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Vol. 6 Issue 1 Editor in-Chief Deepak Agarwal Editor Rajesh Parpyani Executive Editor Meena Pant Published by Consultancy Development Centre (CDC) Core IV B, 2nd Floor, India Habitat Centre, Lodhi Road, New Delhi-110003, INDIA Annual Subscription for each Volume of Two Issues is as follows:
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Packaging Trends in Food Processing Industry Dr. Manoj Kumar & Renu Sharma Corporate Acceleration Dan Coughlin In conversation with A Leader in Consulting Profession Role of Management Education in Leadership Development in India Dr. V. Tulasi Das & Prof. Noorbasha Abdul Dry Bulk Handling in Ports Prabir Kumar Datta Projects under PPP & Value for Money K K Kapila Hydrogen Economy – Where Do We Stand? Dr. B. Viswanathan Public-Private Partnership - Progress and Prospects Prof. M. Guruprasad Techno-economics of Bulk Caramic Production : An Overview Dr. G.S. Upadhayaya
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Book Reviews Author Profile
Editorial Advisory Board
Chairman Prof. Dilip K. Bandyopadhyay Vice Chancellor Guru Gobind Singh Indraprastha University, Delhi Members
Prof. B. Bhattacharya Vice Chairman & Distinguished Professor Institute for Integrated Learning in Management New Delhi Mr S. S. Chakraborty Managing Director Consulting Engineering Services (India) Pvt. Ltd. New Delhi Mr Rajiv Khurana Founder & Principal Consultant The Personnel Lab, Management Consultant New Delhi Dr. Aneeta Madhok, PhD, CMC Managing Director Open Spaces Consulting (P) Ltd. Formerly Chairperson, International Council of Management Consulting Institutes & Formerly President, Institute of Management Consultants of India Mumbai Mr Navyug Mohnot Managing Director QAI (India) Limited, New Delhi Mr N. S. Rajan Partner (Human Capital) Ernst & Young Pvt. Ltd., Gurgaon Mr G. Shankar President, Madras Consultancy Group Formerly Vice Chair, ICMCI & Formerly President, IMCI, Chennai
Mr Tanmoy Chakrabarty Vice President & Head Global Govt. Industry Group Tata Consultancy Services, New Delhi Mr Brian Ing Formerly Chairman The International Council of Management Consulting Institutes (ICMCI) Cambridge (U.K.) Dr Bhimaraya A. Metri Professor (Operations Management) Management Development Institute Gurgaon Dr Kiran Kumar Momaya Professor, Strategic / Technology Management and Competitiveness S. J. Mehta School of Management Indian Institute of Technology Bombay Mumbai Mr S. R. Rao President, Global Procurement Consultants Ltd. & Formerly Executive Director, EXIM Bank Mumbai Prof. P. B. Sharma Vice-Chancellor Delhi Technological University Delhi
CONSULTING AHEAD - VOL. 6 - ISSUE 1
Packaging Trends in Food Processing Industry
Packaging plays a vital role in food preservation and marketing. It also protects food from physical damage and conveys marketing and statutory information about the product. The packaging materials used in the food sector - primarily: glass, metal, plastic, laminates and paperboard - compete directly with one another, with success dependent on functionality, cost, and impact on brand value. This article gives a contemporary overview of food processing and emerging packaging technologies. It acquaints the reader with food preservation processes, shelf life and logistical considerations, hygiene, labeling, and package design.
Dr. Manoj Kumar
CONSULTING AHEAD - VOL. 6 - ISSUE 1 l 1
why it's work and why it's worth it
Imagine sliding into the driver's seat of a brand new Ferrari, easing it out onto the highway, and accelerating past 90 MPH, past 120 MPH and all the way to 150 MPH. It all seems so effortless. Okay, that's NOT what this paper is about. Accelerating your critical outcomes is work, hard work. Not necessarily back breaking work, although some grunt work will be required. More likely it will consist of the hardest kind of work, the mental kind. Accelerating is neither sexy nor euphoric. It requires rigor, discipline and commitment. At times, it will seem as though you will never make any progress and that colleagues you perceive as being lazy are accomplishing just as much as you. In his best-selling book, The Road Less Traveled (Touchstone, New York, 1978), Scott Peck opened with three simple words: life is difficult. He's right. Life really is difficult, and it is just as difficult for the accelerators as for the decliners. Years ago I was a high school math teacher and at every parentteacher conference I was asked what it took to get an "A" in my class. I always said it took both creativity and grunt work. Creativity to solve the problems on test day, but grunt work to do the homework, pay attention, take notes, ask questions and prepare for the tests. The same is true for people who want to accelerate their critical business outcomes. They need perseverance, flexibility, insights and new approaches.
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In conversation with A Leader in Consulting Profession
“Green Construction” using locally available material alongwith optimal, easy to construct designs should be the focus of budding consulting entrepreneurs in infrastructure projects…
K K Kapila has done Bachelor of Civil Engineering from M.B.M. Engineering College, Jodhpur,
India in 1968. He is a fellow of Institution of Engineers and a Chartered Civil Engineer. He held the position of Deputy Director in International Airport Authority of India up to August 1985 before setting up ICT Pvt. Ltd. He is Chairman and Managing Director of ICT Group Companies, headquartered in New Delhi. ICT Group is an ISO 9001:2008 certified, multi-disciplinary firm of international consultants, providing comprehensive professional consultancy services, for all facets of infrastructure projects. As a Chartered Civil Engineer, he is an eminent personality who holds several cognomens to his credit, viz. Fellow and Chartered Engineer of the Institution of Engineers (India), Fellow, International Association for Bridge and Structural Engineering. He was Vice-Chairman of the Indian National Group of the International Association for Bridge and Structural Engineering Association of India and is the immediate Past President of the Indian Building Congress. He has been Vice-President, Indian Roads Congress during 1991-92, and again during 1997-98, also a Member of its Highway Research Board. Has been Staff Consultant to the Asian Development Bank during 1991-1992. He is the first non-European unanimously elected Chairman of International Road Federation (IRF). Member, American Society of Civil Engineers, Fellow of New York Academy of Science, Founder Member and Secretary of Association of Airport Planners and Engineers (India). He has been Member of the Executive Committee, ASPAC, FIDIC from September 2006 to September 2009, Member of Indian Geotechnical Society, and Member of Indian Institution of Urban Transport. Chaired the interactive Session with the East African Community (EAC) delegation at Delhi on 21st February 2007 under the aegis of Confederation of Indian Industry (CII). He has been Vice-Chairman of Consultancy Development Centre
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In conversation with A Leader in Consulting Profession
set-up by DSIR, Government of India, New Delhi during 1997-1999, 2001-2003, 2003-2005 and 20062008. The multi-talented person has authored a large number of Papers published in various journals and is the recipient of a googol of awards. These include "Who is Who of the World in 1999-2000" (USA Publication) and later was conferred upon New Century Award as Member of "The GLOBAL 500" based upon his unique accomplishments and contribution to the Society by Barons Who's Who (USA). In 2001, he was selected "Man of the Year 2001" by the American Biographical Institute and its Board of International Research, for "his outstanding accomplishments to date and noble example he has set for his peers and entire community", and field of Infrastructure Development (ABI-USA) in 2003, was conferred World Life Time Achievement Award for outstanding achievements in Infrastructure Development in 2004 by ABI-USA and the prestigious "Bentley Award for Design Excellence" for the year 2005 in the "Civil Road Design" Category during the Annual BE Conference at Baltimore, USA. The Vice-President of India awarded him the Niryat Shree Trophy by FIEO, Ministry of Commerce for outstanding Exports in Consultancy in August 2003. He was also honored by Indian Society for Training and Development for Outstanding Contribution to Infrastructure Consultancy. He is also recipient of the Global Road Achievement Award for Road Safety instituted by Indian Road Federation (IRF) in the year 2007. He was conferred the prestigious "Outstanding Engineering Consultant of the Year" award during the "Business Sphere National Conclave" held at New Delhi on 29th April 2008. He received the "STAR CEO OF THE YEAR" (medium enterprises) Award on th 28 October 2010 instituted by "Business Today" and "Yes Bank". He was awarded "Pride of India" Award on the occasion of "Pravasi Divas" by Indo-American Friendship Group on 9th January 2011 and "Meri Dilli th nd Award 2010" on 5 February 2011 for the best Professional Services. On 22 November 2011, he was awarded a medal and a certificate by President of Coordinating Committee of Business Centre of Economic Development - CIS on the occasion of the 20th Anniversary of Commonwealth of Independent States for his th contribution to the road sector in the world, at Moscow in Russia. Recently, on 10 March 2012, he has been conferred the "Achievement Award for Industry Doyen" which comprises a Trophy along with a Certificate given by Construction Industry Development Council (CIDC) set-up by the Planning Commission, Government of India. He held the office of President, Indian Building Congress during 2008-09, the premier organization of building industry professionals under aegis of Ministry of Urban Development. The seminars of national importance were organized on "Mechanised Construction and Maintenance" and on "Innovative Materials, Machinery, Techniques & Technology in Building Construction", under his dynamic leadership. Under the able stewardship of Mr. Kapila, IRF India Chapter has conducted Five Regional Conferences covering various aspects related to Road Safety. The IRF India Chapter with the support of the Ministry of Road Transport & Highways has embarked on the "National Mission" of reducing road fatalities by 50% by the year 2012. Mr. Kapila has relentlessly been following up the various initiatives, needing a multidimensional approach to alleviate the problems of deaths in road accidents. His strength of character, organizational liability, mature, judgment, engineering skills, coupled with long experience has enabled him in managing multi-disciplinary teams of Engineers, Civil Aviation Experts, Tourism Experts, Economists, Finance and Management Experts, Social and Environmental Specialists,
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In conversation with A Leader in Consulting Profession
System Analysts and other professionals both in India and abroad in a very successful manner. His knowledge in technical and management fields coupled with an analytical bent of mind, wide and broad vision and dynamic approach has greatly helped him to successfully diversely the activities of the Company in various spheres. He is an able administrator with excellent communication skills, public relations and foresight. He has continuously adopted modern management techniques supported by excellent technical skills and the state-of-the-art computer facilities to meet the needs of varied consultancy assignments. He is dedicated to the task he takes up with zeal to achieve the best. He is unfailingly polite, modest, humane, and has an attitude of wonder-eager to learn more even after so many achievements. For him, growth of consultancy services in India is a matter of deep commitment. 'Consulting Ahead' team spoke to K.K. Kapila on a variety of issues. CA : How would you describe your journey of 26+ years in Indian consulting space? It has been an eventful journey, when we started consulting there were few Consultants. The international financial institutions used to award work on quality based selection criteria (QBS). This system was followed for selection of Consultants for Technical Assistance (TA's) as well as Loan Projects. As a result, the quality of consultancy was much better because one could employ and deploy the best professionals and get a good mix of international and national Consultants to comprehensively address and prepare various deliverables to the entire satisfaction of the Clients. There has been an apt appreciation that consulting fee is a very small percentage of the total cost of the project and as such it is extremely important that one gets the best feasibility studies, detailed designs and supervision Consultants, so that they could result in optimal designs in a befitting professional manner. The Consultants in the developing world like India, Bangladesh, Nepal, Singapore, Hong Kong as well as those from developed world like USA, England, France and other European countries made a beeline towards the opportunities, offered by the Asian Development Bank (ADB), the World Bank, and other 'International Financial Institutions'. CA : What has changed in the consulting profession with respect to the maturity level this profession has achieved in India? With the passage of time more and more Consultants have come up. Those who joined the profession as young engineers, architects, MBAs have matured and a fairly large number of Consultants, have come up in the Indian consulting scenario. The tools have changed, e.g. from an electronic type writer to the latest versions of computer systems. The method of communication has undergone a sea change, transmittal of document from courier to E-mails. Internet facilities have come very handy in delivering and exchange of notes, video conferencing has made it convenient to speak to various people at project sites from the Head Office. Interactions with Clients, banks, staffs, monitoring and review of the projects, etc., have since become more convenient and effective. Earlier a number of Indian consultants, used to get support services through sub-consultants, for instance, surveying, material investigation and testing, geo-technical investigations, traffic surveys, etc. As such, their quality of services was dependent on the sub-consultant's experience and inputs. Now some of the bigger consultancy firms have their own staff for various investigations, so as to ensure the highest level of quality.
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In conversation with A Leader in Consulting Profession
CA : What are the issues which bother you as a Consultant for the development of this profession in India? The issues which bother me as a Consultant in the development of the profession in India are broadly discussed below: a. A number of consultant companies have cropped up who have no wherewithal to provide appropriate quality of work. The system of selection of Consultants from Quality Based Selection (QBS) came down to Quality cum Cost Basis Selection (QCBS) and in some Government Departments and PSUs it is now on the basis of least cost. This enables Consultants with minimum infrastructure and staff to get the works, wherein, the implementation results in poor quality of delivery and delays. One has to careful from such group of Consultants, as their quality of service can bring bad name to the profession. b. Another area which is a matter of concern is the tendency on the part of the some Government Departments to treat consultants like contractors instead of technical advisors. Their payment conditions are such that a lot of money is kept blocked till a much later date. Besides even when the payments become due they are paid after considerable delays, thereby putting the Consultants to severe cash flow problems. c. The Amendment to the Service Tax: The recent amendment to the Service Tax Act has caused havoc. The Consultant are now required to pay within 30 days, the amount of Service Tax due on all Invoices raised by the Consultants, irrespective of the fact, whether they have received payment from the Client or not. This in fact tantamounts to punishing the professionals who are being compelled to pay the Service Tax even though they have not received the payments from the Client, irrespective of their capability to pay. All the major consulting firms have to borrow money from the banks, which adversely affects their profitability on account of interest burden. Unless an immediate action is taken to remedy the situation, we will find Consultants committing suicide, like the farmers when they are under heavy debt. CA : Which sectors of infrastructure offer potential for Indian consultants in India? Almost all sectors of infrastructure offer consulting opportunities to the Consultants in India. These include highways, railways, airports, power, urban infrastructure, water resources, telecom, housing, etc. CA: You have done many projects with multilateral agencies in India and abroad, what has been your experience in these projects vis-à-vis domestic projects and domestic clients? We have done a number of projects with multilateral agencies and we find that working with them, particularly abroad, is a delight. Even multi-laterally funded projects in India have much better conditions in the contract, than the domestic contracts. As such one finds more satisfaction in doing internationally funded projects. CA: We have seen you grow like an entrepreneur, what would be your message to those who aspire for a similar career? My message to those who aspire to have a career as an entrepreneur is to deliver the project and services with excellent quality and on time. Your designs should be optimal and easy to construct. It
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In conversation with A Leader in Consulting Profession
would be desirable to use locally available materials and make them construction worthy. This effort has multiple benefits. It not only saves cost on transportation, but also helps maintain the environmental balances. In fact such construction can be termed as "Green Construction". If you find any hindrance in the smooth implementation of the project assigned to you, please bring the same to the notice of the client and financial institution (if it is an internationally funded project) so that impediments coming in your way are resolved without any loss of time. TIME shall always be the essence of the contract and hence please ensure timely delivery, so that the expected benefits to the public at large are available at the earliest. CA : What are the specific actions which are needed to facilitate supply of quality manpower to consulting profession in technical disciplines? Specific action is needed to attract and keep quality manpower in the consulting profession. You have to help your professionals to upgrade their skills working both in India and abroad, drawing up their career growth plan, sharing this with the employees, so that they can look forward for achieving the higher positions within the organization. Reward those who perform exceptionally, keep providing them opportunities for training in their respective fields of expertise, so that they are always ahead than others in terms of professional knowledge and skills. This would ensure that they give their very best in their delivery. It is the quality input of the staff, which helps to continually perform well in the profession. CA : What is your vision for ICT(P) Ltd. in next 5-10 years? My vision for ICT is that it will grow further as a premier consulting organization providing consulting services to its Clients, in the entire gambit of infrastructure expanding its horizon and moving from a company with a turnover of Rs. 200 crores to more than Rs. 500 crore within next 5 years and Rs. 1,000 crores within next 10 years. And we are working hard to achieve these targets as envisaged. CA : What initiatives you are taking under the Corporate Social Responsibilities (CSR)? ICT is undertaking several initiatives under the Corporate Social Responsibilities (CSR). These are in the field of education, by assisting in the education of the poor children. We are also supporting girls education through an NGO, Pardada Pardadi Educational Society (PPES). To know more about this wonderful set up you may visit their website www.education4change.org. We are also helping in the medicare of old and down trodden. Particularly those suffering from Dementia, through another NGO called "Guru Vishram Vridh Ashram". For further details you may refer to website: www.oldagehomeindia.in; / www.sheows.org. We have developed through the CSR, a road safety data collection system RADaR in the form of a tablet which can be easily carried by a police man recording the accident data, wherefrom data can be transferred to any PC for facilitating causal analysis of road accident data or accident reconstruction, which was not possible till now. This in turn will lead to improvement of safety outcome of Indian roads in terms of reduction in fatality and injuries due to road accidents.
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In conversation with A Leader in Consulting Profession
CA : We understand that you are championing the cause of "Road Safety"; what are various initiatives in this regard? Road accidents resulting in human deaths, injuries and disabilities have assumed phenomenal dimensions. Globally every year 1.3 million people die and 50 million injuries and disabilities take place due to road crashes. This global concern was recognized by the United Nations who adopted a resolution in August 2009 in the General Assembly calling for a Global Road Safety collaboration. After persistent efforts, along with other stakeholders, we finally succeeded in March, 2010 when the United Nation's General Assembly proclaimed the period from 2011 to 2020 as the Decade of Action for Road Safety with a goal to stabilize and then reduce the forecast level of road traffic fatalities by 50% around the world by increasing activities at the national, regional and global levels. This was th finally launched allover the world on 11 May, 2011. The International Road Federation (IRF) launched this at Bucharest, Romania. In our country we have the dubious distinction of maximum number of road fatalities which stands at about 142,000 apart from 5 million people getting injured with some form of disability for the rest of their lives, every year. The impact of the menace is higher than that of the worst of the epidemic or natural disaster. The economic loss to our country has been assessed at over Rs. 1,000 billion per year. The International Road Federation is a non-Governmental, not for profit organization with over 90 member countries with a mission to encourage and promote development of better, safer and sustainable road networks. The International Road Federation-India Chapter works in close collaboration with IRF-Geneva Centre and has been championing the cause of Road Safety in India by holding regional conferences on related subjects involving all the important stakeholders comprising the Government, academia, Private Sector, NGOs, etc. The mission has been to contain road traffic fatalities by increasing activities at the national and regional levels. Road Safety is a function of four Es, viz. Engineering Measures, Education, Enforcement and Emergency Care. We, at IRF, have been continually working on all these aspects in collaboration and association with various Governments around the world from entire African continent to countries like China, Russia, South East Asia, Australia and Americas. We have developed road safety measures to make the roads forgiving. We have taken up with the automobile industries to include all safety measures at the manufacturing stage itself, so that cars are equally forgiving. We have produced promos and films, handouts and hoardings for mass education. We have worked closely with police departments for enforcement. We are also continually working with hospitals and paramedical to enhance trauma care knowledge across the globe.
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Role of Management Education in Leadership Development in India
Dr. V. Tulasi Das & Prof. Noorbasha Abdul During the last decade, Indian business has witnessed unprecedented changes, partly under the pressure of globalization and liberalization, and also because of the policy shift from regulation to deregulation, from state control to private initiative, from domestic focus to global focus. This change fueled by information technology, ICT, business technology, internet, and generic recognition of human capital as the driver of new economy has triggered paradigm shift in management education for leadership development in India. Management education and training in a changing business environment should aim at developing managerial excellence, and skills to suit global standards and industrial requirements. In fact, it is obvious, that there exists a huge gap between the type of management education imparted by management schools and what is actually expected by the corporate world especially in the age of globalized and deregulated environment. The traditional management education curriculum and pedagogy, as presently constituted, may not be adequately preparing individuals for the challenges they experience as professional managers. Management education should be designed as per the requirements of future leaders to bridge the gaps in the corporate world.
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Dry Bulk Handling in Ports
This article primarily discusses about the cargo handling in Indian Ports with specific objective to highlight the DRY BULK CARGO HANDLING IN PORTS. This article has a holistic approach to the subject matter. While elaborating the handling in Port, it has touched diverse areas like machineries, handling methods, types of cargo, receipt & dispatch of cargo, Port Planning & planning of dry bulk cargo terminal, excerpts of various reports & studies on Indian ports, environmental aspects, productivity improvement suggestions as well as a case study on a DRY BULK PORT. It is expected that this article will be able to render a very good overview of a PORT SCENARIO in the Indian Context. Prabir Kumar Datta
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Projects under PPP & Value for Money
Considering the increasing need and role of public-private partnership (PPP) in providing, operating and maintaining the infrastructure facilities in the country, particularly in view of viability gap funding, it is important to develop methods to evaluate the projects being proposed for PPP, so that delivery of intended services could be ensured in the interest of the public at large on a sustainable basis. It is often argued that the PPP arrangements augment the availability of resources and improve efficiency of service delivery including innovative ideas and quality; and is also expected to lower time and cost overrun in construction as compared to traditional public procurement. However, while identifying PPP projects, the "Value for Money (VfM) assessment of the project to illustrate the benefits of following a PPP approach vis-à-vis the public procurement, need to be also carried out for ensuring benefits to the stakeholders. The VfM in the PPP projects refers to as optimum combination of whole life cycle cost and quality to meet the user's requirements. Since the country has been following the PPP arrangements for most of the infrastructure projects, it is now more important to appreciate whether the projects under PPP provide value for money. It is also important to highlight the need for VfM analysis for reviewing current policy for PPP procurement and related issues for better appreciation and necessary improvements. In view of the above, the present Paper highlights the importance of the VfM assessment of the PPP projects, and also presents criteria, guidelines and risks assessment, which would be useful while appreciating any projects under the PPP arrangements, particularly while formulating policies and plans Keywords: Public-Private Partnership (PPP); Value for Money (VfM); Life Cycle Cost, Financial and Non-Financial; Risk Assessment
K K Kapila
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Hydrogen Economy – Where Do We Stand?
The purpose of this write up is to examine how far hydrogen fuel based economy will be feasible? If it were to become feasible, what aspects of developments are essential? The article also examines the limitations of the cost estimates that have been made so far. The deficiencies in the research for hydrogen generation and storage are also pointed out.
Dr. B. Viswanathan
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Public - Private Partnership - Progress and Prospects
"Public-private partnerships should not be seen as public partnerships and private projects. They should rather be viewed as private partnerships and public projects ..."
– Dr. Montek Singh Ahluwalia, Deputy Chairman,
Planning Commission, Government of India
The most significant criteria for a continued growth rate of an economy rest on the provision of a quality infrastructure. According to the Planning Commission, an approximation of 8 percent of the Gross Domestic Product or GDP needs to be invested. The investment sectors under consideration are inclusive of telecommunications, electric power, water transport, road, rail, air, water supply as well as irrigation amounts to about Rs. 20,27,169 crore according to 2006-07 prices. This has led the Government's across the world to increasingly look at the private sector to supplement public investments and provide public services through Public Private Partnerships. India is also making credible progress strengthening enabling environment in sectors such as telecoms, power and transport.
Prof. M. Guruprasad
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Techno-economics of Bulk Ceramic Production: An Overview
Techno-economics is essential for overall profitability in any ceramic product. The whole scheme can be divided into materials cost, processing cost, secondary treatment cost etc. The energy consumption during sintering is a major share in techno-economics. Another factor is the capital cost in equipments, particularly for full density processing. The present overview covers these aspects including the advent of some novel ceramics like functionally graded ceramics and nano-structured ceramics. The technoeconomics is to be seen in the relation to the type of applications of the respective family of ceramics.
Dr. G.S. Upadhyaya
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: : : : TOYOTA under Fire Jeffrey K. Liker Tata McGraw-Hill SA Khader CMC, SAK Consultants & Associates, New Delhi weathered the economic and social storms of all kinds over a century and continues to remain a leading global player in its operations to this day, truly proving it to be a 'Built-to-Last' company. The other case in point is that of TOYOTA, (the forerunner in exploiting the creative abilities of the employees), which gave to the world the famous 'TOYOTA Production System (TPS)'and Japanese Management techniques of running business and tackling the work-place quality & productivity and thus enhance the competitive strength & excellence during the later half of the twentieth century. In fact, it brought to the attention of the world, the strength of so-called Japanese Management Techniques that changed the business and shop-floor approaches to operational excellence through people (employees, customers and public) involvement. This company too proved itself to be a Built-to-Last company, by facing the various challenges of 'Recall' of cars keeping the customer concern in mind (some design failures impacting the passenger safety) and the deep-rooted 'Recession' faced in America during the later half of the last decade; the latest case in point is the 'Sticky Pedal Recall'. It has come out much stronger as a global auto-manufacturer, by unearthing the hidden and deep-rooted basic culture of management and reverting back to the same, characterized as 'Back to Basics' or the foundations of Toyota (Japanese) Management Culture and Techniques. Jeffrey K. Liker, a Michigan University's famous professor (who is also popular with his best-selling book on 'The Toyota Way' and popularizing Japanese Management Systems & Practices world
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One may be generally aware of an Indian Adagethat 'More the Iron is tempered (heated and cooled) - More Tougher it becomes.' This is the case with wise men and women as well as enterprises, when they face tough challenges & prepare themselves well to face them are bound to come out stronger. Some what similar had happened with two countries in the recent history - Germany and Japan in facing the world-wars and rebuilding their economies & societies and also become global powers in shortest possible time of two decades - practically in all fields and have come out much stronger. Even in the case of India too, an external observer notes that India became much stronger after facing the formidable challenges of external threats. Possibly, there lies the strength and capability in the human systems in these establishments which have the ability to device innovative processes and approaches (leveraging their inherent strengths) to tackle the formidable challenges of business and vagaries of nature by evolving and implementing ingenuous methods and come out stronger and wiser. For instance two global giants – namely Ford and Toyota have weathered the storms & vagaries of the market economy and natural calamities etc. to come out stronger and retained their supremacy in their fields & domains. One recalls the fore-running and pioneering nature of Ford Company under the stewardship of Henry Ford during the early part of 20th century, ushering in the scientific management era and demonstrating the efficacy & effectiveness of tools & techniques for improving productivity & quality and providing the foundation for spreading these concepts and practices world over. It also
over) along with Timothy N. Ogden, a popular writer & editor (having written about 20 business management books for renowned publishers) studied and investigated the way in which the management of Toyota in US turned the crisis of 'Sticky Pedal Recall' and 'Recession' and processes adapted in turning the crisis (of 2009-10) into an opportunity in this book titled 'TOYOTA Under Fire,' published by TATA McGraw Hill. This story will be worth reading as the authors have been able to bring out in much greater depth the internal thinking and processes as well as the internal culture & practices of trust and mutual respect with the customer that lead to the recovery of Toyota in the shortest possible time. The hidden truth and internal thinking & processes of TOYO culture could be lucidly brought out by the authors, primarily because Toyota provided an unprecedented access to Toyota facilities worldwide and also spared time & efforts of senior executives for the analysis by the investigators. The in-depth analysis by the authors revealed that root-cause of the challenges Toyota faced, was its failure to live up to its own principles (may be due to some element of complacency developed over a long period of success), which were the basic foundations of its success during the last century. But for its deep-rooted fundamentals in the Toyota Culture, it would not have been possible to come out of the most challenging years of its post-war existence in such a short time. The authors provide a detail account of things that happened in Toyota by
chronicling all the events of the recession and the recall crisis in detail and also evolve valuable lessons that any business leader can use to survive and thrive in crisis, no matter how large; these are –
crisis response must start by building a strong culture long before the crisis hits
matters far more than decisions made by top executives
in people, even in the depths of recession, is the surest path to long-term profitability
By resorting to these time-tested TOYOTA principles (termed as 'Back to Basics' in Toyota culture), it could effectively steer through the crisis, without having to deploy an army of publicrelations, marketing and legal experts. The Mantra that could be evolved through this experience of Toyota appears to be 'Push yourself to even more relentless continuous Improvement.' Norman Bodek author & founder of Productivity Press comments 'Toyota under Fire is a superb book and should prove very helpful to American industry's understanding of the problems faced and how any company can prevent similar occurrence in the future.' In my view, this book will be a good asset for the current day executives who are to tackle formidable vagaries of globalized market economy and turn crisis into opportunities of growth and development through learning.
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After the autobiography entitled 'Journey of a Steel Man (2009)' by late Dr. P.L. Agrawal, Ex-Chairman, Steel Authority of India, ever written by an Indian Metallurgist (reviewed in Consultancy Ahead, Vol 4, No. 2, 2010, 76-77.), the present book by Professor G.S. Upadhyaya is again the first ever written memoirs by an Indian metallurgist. Currently Professor Upadhyaya is a consultant after retiring from the Indian Institute of Technology, Kanpur which he served for about 35 years. In his professional life, the author travelled around the world a number of times in connection with attending International conferences and presenting scientific papers. His specialization has been in the area of powder metallurgy of metal matrix composites. He earned a number of national and international awards and organised a number of International Conferences on Powder Metallurgy. He has guided numerous research students, who are dispersed in various countries. His detailed biodata along with the list of publications is given in the Appendix of the book. In the preface, the author tells how this book is generated based only on memory. The last sentence of the Preface is worth quoting: 'The book is written dispassionately without any partisanship or prejudice. It is true that it is not that easy to write about others, but an honest attempt has been made.' The author has taken a dispassionate view in describing some of the best traits of eminent metallurgists/material scientists of India and abroad. He has also not delimited himself in mentioning the human weaknesses from which no body is free. The description of the personalities is based on his multi- interactions with them at different locations e.g. their work place, conferences, panel meetings etc. In the introductory part of Chapter 1 'My Teachers in Metallurgical Engineering', the author briefly mentions the turn of event in his school days, when he visited Jamshedpur, the city of Tata Steel along with his father. The very sight of teeming pig iron
from the blast furnace had an unforgettable impact. Later during his college days at BHU in its science faculty, the author, at the instance of his father, came to know about the just published book entitled 'Elements of Metallurgy' in Hindi by Dr. Daya Swarup, the then Principal of the College of Mining and Metallurgy at BHU. This book made him fascinated with metallurgy as a discipline. Further, this chapter briefly highlights the teachers of the author at BHU and their contribution in laying foundation in him of the discipline of Metallurgical Engineering. At Varanasi his important teachers were Dr. Daya Swaup, Dr. R. Kumar and Professor G.R. Bashforth, the Unesco Professor in Ferrous Metallurgy. The faculty in the Metallurgical Engineering Department at BHU was then a highly migratory one, which the author laments. The post graduate research by the author was carried out in UK at the University of Birmingham's Department of Physical Metallurgy, which was then the Mecca in this field. No wonder that the department was frequently visited by foreign experts. The department was then headed by Professor G.V. Raynor, FRS, a world renowned specialist in the area of alloy theory. The research guide of the author was Professor A.D. McQuillan, an expert in physical metallurgy of titanium alloys. After completion of his M.Sc. degree (1962) the author, decided to serve in India as a Metallurgical Educator. The place was the University of Roorkee, which had just initiated the B.Tech program in Metallurgical Engineering. In the year 1966, the USSR Government offered him a research fellowship under Indo-USSR Scheme, which landed the author at Kiev, the capital of Ukraine. The Department of Powder Metallurgy and Rare Metals at the Kiev Institute of Technology was headed by the world renowned scientist Professor G. V. Samsonov. He was also the Deputy Director of Institute of Materials Science Problems of the Academy of Sciences. The author has vividly described about the hard working soviet scientists,
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who in spite of hardship produced excellent research results. Chapter 2 (20 pages) is entitled 'My Colleagues in Varanasi, Roorkee and Kanpur', particularly talks about his colleagues at IIT Kanpur in detail. The author really enjoyed the combinations of teaching and research, which was abundant in IIT Kanpur. Professor E. C. Subbarao at IIT Kanpur had been a doyen for which the author has great admiration. Chapter 3 (pages 70) is entitled 'Some Men of Metals and Materials from India' and it includes 36 personalities, out of which 16 are no more alive. Particularly among those who are no more, are Dr. P.L. Agrawal (SAIL), Dr. D.P. Antia (Management Consultant), Dr. Brahma Prakash (Indian Atomic Energy / Space Organisation), Dr. S. Bhattacharjee (CMD, Ordnance Factory Organisation), Dr. V.G. Paranjpe (Tata Steel), Dr. N.K. Rao (Indian Atomic Energy), Professor P. Ram Chandra Rao (BHU/ CSIR), Dr. P. Rodriguez (Indian Atomic Energy), Professor G.S. Tendolkar (IIT, Bombay) and Dr. R. Tamhankar (Defence Research & Development Organisation). The main Indian metallurgical figured in the book, who are currently active are Dr. V.S. Arunachalam (formerly at the Ministry of Defence, presently a Consultant), Dr. Amit Chatterjee (formerly at Tata Steel), Dr. J.J. Irani (formerly at Tata Sons), Professor S.K. Joshi (formerly at CSIR), Professor K.A. Padmanabhan (University of Hyderabad), Dr. Baldev Raj (formerly at Indira Gandhi Centre for Atomic Research), Professor S. Ranganathan (formerly at IISc), Professor C.N.R. Rao (Science Adviser to the Government of India) and many others. Chapter 4 (73 pages) of the book is related to 'Some Men of Metals and Materials from Overseas', which highlights 45 personalities spread over 21 nations from all over the world. Nation wise the breakdown is as follows: Australia (1), Austria (3), Belgium (1), Canada (1), Denmark (1), France (1), Germany (7), Italy (1), Japan (2), Pakistan (1),
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People Republic of China ( 1), Poland (1), Russia (1) Serbia (1), South Africa (1) South Korea (1), Spain (1), Sweden (2), The Netherlands (1), U.K. (2) and USA (14). 16 persons out of the listing are no more alive including Dr. R.W. Cahn (U.K.), Professors R. L. Coble, Morris Cohen, N.J. Grant, H.H. Hausner, George Kuczinski, F.V. Lenel, Rustum Roy (USA), E. Fitzer, W. Schatt, H.E. Exner (Germany), B. Ilschner (Germany/ Switzerland), R. Kieffer, Dr. F. Benesowski (Austria), Dr. Sylvana Lukyx (S.Africa). Those who are active currently or retired are Professors G. Petzow, F. Thummler (Germany), H. Danninger (Austria), R.M. German, Alan Lawley, Dr Harb Nayar , Dr. P.K. Rohatgi (USA), Per Lindskog, Richard Warren (Sweden), Dr. Henri Pastor (France), Professors S. Somiya (Japan), S. Kang (S. Korea), Dr. A.Q. Khan ( Pakistan), Professor R. Andrievski (Russia), Mr. K.J.A. Brookes (U.K.), Professors J.M. Torralba (Spain), O.Van der Biest (Belgium) and others. The above ensemble represents persons from academia, industry, business and consultancy. Apart from describing the individuals, numerous persons have been mentioned in the side line. The book apart from covering the scientific achievements of eminent metallurgists and materials scientists also covers their social aspects of the interaction with the author. Some of the episodes described, highlight the penetrating sense of the author as a keen observer. In the epilogue of the book, the author presents some of his candid thoughts based on his academic journey during the last fifty years, which have, undoubtedly, been full of excitements. His longest stay at IIT Kanpur has been most productive. The epilogue covers four major sections:
l Need for good Teaching and Guidance l Need for R & D l Technical Manpower l Role
of Materials related Professional
Societies. This section, as usual, is relatively short in length (6 pages) and should be of much interest to the consultant's community. The author has briefly injected fresh thoughts on all the aspects cited above
from view point of local national environment and not just to ape others in the garb of globalisation. He is critical of plethora of Technical Societies in India, which are doing more of lip service.
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Sticky Marketing Grant Leboff Kogan Page Manjusha Jain – AVP (Sales) Ozone Media In Part four of the book, he effectively talks about Becoming part of conversation – and how effectively that can help us to grow satisfaction among our customers. As per Leboff in today's world we as a customer or consumer are more likely to be influenced by the views of other consumers rather than companies themselves. The new reality, as Leboff sums up, is that more marketing messages are created by the public than by the marketing departments; and that the people have more influence on brands than the companies themselves. One other big shift highlighted in the book is the transition from image to reputation. With image the most important factor was what a company said about itself, explains Leboff. In an Internet-enabled world, where conversations matter, the most important factor is what others say and this is not image but reputation, he adds. It is indeed a high-impact book and must read by all people who effectively want to use this new media and engage with their customers. This will, for sure, show them the way to do so. So as beautifully summed it is not about you as a company but it is about customer, so must read for all those who want to change the world of communication.
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This book talks about a new dimension to marketing which is new media. It takes in to account the power and effective usage of internet to engage your customers. As per Grant Leboff - The internet is clearly a 'Rule Changer' as described in his excellent book called “Sticky Marketing”. The change in communications from one-to-many into many-to-many is a hard core fact of today's fast moving word. It is not merely a theory but as practical as anything can be in this world. It has become core of all the communication we address to our customers. Sticky marketing in its various chapters talks about developing an effective marketing strategy in order to engage with your customer not merely emphasizing on transaction route only. It is clear that we no longer have the right to respond as per the old style of communication of print, TV, radio. We need to think afresh. For me being a part of this already growing online world, this book has not only emphasized the changing rules of new marketing but also highlighted the fact that we need to think the ways of engaging our clients in the future. We will benefit from a good engagement strategy and the possibility of having influence over the middle part of the sales funnel where awareness, consideration, loyalty and action take place.
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Drucker's Lost Art of Management Joseph A. Maciariello & Karen E. Linkletter Tata McGraw-Hill Soumya Makker, Professional 'B', CDC perspective; and the function & nature of learning and knowledge. The next 5 chapters (Chapters 4 through 8) illustrate management as a liberal art in practice, concentrating on four primary issues which confront practitioners: “federalism” or the use and abuse of power within organisations (and by organisations in society); the nature of “human dimension” and its implications for management; “leadership” and determining its effectiveness; “social ecology” or the process of observing various external and internal factors for potential threats and opportunities. The eighth chapter extends the concept of “social ecology” a little further by demonstrating the role of innovation, technology and change that also have a direct bearing on the society. In each of these chapters, the authors of this book show how a specific discipline in the liberal arts can enhance the performance of management practitioners through providing a different perspective, a new prism through which to view problems or an enriched sense of the responsibilities of managers. The authors have further demonstrated how management as a liberal art in action can have far reaching consequences in today's world with the help of real case studies and practical examples. This book has presented Drucker's idea of management in a way that unites the liberal arts of instilling moral character on one hand and the management goal of producing effective leaders on the other. It provides the necessary toolkit that individuals, executives and organisations need in order to successfully build a spirit of performance leading them to a more 'hopeful society'.
This book is an attempt to unleash Peter Drucker's profound insights into the meaning of management that may be viewed as a “liberal art” by linking it directly with the humanities disciplines. It emphasizes that management is not only about getting the right things done through others, but it also includes the responsibility for what is happening to the people in the process – who they are becoming and how the work environment is contributing to their growth and development. This requires an understanding of the human nature, cultural values and community morals which form the basic building blocks for management of people within organisations which in turn impacts the effectiveness of an organization in terms of performance and results. Chapters 1 through 3 define the discipline of management as a liberal art. The first chapter focuses on the ways in which various disciplines in the liberal arts influenced Drucker's management ideas. It envisions management as a moral society of functioning institutions which involves synthesis of many disciplines like theology, political science, sociology and economics, philosophy, psychology and social ecology. The second chapter discusses the history of the cultural divide that had existed between the management education and the liberal arts, while also tracing the potential for management as a liberal art if both these traditions can be bridged together. The third chapter presents some of the contributions of management as a liberal art to both managers and academics, as well as a discussion of the broader issues the subject raises: the nature of values, ethics, and the role of character; the importance of context and
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Managing Project Supply Chains Ron Basu Gower Publishing Limited Shweta Dhargawe, Professional 'B', CDC have been explained in good detail as a separate chapters in this book. This book gives the holistic understanding to the readers of supply chain by covering details regarding the customer focus and stakeholders, resource and time management, procurement and supplier focus, supply and stock management, building & installation and handover & closure in addition to the details of the processes which are systems & procedures, regular reviews and quality and performance management. This book provides various alternatives of techniques/systems to be adopted in the project supply chain by the project manager, team leader etc. The book's style straddles the line between academic and casual. There are lots of references to other material, number of charts, models and other exhibits. The chapters contain several real world anecdotes and short case studies to illustrate the issues. In addition to this, author has mentioned about lots of standards for effective project management and quality which develops the interest of readers to go further in depth. The readers should look forward to the step- by-step guide to the project supply chain in this book. The text available in this book is one of the most comprehensive text available presenting supply chain management as the key interface between operations and the projects.
Supply Chain Management is the competitive business edge today for companies both in manufacturing as well as service organizations. A supply chain is a system of organizations, people, technologies, activities, information and resources involved in moving a product or service from supplier to customer. Supply chains vary significantly in complexity and size but their fundamental principles apply to all operations, whether they are large or small, manufacturing or service, private or public sector. Ron Basu's Managing Project Supply Chains is an attempt by the author to exhibit how the supply chain management links major functions in the project management for more desirable output making the processes in the project life cycle more efficient & effective. This book covers all the fundamental principles/ techniques of supply chain management right from activity network diagram to kaizen, kanban & JIT and demonstrates the actual implementation of these principles/techniques in the project. To explain the project supply chains, author very intelligently introduced the concept of the building blocks in the project planning & delivery chain and the cross functional processes integrating the building blocks in the structured model. The building blocks and the cross functional processes
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Dr. Manoj Kumar holds Ph.D. & MBA from Kurukshetra University, Kurukshetra. Dr. Kumar is currently Professor and Head, Department of Management Studies, MDS University, Ajmer and Director, Center for Entrepreneurship and Small Business Management, MDS University, Ajmer. He has been teaching in Institutes/University, Guide for Ph.D. scholars, Writer of various research papers and books. He has worked as Assistant Professor with Institute of Management Studies-Bikaner, MLS University, Udaipur, MDS University, Ajmer and Nirma Institute of Management, Ahmedabad. He headed the various funded research studies sponsored by government agencies. He has done 4 months Faculty Development Program at Indian Institute of Management, Ahmedabad. Dr. Kumar has published books and papers in various journals, presented papers and delivered lectures in national and international conferences and also published newspaper articles at national level. He was honored as Honorary Member Advisory Board, Institute of Entrepreneurship, Mumbai. He has widely traveled abroad. Renu Sharma is Masters in International Business Management from Lucknow University. She currently offers consulting services in branding and management research through her organization Game Plan Consulting Services, New Delhi. She has worked with IIFT, IMI, IIRM and ISIM and has around 14 years of experience. Her expertise includes; International Business and Communication Design. She was selected under the global program of Goldman Sachs: 10,000 Women. She has published papers in various journals. She has organized seminars and presented paper in national and international conference. Dan Coughlin is a leading authority on managing for long-term business success. He is a business keynote speaker, seminar leader, and executive coach on leadership, innovation, and branding. He is also the author of five books on generating sustainable, profitable growth. His clients include McDonald's, GE, Toyota, Coca-Cola, Marriott, Prudential, RE/MAX, Ace Hardware, Jack in the Box, Boeing, Abbott, Denny's, Subway, Holder Construction, Kiewit, Ace Hardware, St. Louis Cardinals, and more than 200 other organizations. Visit www.thecoughlincompany.com. Dr. V. Tulasi Das holds Ph.D in Management, Master of Philosophy (M.Phil), Master Degree in Business Administration (MBA), Human Resource Management (MHRM), and Bachelor in General Law (BGL) and Doctor of Philosophy. Currently he is working in the Department of Human Resource Management, Acharya Nagarjuna University, Guntur, Andhra Pradesh. He has over 17 years of teaching experience in teaching, research and allied activities in the area of HRM, Management and General aspects of importance. He has having 35 publications in various national and international journals, attended and presented papers in about 54 national seminars and 10 international conferences. Prof. Noorbasha Abdul is at present heading the Department of Commerce and Business Administration, Acharya Nagarjuna University, Guntur, Andhra Pradesh. He has over 30 years of teaching experience including research and allied activities. He has guided 09 Ph.Ds and 15 M.Phils, and having 45 publications in various national and international journals and he is also the author of 5 books. He has served as Chairman of Board of Studies, Department of Commerce and Business Administration and Special Officer UG Exams.
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Prabir Kumar Datta is currently working as a Senior Consultant with Consulting Engineering Services (I) Pvt. Ltd., Indian Port Association, Indian Maritme University, International Sea Ports(I) Pvt. Ltd., BMTC(I), etc. He is a Mechanical Engineer/Marine & Material Handling. He has over 42 years of experience. His experience include container handling equipment/system, dry bulk cargo handling equipment/system, operation & maintenance of port equipment and safety aspects. He was the Proof Consultant for design review for a number of B.O.T.port projects in India and abroad including Gangavaram Port. He is a visiting faculty of Indian Maritime University Kolkata campus and IISWBM. He got life membership of various Professional bodies & Institutions. He has worked with Calcutta Port Trust/Haldia Dock Complex. He is empanelled with UPSC and MSME in the Experts panel of Mechanical Engineers. He has delivered lectures on various topics in the seminars and conferences organized by different Institutions/Associations. K.K. Kapila is the Chairman and Managing Director of Intercontinental Consultants & Technocrats Pvt. Ltd. (ICT). He is a Fellow of New York Academy of Sciences, a Chartered Civil Engineer and a Fellow of The Institution of Engineers (India). He is also the Chairman of International Road Federation (IRF) and the first non-European unanimously elected to this position. Dr. B. Viswanathan is a faculty at the National Centre for Catalysis Research at the Indian Institute of Technology, Madras. His areas of interest are Solid State Materials, catalysis, energy systems and information science. He has nearly five decades of research experience. Prof. M. Guruprasad is currently Associate Professor and Head of Academics at AICAR Business School, Mumbai. He has over 15 years of experience in Research and in Management Education. He has published over 100 articles in various Journals, conferences, industry magazines and newspapers. He has conducted workshops and training programmes in research, economics as well as other areas of management. He has guided numerous academic and live research projects. He has authored a well-known column known as “Economics for Everyone” for the past four years. Dr. G. S. Upadhyaya has served as Professor with IIT Kanpur for more than 25 years and presently provides consultancy with emphasis on materials, plant trouble-shooting, research lab planning/management and HRD for metallurgical industries. Prof. padhyaya has published more than 300 original papers and authored 13 books on a wide range of PM materials. He has also been on the editorial board of numerous International Journals related to materials. Apart from being a member of various national and international institutes, Prof. Upadhyaya is a full member of the International Institute for the Science of Sintering, the only living Indian to achieve this honour.
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Perspective Consulting Ahead is devoted to the publication of articles advancing knowledge through research and cases in all sectors and disciplines of consulting. The objective of “Consulting Ahead” is to become a source of innovative thoughts, knowledge and information of concern for consultants and their clients and other stake holders namely policy makers, academicians and professionals from various disciplines. Our endeavor is to position this journal as a world-class journal on consulting. Paper Submission Articles l Authors should submit the typescript of minimum 1500 words and maximum 5000 words (preferably) electronically in MS Word (in British English), formatted with double-line space with 1- inch margin on all sides on A-4 size paper using Times new Roman font of size 12. Email address for submissions is email@example.com. l For the purpose of blind review, name(s) along with complete contact details of all authors should be mentioned on separate page and the author(s) should not be identified anywhere in the script. l An abstract of not more than 200 words and a brief resume along with a passport size photograph of the author(s) should also be forwarded along with the article. Keywords (if any) should not exceed 10 words or phrases. l Tables/charts/graphs with self-explanatory titles should be prepared on separate sheets and numbered consecutively. Book Reviews l Reviews not exceeding 1200 words about recently published books across the sectors of consulting may be forwarded for inclusion in the section, along with one copy of the book. l Reviewer should mention the name of title/ sub-title of the book, name(s) of author(s), name of publisher, place & year of publication, in addition to the name and contact details of the reviewer(s). References l From an Academic Journal paper: Author of article, month & year of journal, title of article in inverted commas, title of journal underlined or in italics, Volume of journal, Issue number, Page number of the journal that the article begins on, or pages it starts and finishes on. For example : Fage, J.D. 1989 "African Societies and the Atlantic Slave Trade" Past and Present no. 125, November 1989 pp 97-115. l From a newspaper article or non-academic Journal paper : Author of article, month & year of newspaper or journal, title of article in inverted commas, title of newspaper or journal underlined or in italics, page number, column number. For example: Swanton, O. 14.4.1998 "Trouble in Paradise? As a top US university develops a cyber campus Oliver Swanton explores its aims." The Guardian Higher Education Supplement p.vi cols 1-5. l From a paper in Edited Volume: Author of article, month & year of publication, title of paper in inverted commas, name(s) of editors in italics, title of publication, place of publication, name of publishers and page number. For example, Karp RM., 2002, Reducibility among combinatorial problems, In: Miller RE, Thatcher JW, Complexity of computer computations. New York, Plenum Press, pp. 85-103. l From a book : Author of the book, year of publication, title of the book, name of publisher and place of publication. For example, Chase R.B., Aquilano N.J., and Jacobs F.R., 2002, Operations Management for competitive advantage, Tata McGraw-Hill Publishing Company Ltd, New Delhi, India. l From unpublished thesis, working paper etc. Author of the paper, month & year, title of paper, description of paper and place. For example, Magazine M. 2002, Optimal policies for queueing systems with periodic review. Unpublished Ph.D thesis, University of Florida, USA. l From a website : Author name, Year, 'Article title', Journal Title, volume, issue, viewed Day Month Year, <URL>. For example: Griffith, AI 1995, 'Coordinating family and school: mothering for schooling', Education Policy Analysis Archives, vol. 3, no. 1, viewed 12 February 1997, <http://olam.ed.asu.edu/epaa/>. Review Process a) Firstly, on receipt of the articles/ book reviews, authors should receive an acknowledgement, normally within 10 days. b) The Editor/ Executive Editor will then scrutinize the articles/ book reviews for their appropriateness to the scope of the journal. c) Articles/ book reviews found appropriate for the Journal would then be sent out for blind review. The blind review normally assesses the quality of the paper according to the criteria that includes the relevance, clarity and originality, extent of knowledge advancement, understanding and their likely contribution towards the development of consulting profession. d) Based on the recommendations of reviewers, the Editorial Team then decides whether the paper should be accepted as it stands, accepted subject to minor revisions, resubmitted for review after major revisions, or rejected. The authors will receive feedback on the decision.
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