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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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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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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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..

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