Showing posts with label 4ps Business and Marketing. Show all posts
Showing posts with label 4ps Business and Marketing. Show all posts

Wednesday, July 31, 2013

An account of how labour unions in europe emerged, crushed and re-emerged, and the prevailing trends in the crisis-hit eurozone

Between countries, there are substantial differences related to the success of company agreements – even within the same company. For example, the Tesco Partnership Agreement is the largest private sector collective agreement in the UK, but in Hungary no agreement between Tesco and the KASZ (Hungarian trade union) has been signed – though negotiations with KASZ have been going on for three years. However, in Spain, one of the immediate effects of recession on IR in the commerce sector and in other sectors generally was a slowing down of collective bargaining during 2009. There was no framework agreement on collective bargaining, which since 2002 has guided the evolution of wages and other matters. During 2009, many collective agreements were left unsigned, due to lack of consensus. The situation, however, improved after an agreement in February 2010.

Britain’s general strike, 1926
One of the largest general strikes struck Britain on May 3, 1926, and lasted for 10 days. The event was a watershed for labour relations in Britain, which bitterly divided opinion. The strike was called by the Trades Union Congress (TUC) in support of striking coal miners in the North of England, Scotland and Wales. The miners were making a stand against an enforced pay cut. It was the latest in a long series of industrial disputes that had dogged the coal industry since the end of the First World War and created real hardship for mining families.

Although the dispute began in the mining areas, one of the trigger events took place in London, when the Daily Mail’s Fleet Street printers refused to print a leading article criticising trade unions. Other print workers also downed tools. The T.U.C. activated its plans for sympathetic strike action and called out all trade union members in essential industries. Click here to read more..

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Thursday, June 06, 2013

The system overhaul

I often wonder, why I still remember some of my nursery rhymes but not the teachers who taught them. Perhaps, the rhymes are so deeply entrenched in my system that forgetting them is out of question. Also, I must confess the delivery of those rhymes in my early formative years was innately creative to keep me engrossed. Remembering a particular teacher has a lot to do
with remembering things associated with him or her.

One barely remembers 100 per cent of what one was taught in school. And of all that one remembers, pedagogy and teaching methods have a significant role in effective recall.

Recently, a report about teacher education in Scotland laid emphasis on grooming teachers for future. The findings from international research on teaching and educational leadership highlighted a number of key features of good teachers. It demands teachers to be reflective, creative, committed to profession and development of each child, passionate about learning, enthusiastic about their subject and keen on participating in their own personal learning and development.

A survey on teacher recruitment and retention in the United States, published by Scholastic Inc., throws light on people’s perception on retaining new teachers. Around 80 per cent respondents mentioned the need to start with higher salaries. Eight per cent expressed the need for informal peer support and formal mentoring programmes. Quoting a teacher, the report said, “Although salaries are important, more money alone will not assure us of adequate number of prepared teachers. Support from administrators and fellow teachers is also important.”

The Emerging Directions in Global Education (EDGE) in its 2009 report, ‘Faculty Recruitment and Retention - The Issues and Challenges’ revealed that recruiting and retaining talent is a major challenge for every institution in India at present. The survey suggests a competitive compensation package and other employee benefits to check the attrition. According to the survey findings, introducing innovative HR tools in line with the corporate sectors is likely to bring down the attrition rate to some extent. Click here to read more IIPM Articles...

Thursday, February 28, 2013

Learning, a teamwork

Q. How can the current state of academia be improved?
A. A lot of teacher training focused on developing skills is required. The emphasis should be on a model that focuses on practical rather than theoretical aspect of learning.

Q. Why do we see more women in teaching?
A. In India, Sri Lanka, Pakistan and Bangladesh, you will mostly find female teachers because they feel the teaching job is ideal for them. Even I started my career as a teacher and again I wish to go back to teaching some day.

Q. What made you switch to the corporate side?
A. Hailing from a business family, I felt there was much more I could do than just teaching. However, I think teacher training is also a key marketing strategy. If we offer training, it will reflect in students’ performance.

Q. Does the batch strength affect the efficiency of a teacher?
A. Yes, it does affect especially in terms of practical offering. We feel that lesser number are better.

We are a little slow in grasping online learning. Pearson is shifting its focus on i-Pad-based learning and we are also moving into digital content. We have digi-board solutions and interactive board solutions where our curricula is mapped to the digital content. Teachers are also trained to use them. We even have printed textbooks that have interactive stuff and have a system where teachers can post homework on the internet. Click here to read full interview..

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Monday, January 14, 2013

A massive number of students follow the test papers online for competitive exams such as CAT, GMAT, GRE and AIEEE and Web 2.0 interface has further opened up the channels of communication between students and their peers. This allows students to get feedback and recommendations from fellow online users about test matters, online solutions, tutorials and institutes. Not just academic, the vocational courses are also offered online that is enabling students to complete courses in a stipulated time frame. Preparing for competitive examinations in various fields without having to purchase any books has been a boon for many students. One of the biggest advantages is that the online courses are student-centric and not time-bound that helps even working people to pursue their academic ambitions. India’s online tutoring industry is riding high on success as foreign students are too keen to outsource tutoring services from India.

So, the moot question is: Can online studies replace classroom education, especially at primary and junior level? Chauhan believes the role of a teacher as mentor is important at primary and junior levels of the education process. “That is irreplaceable because the teacher acts as a facilitator to the overall development of the child.” Online studies at this level, feels Chauhan, are really meant to assist the child in gathering knowledge in a simplified yet effective manner. Click here to read more...

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Saturday, January 12, 2013

Defining roles and responsibilities

As with any conflict or workplace issue, before the problem can be addressed and a solution rendered, the situation has to be acknowledged and assessed.

The situation at Goldy Toys has less to do with Rajul’s stress and the conflict between him and Kaushal and more to do with lack of a clearly defined mission and organisational structure. The lack of clearly defined roles and responsibilities for senior managers is the root of all the problems. The situation presents an opportunity if the issues are open and senior management addresses their differences and sets reasonable expectations for the team.

Rajul possesses good interpersonal skills. This has resulted in better relationships with Gaurav and. Goldy. As a result, Kaushal appears to be jealous of what he may perceive to be Rajul’s favoured status. Gaurav should bring the management team together to write a mission and vision statement. Rajul can build a team on his strong interpersonal skills by soliciting recommendations from both. Kaushal and Ravi about how to strengthen the management structure, roles and responsibilities. He should address Kaushal’s concerns and behaviour in a positive way and suggest them to gather some facts. Doing this in a non-threatening way could position Rajul to grow to a role with more responsibility, such as chief operating officer. Click here to read more..

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Monday, December 10, 2012

Jonar Nadar (Chairman, Logictivity Pty Ltd.) keeps the concept of teamwork aside and focuses on building the teams that work , in conversation with Sushmita Yadav

Q. You have conducted courses on technology, leadership, management, thinking skills, employee engagement, teamwork, advertising, change, fraud, terrorism and politics. What is the mantra behind managing so many diverse roles? What do you enjoy the most?
A. At the conclusion of my lectures, some people ask questions like, ‘Where do you get your material from?’, ‘Which books do you read?’ This points to a common problem: people presume that the answers lie in source material. Where have all the thinkers gone? I never read books to bolster the content for my lectures. The mantra behind my work is, ‘Know it first-hand’. I go out and enquire, probe, seek, investigate, research – first-hand. When I speak about a topic, it would be only after I have understood it for myself from the point of pain – meaning I go to where the pain (or opportunity) lies, and I make contact with the people at that front line. As for which I enjoy the most; I dare say that I cannot isolate my life. I am in a constant state of appreciation. When I fall or stumble, I am appreciative of the energy to pick myself up and try again. When I hit a brick wall and can see no immediate way out, I am grateful for the fighting spirit within me that spurs me to keep trying. I am glad that I have the skills to work independently, so that no one can ever hijack my success by saying something daft like, ‘Sorry, this cannot be done.’

Q. What do you consider as a leader’s most challenging job?
A. On the modern stage, leaders are constantly judged and misjudged. The hardest of all is to resist the temptation which says, ‘Given that I cannot please everyone, maybe I ought to please myself and make a decision that secures my position.’ It is at this point of ‘selfishness’ that the leader fails. To remove self-interest must be the toughest of all the tasks. Teaching about the duty of the leader, I implore young people to understand the seemingly inconsequential actions that compromise them – whether a free dinner hosted by a lobbyist, or a free gift disguised as a token of appreciation. All these things grow until the dinner becomes a large reception in their honour; and the token becomes a major stipend for services rendered. Such are the foundations of corruption. Corruption of the soul, in incremental, imperceptible steps, damages the leader’s independence. Click here to read more...

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Monday, December 03, 2012

The biggest tool, is in the form of an open and transparent communication to all concerned regarding the plans, including sharing of vision, mission and desired business objectives.

Q. How do HR priorities undergo a change to support the turnaround?
A.
HR has to act as a facilitator, guide, mentor, communicator, strategist, path- breaker, and torchbearer. HR should play this role during the various facets of a turnaround plan, strategy and even at the execution stage of turnaround blueprint, including implementation of the 3R turnaround strategy, retrenchment, repositioning and reorganisation.

Q. Is there a turnaround story that has inspired you? Please share with us.
A.
The turnaround story that really inspires me even today is that of Indian Bank. This happened close to late 1990s, and it was undertaken in a well-planned and systematic manner. The result of the same is in front of us; Indian Bank continues to operate successfully as a nationalised bank with branches all over the country. Several case studies have been done and written over the turnaround of Indian Bank.

Q. What are the employee issues that are unique to the Indian corporate set up when an organisation undergoes this change?
A.
Typical employee issues that may be unique to the Indian set-up are many. The first in this list is job stability, including retrenchment and repositioning. Other issues of importance are: changed culture, new management introduced, new leadership team, new processes and systems, financial stability, dislocation, career progression, re-engineered HR policies and processes, reorganisation and changed organisational design, talent management, and decision making to name some. Read more..

Read More IIPM Related Articles
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Prof. Arindam Chaudhuri's Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM's Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

Monday, November 26, 2012

Human Resource department needs to monitor and follow up to ensure employee morale does not take a beating, messages and policies are properly communicated and implemented.

Q. Discuss HR’s vital participation in the strategic and administrative “treatment” of a company during hard times.
A. HR needs to be truthful when announcing difficult decisions such as downsizing. The HR department needs to work closely with the CEO to ensure that the restructuring exercise is properly carried out and with the support of the staff. The companies will then know that people are not against bad news but they want to see quick and effective results.

Q. Have you come across some common employee expectations during turnaround?
A. Employees hate uncertainty. Therefore, it is important that the turnaround or restructuring plan should be shared with the staff to get their support. The management should treat the staff, who are retrenched, with respect as the remaining people are watching closely how their former colleagues are being treated.

The management should also direct the focus of the staff on the future and financial rewards when the company does a turnaround. It is important to turn the negative energy in to positive during the turnaround as negative energy impacts employees’ morale, hard work, and hope.

Q. Please elaborate on your principle: “Manage yourself with the head and others with the heart”.
A. The prime weakness of the external CEOs is that they do not know the existing team and the trend. This leads them to make decisions based on their own reasoning and without understanding the sentiments and background of the employees. In a restructuring exercise, one should use his head to plan and analyse, and the heart to energise and empathise with others. For example, a plan on the cost-cutting exercises with the head. However, when one implements it one needs to win the hearts to get the support of the people. Also, there arises the need to energise and motivate the workforce. Reda more...

Thursday, November 22, 2012

Not restricted to traditional practices alone, HR today seeks support and recognition from the CEO in driving change. - by IIPM Think Tank

In a CEO’s opinion the ‘real’ HR professional should have a profile matching the following: brain of Albert Einstein, charisma of J.F. Kennedy, negotiating skills of Henry Kissinger, marketing skills of Iacocca, hide of a rhinoceros, the soul of Mother Teresa, and stamina of Jackie Joyner-Kersee.

CEOs need credible HR partners who know the dynamic intersection of business results, customer expectations and people performance. By expecting more business acumen than ever from the HR function, CEOs have challenged HR leaders to redefine their roles and contribution. They feel HR executives have the capability to build trust, communicate and collaborate with others with professional compatibility, diplomacy and discretion.

A section of senior managers believe HR is a corporate Siberia with no visibility and accountability. They are perceived as being only able to deal with the softer side of business because they are diplomatic, typically positive in outlook and gracious. But the CEO, by contrast, requires an advisor who tells him or her what the key people issues are, and who rigorously influences him or her about the solutions.

Dr. Stephen R. Covey has rightly said “Management works in the system, leadership works on the system.” This clearly highlights one of the biggest expectations of a CEO from his HR manager. The emphasis is on the need of leadership that is skilled in identifying and developing talent.

A CEO expects the HR to identify the behaviours and skills that drive the organisation’s productivity and success. Senior HR executives are expected to be savvy interpreters of trends, with the ability to translate trends into valuable opportunities for the company, preparing the workforce to drive more productivity in the business. Read more...