on human resources and human competencies, better
scenario most of the organizations today are more
recruitment policies and more professional staff, more
concerned for survival and development through
planning and more cost effective training. It can be
profit maximization, the human process is the most
said that the objectives of any HRD effort is to build
significant and relevant resource to mobilize all other
the human competencies, to build a climate to
resources effectively. With a view to focus attention
improve employee satisfaction with work i.e.
on development of the organization, the HRD
“competency development”, “climate building” and
movement started.
“innovative development”. All these processes are
Role of HRD accomplished through different sub systems of HRD
like Management Development, Performance
HRD plays an important role in harnessing the human
Appraisal, Training, Counselling, Career Development
resources of the organization to attain the
etc. In this study, organizational training is the focal
organizational goals. Their success would depend
point of discussion.
primarily on the quality and the number of personnel
procured by the organization, the way they are utilized Organizational Training
& the extent to which tools & methods are developed
Organizational training is the most important
for achieving the corporate objectives through human
function that directly contributes to development of
action. All these factors depend on the quality of
HR. Training is essential because technology is
resources in the organization.
developing continuously at a very fast rate and
In a developing country like India, it is obvious that systems and practices often get outdated very soon.
we have willingly or unwillingly found ourselves Organizations, which do not develop mechanisms to
staying always a few yards behind the developed catch up with and use the growing technology, soon
countries. However, the ever broadening scope of becomes obsolete. Besides, there is also a need to
HRD has already started opening up new vistas for change the mindset of the people in the
achievement and given the enormous chunk of organizational setting in each and every aspect so
unutilized or under utilized man power in our country, that they are ready to utilize their potentials. A totally
the future only appears to be positive irrespective of developed individual in the organization can
the challenging roots to success. effectively contribute to its growth.

Training Climate Survey: A Study on Public Sector


40 Organizations in West Bengal
The Department of Employment Glossary of Training The training and development of staff has symbolic
Terms (1971) defines training as the systematic dimensions:
development of attitude, knowledge, skills, behaviour
1. It may be regarded as a reward, giving status
required by an individual to perform adequately a
where there was previously little scope to
given task.
develop
According to Armstrong (2001), effective training can: 2. It may serve as recognition for effort and a signal
● Minimise learning costs of value to organization
3. It may indicate suitability for promotion
● Improve individual, team and corporate
performance in terms of output, quality, speed Equally it may be perceived as a threat, an indicator
and overall productivity of poor performance or the forerunner of work
intensification.
● Improve operational flexibility by extending the
range of skills possessed by employees (multi- The structure of training function determined by its
skilling) status and remit, may be said to reflect a company’s
● Attract high quality employees by offering the commitment to its employees’ long term development
learning and development opportunities, and within this paradigm, training is claimed to be a
increasing their levels of competence and key determinant of competitive success (Bennet,
enhancing their skills, thus enabling them to Ketchen and Blauton Scholtz, 1998, as mentioned by
obtain more job satisfaction to gain higher Rainbird, 2000). The training function, furthermore,
rewards and to progress within the may play an important socialization role to reinforce
organization company culture through company specific
programmes, promoting the general HRM goals of
● Increase the commitment of employees by
commitment, flexibility, quality and strategic
encouraging them to identify with the mission
integration (Guest 1987, as mentioned by Rainbird,
and objectives of the organization
2000).
● Help to manage change by increasing
The first pre requisite for the success of training and
understanding of the reasons for change and
development in any organization is the management’s
providing people with the knowledge and skills
active interest and support for these activities. Guthrie
they need to adjust to new situations
and Schwoerer (1994) in their study on 380 managers
● Help to develop a positive culture in the and supervisors found that self-efficacy and
organization, one, for example, that is oriented managerial support positively influence training
towards performance improvement utility. Training utility perception and span of control
● Provide higher levels of service to customers both directly and positively influence the reported
need for training in management skills.
As mentioned by Rao (1999), The Round Table
Conference held in 1994 on “HRD Implications of In India the top management in many organizations
Business Restructuring” recommended that for getting looks to training as a low priority and dispensable item.
the best result following principles related to training Imparting of training without reference to the analysis
may be evaluated: of company’s objectives, manpower inventory and
gaps in the organizational structure is likely to result
● Training should be need based. Multiple
in many of the needs of the organization being left
mechanisms should be used to determine the
unattended in the company’s training and
training needs
development programmes. The trained employees
● Training methods and delivery should be given and managers in consequence may be caught
adequate attention to make them more effective completely unaware when they are required to meet

GROWTH Vol. 36 No. 2 July-September 2008


41
certain problems which arise from gaps in the The workplace is enormously significant as a site of
organization or when they are to respond to the steps learning, both for accessing formal learning
taken in fulfillment of some of the broader objectives opportunities and for many informal learning
of the company. opportunities which result from the nature of work
Yadapadithaya (2000) in his article ‘Training and and from social interaction with work groups. But
Development in India’, said that the Indian corporate primary purpose of an organization is not learning, but
sector did not evince much interest in training and the production of goods and services, involving
development of its HR until 1991. On July 24, 1991 the creation of profit in the private sector, or delivery
Govt. of India introduced its New Industrial Policy within budget in the case of the public sector. The
Resolution thereby liberalizing, privatizing and nature of financial markets, competitive strategy,
globalising the Indian Corporate sector. It is due to the organizational structures and labour market
compulsive forces of newly emerged market-oriented deregulation has all been identified, as contribution
economy that the human resource development to an environment in which there is distinctiveness to
(HRD) function started receiving greater recognition employers to invest in workforce development. So, at
and importance in the Indian private, public and the level of workplace, issues relating to the
multinational enterprises. management, socialization and control of workforce
compound workplace-learning strategies.
Yadapadithaya conducted a research study of HRD
policies and practices of 252 Indian industries (127 Training and retraining are responses to particular
private, 99 public and 26 multinational enterprises) operational needs and therefore are largely reactive
during 1999. As far as the training function is and determined by the market demand, rather than
concerned, these sample organizations shifted their being focused on transferable skills. Such training
focus from target-based to need-based trainings; form policies may be developed at business unit level
considering training as expenditure or a paid without forming part of an organization wide training
perquisite to the employees to recognizing training as strategy. Where the focus of training is on technical
an investment in the human capital. The major competence, this is more likely to be reflected in low
objectives of training and development as reported by status training personnel. As Pettigrew, Sparrow and
these organizations were: Hendry (1988, as mentioned by Rainbird, 2000)
remark, ‘apart from the likely competence of training
● Prevention of organizational and individual
personnel this critically affects the image its activities
obsolescence.
have’. Thus the more the firm develops the training
● Modification of desirable knowledge, skills and function within production logic, the more the
attitudes for improved effectiveness. contents of trainer training will remain technical and
● Adaptive strategies adjustment with social and contain few pedagogical or relational features. ‘Unless
technical changes. the training specialist can avail himself of a complete
● Promotion of value-oriented towards quality, analysis of a company’s mechanics ... training functions
cost, customer’s commitment and excellence. will only revolve around mechanistic techniques and
fall in the objective of developing human resources in
● Transfer of organizational vision, mission, and
line with a company’s corporate policy’ (Jaap and
philosophy by developing new cultural
Watson, 1970, as mentioned by Rainbird, 2000).
attribution.
Today most of the resources and particularly time are Retroactively the objective of training is to focus
scarce and have to be used rationally. Only with the specifically on the gap between current and required
judicious use, timely intervention and conformity with performance. So it needs to be expressed in
organizational objectives, learning and development behavioural terms that make them measurable and at
through training be achieved to the fullest possible the same time to be achievable, realistic and also
extent. challenging in changing scenario. Proactive stances are

Training Climate Survey: A Study on Public Sector


42 Organizations in West Bengal
the identification of the range and extent of training Myth 4: Real learning takes place in the classroom.
needs and expressing them precisely and analysis of the
Myth 5: There is a direct correlation between
best processes to fulfill the training needs. As change is
management education and business improvement.
a continuous process no system can be characterized
To overcome such problems he called some actions:
as full proof or static, but requires updating and
modification depending upon the situation and 1. Make participants responsible for identifying
available time which is achievable through effective and consulting the stakeholders who stand to
evaluation system. Training as a system, requires the benefit from training and development they are
same for survival and growth. taking part in.

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

GROWTH Vol. 36 No. 2 July-September 2008


43
● Concerning with business result from training directly involved with the present organization’s
and development. India is yet to think in that training activities and also to assess the situation that
direction. prevail this activity.

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.

Objective of this Study: Determination of Factors:


A fairly large share of expenses of any organization The literature survey helps to identify the following
normally goes for training and development of its factors for the preparation of questionnaire.
employees. But a vital question that now in each step
● Justification of selection of trainees for a
of such expenditure and effort is its ultimate worth. The
particular programme - How far it is linked to
point is do training programme fulfill their purpose? Is
meet the organizational effectiveness. According
knowledge gained through training applicable and
to Mitchell(1998) training need analysis
useful and used in the organizational spectrum?
performs three distinct functions:
As organization is considered as a system where all the
i) To establish what the present practices are
functions and activities are linked in such a manner
so that process of all functional area totally contribute ii) To project what the desired results should be
for running the system, so at the same time each and iii) To provide the basis for cost justification of
every functional areas should receive feedback to training
realise its stance in relation to the organization. In this
● Kind of pre course briefing - System for
sense the organizational training function as one of
developing the total awareness about the
the component of the total system of the organization
programme before the onset of the programme
must be linked with the organization in such a manner
for the level of acceptance or to make
so that their policy, goals, strategy should be tuned
comments for modification. In reference to
with the whole organizational activities. It can be said
“The Law of Readiness” described by E L
that organizational climate should be such that apart
Thorndike’s ‘Stimulus-Response-
from the officially declared common goal, a feeling of
Reinforcement Theory’ learning will take place
belongingness, feeling of togetherness exist in all over
when a modifiable connection is ready to act
the organization.
to do and so satisfying.
The general perception is that in certain organizations,
● Aim of programme - Fulfillment of training
which are for the time being under lesser stress or
needs. As mentioned by Mitchel (1998), that
competition (like government) than any corporate
McGhee and Thayer (1961) suggested analysis
organizations, training is more of a “showpiece”
of training needs at three levels:
element and is devised without much consideration
to organization and operation analysis. This however i) At the organizational level - to fulfill the
may be just a perception. objectives of the 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

Training Climate Survey: A Study on Public Sector


44 Organizations in West Bengal
iii) At personal level - to focus on how well a ● Role of line manager / functional manager -
particular employee is carrying out the Training programmes are designed for the
various tasks. development of the organizational people to
fulfill the work assigned by their respective
Primarily the aim of any programme in the
functional departments for the effectiveness of
organization is mainly to make compatibility of
the organization as a whole. The need of the
individual needs with organizational needs.
programme, types of content, mode of delivery
● System of pre-programme evaluation or cost etc. is best suggested, or selected and or designed
benefit analysis - There is a need to analyse task. by the particular department to whom the
It defines the top and bottom ends of the gap in programmes are assigned. Hence there is an
performance between existing level and the important role of the departmental head in this
desired level. Smith (2004) noted that ROI for context. Valle, Martin, Romero and Dolan (2000)
training = cost of HRD / operational conducted a study on senior executives and
effectiveness Senior H R Officers of 65 Spanish organizations.
● Feedback to trainers - Bee (2000) mentioned They found to the assertion that companies
that the work of Kirkapatrick (1967) and Warr, adopting a particular type of training strategy or
Bird and Rackham (1970) on model of policy have a high degree of internal consistency
evaluation: amongst the training objective sought. It is
relevant that emphasis was on enhancement of
i) Reaction level measures what the delegates
individual specialized skills for improvement of
think or feel about the training.
productivity. Result also indicated that while the
ii) Immediate level measures what the theory suggests that organizations that have
delegates learned from the course. their HR training fit (contingent) on their
iii) Intermediate level measures the effect of the business strategy are more effective, there is
training on job performance. limited level of training policy and business
strategy.
iv) Ultimate level measures the effect on
organizational performance. It is expected ● Assessment of functions of training department
that in any organization the objective is to for the benefit of organization - Role of training
fulfill the goal of the organization. function for effectiveness of organization. Rae
(1999), as mentioned above, identified certain
● Opportunities for application - Training is not
reasons for not evaluating training.
considered as a separate or isolated entity.
According to the training objective, the training ● Place of training - Training is not considered as
department should provide a wide variety of a separate function but it is intermingled with
training services to satisfy the needs of all staff the continuous systematic development of any
and management within the organization. activity.

● Responsibility of training cost justification - ● Linking of training to organization goal - To


Training system is a support system for fulfill the organization’s objectives. According to
fulfillment of organization’s primary objectives. Mitchell (1998) training objectives should
So total cost of training is apportioned to the support the achievement of corporate objectives
different sub functional heads those are in line with the business plan.
benefited from it. Identified factors are categorized accordingly:

GROWTH Vol. 36 No. 2 July-September 2008


45
Table I : Factors and the Categories of the Items for Survey
Sl No Factors Categories
1. Justification of Selection of trainees Not known Feeling good Result good
for a particular programme
2 Kind of pre course briefing Time, location and Detailed topics, Training objectives in
general aim objectives relation to organization
objectives
3 Aim of programme Individual Group / functional Organizational
development development Development
4 System of Pre Programme Nil For specific Regularly
evaluation or cost benefit analysis programme
5 Feedback to trainers Feel good Training Reaction Job behaviour
Sheets
6 Opportunities for application Not enquired Reaction level Job application
7 Responsibility of training The training Various other
cost justification Department department Functional department
8 Role of line manager/ Nil Some inputs Mostly
functional manager
9 Assessment of the functions of Not assessed Assed for few Regularly assessed
training department for the benefit Programme
of the organization
10 Place of training Training Functional On the job
department department
11 Linking of training to Nil Linked with HR Linked with
organization goal strategy Organizational Strategy

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,

Training Climate Survey: A Study on Public Sector


46 Organizations in West Bengal
SURVEY RESULT

Table II A: Organization A - Frequency of responses and value of x2 (Sample size 23)


Sl No Items Description Categories / frequency / Percentage of Responses Remarks
1. Justification of Selection Not known Feeling good Result good X2=1.66
of trainees for a particular 5 8 10 H0:
programme 22 35 43 accepted
2 Kind of pre course briefing Time, location and Detailed topics, Training objectives in X2=4.52
general aim objectives relation to organization H 0:
objectives accepted
11 9 3
48 39 13
3 Aim of programme Individual Group / Organizational X2=21.5
development functional Development H 0:
development rejected
1 4 18
4 17 78
4 System of Pre Nil For specific Regularly X2=0.61
Programme evaluation programme H0:
or cost benefit analysis 9 8 6 accepted
39 35 26
5 Feedback to trainers Feel good Training Job behaviour X2=4.26
Reaction Sheets H0:
4 12 7 accepted
17 52 30
6 Opportunities for Not enquired Reaction level Job application X2=4.52
application H0:
11 3 9 accepted
48 13 39
7 Responsibility of training The training Various other Functional X2=17.30
cost justification Department department department H 0:
17 4 2 rejected
74 17 9
8 Role of line manager / Nil Some inputs Mostly X2=5.8
functional manager 4 13 6 H0:
17 57 26 accepted
9 Assessment of the functions Not assessed Assed for few Regularly X2=5.3
of training department for Programme assessed H 0:
the benefit of the organization 8 3 12 accepted
35 13 52
10 Place of training Training Functional On the job X2=20.9
department department H0:
18 2 3 rejected
78 9 13
11 Linking of training to Nil Linked with Linked with X2=5.43
organization goal HR strategy Organizational Strategy H 0:
3 14 6 accepted
13 61 26

GROWTH Vol. 36 No. 2 July-September 2008


47
Table II B: Organization B - Frequency of responses and value of x2 (Sample size 16)

Sl No Items Description Categories / frequency / Percentage of Responses Remarks


1. Justification of Selection Not known Feeling good Result good X2=6.51
of trainees for a particular 4 10 2 H0:
programme 25 62.5 12.5 rejected
2 Kind of pre course briefing Time, location and Detailed topics, Training objectives in X2=9.13
general aim objectives relation to organization H0:
objectives rejected
3 11 2
18.75 69.25 12.5
3 Aim of programme Individual Group / Organizational X2=8.4
development functional Development H0:
development rejected
0 7 9
0 43.75 56.25
4 System of Pre Nil For specific Regularly X2=2.01
Programme evaluation or programme H0:
cost benefit analysis 4 6 4 accepted
25 37.5 25
5 Feedback to trainers Feel good Training Job behaviour X2=26.4
Reaction Sheets H0:
1 15 0 rejected
6.25 93.75 0
6 Opportunities for Not enquired Reaction level Job application X2=6.5
application 10 4 2 H0:
62.5 25 12.5 rejected
7 Responsibility of training The training Various other Functional X2=21.14
cost justification Department department department H0:
1 14 1 rejected
6.25 87.5 6.25
8 Role of line manager / Nil Some inputs Mostly X2=8.44
functional manager 0 10 4 H0:
0 62.5 25 rejected
9 Assessment of the functions Not assessed Assed for few Regularly X2=5.6
of training department for the Programme assessed H0:
benefit of the organization 9 3 2 accepted
56.25 18.75 12.5
10 Place of training Training Functional On the job X2=21.5
department department H0:
14 2 0 rejected
87.5 25 0
11 Linking of training to Nil Linked with HR Linked with X2=2.01
organization goal strategy Organizational Strategy H0:
4 8 4 accepted
25 50 25

Training Climate Survey: A Study on Public Sector


48 Organizations in West Bengal
DATA ANALYSIS AND INTERPRETATION
Table III: Data Analysis -On the Basis of Significant Items

Sl No Factors Organization A Organization B


Results Remarks Results Remarks
1. Justification of Selection Though fulfillment Feeling good Not linked with
of trainees for a particular of organizational organizational
programme objective is the aim development
2 Kind of pre course of any training Detailed topics and
briefing programme, but objectives
training is
3 Aim of programme Organization considered as the Organization Though fulfillment
development responsibility of HR development of organizational
only. Its’ role within objective is the aim
4 System of Pre Programme
organization are like of any training
evaluation or cost benefit
other functional programme, but
analysis
departments but training is
5 Feedback to trainers Training reaction considered as the
not as a support
sheets responsibility of
system for the
6 Opportunities for organization. Any HR only. Its’ role
application return on within
investments is organization are
7 Responsibility of training The training Various other
accountable to the like other
cost justification department department
training department functional
8 Role of line manager / Some inputs departments but
only.
functional manager not as a support
9 Assessment of the functions system for the
of training department for the organization. Any
benefit of the organization return on
investments is
10 Place of training The training The training accountable to the
department department training
11 Linking of training to department only.
organization goal

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

GROWTH Vol. 36 No. 2 July-September 2008


49
divergence of the observed from the expected results They found a range of factors including positive
is solely by sampling fluctuations. We reject the “equal learning climate, active informal learning by individual
answer’ hypothesis and conclude that our group really and effective communication of skills and knowledge.
favours the propositions. It is not irrelevant to mention that as organizational
So our null Hypothesis is climate has certain impacts as well as determine the
training function so training also has certain impacts
H0: = There is no significant difference existing for
on organizational climate. Moxness and
different categories of responses.
Eilertsen(1991) in an explorative study tried to find out
Degrees of freedom (df) = 2 how management training for supervisors were to
change the organizational climate in a direction that
Table value at 0.05 level = 5.991
would facilitate learning at work. Supervisor perceived
On the basis of that, the acceptance or rejection of null that training programme did change the
hypothesis conclusion is made on the training climate organizational climate but in an apparently negative
of the organizations. direction, as because the supervisor increased
awareness of organizational climate was on the
CONCLUSION AND REMARKS: theoretical basis. So apart from the climate content,
There is a need to create general awareness about the the training programme needs to be realistic
role of training in organization. If it is linked with considering its necessity or application orientation,
organizational objectives then automatically the considering cost benefit analysis and also considering
members of the organization can realize its the need of the programme for the particular person
effectiveness and its relationship with functional areas or group of persons.
of the organization. Then a standard HR strategy will
be effective for determining and creating training References
climate. ● Armstrong, Michel; A handbook of Human Resource
Management Practice; Kogan Page; 8th ed; U K; 2001.
It is not only the standard HR strategy, which
● Awoniyi, Enoch A., Griego, Orlando V. and Morgan, George
determines the effective training climate, but what
A.; Person environment Fit and Transfer of Training;
exactly an individual wants from the organization or
Interational Journal of Training and Development; Vol 6; Issue
what they are capable to express. Awoniyi et al (2002)
1; 2002; pp 25-35.
assessed five aspects of environment with a sample of
● Bee, Frances Ronald; Training Needs Analysis And Evaluation;
293 from a training institute. These five aspects were:
Institute of Personnel Management; London; 2000.
supervisory encouragement, sufficient resources,
worker’s perceived freedom, workload pressures and ● Carry, Sonia; The Organization of Training Function in large
perceived worker’s creativity. It was found that Firms; Training in The Workplace; Rainbird, Helen (ed);

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;

McDougall and Beattie (1998) in their article explored pp 29-32.

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

Training Climate Survey: A Study on Public Sector


50 Organizations in West Bengal
organizational learning; International Jopurnal of Training ● Rees, Chris; Training and New Forms of Work Organisation;
and Development; Vol 2; Issue 4; 1998; pp 288-299. Training in The Workplace; Rainbird, Helen(edt); Macmillan

● 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.

GROWTH Vol. 36 No. 2 July-September 2008


51
Article Digest

Social Intelligence and the Biology of


Leadership

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

GROWTH Vol. 36 No. 2 July-September 2008


53
change and then undergo a thorough diagnostic mental preparation activates the social circuitry of the
assessment, akin to a medical workup, to identify areas brain, strengthening the neural connections you need
of social weakness and strength. Armed with the to act effectively; that’s why Olympic athletes put
feedback, the aspiring leader can be trained in specific hundreds of hours into mental review of their moves.
areas where developing better social skills will have
Spending time with a living, breathing model of
the greatest payoff.
effective behavior provides the perfect stimulation for
How to Become Socially Smarter our mirror neurons, which allow us to directly
experience, internalize, and ultimately emulate what
To see what social intelligence training involves,
we observe. Because our behavior creates and
consider the case of a top executive we’ll call Janice.
develops neural networks, we are not necessarily
She had been hired as a marketing manager by a
prisoners of our genes and our early childhood
Fortune 500 company because of her business
experiences. Leaders can change if; they are ready to
expertise, outstanding track record as a strategic
thinker and planner, reputation as a straight talker, put in the effort.
and ability to anticipate business issues that were
Hard Metrics of Social Intelligence
crucial for meeting goals. Within her first six months
Our research has confirmed that there is a large
on the job, however, Janice was floundering; other
performance gap between socially intelligent and
executives saw her as aggressive and opinionated,
socially unintelligent leaders. At a major national bank,
lacking in political astuteness, and careless about what
for example, we found that levels of an executive’s
she said and to whom, especially higher-ups.
social intelligence competencies predicted yearly
When her boss, Cavallo presented this performance performance appraisals more powerfully than did the
feedback as a wake-up call to Janice, she was of course emotional intelligence competencies of self-
shaken to discover that her job might be in danger. awareness and self-management. Social intelligence
What upset her more, though, was the realization that turns out to be especially important in crisis situations.
she was not having her desired impact on other Hard-bitten executives may consider it absurdly
people. Cavallo initiated coaching sessions in which indulgent and financially untenable to concern
Janice would describe notable successes and failures themselves with such theories in a world where
from her day. The more time Janice spent reviewing bottom-line performance is the yardstick of success.
these incidents, the better she became at recognizing But as new ways of scientifically measuring human
the difference between expressing an idea with development start to bear out these theories and link
conviction and acting like a pit bull. She began to them directly with performance, the so-called soft side
anticipate how people might react to her in a meeting
of business begins to look not so soft after all.
or during a negative performance review; she
Source : Harvard Business Review, September, 2008
rehearsed more-astute ways to present her opinions;
Article Digest prepared by : Pranav Kumar, Sr. Manager
and she developed a personal vision for change. Such (Acad) & Sr. FM, MTI, SAIL

Social Intelligence and the Biology of Leadership


54
Book Review

Confronting Reality: Doing What Matters to Get


Things Right

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.

GROWTH Vol. 36 No. 2 July-September 2008


55
3. Strategies, operating activities, people and uncertainties which can cause major tremors in
organization- after crystallizing the realities of any business’s environment. (the book predated
the external environment and linking them to the baking crashes and the economic crash of
chosen set of financial targets, the manager has 2008, so it was prophetic in that sense)
to think operating activities, selection and
● Capacity that won’t go away- is related to
development of people and organizational
overinvestment. As more capacity is being added
structure and processes for delivering the results
in developing countries, the obsolete capacity in
demanded by the business model. All these have
the developed world is not getting removed at
to work in concert.
the same rate. On the contrary many players are
The fourth and critical element of running the adding further capacities to gain from their new
business model is iteration- the business model is efficiencies to beat the cost war. The overall
dynamic. A manager must regularly revisit the balance impact is hyper-competition which demands re-
between the three elements of the business model and looking at the rules of the game to find a new
identify what needs to be changed in other elements source of competitive advantage. A case for
if any of the elements of the models has undergone a looking at the business model.
change. E.g. how do strategies need to change if the
To be able to effectively confront reality and refine the
industry is undergoing a structural change and what
business model managers need to confront the six
operational process need to change as a result. Regular
habits of highly unrealistic leaders
iteration also helps to identify areas of improvement
● Filtered information- missing critical information
even if the basic model has not changed. Iteration is
because of looking at the world too much from
also a process of identifying the trade-offs required for
inside out rather than form outside in.
higher efficiency.
The authors make a case for why it is important to have ● Selective hearing- most common reasons for
a business model and keep revising it for its relevance. which are preconceived notions, arrogance of
They identify the major drivers of uncertainty in the past success and refusal to see a problem
current business world and explain why competition because you cant see a solution.
can come form anywhere and not just the traditional ● Wishful thinking- which is at the root of much
competitors. selective hearing. It arises from the urge to see
things as you would like them to be, which takes
● One world of business- globalization has
on the form of rhetoric that is not backed by any
ensured that economies are not longer isolated
facts or analysis.
and changes in any one country have an impact
on others. This is a structural change, and not ● Emotional overinvestment- people can
going to go away. This has impact both on supply accomplish great things when they’re deeply
chain and the demand. Both as workers across committed, but this may also blind them to the
the globe see opportunities for a better life weaknesses of their pet projects. Sometimes,
causing shifts in jobs and consumers across the circumstances change and nobody has the
world aspire to, and have the means to get courage to say that the past drivers of success
products sourced form anywhere in the globe, no longer work.
which shifts demand patterns. ● Unrealistic expectations of capital markets-
● A world awash in credit and risk capital- due to some times drive people to make unrealistic
sophistications in arbitratage and risk promises, which they often keep by bending
distribution, the world is sitting on an their business totally out of shape. Failures of
overinvestment bubble, as bankers reduce the corporate governance many a times arise from
rigor which they asses risk. This throws up huge such expectations.

Confronting Reality: Doing What Matters to Get Things Right


56
● Buyers market- the rise of the killer and use it as a foundation for more complex and
intermediaries- Contrary to what was expected difficult initiatives.
because of the internet boom, the intermediaries ● Identify what is the right initiative for your
between the consumers and the producers have organization- these could range from achieving
not disappeared, they have become stronger, in uniform IT technology and software, keeping
the form of supermarket chains like WalMart. talent within the organization, streamlining the
This throws tremendous challenges on margins supply chain etc. Initiatives should not be taken
as your key customers try to squeeze margins out up because others have taken them up, as it may
of the manufacturers and pass them on to only lead to more cynicism and wait and watch
consumers in order to remain competitive. This tactics. The improvements should be driven by
throws challenges of finding new ways of the priorities of your business model - critical
retaining margins. areas that affect the business’s ability to generate
The book demonstrates application of the business cash earnings over time. The initiative should also
model with examples of organizations which have be something that the business can handle, as the
managed transitions very well as well as those that intiaives is not only improving results but also
failed. It takes a case study approach by analyzing the traninig the organization for adaptation.
cases using the business model as the reference an ● Learn the guts of the initiative- the leader should
shows how the business model was applied. The cases know the operational aspects of the change he
cited are known names like IBM, home Depot, 3M. is driving.
Cisco and Honeywell. ● Invest your time and energy in the initiative-
The book also provides guidelines to managers for people throughout the organization watch the
conditioning their culture for reality. The authors leaders every move
argue that in order for organizations to succeed in ● Pick the right people to implement the initiative-
times of significant structural changes in their the natural choice is to pick is people who are
environment, they need to change their business enthusiastic about the initiative, but also need to
models and for that the organization has to be ready make sure they are functionally suited to the job
for major changes. So managers have to make their ● Be courageous- since initiatives are likely to
organizations more capable of changing. To drive change the way many people operate, resistance
significant changes, the authors use an initiative as a is a natural reaction and some people may even
building block. An initiative is a specific high-impact sabotage the initiative, the changes may create
project that requires cooperation across the entire perceived winners and losers and managers
organization, such as ERP or Six Sigma. But it can be have to be ready to face any backlash.
more than a project. Properly designed, led and The book closes with the sort of leaders that are needed
executed, an initiative is a lever of cultural change. It’s for organizations to confront reality- people who have
a powerful technique for testing organizational business savvy, that is an appreciation of the business
capability and unearthing problems, because it gives model, a strong need to know tendency that keeps
a picture of how people repond to demands of change them looking around corners for the next possible
in a defined context- a sort of working model of the challenge to the business model, the ability to find
whole organizations functioning. It focuses everyone clarity in complexity and the courage to change and
on a specific task and if the initiative runs into trouble, drive realism into the organization by talking straight
of points to some things that have to improve. For and doing what needs to be done.
properly leading an initiative, managers have to:
Published by : Randomhouse, 2007
● Prepare the organization- Start with a small Book reviewed by : Sanjay Dhar, Sr. Manager (Acad.) & Sr.
initiative and succeed on it to build confidence Faculty Member, MTI, SAIL

GROWTH Vol. 36 No. 2 July-September 2008


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Á„UãŒË ‹π

•Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§ ◊Êäÿ◊ ‚ •Á÷¬˝⁄UáÊÊ


* «UÊÚ. ¬˝ŒË¬ ∑ȧ◊Ê⁄U ’Ÿ¡Ë¸

““◊ÊŸfl ‚¢‚ÊœŸ fl„UÊ° ¡ÊÿªË ¡„UÊ° ß‚∑§Ë •Êfl‡ÿ∑§ÃÊ „ÒU ∞fl¢ ÿ„U fl„UÊ° ⁄U„UªË ¡„UÊ° ß‚∑§Ë •ë¿UË Ã⁄U„U
‚ Œπ÷Ê‹ „UÊªË– 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◊¥ ¬‡Êfl⁄U ∞fl¢ ‚Ê◊ÊÁ¡∑§ ‚„UÿÊª ∑§Ê ’…∏UÊflÊ Œ∑§⁄U •¬ŸË √ÿÊfl‚ÊÁÿ∑§ ©Ug‡ÿÊ¥ ∑§Ë ¬˝ÊÁ# ∑§ Á‹ÿ ∑§Ë
∑¢§¬ŸË ∑§ •Ê∑§Ê⁄U ¡ÊŸflÊ‹Ë ∞∑§ ¬„U‹ „Ò– ß‚ ∑§Êÿ¸ ‚¢S∑ΧÁà ◊¥ ‚ÈœÊ⁄U, ◊ÊŸfl ‚¢‚ÊœŸ ∑§ Áfl∑§Ê‚ ∞fl¢ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ ∑§Êÿ¸
•ÕflÊ ÷ÊÒªÊÁ‹∑§ ¬fÁÃÿÊ¥ ∑§Ê •Ê∑§Ê⁄U ¬˝∑§Ê⁄U ŒŸ ∑§ ◊Êäÿ◊ ∑§ M§¬ ◊¥ ÷Ë ŒπÊ ¡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 ¬˝ÁÃÿÊªË ’Ê¡Ê⁄U ◊¥ ⁄U„U ‚∑§Ã „Ò¥U ¡Ê ‚flÊ¸ûÊ◊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê •¬Ÿ ‚¢ª∆UŸ ◊¥ ⁄UπŸ
∑§Êÿ¸∑˝§◊Ê¥ ◊¥ ∑§Ê߸ ◊¥ ‚»§‹ „UÊÃ „Ò¥–
’ÊœÊ Ÿ„UË¥ •ÊŸË ÿ„U ¡M§⁄UË „ÒU Á∑§ ÁŸÿÊ¡Ÿ∑§Ãʸ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë •ë¿UË Ã⁄U„U ‚ Œπ÷Ê‹ ∑§⁄¥U ¡Ê ©UŸ∑§ ‚ÊÕ •¬Ÿ •Áœ∑§Ã◊
øÊÁ„U∞ ’ÁÀ∑§ Á∑§‚ ÉÊ¢≈U ’ËÃÊÃ „Ò¥– „U◊Ê⁄U øÊ⁄UÊ¥ Ã⁄U»§ ∞‚ ©UŒÊ„U⁄UáÊ „Ò¥U ¡Ê ÿ„U Á‚f ∑§⁄UÃ „Ò¥U Á∑§ ∑§fl‹ œŸ ¬˝ÊÁ# „UË Á∑§‚Ë ∑§ê¬ŸË ◊¥
ÿÊªŒÊŸ ŒŸ ∞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 ’…∏UÃ „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◊¸∑§ ‚flÊ̧ûÊ◊ 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 „UÊªË ¡„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 ÿÊÇÿÃÊ •ŸÈ‚Ê⁄U ∑§ÊÿÊZ ◊¥ ‹ªÊÿ ¡Êÿ¥– ©U‚∑§ ’Œ‹
ß‚∑§ Á‹∞ ÁŸàÿ Ÿÿ- ◊¥ ∑§ÊÁ◊¸∑§ ÷Ë ÿ„U øÊ„UÃ „Ò¥U Á∑§ fl ÷Ë ÿÊÇÿ ∞fl¢ ‚»§‹ ‚¢ª∆UŸÊ¥ ‚ ¡È«∏U ⁄U„¥U ¡Ê ©UŸ∑§Ë ˇÊ◊ÃÊ ∞fl¢ ôÊÊŸ ∑§Ê
•Áœ∑§Ã◊ ‚ŒÈ¬ÿÊª ∑§⁄U ‚∑¥§ ∞fl¢ ß‚∑§ Á‹ÿ ©Uã„¥U ¬ÿʸ# ◊Êäÿ◊ ∞fl¢ øÈŸÊÒÁÃÿÊ° ©U¬‹éœ ∑§⁄UÊ߸ ¡Ê ‚∑¥§–
Ÿÿ ¬˝ÿÊª „UÊÃ ⁄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 ‡ÊÊœ „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 ◊ÊÁ≈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, ÿÊÇÿÃÊ ∞fl¢ ŒˇÊÃÊ ∑§Ê ©U¬ÿÊª ∑§⁄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, flß ∞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 ÿÊÇÿÃÊ — •ë¿U ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§ ‚„UÿÊª ‚¢’¢œË ∑§Ê⁄U∑§Ê¥ ◊¥ ‚„UÿÊªË ∑§◊¸øÊÁ⁄UÿÊ¥ ∑§ ‚ÊÕ ‚¢’¢œ,
Á‹ÿ ¬˝Á‡ÊˇÊáÊ, ÁŒ‡ÊÊ, ‚¢‚ÊœŸ, ¬˝ÊÁœ∑§Ê⁄U, ‚ÍøŸÊ ∞fl¢ ‚„UÿÊª ∑§Êÿ¸ ÿÍÁŸ≈U ∑§ •¢Œ⁄U ≈UË◊fl∑¸§, ÁflÁ÷ããÊ SÕ‹Ê¥ ¬⁄U •flÁSÕà Áfl÷ʪÊ¥
∑§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¥ ◊¥ ’…∏UÊûÊ⁄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∑§ ‚ Œπ÷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 ◊¥ •ÊÿÊÁ¡Ã ŒË ª̋≈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 ‚fl̧ (Ÿflê’⁄U wÆÆ|) ∞fl¢ Á’¡Ÿ‚ flÀ«¸U (•¬Ò̋‹ wÆÆ|) Ÿ
Áfl‡Ê· ˇÊòÊ ◊¥ ∑§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‚ ∑§⁄UÃ „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¥ ∑§ ∑§ÊÿÊ̧
◊¥ •Áœ∑§ÊÁœ∑§ ∑§Êÿ¸ ∑§ ◊Êäÿ◊ ‚ ¡Ê«∏UÊ ¡Êÿ ÃÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë
z. ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§Ë ∑§º˝ ∑§⁄UŸÊ ÿÊ ◊ÊãÿÃÊ ŒŸÊ — ∑¢§¬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‚ ‚¢’ÊœŸÊ¥ ∑§Ê ¬˝ÿÊª) ÃÕÊ ÁflûÊËÿ (¡Ò‚ ∑§Êÿ¸-
∞fl¢ ∑§ÁŸDÔU SÃ⁄UÊ¥ ¬⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê •Áœ∑§ ŒÊÁÿàfl ŒŸ ∑§Ê ∑§Êÿ¸ ‡ÊÈM§
ÁŸc¬ÊŒŸ ¬⁄U •ÊœÊÁ⁄Uà ¬ÊÁ⁄UüÊÁ◊∑§ •ÕflÊ ¬˝Êà‚Ê„UŸ, ¬È⁄US∑§Ê⁄U ÿÊ
Á∑§ÿÊ „ÒU ∞fl¢ fl ÁflÁ÷ããÊ ∑§ÊÿÊZ ∑§ ¬˝Áà ‹øË‹¬Ÿ ∑§Ê L§π •¬ŸÊ ⁄U„U
¬˝ÊããÊÁÃ) ¡Ò‚ ∑§Ê⁄U∑§ ∑§ÊÁ◊¸∑§ ∑§ ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§Ë ∑§º˝ ∑§⁄UÃ „Ò¥U
„Ò¥U– ‚flÊ̧ûÊ◊ ∑¢§¬ÁŸÿÊ¥ ∑§ •Áœ∑§Ê¢‡Ê ∑§ÊÁ◊¸∑§Ê¥ Ÿ ∑§„UÊ Á∑§ ©Uã„¥U
•ÕflÊ ◊ÊãÿÃÊ ŒÃ „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‚ „UÊÃÊ „ÒU–
x. ‹fl »§ÊÚ⁄U »§Ÿ — •Áœ∑§Ê¢‡Ê ∑§ÊÁ◊¸∑§ ∑§Êÿ¸SÕ‹ ¬⁄U ◊ŸÊ⁄¢U¡Ÿ ∑§
{. ∞‚Ë ∑¢§¬ŸË ∑§ Á‹ÿ ‚flÊ ŒŸÊ Á¡‚‚ ∑§ÊÁ◊¸∑§ ∑§Ê ªfl¸ „UÊ —
ÃàflÊ¥ ∑§Ë øÊ„U ⁄UπÃ „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‚∑§ ŸÃÎàfl ∑§Ë ªÈáÊflûÊÊ ¡Ò‚ ∑§Ê⁄U∑§ ∑¢§¬ŸË ◊¥ ◊¥ ‚¢∑§Êÿ ‚ŒSÿ ◊ÒŸ¡◊¥≈U ª◊ ∞fl¢ ∞Ä‚⁄U‚Ê߸¡ ∑§Ê ©U¬ÿÊª ∑§⁄UÃ
∑§Êÿ¸⁄Uà ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ªfl¸ ŒÃ „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 „UÊÃ „Ò¥U– ß‚ ‚¢SÕÊŸ ◊¥ ∑§Êÿ¸⁄Uà ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ •ÊÿÊÁ¡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 ¬˝ÁÃÿÊÁªÃÊ•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‹, ¬˝‡ãÊÊûÊ⁄UË ¬˝ÁÃÿÊÁªÃÊ, Á„UãŒË
ß‚∑§ •‹Êfl ‚È⁄UˇÊÊ, •ÊŒ⁄U ∞fl¢ ◊ÊŸ-◊ÿʸŒÊ ∑§ ‚ÊÕ √ÿfl„UÊ⁄U, ªËà ¬„UøÊŸÊ¥, ߟÊ◊ ¬Ê•Ê ¬˝ÁÃÿÊÁªÃÊ 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÷ʪÊ¥

GROWTH Vol. 36 No. 2 July-September 2008


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∑§ Á‹ÿ ¬Í⁄U fl·¸ ÷⁄U ¬˝ÁÃÿÊÁªÃÊÿ¥ •ÊÿÊÁ¡Ã Á∑§ÿ ¡ÊÃ „Ò¥U– ß‚◊¥ Áfl‡√Ê÷⁄U ◊¥ ‹ª÷ª vwÆÆ ∑§Êÿ¸SÕ‹Ê¥ ¬⁄U »Ò§‹Ë ∑¢§¬ŸË Ÿ ŒÍ⁄U ∞fl¢
∆U∑§Ê ◊¡ŒÍ⁄U ÷Ë ‡ÊÊÁ◊‹ Á∑§ÿ ¡ÊÃ „Ò¥U ∞fl¢ ÁflÁ÷ããÊ π‹∑ͧŒ ∞fl¢ ‚ÈŒÍ⁄U ÁSÕà •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹ÿ ∞»§∞Ä‚ ≈UË.flË. ŸÊ◊∑§ ∞∑§
¬˝‡ãÊÊûÊ⁄UË ¬˝ÁÃÿÊÁªÃÊÿ¥ •ÊÿÊÁ¡Ã ∑§Ë ¡ÊÃË „Ò¥U– ÁflÁ÷ããÊ ≈UË◊Ê¥ ∑§Ê ÁfløÊ⁄UÊ¥ ∑§ •ÊŒÊŸ-¬˝ŒÊŸ ∑§ Á‹ÿ ◊Êäÿ◊ Áfl∑§Á‚à Á∑§ÿÊ ªÿÊ
ߟ ¬˝ÁÃÿÊÁªÃÊ•Ê¥ ∑§ Á‹ÿ •¢∑§ ÁŒÿ ¡ÊÃ „Ò¥U ∞fl¢ ªÎ„U ≈UË◊Ê¥ ∑§Ê ߟ „ÒU Á¡‚◊¥ ©UŸ∑§ ÁfløÊ⁄UÊ¥ ∞fl¢ »§Ë«U’Ò∑§ ∑§ •ÊŒÊŸ-¬˝ŒÊŸ ∑§ •fl‚⁄U
¬˝ÁÃÿÊÁªÃÊ•Ê¥ ∑§ Á‹ÿ •¢∑§ ÁŒÿ ¡ÊÃ „Ò¥U ∞fl¢ ªÎ„U ‚îÊÊ ∞fl¢ ‚È⁄UˇÊÊ ÁŒÿ ¡ÊÃ „Ò¥U– ߢ»§ÊÁ‚‚ ≈UÄãÊÊ‹ÊÚÁ¡¡ Á‹. ◊¥ ∑¢§¬ŸË Ÿ ©UlÁ◊ÃÊ
∑§ Á‹ÿ ∑§Êÿ¸SÕ‹ ¬⁄U ÷Ë •¢∑§ ÁŒÿ ¡ÊÃ „Ò¥U ß‚‚ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ∑§ ˇÊòÊ ◊¥ ¬˝ÁÃ÷Ê ∑§ Áfl∑§Ê‚ ∑§ Á‹ÿ ““ÿ¢òÊ”” ““•ÊÚŸ ◊Ê’Ê߸‹
◊ŸÊ⁄¢U¡Ÿ ÃÊ „UÊÃÊ „UË „ÒU ‚ÊÕ „UË ‚ÊÕ ŒÈÉʸ≈UŸÊ∞° ÷Ë ∑§◊ „UÊÃË „Ò¥U– ∞fl¢ ¬˝ÊÁ¡ÿÊŸ”” ŸÊ◊∑§ ‚¢SÕÊ•Ê¥ ∑§Ê ¬˝Êà‚ÊÁ„Uà Á∑§ÿÊ „ÒU Á¡‚◊¥
ÿÍ⁄U∑§Ê »§Ê’¸‚ ◊¥ ““ôÊÊŸ •Ê‹Á¢ ¬Ä‚”” ŸÊ◊∑§ ¬˝ÁÃÿÊÁªÃÊ ∑§Ê •ÊÿÊ¡Ÿ ߢ»§ÊÁ‚‚ ∑§ ÷ÍìÍfl¸ ∑§ÊÁ◊¸∑§ ¡È«∏¥U „ÈUÿ „Ò¥U– ߟ ∑§ÊÁ◊¸∑§Ê¥ Ÿ ߢ»§ÊÁ‚‚
∑§⁄UÃÊ „ÒU ¡„UÊ° ‚¢ª∆UŸÊà◊∑§ ‚◊SÿÊ•Ê¥ ∑§Ê π‹Ê¥ ∑§ M§¬ ◊¥ Á‹ÿÊ ∑§Ë ‚»§‹ÃÊ ◊¥ •¬ŸÊ ◊„Uàfl¬Íáʸ ÿÊªŒÊŸ ÁŒÿÊ „ÒU–
¡ÊÃÊ „ÒU ∞fl¢ Œ‡Ê ∑§Ë ÁflÁ÷ããÊ ≈UË◊¥ ÷ʪ ‹ÃË „Ò¥U ∞fl¢ ¬Œ∑§Ê¥ ∑§ Á‹ÿ
π. ‚ê◊ÊŸ — ‚¢ª∆UŸ ◊¥ ÷Œ÷Êfl ⁄UÁ„Uà flÊÃÊfl⁄UáÊ ∑§Ê ÁŸ◊ʸáÊ ¬⁄U◊
¬˝ÁÃÿÊÁªÃÊ•Ê¥ ∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ¡ÊÃÊ „ÒU– ÿ„U •Ê‹¢Á¬∑§ π‹Ê¥
•Êfl‡ÿ∑§ „ÒU– ‚÷Ë üÊáÊË ∑§ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ©UÁøà ¬ÊÁ⁄UüÊÁ◊∑§, ¬˝Êà ‚Ê„UŸ
∑§ ‚◊ÿ •ÊÿÊÁ¡Ã Á∑§ÿÊ ¡ÊÃÊ „ÒU–
∞fl¢ ¬È⁄US∑§Ê⁄U ŒŸ ∑§Ê ¬˝ÊflœÊŸ ∑§ÊÁ◊¸∑§Ê¥ ∑§ ¬˝Áà ∑¢§¬ŸË ∑§ ‚ê◊ÊŸ
y. ‹Ê÷ ‚ʤÊŒÊ⁄UË ¬˝Á∑˝§ÿÊ — ∑§ÊÁ◊¸∑§ ∑¢§¬ÁŸÿÊ¥ mÊ⁄UÊ •Á¡¸Ã ‹Ê÷ ∑§Ê Œ‡ÊʸÃÊ „ÒU ¡Ò‚ — »§«UÄ‚ ∑§Ê⁄U¬Ê⁄U‡ÊŸ ◊¥ »§«UÄ‚ ∑§ flÊÿÈÿÊŸ ’«∏U
◊¥ ‚ʤÊŒÊ⁄UË ∑§Ë øÊ„Uà ⁄UπÃ „Ò¥U– ∞‚Ë ∑¢§¬ÁŸÿÊ¥ ∑§ ∑§ÊÁ◊¸∑§ •¬Ÿ ◊¥ ¡’ ∑§Ê߸ ŸÿÊ flÊÿÈÿÊŸ ‚ÁêêÊÁ‹Ã „UÊÃÊ „ÒU Ã’ ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê
‚¢ª∆UŸÊ¥ ∑§ ‹ˇÿ ÁŸœÊ¸⁄UáÊ ∞fl¢ ‹Ê÷ ◊¥ ‚ʤÊŒÊ⁄UË ∑§Ë ŸËÁÃÿÊ¥ ∑§Ê •¬Ÿ ’ìÊ ∑§ ŸÊ◊ ∑§Ê ¡◊Ê ∑§⁄UŸ ∑§Ê ∑§„UÊ ¡ÊÃÊ „ÒU– ©U‚∑§ ’ÊŒ
ß‚∑§Ê üÊÿ ŒÃ „Ò¥U– ∑§ÊÁ◊¸∑§ ∑¢§¬ŸË ∑§Ë √ÿÊfl‚ÊÁÿ∑§ ŸËÁà ∞fl¢ ‹ÊÚ≈U⁄UË ÁŸ∑§Ê‹∑§⁄U ∞∑§ ’ìÊ ∑§Ê ŸÊ◊ øÈŸÊ ¡ÊÃÊ „ÒU •ÊÒ⁄U ©U‚ ∑§ÊÚ∑§Á¬≈U
◊È•Êfl¡ ∑§Ë ¬˝Á∑˝§ÿÊ ∑§Ê ¬Íáʸ M§¬ ‚ ¬Ê⁄UŒ‡Ê˸ øÊ„UÃ „Ò¥U– Á¡Ÿ Áπ«∏U∑§Ë ∑§ ŸËø Á‹π ÁŒÿÊ ¡ÊÃÊ „ÒU– ◊Á⁄Uÿ≈U „UÊ≈U‹Ê¥ ◊¥ ©UŸ∑§
∑¢§¬ÁŸÿÊ¥ ◊¥ ∞‚Ê ◊„U‚Í‚ Á∑§ÿÊ ¡ÊÃÊ „ÒU ©U‚∑§ ∑§ÊÁ◊¸∑§ •Á÷¬˝Á⁄Uà ¬˝Œ‡Ê¸Ÿ ∞fl¢ ª˝Ê„U∑§Ê¥ ∞fl¢ ‚„UÿÊÁªÿÊ¥ ∑§ ¬˝Áà √ÿfl„UÊ⁄U ∑§ Á‹ÿ ∞∑§
„UÊÃ „Ò¥U– ∑§ÊÁ◊¸∑§ ∑§Ê ““◊Ê„U ∑§Ê ∑§ÊÁ◊¸∑§”” ∑§ M§¬ ◊¥ øÈŸÊ ¡ÊÃÊ „ÒU •ÊÒ⁄U
©U‚∑§Ê »§Ê≈UÊ ◊ÈÅÿ ‹ÊÚ’Ë ◊¥ ‹ªÊÿÊ ¡ÊÃÊ „ÒU– ÿ„U ∑§ÊÁ◊¸∑§Ê¥ ∑§
z. ŸÃÎàfl ‚ ÁflE‚ŸËÿ Á∑˝§ÿÊ•Ê¥ ∑§Ë øÊ„Uà — ∑§ÊÁ◊¸∑§ •¬Ÿ ÿÊªŒÊŸ ∑§Ê ◊ÊãÿÃÊ ŒŸ ∑§Ê ‚flÊ̧ûÊ◊ ©UŒÊ„U⁄UáÊ „ÒU– ∑¢§åÿÍ≈U⁄U ‚ʢ߂¡
ŸÃÎàfl ‚ ©UìÊ Áfl‡fl‚ŸËÿÃÊ øÊ„UÃ „Ò¥U ¡Ê ∑§ÊÁ◊¸∑§ ¬fÁÃÿÊ¥ ◊¥ ∑§Ê⁄U¬Ê⁄U‡ÊŸ (߸.) ¬˝Ê.Á‹. ◊¥ ∑§¢¬ŸË Ÿ ∑§fl‹ ©UìÊ ‡ÊÒˇÊÁáÊ∑§ ÿÊÇÿÃÊ
•¬ŸÊ ‚◊ÿ Œ ‚∑§– ŸÃÎàfl ∑§Ë Áfl‡√Ê‚ŸËÿÃÊ, ‚¢¬˝·áÊ ˇÊ◊ÃÊ ¬˝Ê# ∑§⁄UŸ ¬⁄U •Êfl‡ÿ∑§ ÅÊø¸ ∑§Ê ÷ȪÃÊŸ ∑§⁄UÃË „ÒU ’ÁÀ∑§ ∞‚Ë
∞fl¢ ˇÊ◊ÃÊ ¬˝Œ‡Ê¸Ÿ ‚¢ª∆UŸ ∑§Ë ߸◊ÊŸŒÊ⁄UË ∞fl¢ Áfl‡√ÊÊ‚ ∑§ Á‹ÿ ÿÊÇÿÃÊ ¬˝Ê# ∑§⁄UŸ ∑§Ë •flÁœ ◊¥ •Êÿ •fl⁄UÊœ ¬⁄U fl⁄UËÿÃÊ ÁŸœÊ¸Á⁄UÃ
◊„Uàfl¬Íáʸ „ÒU– ÿ„U Áfl‡√Ê‚ŸËÿÃÊ ‡ÊÊÿŒ ÁŸêãÊÁ‹Áπà ©U¬ÊÿÊ¥ ‚ ∑§ ‚◊ÿ ©U‚ ‚¢ª∆UŸ ∑§ •¢Œ⁄U ∑§Êÿ¸ •ŸÈ÷fl ◊ÊŸÃË „ÒU ∞fl¢ •äÿÿŸ
’„UÃ⁄U …¢Uª ‚ ‚ÎÁ¡Ã „UÊ ‚∑§ÃË „ÒU— ¬Í⁄UÊ „UÊŸ ¬⁄U ¬ÈŸ— ∑§Êÿ¸ ◊¥ ÿÊªŒÊŸ ŒŸ ∑§Ê •Ê‡√ÊÊ‚Ÿ ÷Ë ŒÃË „ÒU–
∑§. Áfl‡√Ê‚ŸËÿÃÊ — ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ÿ„U Áfl‡√ÊÊ‚ „UÊŸÊ •Êfl‡ÿ∑§ „ÒU ‚Ê‚∑§Ÿ ∑§êÿÈÁŸ∑§‡ÊŸ ≈UÄãÊÊ‹ÊÚÁ¡¡ Á‹Á◊≈«U ◊¥ ‚¢ª∆UŸ ∑§Ë ŸËÁÃÿÊ¥
Á∑§ ∑¢§¬ŸË ∑§Ë ªÁÃÁflÁœÿÊ°, ©U‚∑§ ◊ÍÀÿ, ŒÎÁCÔU ∞fl¢ ©Ug‡ÿ ÁŸfl‡Ê∑§Ê¥, ∑§ •ŸÈ‚Ê⁄U, ∞∑§ ∑§ÊÁ◊¸∑§ mÊ⁄UÊ øÊ⁄U flcÊÊZ ∑§Ë ‚flÊ ¬Í⁄UÊ ∑§⁄UŸ ∑§
ª˝Ê„U∑§Ê¥, ∑§ÊÁ◊¸∑§Ê¥ ∞fl¢ ‚◊ÈŒÊÿ ∑§ Á„Uà ◊¥ „Ò¥U Á¡Ÿ◊¥ ©UŸ∑§Ë ÷Ë ©U¬⁄Uʢà ¿U— ‚#Ê„U ∑§Ë •flÁœ ∑§ Á‹ÿ ¿ÈU^UÔË ‹Ÿ ∑§Ê ¬˝ÊflœÊŸ „ÒU
ÁfløÊ⁄U ‚◊ÊÁ„Uà „Ò¥U ¡Ò‚ — ÇÀÊÒÄ‚ÊÁS◊Õ‹Ê߸Ÿ „UÀÕ ∑§ÿ⁄U ◊¥ ¬˝àÿ∑§ ÃÊÁ∑§ ∑§ÊÁ◊¸∑§ •¬Ÿ ∑Ò§Á⁄Uÿ⁄U ¬⁄U ¬ÈŸÁfl¸øÊ⁄U •ÕflÊ ¬ÈŸÁŸ¸ÿÊ¡Ÿ ∑§⁄U
ÁÃ◊Ê„UË ◊¥ ÁflûÊËÿ ¬Á⁄UáÊÊ◊Ê¥ ∑§Ë ÉÊÊ·áÊÊ ∑§ ’ÊŒ ÁflûÊ ÁŸŒ‡Ê∑§ ‚∑¥§ •ÕflÊ •Ê⁄UÊ◊ ∞fl¢ Ÿfl¡ËflŸ ¬˝Ê# ∑§⁄U ‚∑¥§– ∑Ò§«U’⁄UË ß¢Á«UÿÊ
≈U‹Ë∑§Ê¢»˝¥§Á‚¢ª ∑§ ◊Êäÿ◊ ‚ ÁflÁ÷ÛÊ ◊ÈgÊ¥ ¬⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§ ¬˝‡ãÊÊ¥ Á‹. ◊¥ fl⁄UËÿ ¬˝’¢œ∑§Ê¥ ∑§Ê ¬˝ÊããÊÁà ∑§ ¬‡ëÊÊà ©UŸ∑§Ë Ÿß¸ ÷ÍÁ◊∑§Ê•Ê¥
∑§Ê ©UûÊ⁄U ŒÃ „Ò¥U– ¡ÊÚŸ‚Ÿ ∞¢«U ¡ÊÚŸ‚Ÿ ◊¥ ŒÍ⁄UªÊ◊Ë ⁄UÊ«U◊Ò¬ ◊ËÁ≈¢Uª ‚ •flªÃ ∑§⁄UÊŸ ∑§ ©Ug‡ÿ ‚ ∞∑§ ◊Ê„U ∑§ •¢Œ⁄U ¬ÈŸ•Ê¸ª◊Ÿ
∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ¡ÊÃÊ „ÒU ¡Ê ∑¢§¬ŸË ∑§ ŒÍ⁄UªÊ◊Ë ‹ˇÿÊ¥ ∑§Ë ∑§Êÿ¸∑˝§◊ •ÊÿÊÁ¡Ã Á∑§ÿ ¡ÊÃ „Ò¥U– „U◊Ê⁄U ‚¢SÕÊŸ ‚‹ ◊¥ ߸-z ∞fl¢
¬˝ÊÁ# „UÃÈ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ‚ ÁfløÊ⁄U •Ê◊¢ÁòÊà ∑§⁄UŸ ∑§Ê ∞fl¢ ’«∏U ߸-} üÊáÊË ◊¥ ¬ŒÊÛÊÁà ∑§ ¬‡øÊà ߸∞◊߸ ∞fl¢ ∞∞◊¬Ë ∑§Êÿ¸∑˝§◊ ◊¥
¬Ò◊ÊŸ ¬⁄U ÁfløÊ⁄UÊ¥ ∑§ •ÊŒÊŸ-¬˝ŒÊŸ ∑§Ê ¬˝÷ÊflË Ã⁄UË∑§Ê „ÒU– Á»§Á‹å‚ ÷ʪ ‹ŸÊ •ÁŸflÊÿ¸ „ÒU ÃÊÁ∑§ ©UŸ∑§Ê Áfl∑§Á‚à Á∑§ÿÊ ¡Ê ‚∑§–
‚Êç≈Uflÿ ⁄U ◊¥ ““∞Ä‚¬̋‚ ÿÊ⁄U‚À »§”” ŸÊ◊∑§ ∞∑§ »§Ê⁄U◊ ∑§Ë SÕʬŸÊ ª. ‚◊ÊŸÃÊ / ¬Ê⁄UŒÁ‡Ê¸ÃÊ — ∑¢§¬ŸË ∑§Ë ‚÷Ë ŸËÁÃÿÊ¥ ∞fl¢ ÁŸÿ◊Ù¥
∑§Ë ªß¸ „ÒU Á¡‚◊¥ ∑§ÊÁ◊¸∑§ •¬Ÿ ÁfløÊ⁄U ß‚∑§ ∑Ò§»§≈UÁ⁄UÿÊ ◊¥ ∑§Ê ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ‚◊ÊŸ ∞fl¢ ¬Ê⁄UŒ‡Ê˸ „UÊŸÊ •Êfl‡ÿ∑§
©U¬‹éœ ‚»§Œ ‚ÍøŸÊ ¬≈UÔ˜≈UÊ¥ ¬⁄U Á‹π∑§⁄U √ÿÄàÊ ∑§⁄U ‚∑§Ã „Ò¥U– „ÒU– ∑¢§¬ŸË ◊¥ ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ∞∑§ ¬˝÷ÊflË Á‡Ê∑§Êÿà ÁŸflÊ⁄UáÊ
ß‚∑§ •‹Êfl ∑§Êÿʸ‹ÿ ∑§ ¬˝àÿ∑§ Ë ¬⁄U ““flÊÚø ÁŒ‚ S¬‚”” ¬˝∑§ÊDÔU „UÊŸÊ ‚◊ÿ ∑§Ë ◊Ê¢ª „ÒU ¡Ò‚ — ’Ê∑§Ê⁄UÊ ߸S¬Êà ‚¢ÿ¢òÊ ◊¥
ŸÊ◊∑§ ’Ê«¸U ©U¬‹éœ ∑§⁄UflÊÿ ªÿ „Ò¥U Á¡‚◊¥ ∑§ÊÁ◊¸∑§ •Õ¸¬Íáʸ Áfl÷ʪËÿ ’¡≈U ¡Ê ¬˝’¢œ ÁŸŒ‡Ê∑§ ∑§ ‚◊ˇÊ ¬˝SÃÈà Á∑§ÿÊ ¡ÊÃÊ „ÒU
∞∑§ ¬¢ÁÄàÊ ∑§ flÊÄÿ Á‹π ‚∑§Ã „Ò¥U– »§«UÄ‚ ∑§Ê⁄U¬Ê⁄U‡ÊŸ ◊¥ ©U‚ Áfl÷ʪ ∑§ ∑§ÊÁ◊¸∑§ „UË ¬˝SÃÈà ∑§⁄UÃ „Ò¥U Ÿ Á∑§ Áfl÷ʪÊäÿˇÊ ∞fl¢

•Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§ ◊Êäÿ◊ ‚ •Á÷¬˝⁄UáÊÊ


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fl⁄UËÿ ∑§Êÿ¸¬Ê‹∑§ªáÊ– ß‚‚ ∑§ÊÁ◊¸∑§ •Á÷¬̋Á⁄Uà „UÊÃ „Ò¥U ∞fl¢ •¬Ÿ ¬fÁÃÿÊ¥ ∑§Ê •¬ŸÊŸÊ üÊÿS∑§⁄U „UÊªÊ– ¬˝’¢œŸ mÊ⁄UÊ ‚÷Ë √ÿÁÄàʪÃ
∑§Ê ÁŸáʸÿ ‹Ÿ ∑§Ë ¬˝Á∑˝§ÿÊ ◊¥ ‡ÊÊÁ◊‹ ◊ÊŸÃ „Ò¥U– »§«UÄ‚ ∑§Ê⁄U¬Ê⁄U‡ÊŸ ∑§ÊÁ◊¸∑§Ê¥ ‚ Á‡ÊˇÊÊ, SflÊSâÿ, ∑§Êÿ¸ flÊÃÊfl⁄UáÊ ßàÿÊÁŒ ‚¢’¢œË Áfl·ÿÊ¥
∑§Ë ŸËÁÃÿÊ¥ ∑§ •ŸÈ‚Ê⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚◊SÿÊ•Ê¥, Á‡Ê∑§ÊÿÃÊ¥ •ÕflÊ ¬⁄U ÁŸÿÁ◊à •¢Ã⁄UÊ‹ ¬⁄U ◊¢òÊáÊÊ ∑§⁄UŸË øÊÁ„U∞– ¬Í⁄U ‚‹ ◊¥ ¬˝ÊßÁ⁄UÁ≈U¡
Áø¢ÃÊ•Ê¥ ∑§ ÁŸ⁄UÊ∑§⁄UáÊ ∑§ Á‹ÿ •¬Ë‹ ∑§⁄UŸ ∑§Ê •Áœ∑§Ê⁄U „ÒU ¡Ê »§ÊÚ⁄U ∞ćʟ fl∑¸§‡ÊÊÚ¬ ∑§ ’ÊŒ ‚ ∞‚ ©UŒÊ„U⁄UáÊ ’„ÈUà „Ò¥U •ÊÒ⁄U ß‚‚
¬˝’¢œŸ ∑§ ©UìÊ SÃ⁄UÊ¥ ¬⁄U ‚„UË …¢Uª ‚ ¬ÈŸ⁄UËÁˇÊà Á∑§ÿÊ ¡Ê ‚∑§ ∞fl¢ ∑¢§¬ŸË ∑§Ê ∑§Ê»§Ë ‹Ê÷ ÷Ë „ÈU•Ê „ÒU–
‚„UË ◊ÍÀÿÊ¢∑§Ÿ Á∑§ÿÊ ¡Ê ‚∑§– ÿ„U ¬˝Á∑˝§ÿÊ ‚‹ ◊¥ ÷Ë ‹ÊªÍ „ÒU–
ÁŸc∑§·¸
≈ÒUÄ‚Ê¡ ߢS≈˛ÂU◊¥≈U ◊¥ ∑§Êÿ¸SÕ‹ πÈ‹ „Ò¥U, ‚◊ÊŸ •Ê∑§Ê⁄U ∑§ ∞fl¢ ‚◊ÊŸ
L§¬ ‚ ‚È‚ÁîÊà ÄÿÈÁ’∑§‹‚ „Ò¥U ∞fl¢ ÿ„UÊ¢ Ã∑§ ∑§Ë ¬ÊÁ∑Z§ª SÕ‹ ÷Ë •’ ßß ÁfløÊ⁄U Áfl◊‡Ê¸ ∑§ ’ÊŒ ‚◊ÿ •Ê ªÿÊ „ÒU Á∑§ „U◊‹Êª ∑ȧ¿U
Á∑§‚Ë ∑§Ê Áfl‡Ê·ÊÁœ∑§Ê⁄U Ÿ„UË¥ „ÒU– ∑¢§åÿÍ≈U⁄U ‚Êߢ‚¡ ∑§Ê⁄U¬Ê⁄U‡ÊŸ ߸. ÁŸc∑§·¸ ¬⁄U ¬„È¢Uø ∞fl¢ ÿ„U Ãÿ ∑§⁄¥U Á∑§ Á∑§Ÿ-Á∑§Ÿ ◊„Uàfl¬Íáʸ ∑§Ê⁄U∑§Ê¥ ¬⁄U
(¬˝Ê.) Á‹. ◊¥ ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚◊ÊŸ ◊ÊãÿÃÊ ∞fl¢ ¬È⁄US∑§Ê⁄U ÁŒÿ ‚¢ª∆UŸ ∑§Ê äÿÊŸ ŒŸÊ •ÁÕÊfl‡ÿ∑§ „ÒU– „U◊Ê⁄U ÁfløÊ⁄U ‚ ÁŸêãÊÁ‹ÁπÃ
¡ÊÃ „Ò¥U ∞fl¢ ∑§Ê߸ ÷Œ÷Êfl Ÿ„UË¥ Á∑§ÿÊ ¡ÊÃÊ– ∑§Ê⁄U∑§ „UÊ ‚∑§Ã „Ò¥U—

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 „UÊÃË „ÒU ¡Ê •¬Ÿ Áfl‡Ê· ∑§ÊÿÊ¸ ‚ ‚◊Ê¡ ÿÊ Œ‡Ê ÁflŒ‡Ê ◊¥ ∑§ÊÁ◊¸∑§ Á¡‚ ‚¢ª∆UŸ ◊¥ ∑§Êÿ¸ ∑§⁄UÃ „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 ⁄UπÃ „Ò¥U– ÿ„U ‚¢÷fl „ÒU Á∑§ fl ©Uã„¥U ÁŒÿ
∑§⁄UÃ „Ò¥U– ¡Ò‚ — ‚‹ ∑§Ê ‚ÈŒÍ⁄U ª˝Ê◊ËáÊ ˇÊòÊÊ¥ ◊¥ 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 ⁄UπÃ „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∑§ÊáÊ ‚ ŒπÃ „Ò¥U ∞fl¢ ©U‚ ¬⁄U ÁfløÊ⁄U-Áfl◊‡Ê¸ ∑§⁄UÃ „Ò¥–
‚¢ÿ¢òÊ ∑§Ê ‹ªÊÃÊ⁄U ¬˝œÊŸ◊¢òÊË ∑§ ‚flÊ¸ûÊ◊ ߸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¸
•ÊÿÊÁ¡Ã ’Ò∆U∑§ ◊¥ ∞∑§ ÿÊ ŒÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚¢ÿ¢òÊ ∑§ ¬˝Œ‡Ê¸Ÿ ∞fl¢ SÕ‹ „UÊÃÊ „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∑§ „UÊªÊ–
•Êfl‡ÿ∑§ÃÊ „ÒU– ∞‚ ¬˝ÿÊ‚Ê¥ ∑§Ê ÁŸÿÊ¡Ÿ∑§Ãʸ mÊ⁄UÊ ◊ÊãÿÃÊ ŒŸÊ
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߸ ŒÃ „Ò¥U– ∑§⁄UÃ „Ò¥U ©Uã„¥U ◊„U‚Í‚ „UÊÃÊ „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 ©UlÊª, ‚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‚ „UÊÃÊ „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 Sflë¿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∑§ „UÊªÊ– ß‚ ∑§Êÿ¸ ◊¥ ¬˝’¢œ∑§Ê¥ mÊ⁄UÊ ““¬‚¸Ÿ‹ ≈Uø”” ¡Ò‚Ë ∑§ÊÁ◊¸∑§ªáÊ •¬Ÿ ∑§Ê •Êª ¬ÈŸ— ¬‡Êfl⁄U „UÊŸ ∑§ Á‹∞ ÿ„U •¬ˇÊÊÿ¥

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⁄UπÃ „Ò¥U Á∑§ ©UŸ∑§ Á‹∞ ¬˝Á‡ÊˇÊáÊ ∑§Êÿ¸∑˝§◊ ÿÊ Áfl∑§Ê‚ ÿÊ¡ŸÊÿ¥ „Ò¥U Á¡‚‚ ©Uã„¥U ÿ„U ◊„U‚Í‚ „UÊÃÊ „ÒU Á∑§ ©UŸ∑§Ê ∑§Êÿ¸ SÕ‹ ∑§Êÿ¸
„UÊ¥– fl •¬Ÿ ‚¢SÕÊŸ ∑§ ÁflÁ‡ÊCÔU ∞fl¢ •ÁfÃËÿ »§ÊÿŒÊ¥ ∑§Ë ¬˝‡Ê¢‚Ê ‚ê¬ÊŒŸ ∑§ Á‹∞ ◊ÒòÊˬÍáʸ SÕÊŸ „ÒU– ß‚∑§ »§‹SflM§¬ ∑§ÊÁ◊¸∑§ªáÊ Ÿ
∑§⁄UÃ „Ò¥U– ∞∑§ ∑¢§¬ŸË ◊¥ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚Ê◊ÊÁ¡∑§ ∑§ÊÿÊZ ∑§ Á‹ÿ ∑§fl‹ ÁflÁ‡Êc≈U ’ÁÀ∑§ ¿UÊ≈U-¿UÊ≈U •fl‚⁄UÊ¥ ∑§Ê ÷Ë ©Uà‚Ê„U¬Ífl¸∑§ ◊ŸÊÃ
◊„UËŸ ◊¥ ∞∑§ ÁŒŸ ∑§Ê ÁflüÊÊ◊ ÁŒÿÊ ¡ÊÃÊ „ÒU ¡Ê •¬ŸË ßë¿UÊŸÈ‚Ê⁄U „Ò¥– „U◊Ê⁄U Œ‡Ê ∑§ ‚◊Sà ÷ʪÊ¥ ◊¥ ∑§Ê߸ Ÿ ∑§Ê߸ œÊÁ◊¸∑§ ‚◊Ê⁄UÊ„UÊ¥ ∑§Ê
‚Ê◊ÊÁ¡∑§ ∑§Êÿ¸ ∑§⁄U ‚∑¥§– ∑§ÊÁ◊¸∑§ ß‚‚ •Á÷¬˝Á⁄Uà „UÊÃ „Ò¥U ÃÕÊ •ÊÿÊ¡Ÿ ’«∏U œÍ◊-œÊ◊ ‚ Á∑§ÿÊ ¡ÊÃÊ „ÒU– ∞‚ •fl‚⁄UÊ¥ ¬⁄U ∑§ÊÁ◊¸∑§
¬˝◊Èπ ŸÊªÁ⁄U∑§ ∑§ M§¬ ◊¥ ©UŸ∑§Ë ¬„UøÊŸ ’ŸÃË „ÒU ∞fl¢ ©UŸ∑§Ë •¬Ÿ ‚„U∑§Á◊¸ÿÊ¥ ∑§ ÉÊ⁄U ¡Ê∑§⁄U ∞∑§ ŒÍ‚⁄U ‚ Á◊‹Ã „Ò¥U Á¡‚‚ •Ê¬‚Ë
ŸÃÎàfl ˇÊ◊ÃÊ ∑§Ê ÷Ë Áfl∑§Ê‚ „UÊÃÊ „ÒU– ’„ÈUà ‚Ë •ë¿UË ∑¢§¬ÁŸÿÊ° ◊‹ ¡Ê‹ ’…∏UÃÊ „ÒU– ∑§Êÿ¸ SÕ‹ ∑§Ê •ÊÒ⁄U ©Uà‚Ê„U¬Íáʸ ’ŸÊÿÊ ¡Ê
•¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ ©UìÊ Á‡ÊˇÊÊ ¬˝Ê# ∑§⁄UŸ ¬⁄U ©U‚∑§ πø¸ ∑§Ê ‚∑§ÃÊ „ÒU ÿÁŒ fl„UÊ° ‚◊ÿ-‚◊ÿ ¬⁄U ©U‚ ‚¡ÊÿÊ ¡Êÿ, ∑§ÊÁ◊¸∑§Ê¥ ∑§
Sflÿ¢ fl„UŸ ∑§⁄U ‹ÃË „ÒU, •ª⁄U ©UìÊ Á‡ÊˇÊÊ ¬˝Ê# ∑§⁄UŸ ∑§ ŒÊÒ⁄UÊŸ ’Ëø Á◊CÔUÊÛÊ ÁflÃ⁄UáÊ Á∑§ÿÊ ¡Êÿ ∞fl¢ ÁflÁ÷ããÊ ¬˝∑§Ê⁄U ∑§ π‹Ê¥ ∑§Ê
∑§ÊÁ◊¸∑§ ∑§Ê ‚flÊ •fl⁄UÊœ „UÊÃÊ „ÒU ÃÊ ©U‚∑§Ë fl⁄UËÿÃÊ ∑§Ê ∑¢§¬ŸË •ÊÿÊ¡Ÿ „UÊÃ ⁄U„U–
◊¥ ’ŸÊÿ ⁄UπŸ ∑§ Á‹∞ ‚Áfl¸‚ ’˝∑§ ∑§Ë •flÁœ ∑§Ê ∑§Êÿ¸-
ÿÁŒ ∑§ÊÁ◊¸∑§Ê¥ ◊¥ Áfl‡√Ê‚ŸËÿÃÊ ∞fl¢ ÷Ê߸øÊ⁄U ∑§Ê ÷Êfl „UÊ ÃÊ ©UŸ◊¥ •ÊŒ⁄U
•ŸÈ÷fl ∑§Ë ÿÊÇÿÃÊ ◊ÊŸ ‹ÃË „ÒU ∞fl¢ ©U‚ •Ê‡√ÊÊ‚Ÿ ŒÃË „ÒU Á∑§
∞fl¢ ªfl¸ ∑§Ë ◊ÊŸÁ‚∑§ •flœÊ⁄UáÊÊ ◊¥ •àÿÊÁœ∑§ flÎÁf „Uʪ Ë– •Ê¡ ∑¢§¬ÁŸÿÊ,¥
∑§Ê‚¸ ¬Í⁄UÊ ∑§⁄U ‹Ÿ ∑§ ’ÊŒ ©U‚ ©UÁøà ∑§Êÿ¸ Á◊‹ ¡ÊÿªÊ– ¡Ê
∑§ÊÁ◊¸∑§ ¬Ë.∞ø.«UË. ∑§⁄UÃ „Ò¥U ∑¢§¬ŸË ©UŸ∑§Ê Ÿ Á‚»¸§ »§Ë‚ ∞fl¢ ‚¢SÕÊŸÊ¥ ∑§Ë ‚’‚ ’«∏UË øÈŸÊÒÃË ¬ˇÊ¬Êà ‚ ¬⁄U flÊÃÊfl⁄UáÊ ’ŸÊŸ ∑§Ë „ÒU–
•ãÿ πø¸ fl„UŸ ∑§⁄UÃË „ÒU ’ÁÀ∑§ ©Uã„¥U ∑§Ê‚¸ ∑§Ê ¬Í⁄UÊ ∑§⁄UŸ ∑§Ë ¬˝àÿ∑§ ∑§ÊÁ◊¸∑§ ‚¢ª∆UŸ ◊¥ ’⁄UÊ’⁄UË ∑§Ê ◊ÊÒ∑§Ê, •¬ŸË ÁflÁ‡ÊCÔU ¬„UøÊŸ ∞fl¢
•Êfl‡ÿ∑§ÃÊ•Ê¥ ∑§ Á‹∞ ¿ÈU^ÔUË ÷Ë ŒÃË „ÒU– ∑¢§¬ŸË ∑§ ‹Ê÷ ◊¥ ©UÁøà ÷ʪˌÊ⁄UË ∑§Ë •¬ˇÊÊÿ¥ ⁄UπÃÊ „Ò– ∑§ÊÁ◊¸∑§ ∑§
¬˝ÁÃ’fÃÊ ∞fl¢ ˇÊ◊ÃÊ ‚ „UË ¬Á⁄UáÊÊ◊ ¬˝Ê# „UÊÃ „Ò¥U ∞fl¢ ∑¢§¬ÁŸÿÊ° ŸflËŸÃ◊
z. ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë ¬Á⁄UflÁøà •¬ˇÊÊ•Ê¥ ∑§ •ŸÈM§¬ ©UûÊ◊ ∞fl¢ ŸflËŸ ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§Ê Á∑˝§ÿÊÁãflà ∑§⁄UŸ ∑§ Á‹∞ ∑§Á∆UŸ ¬˝ÿÊ‚ ∑§⁄U ⁄U„UË „ÒU–
¬˝∑§Ê⁄U ∑§ ∑§Êÿ¸ ∑§Ê Á∑˝§ÿÊãflÿŸ —
∑¢§¬ŸË ∑§ •Ê∑§Ê⁄U •ÕflÊ ÷ÊÒªÊÁ‹∑§ ÁSÕÁà ‚ ©U‚∑§ ‚ÈœÊ⁄U ∑§Êÿ¸∑˝§◊Ê¥
¡Ê ∑¢§¬ŸË ŸflËŸÃ◊ ¬fÁÃÿÊ¥ ∑§ ¬Õ ¬⁄U •ª˝‚⁄U „Ò¥U ©UŸ∑§ fl⁄UËÿ ◊¥ ∑§Ê߸ ’ÊœÊ Ÿ„UË¥ •ÊŸË øÊÁ„U∞ ’ÁÀ∑§ Á∑§‚ Ã⁄U„U ‚ ∑§ÊÁ◊¸∑§Ê¥ ◊¥ ∑§Ê◊
¬˝’¢œ∑§Ê¥ ‚ Á◊‹ŸÊ ∞fl¢ ’Êà ∑§⁄UŸÊ ‚„U¡ „UÊÃÊ „ÒU– ¡’ ∑¢§¬ŸË ∑§Ê ∑§ ¬˝Áà ‹ªÊfl, Áfl‡√ÊÊ‚ ∑§Ë ÷ÊflŸÊ, ªfl¸ ∞fl¢ ÷Ê߸ øÊ⁄U ∑§Ë ÷ÊflŸÊ
¬˝’¢œŸ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ÁŸáʸÿ ∑§Ë ¬˝Á∑˝§ÿÊ ◊¥ ‚ÁêêÊÁ‹Ã ∑§⁄UÃË ’…∏UÃË ⁄U„U, ß‚∑§ Á‹∞ ÁŸàÿ Ÿÿ-Ÿÿ ¬˝ÿÊª „UÊÃ  ⁄U„UŸÊ øÊÁ„U∞– ∑§◊¸øÊÁ⁄UÿÊ¥
„ÒU ÃÊ fl •¬Ÿ •Ê¬ ∑§Ê •Áœ∑§ ‚ê◊ÊÁŸÃ ◊„U‚Í‚ ∑§⁄UÃ „Ò¥U, ß‚‚
◊¥ Áfl‡√ÊÊ‚ ∑§Ë ÷ÊflŸÊ Ã’ „UË •Ê∞ªË ¡’ ¬˝’¢œŸ ∑§Ë ◊ÊŸÁ‚∑§ÃÊ,
©UŸ∑§ ∑§Êÿ¸ •âÊflÊ ∑§Êÿ¸ flÊÃÊfl⁄UáÊ ¬⁄U ‚∑§Ê⁄UÊà◊∑§ ¬˝÷Êfl ¬«∏UÃÊ „ÒU–
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ª˝Ê„U∑§Ê¥ ∑§Ê ÷Ë πÈ‡Ê ⁄UπÊ ¡Ê ‚∑§ÃÊ „ÒU ¡’ Ã∑§ ©U‚ ©U‚∑§ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê
¬˝Ê# „UÊÃÊ „ÒU– ŸflËŸÃ◊ ∑¢§¬ÁŸÿÊ¥ ∑§ fl⁄UËÿ ¬˝’¢œ∑§ Á’ŸÊ ∑˝§◊ ∑§
Áfl‡√ÊÊ‚, ©Uà‚Ê„U, ©UŸ∑§Ë ∑ȧ‡Ê‹ÃÊ ¬˝Ê# Ÿ„UË¥ „UÊ– ÿ„U Ã’ „UË ‚¢÷fl „ÒU
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ˇÊòÊ ◊¥ ‚ȤÊÊfl Œ ‚∑§Ã „Ò¥U– ©UŸ∑§ Áfl¡ÿË ‚ȤÊÊfl ∑§Ê øÿŸ ∞fl¢ ‚¢Œ÷¸
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„ÒU– ∑¢§¬ŸË ∑§ fl⁄UËÿ ¬˝’œ¢ Ÿ ∞fl¢ ŸÃàÎ fl ∑§ Á‹∞ ÿ„U ∑§Ê»§Ë ◊„Uàfl¬Íáʸ ◊Ê߸∑§‹ ߸⁄UÁflŸ ◊À≈U¡⁄U (flÊ„¸U≈UŸ S∑ͧ‹ ¬Áé‹Á‚¢ª, ◊Êø¸ wÆÆz)
„ÒU Á∑§ fl •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ‚ ‹ªÊÃÊ⁄U »§Ë«U’Ò∑§ ‹Ã ⁄U„¥U, ‚ê¬̋·áÊ
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‚ŒÒfl ÁŒ‹øS¬Ë ∑§ ‚ÊÕ Ãà¬⁄U ⁄U„¥U– ‚¢øÊÁ‹Ã Á∑§ÿÊ ªÿÊ–

{. ‚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 ‚ •ÊÃ-¬˝Êà ∑§Êÿ¸SÕ‹Ë Á∑§‚Ë ÷Ë ‚¢SÕÊŸ
∑§Ê ◊„Uàfl¬Íáʸ •ÊÿÊ◊ „UÊÃÊ „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 ∑§⁄UÃ ‚fl¸- ߢÁ«UÿÊ¡ ’S≈U ßꬋÊÿ‚¸–

•Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§ ◊Êäÿ◊ ‚ •Á÷¬˝⁄UáÊÊ


62
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Cost Management: A Select Bibliography *

Dr. P. K. Banerjee**

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* All references are available at MTI Library


** Dy. General Manager (P&A), SAIL, MTI, Ranchi

GROWTH Vol. 36 No. 2 July-September 2008


63
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A Case Study of Shoe Manufacturing Unit of Agra. INDIAN A Critical Analysis. THE MANAGEMENT ACCOUNTANT,
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Profit and Decision Making. PRODUCTIVITY PROMOTION, ACCOUNTANT, 40(9), 2005 (September): pp681-685
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Significance of Mandatory Cost Audit in the Globalized
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Regime. THE MANAGEMENT ACCOUNTANT, 43(4),
2008(April): pp204-208 Roberts, Stephen A Cost Management for Library and
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Mearns, I. Fundamentals of Cost and Management Accounting.—
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Mukherjee, S. and Roychowdhury, AP Advanced Cost and
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Delhi: Tata McGraw Hill Publishing Company Ltd., 1988. Stewart, Richard Meeting the Challenge: Management
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2006(August): pp622-638 pp176-184

Cost Management: A Select Bibliography


64
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