Posts tagged with "National Economic Planning and Entrepreneurship"
Wednesday, 1. November 2006, 06:24:31
time & Integrated Programme, MBA institute India, BBA institute India, IIPM International Business management Institute I
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Dean's Message
Professor Arindam Chaudhuri, renowned management guru & economist; Dean, Center for Economic Research & Advanced Studies
We need to understand that sustainable growth can be achieved only by committing ourselves to macro level growth strategies that would encompass the bottom 80% of the population and not just the top 20%. This conscientious approach would make a growth rate of 12% per capita per annum possible. In the light of globalization of the Indian economy and capitulation of Indian brands, it is imperative for tomorrow's leaders to be aware of the above mentioned facts, so that they can face the emerging global challenges of international markets with confidence, while remaining committed to remove massive poverty of Indian masses within a generation. While some wealthy nations enjoy the luxury of material of plenty, the fact remains that more than twice the number of people killed in the 2nd world war die every year of hunger and curable diseases. And yet we fail to realize that unrestricted satisfaction of all desires is not conducive to human well being! Nor is it the way to happiness, or for that matter, even maximum pleasure!! When the wealthy nations today talk of 'being one' with the rest of the world, and of concepts of global village, their talks simply border on hypocrisy. The time has come for India to lead the way in showing that this carnage can be stopped with the help of determined leadership and long term committed vision. The Indian managers need to develop a strong vision for their companies, and most importantly, for the people who work for them, apart from having a terrific sense of commitment for the country, great motivational skills and leadership qualities. A growth rate of 12% per capita per annum would imply that India can beat U.S.A. in terms of purchasing power parity within the next 25 to 30 years and become economically the strongest country in the world. For this, the Government of India needs to support the Indian organizations with suitable pro-people & pro-India policies, which would help Indian organizations in becoming stronger to compete in the world market successfully. Future leaders must be aware of this and not remain intellectually handicapped. IIPM strives for these commitments and continuously endeavours to educate its students and clients on these issues with the belief that sooner than later, structured economic independence can be achieved through a coordinated effort...
Monday, 25. September 2006, 10:34:57
time & Integrated Programme, National Economic Planning and Entrepreneurship, programs in India, Business Management Institute India
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The American labor force has changed profoundly during the nation's evolution from an agrarian society into a modern industrial state.
The United States remained a largely agricultural nation until late in the 19th century. Unskilled workers fared poorly in the early U.S. economy, receiving as little as half the pay of skilled craftsmen, artisans, and mechanics. About 40 percent of the workers in the cities were low-wage laborers and seamstresses in clothing factories, often living in dismal circumstances. With the rise of factories, children, women, and poor immigrants were commonly employed to run machines.
The late 19th century and the 20th century brought substantial industrial growth. Many Americans left farms and small towns to work in factories, which were organized for mass production and characterized by steep hierarchy, a reliance on relatively unskilled labor, and low wages. In this environment, labor unions gradually developed clout. Eventually, they won substantial improvements in working conditions. They also changed American politics; often aligned with the Democratic Party, unions represented a key constituency for much of the social legislation enacted from the time of President Franklin D. Roosevelt's New Deal in the 1930s through the Kennedy and Johnson administrations of the 1960s.
Organized labor continues to be an important political and economic force today, but its influence has waned markedly. Manufacturing has declined in relative importance, and the service sector has grown. More and more workers hold white-collar office jobs rather than unskilled, blue-collar factory jobs. Newer industries, meanwhile, have sought highly skilled workers who can adapt to continuous changes produced by computers and other new technologies. A growing emphasis on customization and a need to change products frequently in response to market demands has prompted some employers to reduce hierarchy and to rely instead on self-directed, interdisciplinary teams of workers.
Organized labor, rooted in industries such as steel and heavy machinery, has had trouble responding to these changes. Unions prospered in the years immediately following World War II, but in later years, as the number of workers employed in the traditional manufacturing industries has declined, union membership has dropped. Employers, facing mounting challenges from low-wage, foreign competitors, have begun seeking greater flexibility in their employment policies, making more use of temporary and part-time employees and putting less emphasis on pay and benefit plans designed to cultivate long-term relationships with employees. They also have fought union organizing campaigns and strikes more aggressively. Politicians, once reluctant to buck union power, have passed legislation that cut further into the unions' base. Meanwhile, many younger, skilled workers have come to see unions as anachronisms that restrict their independence. Only in sectors that essentially function as monopolies -- such as government and public schools -- have unions continued to make gains.
Despite the diminished power of unions, skilled workers in successful industries have benefited from many of the recent changes in the workplace. But unskilled workers in more traditional industries often have encountered difficulties. The 1980s and 1990s saw a growing gap in the wages paid to skilled and unskilled workers. While American workers at the end of the 1990s thus could look back on a decade of growing prosperity born of strong economic growth and low unemployment, many felt uncertain about what the future would bring.
Labor Standards
Economists attribute some of America's economic success to the flexibility of its labor markets. Employers say that their ability to compete depends in part on having the freedom to hire or lay off workers as market conditions change. American workers, meanwhile, traditionally have been mobile themselves; many see job changes as a means of improving their lives. On the other hand, employers also traditionally have recognized that workers are more productive if they believe their jobs offer them long-term opportunities for advancement, and workers rate job security among their most important economic objectives.
The history of American labor involves a tension between these two sets of values -- flexibility and long-term commitment. Since the mid-1980s, many analysts agree, employers have put more emphasis on flexibility. Perhaps as a result, the bonds between employers and employees have become weaker. Still, a wide range of state and federal laws protect the rights of workers. Some of the most important federal labor laws include the following.
- The Fair Labor Standards Act of 1938 sets national minimum wages and maximum hours individuals can be required to work. It also sets rules for overtime pay and standards to prevent child-labor abuses. In 1963, the act was amended to prohibit wage discrimination against women. Congress adjusts the minimum wage periodically, although the issue often is politically contentious. In 1999, it stood at $5.15 per hour, although the demand for workers was so great at the time that many employers -- even those who hired low-skilled workers -- were paying wages above the minimum. Some individual states set higher wage floors.
- The Civil Rights Act of 1964 establishes that employers cannot discriminate in hiring or employment practices on the basis of race, sex, religion, and national origin (the law also prohibits discrimination in voting and housing).
- The Age and Discrimination in Employment Act of 1967 protects older workers against job discrimination.
- The Occupational Health and Safety Act of 1971 requires employers to maintain safe working conditions. Under this law, the Occupational Safety and Health Administration (OSHA) develops workplace standards, conducts inspections to assess compliance with them, and issues citations and imposes penalties for noncompliance.
- The Employee Retirement Income Security Act, or ERISA, sets standards for pension plans established by businesses or other nonpublic organizations. It was enacted in 1974.
- The Family and Medical Leave Act of 1993 guarantees employees unpaid time off for childbirth, for adoption, or for caring for seriously-ill relatives.
- The Americans With Disabilities Act, passed in 1990, assures job rights for handicapped persons.
Pensions and Unemployment Insurance
In the United States, employers play a key role in helping workers save for retirement. About half of all privately employed people and most government employees are covered by some type of pension plan. Employers are not required to sponsor pension plans, but the government encourages them to do so by offering generous tax breaks if they establish and contribute to employee pensions.
The federal government's tax collection agency, the Internal Revenue Service, sets most rules governing pension plans, and a Labor Department agency regulates plans to prevent abuses. Another federal agency, the Pension Benefit Guaranty Corporation, insures retiree benefits under traditional private pensions; a series of laws enacted in the 1980s and 1990s boosted premium payments for this insurance and stiffened requirements holding employers responsible for keeping their plans financially healthy.
The nature of employer-sponsored pensions changed substantially during the final three decades of the 20th century. Many employers -- especially small employers -- stopped offering traditional "defined benefit" plans, which provide guaranteed monthly payments to retirees based on years of service and salary. Instead, employers increasingly offer "defined contribution" plans. In a defined contribution plan, the employer is not responsible for how pension money is invested and does not guarantee a certain benefit. Instead, employees control their own pension savings (many employers also contribute, although they are not required to do so), and workers can hold onto the savings even if they change jobs every few years. The amount of money available to employees upon retirement, then, depends on how much has been contributed and how successfully the employees invest their own the funds.
The number of private defined benefit plans declined from 170,000 in 1965 to 53,000 in 1997, while the number of defined contribution plans rose from 461,000 to 647,000 -- a shift that many people believe reflects a workplace in which employers and employees are less likely to form long-term bonds.
The federal government administers several types of pension plans for its employees, including members of the military and civil service as well as disabled war veterans. But the most important pension system run by the government is the Social Security program, which provides full benefits to working people who retire and apply for benefits at age 65 or older, or reduced benefits to those retiring and applying for benefits between the ages of 62 and 65. Although the program is run by a federal agency, the Social Security Administration, its funds come from employers and employees through payroll taxes. While Social Security is regarded as a valuable "safety net" for retirees, most find that it provides only a portion of their income needs when they stop working. Moreover, with the post-war baby-boom generation due to retire early in the 21st century, politicians grew concerned in the 1990s that the government would not be able to pay all of its Social Security obligations without either reducing benefits or raising payroll taxes. Many Americans considered ensuring the financial health of Social Security to be one of the most important domestic policy issues at the turn of the century.
Many people -- generally those who are self-employed, those whose employers do not provide a pension, and those who believe their pension plans inadequate -- also can save part of their income in special tax-favored accounts known as Individual Retirement Accounts (IRAs) and Keogh plans.
Unlike Social Security, unemployment insurance, also established by the Social Security Act of 1935, is organized as a federal-state system and provides basic income support for unemployed workers. Wage-earners who are laid off or otherwise involuntarily become unemployed (for reasons other than misconduct) receive a partial replacement of their pay for specified periods.
Each state operates its own program but must follow certain federal rules. The amount and duration of the weekly unemployment benefits are based on a worker's prior wages and length of employment. Employers pay taxes into a special fund based on the unemployment and benefits-payment experience of their own work force. The federal government also assesses an unemployment insurance tax of its own on employers. States hope that surplus funds built up during prosperous times can carry them through economic downturns, but they can borrow from the federal government or boost tax rates if their funds run low. States must lengthen the duration of benefits when unemployment rises and remains above a set "trigger" level. The federal government may also permit a further extension of the benefits payment period when unemployment climbs during a recession, paying for the extension out of general federal revenues or levying a special tax on employers. Whether to extend jobless-pay benefits frequently becomes a political issue since any extension boosts federal spending and may lead to tax increases.
The Labor Movement's Early Years
Many laws and programs designed to enhance the lives of working people in America came during several decades beginning in the 1930s, when the American labor movement gained and consolidated its political influence. Labor's rise did not come easily; the movement had to struggle for more than a century and a half to establish its place in the American economy.
Unlike labor groups in some other countries, U.S. unions sought to operate within the existing free enterprise system -- a strategy that made it the despair of socialists. There was no history of feudalism in the United States, and few working people believed they were involved in a class struggle. Instead, most workers simply saw themselves as asserting the same rights to advancement as others. Another factor that helped reduce class antagonism is the fact that U.S. workers -- at least white male workers -- were granted the right to vote sooner than workers in other countries.
Since the early labor movement was largely industrial, union organizers had a limited pool of potential recruits. The first significant national labor organization was the Knights of Labor, founded among garment cutters in 1869 in Philadelphia, Pennsylvania, and dedicated to organizing all workers for their general welfare. By 1886, the Knights had about 700,000 members, including blacks, women, wage-earners, merchants, and farmers alike. But the interests of these groups were often in conflict, so members had little sense of identity with the movement. The Knights won a strike against railroads owned by American millionaire Jay Gould in the mid-1880s, but they lost a second strike against those railroads in 1886. Membership soon declined rapidly.
In 1881, Samuel Gompers, a Dutch immigrant cigar-maker, and other craftsmen organized a federation of trade unions that five years later became the American Federation of Labor (AFL). Its members included only wage-earners, and they were organized along craft lines. Gompers was its first president. He followed a practical strategy of seeking higher wages and better working conditions -- priorities subsequently picked up by the entire union movement.
AFL labor organizers faced staunch employer opposition. Management preferred to discuss wages and other issues with each worker, and they often fired or blacklisted (agreeing with other companies not to hire) workers who favored unions. Sometimes they signed workers to what were known as yellow-dog contracts, prohibiting them from joining unions. Between 1880 and 1932, the government and the courts were generally sympathetic to management or, at best, neutral. The government, in the name of public order, often provided federal troops to put down strikes. Violent strikes during this era resulted in numerous deaths, as persons hired by management and unions fought.
The labor movement suffered a setback in 1905, when the Supreme Court said the government could not limit the number of hours a laborer worked (the court said such a regulation restricted a worker's right to contract for employment). The principle of the "open shop," the right of a worker not to be forced to join a union, also caused great conflict.
The AFL's membership stood at 5 million when World War I ended. The 1920s were not productive years for organizers, however. Times were good, jobs were plentiful, and wages were rising. Workers felt secure without unions and were often receptive to management claims that generous personnel policies provided a good alternative to unionism. The good times came to an end in 1929, however, when the Great Depression hit.
Depression and Post-War Victories
The Great Depression of the 1930s changed Americans' view of unions. Although AFL membership fell to fewer than 3 million amidst large-scale unemployment, widespread economic hardship created sympathy for working people. At the depths of the Depression, about one-third of the American work force was unemployed, a staggering figure for a country that, in the decade before, had enjoyed full employment. With the election of President Franklin D. Roosevelt in 1932, government -- and eventually the courts -- began to look more favorably on the pleas of labor. In 1932, Congress passed one of the first pro-labor laws, the Norris-La Guardia Act, which made yellow-dog contracts unenforceable. The law also limited the power of federal courts to stop strikes and other job actions.
When Roosevelt took office, he sought a number of important laws that advanced labor's cause. One of these, the National Labor Relations Act of 1935 (also known as the Wagner Act) gave workers the right to join unions and to bargain collectively through union representatives. The act established the National Labor Relations Board (NLRB) to punish unfair labor practices and to organize elections when employees wanted to form unions. The NLRB could force employers to provide back pay if they unjustly discharged employees for engaging in union activities.
With such support, trade union membership jumped to almost 9 million by 1940. Larger membership rolls did not come without growing pains, however. In 1935, eight unions within the AFL created the Committee for Industrial Organization (CIO) to organize workers in such mass-production industries as automobiles and steel. Its supporters wanted to organize all workers at a company -- skilled and unskilled alike -- at the same time. The craft unions that controlled the AFL opposed efforts to unionize unskilled and semiskilled workers, preferring that workers remain organized by craft across industries. The CIO's aggressive drives succeeded in unionizing many plants, however. In 1938, the AFL expelled the unions that had formed the CIO. The CIO quickly established its own federation using a new name, the Congress of Industrial Organizations, which became a full competitor with the AFL.
After the United States entered World War II, key labor leaders promised not to interrupt the nation's defense production with strikes. The government also put controls on wages, stalling wage gains. But workers won significant improvements in fringe benefits -- notably in the area of health insurance. Union membership soared.
When the war ended in 1945, the promise not to strike ended as well, and pent-up demand for higher wages exploded. Strikes erupted in many industries, with the number of work stoppages reaching a peak in 1946. The public reacted strongly to these disruptions and to what many viewed as excessive power of unions allowed by the Wagner Act. In 1947, Congress passed the Labor Management Relations Act, better known as the Taft-Hartley Act, over President Harry Truman's veto. The law prescribed standards of conduct for unions as well as for employers. It banned "closed shops," which required workers to join unions before starting work; it permitted employers to sue unions for damages inflicted during strikes; it required unions to abide by a 60-day "cooling-off" period before striking; and it created other special rules for handling strikes that endangered the nation's health or safety. Taft-Hartley also required unions to disclose their finances. In light of this swing against labor, the AFL and CIO moved away from their feuding and finally merged in 1955, forming the AFL-CIO. George Meany, who was president of the AFL, became president of the new organization.
Unions gained a new measure of power in 1962, when President John F. Kennedy issued an executive order giving federal employees the right to organize and to bargain collectively (but not to strike). States passed similar legislation, and a few even allowed state government workers to strike. Public employee unions grew rapidly at the federal, state, and local levels. Police, teachers, and other government employees organized strikes in many states and cities during the 1970s, when high inflation threatened significant erosion of wages.
Union membership among blacks, Mexican-Americans, and women increased in the 1960s and 1970s. Labor leaders helped these groups, who often held the lowest-wage jobs, to obtain higher wages. Cesar E. Chavez, a Mexican-American labor leader, for example, worked to organize farm laborers, many of them Mexican-Americans, in California, creating what is now the United Farm Workers of America.
The 1980s and 1990s: The End of Paternalism
Despite occasional clashes and strikes, companies and unions generally developed stable relationships during the 1940s, 1950s, and 1960s. Workers typically could count on employers to provide them jobs as long as needed, to pay wages that reflected the general cost of living, and to offer comfortable health and retirement benefits.
Such stable relationships depended on a stable economy -- one where skills and products changed little, or at least changed slowly enough that employers and employees could adapt relatively easily. But relations between unions and their employees grew testy during the 1960s and 1970s. American dominance of the world's industrial economy began to diminish. When cheaper -- and sometimes better -- imports began to flood into the United States, American companies had trouble responding quickly to improve their own products. Their top-down managerial structures did not reward innovation, and they sometimes were stymied when they tried to reduce labor costs by increasing efficiency or reducing wages to match what laborers were being paid in some foreign countries.
In a few cases, American companies reacted by simply shutting down and moving their factories elsewhere -- an option that became increasingly easy as trade and tax laws changed in the 1980s and 1990s. Many others continued to operate, but the paternalistic system began to fray. Employers felt they could no longer make lifetime commitments to their workers. To boost flexibility and reduce costs, they made greater use of temporary and part-time workers. Temporary-help firms supplied 417,000 employees, or 0.5 percent of non-farm payroll employment, in 1982; by 1998, they provided 2.8 million workers, or 2.1 percent of the non-farm work force. Changes came in hours worked, too. Workers sometimes sought shorter work weeks, but often companies set out to reduce hours worked in order to cut both payroll and benefits costs. In 1968, 14 percent of employees worked less than 35 hours a week; in 1994, that figure was 18.9 percent.
As noted, many employers shifted to pension arrangements that placed more responsibility in the hands of employees. Some workers welcomed these changes and the increased flexibility they allowed. Still, for many other workers, the changes brought only insecurity about their long-term future. Labor unions could do little to restore the former paternalistic relationship between employer and employee. They were left to helping members try to adapt to them.
Union membership generally declined through the 1980s and 1990s, with unions achieving only modest success in organizing new workplaces. Organizers complained that labor laws were stacked against them, giving employers too much leeway to stall or fight off union elections. With union membership and political power declining, dissident leader John Sweeney, president of the Service Employees International Union, challenged incumbent Lane Kirkland for the AFL-CIO presidency in 1995 and won. Kirkland was widely criticized within the labor movement as being too engrossed in union activities abroad and too passive about challenges facing unions at home. Sweeney, the federation's third president in its 40-plus years, sought to revive the lagging movement by beefing up organizing and getting local unions to help each other's organizing drives. The task proved difficult, however.
The New Work Force
Between 1950 and late 1999, total U.S. non-farm employment grew from 45 million workers to 129.5 million workers. Most of the increase was in computer, health, and other service sectors, as information technology assumed an ever-growing role in the U.S. economy. In the 1980s and 1990s, jobs in the service-producing sector -- which includes services, transportation, utilities, wholesale and retail trade, finance, insurance, real estate, and government -- rose by 35 million, accounting for the entire net gain in jobs during those two decades. The growth in service sector employment absorbed labor resources freed by rising manufacturing productivity.
Service-related industries accounted for 24.4 million jobs, or 59 percent of non-farm employment, in 1946. By late 1999, that sector had grown to 104.3 million jobs, or 81 percent of non-farm employment. Conversely, the goods-producing sector -- which includes manufacturing, construction, and mining -- provided 17.2 million jobs, or 41 percent of non-farm employment in 1946, but grew to just 25.2 million, or 19 percent of non-farm employment, in late 1999. But many of the new service jobs did not pay as highly, nor did they carry the many benefits, as manufacturing jobs. The resulting financial squeeze on many families encouraged large numbers of women to enter the work force.
In the 1980s and 1990s, many employers developed new ways to organize their work forces. In some companies, employees were grouped into small teams and given considerable autonomy to accomplish tasks assigned them. While management set the goals for the work teams and monitored their progress and results, team members decided among themselves how to do their work and how to adjust strategies as customer needs and conditions changed. Many other employers balked at abandoning traditional management-directed work, however, and others found the transition difficult. Rulings by the National Labor Relations Board that many work teams used by nonunion employers were illegal management-dominated "unions" were often a deterrent to change.
Employers also had to manage increasingly diverse work forces in the 1980s and 1990s. New ethnic groups -- especially Hispanics and immigrants from various Asian countries -- joined the labor force in growing numbers, and more and more women entered traditionally male-dominated jobs. A growing number of employees filed lawsuits charging that employers discriminated against them on the basis of race, gender, age, or physical disability. The caseload at the federal Equal Employment Opportunity Commission, where such allegations are first lodged, climbed to more than 16,000 in 1998 from some 6,900 in 1991, and lawsuits clogged the courts. The legal actions had a mixed track record in court. Many cases were rebuffed as frivolous, but courts also recognized a wide range of legal protections against hiring, promotion, demotion, and firing abuses. In 1998, for example, U.S. Supreme Court rulings held that employers must ensure that managers are trained to avoid sexual harassment of workers and to inform workers of their rights.
The issue of "equal pay for equal work" continued to dog the American workplace. While federal and state laws prohibit different pay rates based on sex, American women historically have been paid less than men. In part, this differential arises because relatively more women work in jobs -- many of them in the service sector -- that traditionally have paid less than other jobs. But union and women's rights organizations say it also reflects outright discrimination. Complicating the issue is a phenomenon in the white-collar workplace called the glass ceiling, an invisible barrier that some women say holds them back from promotion to male-dominated executive or professional ranks. In recent years, women have obtained such jobs in growing numbers, but they still lag significantly considering their proportion of the population.
Similar issues arise with the pay and positions earned by members of various ethnic and racial groups, often referred to as "minorities" since they make up a minority of the general population. (At the end of the 20th century, the majority of Americans were Caucasians of European descent, although their percentage of the population was dropping.) In addition to nondiscrimination laws, the federal government and many states adopted "affirmative action" laws in the 1960s and 1970s that required employers to give a preference in hiring to minorities in certain circumstances. Advocates said minorities should be favored in order to rectify years of past discrimination against them. But the idea proved a contentious way of addressing racial and ethnic problems. Critics complained that "reverse discrimination" was both unfair and counterproductive. Some states, notably California, abandoned affirmative action policies in the 1990s. Still, pay gaps and widely varying unemployment rates between whites and minorities persist. Along with issues about a woman's place in the work force, they remain some of the most troublesome issues facing American employers and workers.
Exacerbating pay gaps between people of different sexes, race, or ethnic backgrounds was the general tension created in the 1980s and 1990s by cost-cutting measures at many companies. Sizable wage increases were no longer considered a given; in fact, workers and their unions at some large, struggling firms felt they had to make wage concessions -- limited increases or even pay cuts -- in hopes of increasing their job security or even saving their employers. Two-tier wage scales, with new workers getting lower pay than older ones for the same kind of work, appeared for a while at some airlines and other companies. Increasingly, salaries were no longer set to reward employees equally but rather to attract and retain types of workers who were in short supply, such as computer software experts. This helped contribute even more to the widening gap in pay between highly skilled and unskilled workers. No direct measurement of this gap exists, but U.S. Labor Department statistics offer a good indirect gauge. In 1979, median weekly earnings ranged from $215 for workers with less than a secondary school education to $348 for college graduates. In 1998, that range was $337 to $821.
Even as this gap widened, many employers fought increases in the federally imposed minimum wage. They contended that the wage floor actually hurt workers by increasing labor costs and thereby making it harder for small businesses to hire new people. While the minimum wage had increased almost annually in the 1970s, there were few increases during the 1980s and 1990s. As a result, the minimum wage did not keep pace with the cost of living; from 1970 to late 1999, the minimum wage rose 255 percent (from $1.45 per hour to $5.15 per hour), while consumer prices rose 334 percent. Employers also turned increasingly to "pay-for-performance" compensation, basing workers' pay increases on how particular individuals or their units performed rather than providing uniform increases for everyone. One survey in 1999 showed that 51 percent of employers used a pay-for-performance formula, usually to determine wage hikes on top of minimal basic wage increases, for at least some of their workers.
As the skilled-worker shortage continued to mount, employers devoted more time and money to training employees. They also pushed for improvements in education programs in schools to prepare graduates better for modern high-technology workplaces. Regional groups of employers formed to address training needs, working with community and technical colleges to offer courses. The federal government, meanwhile, enacted the Workplace Investment Act in 1998, which consolidated more than 100 training programs involving federal, state, and business entities. It attempted to link training programs to actual employer needs and give employers more say over how the programs are run.
Meanwhile, employers also sought to respond to workers' desires to reduce conflicts between the demands of their jobs and their personal lives. "Flex-time," which gives employees greater control over the exact hours they work, became more prevalent. Advances in communications technology enabled a growing number of workers to "telecommute" -- that is, to work at home at least part of the time, using computers connected to their workplaces. In response to demands from working mothers and others interested in working less than full time, employers introduced such innovations as job-sharing. The government joined the trend, enacting the Family and Medical Leave Act in 1993, which requires employers to grant employees leaves of absence to attend to family emergencies.
The Decline of Union Power
The changing conditions of the 1980s and 1990s undermined the position of organized labor, which now represented a shrinking share of the work force. While more than one-third of employed people belonged to unions in 1945, union membership fell to 24.1 percent of the U.S. work force in 1979 and to 13.9 percent in 1998. Dues increases, continuing union contributions to political campaigns, and union members' diligent voter-turnout efforts kept unions' political power from ebbing as much as their membership. But court decisions and National Labor Relations Board rulings allowing workers to withhold the portion of their union dues used to back, or oppose, political candidates, undercut unions' influence.
Management, feeling the heat of foreign and domestic competition, is today less willing to accede to union demands for higher wages and benefits than in earlier decades. It also is much more aggressive about fighting unions' attempts to organize workers. Strikes were infrequent in the 1980s and 1990s, as employers became more willing to hire strikebreakers when unions walk out and to keep them on the job when the strike was over. (They were emboldened in that stance when President Ronald Reagan in 1981 fired illegally striking air traffic controllers employed by the Federal Aviation Administration.)
Automation is a continuing challenge for union members. Many older factories have introduced labor-saving automated machinery to perform tasks previously handled by workers. Unions have sought, with limited success, a variety of measures to protect jobs and incomes: free retraining, shorter workweeks to share the available work among employees, and guaranteed annual incomes.
The shift to service industry employment, where unions traditionally have been weaker, also has been a serious problem for labor unions. Women, young people, temporary and part-time workers -- all less receptive to union membership -- hold a large proportion of the new jobs created in recent years. And much American industry has migrated to the southern and western parts of the United States, regions that have a weaker union tradition than do the northern or the eastern regions.
As if these difficulties were not enough, years of negative publicity about corruption in the big Teamsters Union and other unions have hurt the labor movement. Even unions' past successes in boosting wages and benefits and improving the work environment have worked against further gains by making newer, younger workers conclude they no longer need unions to press their causes. Union arguments that they give workers a voice in almost all aspects of their jobs, including work-site safety and work grievances, are often ignored. The kind of independent-minded young workers who sparked the dramatic rise of high-technology computer firms have little interest in belonging to organizations that they believe quash independence.
Perhaps the biggest reason unions faced trouble in recruiting new members in the late 1990s, however, was the surprising strength of the economy. In October and November 1999, the unemployment rate had fallen to 4.1 percent. Economists said only people who were between jobs or chronically unemployed were out of work. For all the uncertainties economic changes had produced, the abundance of jobs restored confidence that America was still a land of opportunity.
Saturday, 26. August 2006, 05:17:55
time & Integrated Programme, National Economic Planning and Entrepreneurship, programs in India, Business Management Institute India
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Poland outlook :- A News by IIPM Publication & Business & Economy
Overview: Polish economy
The GDP of Poland has been constantly growing at a much faster pace than the Euro area. Poland, which is a $300 billion economy expanded by 3.2% in 2005, as against Euro area’s 1.3%. The economy is expected to remain upbeat. Total domestic demand is expected to expand by 4.4% in 2006, as against 2.1% in 2005. Unemployment is expected to fall in 2006, but still remains a cause of concern.
Foreign trade: Exports & imports
Merchandise exports touched $96 billion in 2005; which was 32% of GDP. Imports were at $98.5 billion, resulting in a negative goods balance of $2.5 billion. The services balance stood at a positive of $2 billion in 2005. EU countries accounted for around 78% of Polish exports and 62% of Polish imports in the first quarter of 2006.
Balance of payments: Deficits
Polish international investment position has improved from last year. Current account deficit fell from $10 billion in 2004 to $4.3 billion in 2005. As percentage of GDP, it declined to 1.4% in 2005. Income balance continuous to remain in the red territory and slipped to a negative of $10.5 billion in 2005, as compared to a deficit of $11.5 billion last year. Reserve assets jumped to $8 billion in 2005 from $790 million in 2004.
CPI: Cost of living
Inflation in Poland has remained relatively stable and has declined over the years. Consumer prices as measured by CPI increased by 0.80% as on June-06, taken on a year-on-year basis. The economy also felt the heat of increasing crude oil prices quite severely. While the prices for administered products saw a decline, food and fuel prices witnessed the maximum amount of changes.
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Friday, 18. August 2006, 05:15:55
iipm+google=a news channel, time & Integrated Programme, National Economic Planning and Entrepreneurship, programs in India
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If Shakespeare was to describe the meaning of his statement, ‘If music be the food of love, play on,’ he would perhaps cite Google’s attraction to MTV’s music as an illustration, albeit in the corporate sense. The two giants have entered into an advertisement revenue sharing deal that allows MTV to share its videos with Google and in return share the revenues that come from advertisements. Also, the website owners and bloggers would be allowed to post the MTV videos and will get a share of the revenue every time a person clicks to watch the videos. Through this deal, MTV would be able to expand its online audience and Google, on the other hand would benefit through increase in flow of traffic to its website.
This move is largely appropriate as this would provide a clear edge to the search engine giant as its competition with many other search engines (like Yahoo, MSN and AOL) gets more intense by the day, and will position it better to fight competition in the online video market. But Google still withholds the information regarding the number of websites that will be allowed to host the MTV videos. Taking a broader perspective, the revenue sharing model between Google and MTV is poised to become popular because apart from benefiting the two entities, the new model also provides revenues to small website owners who will post the MTV videos. So if you are a Google maniac, its time to check out some video compilations as well. And if the doctor has prescribed a strict adherence to MTV music, and if you cannot carry your TV set around, don’t you worry – just walk into an internet cafe and watch the videos on Google!
News Center:- IIPM Publication and B&E
Monday, 7. August 2006, 04:42:32
MBA institute India, IIPM Full time & Integrated Programme, programs in India, National Economic Planning and Entrepreneurship
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IIPM's libraries constitute the basis of learning for students, faculty and executives. Spread across complete individual floors, IIPM libraries are frequented by innumerable visitors on any given day. Many visitors to the IIPM libraries are actually from other institutions and organizations. The IIPM libraries are supported internationally through the online reference system of Asia Development Intelligence Unit (ADIU) and also display the ongoing research undertaken by Business & Economy, one of India's leading business magazines. The online reference mechanism at IIPM libraries is considered to be one of the most exhaustive library supports currently functioning. Furthermore, with exhaustive wi-fi and local intranet support in all IIPM centers, IIPM libraries also provide the most updated global repositories of information available on the world wide web. Please note, the online IIPM library interface is accessible only to authorized students, faculty and executives.
All IIPM libraries maintain computerized index sheets for visitors to sort through books (current & new lists), journals (current & new lists), other magazines and papers (news, research, surveys etc). Further, the library staff of IIPM (including the Student Library Secretaries) regularly provide key reference information and tips for optimally utilizing the library's resources. Due to strict copyright rules, visitors have to necessarily take formal permission before copying any material in the library, electronically or otherwise.
Apart from over 10,000 titles in various management and non- management related areas, the various sections in any IIPM library would cover the following areas: Library News, Library Catalogues, Electronic Resources, General Information, Faculty & Fellow Services, Examination Papers, Readings and the Online Library Section.
Thursday, 3. August 2006, 07:41:53
IIPM Full time & Integrated Programme, National Economic Planning and Entrepreneurship, programs in India, Business Management Institute India
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World Conference on Global Opportunities & Threats Analysis: The GOTA programme for this year has had sponsorship and support from some of the world's leading organizations. IIPM students visited various organizations in Europe, North America & Asia during the months of March, April and May 2002 and understood global dynamics of managing international businesses and undertaking strategies in multi-national corporations. Finally, this culminated in the World Conference on Global Opportunities and Threats conducted at the ADIU Convention Center, National Chambers of Commerce & Industry, New Delhi on July 1st, 2nd and 3rd 2002 wherein student & faculty participants from various business schools across the world were sponsored by IIPM to participate and learn from the combined experiences of various IIPM students & faculty. Many multi-national corporations also sent their corporate participants to the conference, thus enhancing the industry involvement. The conference was a huge success with extremely high levels of involved learning gained by participants from across the world. Commendation Certificates and Letters of Appreciation were designated and awarded to various top management personnel in organizations across the world for contributing to the GOTA programme.
IMI professors from Europe, Professor Luc Van Mele and Dr. Patrick Martin, submit Class of 2002 degrees after the Annual Convocation lecture at the New Delhi campus. Professor A.Sandeep awards the MIS degrees at the convocation at the Mumbai campus.
European Commission funded Wilton Park Conference rates IIPM faculty amongst top 50 thinkers of South Asia.
Arthur Andersen Commendation Letter to HRIC: "This is to put on record the Outstanding support from HRIC...in the Business Consulting Practice of Andersen..."
ADIU Online Library becomes one of the largest online library resource database in the world.
Students of the Class of 2004 joined the best that the industry had to offer. More than 100 companies participated in this year's campus placement session. The companies that vied against each other for recruiting the Class of 2004 included HSBC, LG, McKinsey & Co, PricewaterhouseCoopers, Electrolux, Asian Paints, ICICI Prudential, Coca Cola, HDFC Bank etc. More than 20% of the companies that came to the campus were first time recruiters. Like last year, the specialization stream that took the maximum recruitments was again marketing. However, Salary average was the highest in the Finance specialization. HR and IT were at ranks below Marketing & Finance specializations.
Coke selects 8 students, PricewaterhouseCoopers selects 5 students, becoming the top two recruiters in terms of numbers of students selected during campus placements.
University of Leeds, Brisbane University join an admirable list of US, Canadian & Australian Universities that have opened doors to IIPM students for undertaking further studies.
Professor Arindam Chaudhuri's recent book 'Count Your Chickens Before They Hatch' creates a record in India for having the maximum number of copies sold, beating titles like Jack Welch's 'Straight From The Gut' etc.
United Nations provides the first ever of its kind 'Security Council Briefing' to IIPM students in the previous GOTA tour.
Confederation of Indian Industry invites IIPM faculty to undertake key note speeches at the annual CII conference.
IIPM & Rotary Blood Bank organize blood donation camp.
IIM Calcutta selects IIPM alumni for higher education & advanced management courses.
News At Work (continued alongside)
Faculty from INSEAD, teach IIPM students during the GOTA tour.
IIT Kharagpur invites IIPM faculty to speak at the annual festival Ideon 2002.
IIPM sponsors year long academic research fellowships for fellows to stay in China, Malaysia and Indonesia.
IIPM Alumni meet in December 2002; National & International Alumni Chapters finalizing the exact details in August 2002.
Two IIPM alumni sponsored by Brisbane University (Australia) to visit Copenhagen (Denmark) as a part of the annual student exchange programs.
O&M commends IIPM's ICMR division for providing one of the most excellent best market research support.
HRIC's workshops rated as 'Outstanding' & 'Excellent' by top managers of Fortune 1000 organizations like Sony, Samsung, Adobe, Government of India.
Microsoft & Andersen become highest net worth clients of HRIC.
2002 saw Nike, Mahindra & Mahindra, Planet Sports take ICPAR services for PR efforts.
Indian Oil Corporation, O&M, Akai, Sony become clients of ICMR. India's biggest research on the consumer durables segment undertaken by ICMR for a leading electronic segment player.
Visit Professor Arindam Chaudhuri's web pages.
Visit Planman Consulting's official web site.
Visit GroovyJobs, the official jobs site of IIPM & Planman Consulting.
Search for Planman on the Internet using Google.
Search for IIPM on Internet using Google.
Search for Professor Arindam Chaudhuri on the Internet using Google.
Visit the Advanced Search page at Google.
Thursday, 27. July 2006, 06:44:33
IIPM Full time & Integrated Programme, National Economic Planning and Entrepreneurship, programs in India, Business Management Institute India
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Indian Institute of Planning and Management (IIPM) is one of the oldest private management institution in India. The idea was conceptualised by an eminent former professor of IIM-Bangalore M K Chaudhuri and founder director of IIPM. why back in 1963, he had presented a proposal to Jawaharlal Nehru, the then Prime Minister to set up an "Institute for Planning and Administration of national Economy". he travelled throughout Europe to study similar institutions before his dream turned into really with the formal establishment of IIPM in 1973.
The Institute offers a two-year, full-time postgraduate (PG) programme in national economic Planning and Entrepreneurship with specialisations in finance, marketing and personnel. the course also has special focus on IT (designed and certified by CEP-IIT, Kharagpur, and taught by faculty from EI-Net 3L). IIPM has pioneered a three-year, full-time integrated programme for undergraduate (UG) students wherein after 10+2, the students undergo a bridging first-year followed by the same course in second and final year that the PG students do. In addition, IIPM offers fellowship, research associateship and research professorship programmes.
"Our course contents reflect current global reflect current global realities. the programmes have a wider coverage than any other MBA/MBE level programme taught in India. IIPM courses are widely acknowledged as superior to MBA courses elsewhere," Arindam Chaudhuri, dean. Centre for Economic research and Advance Studies (CERAS). "The fact has been authenticated by some distinguished individuals including two former deans of Faculty of management Studies, DU. M Adhikari and N R Chatterjee: and P K Jain, former head of the Department of Management Studies. IIT Delhi," he added.
Wednesday, 19. July 2006, 12:40:15
IIPM Full time & Integrated Programme, National Economic Planning and Entrepreneurship, programs in India, Business Management Institute India
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This section would inform the reader about details of whom to contact for applying to the various programs at IIPM, last dates for submitting the application forms and frequently asked questions. If you do not find the answers to your queries in this section, please visit the link on Contact Information and communicate with the appropriate authority.
Full time Programme in National Economic Planning and Entrepreneurship (2006 Applications)
Last date for submitting applications for Fulltime Programme in National Economic Planning and Entrepreneurship, 2006 Fall Winter Session: 29th July 2006 for candidates from Delhi, for candidates from other Indian cities, for candidates from Asian cities outside India, and for candidates from the Australian continent, for candidates from North American, European & African continents.
Last date for submitting applications for Integrated Programme in National Economic Planning and Entrepreneurship, 2006 Session: 29th July 2006 for candidates from Delhi, for candidates from other Indian cities, for candidates from Asian cities outside India, and for candidates from the Australian continent, for candidates from North American, European & African continents.
Course Commencement Date for the Spring Summer Session:: For IIPM Delhi: May 2006, For IIPM MumbaiMay 2006, For IIPM Pune: May 2006, For IIPM Bangalore: May 2006, For IIPM Chennai: May 2006, For IIPM Hyderabad: May 2006, For IIPM Ahmedabad: May 2006.
Course Commencement Date for the Fall Winter Session: For IIPM Delhi: August 2006, For IIPM Mumbai: August 2006, For IIPM Pune: August 2006, For IIPM Bangalore: August 2006, For IIPM Chennai: August 2006, For IIPM Hyderabad: August 2006, For IIPM Ahmedabad: August 2006.
Information Brochure & Application Forms: These can be obtained free of cost on working days from the following offices:
New Delhi Admissions Office: Level 1, IIPM Tower, B-27, Qutab Institutional Area, New Delhi: 110016, India; Phone: +91-11-41799993, 41799994; Email: Admissions@iipm.edu.
Mumbai Admissions Office: IIPM Tower, Junction of 32nd Road and S.V. Road, Bandra (West), Mumbai:400050, India; Phone: +91-22-56987878, 56988901, 56929681; Email: Admissions@iipm.edu.
Pune Admissions Office: IIPM Tower, 893/4, Bhandarkar Road, Deccan Gymkhana, Opp. Oakwood Hotel, Pune:4, Phone: 91-20-31031556, Email: Admissions@iipm.edu
Bangalore Admissions Office: IIPM Tower, 419, 100 Feet Road, Next to Canara Bank, Koramangala, Bangalore, Phone: 91-80-25084588, Email: Admissions@iipm.edu
Chennai Admissions Office: IIPM Tower, 145, Marshall Road, Egmore, Chennai, Phone: 91-44-55223310/1/2, Email: Admissions@iipm.edu.
Ahmedabad Admissions Office: IIPM Tower, 19, Inqulab Society, Opp. Sears Tower, Gulabi Tekra, Ahmedabad,
Email: Admissions@iipm.edu
Hyderabad Admissions Office: IIPM Tower, 6-3-252/2, Erramanzil, Banjara Hills, Hyderabad, Phone: 91-40-55766001, 23300212/13 Email: Admissions@iipm.edu
If application form is required by post (available free of cost) for New Delhi, Mumbai, Bangalore, Chennai, Pune, Hyderabad and Ahmedabad write to us at our office addresses (mentioned above) clearly stating the name of the programme for which the application is required, applicant's name and contact address.
Eligibility: For the Full time Programme in National Economic Planning and Entrepreneurship, applicant should be a graduate, or should be in the final year of graduation. No minimum percentage is required in graduation for applying. For the BBA program, applicant should have completed 10+2, or should be in the final year of high school (11/11+1/12th grade). No minimum percentage is required in 10+2 for applying to the BBA entrance exam.
All India Examination Procedure: For the Full time & Integrated programs, after the applications have been received and accepted, admit cards would be sent to candidates for the Entrance Examination. The Entrance Examination is conducted at more than 20 centers all over India. Please refer to the prospectus for the updated list of centers. All applicants who receive admit cards would have to undergo the Entrance Examination that would consist of three stages, namely, a written examination, group discussion and a personal interview. There would be no short-listing of applicants before all the three stages are over. Once the three stages are completed, the final selected list of applicants would receive individual communication from the Admissions Department at IIPM. Applicants can also call up the Admissions Department and verify selection details. Please visit visit the link on Contact Information for the relevant contact details.
Fees Details: Please refer to the Prospectus that contains term fees schedules for both the Full time & Integrated programs. Under a special agreement with IDBI Bank & UTI Bank, IIPM students are provided educational loans by IDBI Bank & UTI Bank during the course of study. However, IDBI Bank & UTI Bank reserve the right to accept or reject loan applications.
Residential Accommodation & Hostel Details: All selected applicants desiring hostel accommodation should contact the Admissions Department through email or phone and send an application requesting hostel quarters. rooms would be allotted on a first-come-first-serve basis by the Establishment Head. The hostels are separated on gender basis and hence female applicants would be allotted rooms in the women's hostels and male applicants would be allotted rooms in the men's hostels.
Additional Information: Applicants are encouraged to directly contact the Admissions Department at IIPM for any additional support through email, normal mail, phone, or physically. In case there is any urgent information requirement, applicants are advised to use the telephonic contact method. For details, please visit the link on Contact Information.
IIPM Fellowship Programs (2006 Applications)
Last date for submission of application forms: No last date is applicable in these programs. However, applicants are encouraged to submit their applications by March 31st for the Spring Summer session, and by September 30th for the Fall Winter session.
Course Commencement Date: Spring Summer (May) & Fall Winter (August).
Information Brochure & Application Forms: These can be obtained free of cost on working days from Admissions Departments, for New Delhi Base Level, IIPM Tower-I, B-27, Qutab Institutional Area, New Delhi: 110016, for Mumbai IIPM Tower, Junction of 32nd Road and S.V. Road, Bandra (West), Mumbai - 400050, for Pune IIPM Tower, 893/4, Bhandarkar Road, Deccan Gymkhana, Opp. Oakwood Hotel, Pune:4, for Bangalore IIPM Tower, 419, 100 Feet Road, Next to Canara Bank, Koramangala, Bangalore, for Chennai IIPM Tower, 145, Marshall Road, Egmore, Chennai, for Hyderabad IIPM Tower, 6-3-252/2, Erramanzil, Banjara Hills, Hyderabad:500082 and for Ahmedabad IIPM Tower, 19, Inqulab Society, Opp. Sears Tower, Gulabi Tekra, Ahmedabad If required by post, send a forwarding letter mentioning clearly the name of the programme for which the application is required, applicant's name and contact address to the address mentioned above Further, copies of published research papers and dissertations should be submitted alongwith the application.
Eligibility: Applicant should have completed a minimum of 16 years of education to apply for the IIPM fellowship programs. However, it is extremely preferred that the applicants have relevant work experience and have previously published research papers, articles etc.
Stipend Details: IIPM fellows would be awarded a monthly stipend that would be amongst the best in the academic field. Fellows would however have to pay the course fees. Details would be provided by respective Department & Unit Heads at IIPM once the applications are received.
Selection Methodology: Applicants would be asked to submit summaries of their interest areas. Once these are received, they would have to undergo interviews with specific Heads of Departments & Units. Selection results, stipend amounts and other fees would be communicated on the basis of these interviews.
googleba50c3461a51b222.html
Friday, 23. June 2006, 12:31:10
BEST BUSINESS SCHOOL, Business Management Institute India, Business school India, business studies india
...
Whats in a Name - Prof. Naveen Chamoli
Just as naming your new-born baby is important for his unique identity in society, so is naming your brand crucial to your company’s development
Glocalization -Prof. Amim Ahmed and Prof. Manohar GGlocalization has been a savior for many companies chasing diverse markets. Though it cannot be a universally applicable concept; this article looks into few examples of how companies leveraged glocalization to work wonders.
Good Film + Great Marketing = Hit Films- Prof. Viraj Kalra
Bollywood ka asli king kaun? An audience that appreciates sensible cinema? Or the brand manager, who wants a risk-free platform to effectively communicate brand messages? Or the pot-bellied film producer, who has finally realised the importance of film marketing? Viraj Kalra unravels the workings of one of the largest film industries in the world.
Media Wars - The good, the bad and the ugly - Prof. Rajita Chaudhuri
If you wish to position your product as the best in a particular market segment, try comparative advertising! But be warned. Success in a media war does not come without its own peculiar drawbacks, cautions.
The Art of Hustling~Narcissism as Philanthropy - Prof. Gaurav Sachdeo
A term more abused than used, `Corporate Social Responsibility’ camoufl ages the headlong rush to hoowink gullible consumers – and hook them. There are honorable exceptions, of course.
The way of the warrior - Prof. Namit SharmaMitsui & Co is ranked No 6 on the Forbes international list and No 11 on the Fortune 500 list. Its operations span 160 offices in 79 countries with over 700 subsidiaries across the globe. Among the Zaibatsu, Mitsui Bussan Kaisha, or Mitsui & Co, has stood out as an advocate of peaceful trade and international goodwill. Now, Mitsui is set to showcase its prowess in India and the South-West Asian Region.
The World at War, whose blood is it anyway - Prof. Abhimanyu Ghosh
Peeps into how marketing warfare strategies deliver a knockout punch to competitors.
When Nature Strikes - thousands die and others rise - Prof. Abhimanyu Ghosh
When the regional lords it over the national - Sutanu Guru
Local is not down market anymore. While regional brands are gaining acceptance, big national players often lose touch with aspirations at the grassroots level. The success of regional brands with an earthy appeal also reflects the growing confidence of the Indian consumer and a significant drop in the Indian inferiority complex related to English and all things foreign.
Technische Kaizer: Machen in Deutschland
Spiced up Pizzaz! - Amim Ahmed
Building the leading pizza company has required innovation, a commitment to quality, and dedication to service and value. What has also characterized Pizza Hut’s business through more than four decades of success are the qualities of entrepreneurship, growth and leadership.
The key success factor - PR Vs Advertisement? - Prof. Jaydip Dutta GuptaFor decades, there has been a tussle between two different schools of thoughts – one, pro-advertisement, the other pro-PR. Both the groups have always tried to pull the tide in their own favour. Although neither of these two tools of marketing communication could claim the stature of an undisputed leader, but very recently, PR has started eating up the humble pie out of advertisement’s claim to fame.
A Marketing Paradigm shift - Anirudh Sharma
Getting Inventory right
Exnovation - Prof. A. Sandeep
Organizations today do require innovation at certain levels; but internationally, being introduced is a mind-moving & path breaking aspect of process management that actually is defined as the opposite of innovation; or if we might be pardoned to rehash, a term better known as “Exnovation”. The author takes a deep look at the concepts of Exnovation as a capability and competency advancement technique.
Industrial Revolution to IT Revolution - Prof. Shailendra Pathak Marketing in the IT age has become more scientific and multi dimensional
Human Resource
Image maker or Corporate Strategist - Prof. Amim Ahmed“Most corporates want to work on stuff that will give returns day after tomorrow. PR takes longer time to yield results.”- Dilip Cherian. As a journalist, he used to chew politicians and critically analyse corporates. Today, as a PR consultant, he tries to give them an image makeover. Learn from him the power of PR.
Talent Management - A key business strategy - Prof. Rajlakshmi Saikia
A serious concern of every HR manager is to fight against a limited and diminishing pool of qualified available candidates... In a wired world of easy, me-too replications, solid employee value proposition reinforced by ‘The Human Factor’ can provide the winning difference.
Its all stress, tension and no pay -Prof. Mridu Singh
Ex Assistant Commissioner of Police and the Awardee of two President’s Police Medal,
Mr. K.S. Bedi uncovers the HR scenario in the Delhi Police Service...
Just say no to boring training - Prof. Naveen Chamoli
Great training uses an exciting blueprint to keep the participants interested and active. So please, before you schedule your next round of training, make sure it’s fun and interesting. If it’s (y-a-w-n) boring, you’re wasting your time and money and losing credibility with your employees.
Stress Busting Programme - Prof. Nitin RehlanIf you manage stress, instead of letting stress manage you, a balanced life is possible. IIPM Research reveals how stress is controllable if you have the right tools.
Advantage People, Game HR - Prof. Meghna Yadav
Organisations are redefining, reinventing and rediscovering HR processes in their quest to become magnets for talent; resulting in Value-creation for the employee and sustainable growth form the foundation of the framework for a successful organisation.
Evolving trends as HR rounds the bend - Prof. Rajlakshmi Saikia
Achieving organisational excellence must be the work of human resources. The question for managers is not ‘should we do away with HR?’, but ‘what should we do with HR?’. Human resource restructuring leads to reduced costs, but more importantly, it creates long-term value.
Post-Merger Culture Shock - Prof. Mridu Singh
Clash in two organisational cultures post-merger might lead to rivalry between employees of the two organisations and hostile ‘us-them’ attitudes, adversely affecting the merged entity in the long run.
Managing Psychological Contract - Prof. Dipankar Sarkar
World over, employee retention or ‘talent retention’ is a major concern for the organisations, both in private and public sectors. This research is an attempt to study the probable co-relation between employee retention and psychological contract.
Another side of attrition - Prof. K. Ramanathan
Unstopable !!! Yes!...You!
As you sow so shall you reap
Information Technology
Outsourcing - Prof. Vistasp Malegamwalla
Outsourcing is perhaps the answer to optimising corporate gains. Is India equipped to take the plunge yet?
To source or not to source - Prof. Vistasp Ma
Beware of Financial Watchdog
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