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.. With Hope it is, hope that can never die, Effort, and expectation, and desire, And something evermore about to be. WilliamWordsworth Dear All, Greeting from Team E-mag!ne, We believe that the right desire coupled with the correct effort towards a goal can surpass any obscurity and surmount any possible hindrance along the chosen course. And thus with our unchanged Effort and perpetual Hope, we present to you the third issue of E-mag!ne for the month of April 2009. The April ’09 issue of E-mag!ne assures excellent articles ranging from the areas like WTO, Private Investment in Infrastructure to severe matters like Industrial Dispute Act. Along with this we have our regular
slices of “Ace the Case”, “Q-quotient”, “Campus Bytes” finishing with “VoiceBox” the response arcade.
We hope that you enjoy this issue of E-mag!ne as much as we had enjoyed working on it. Please write to us at firstname.lastname@example.org with your suggestions and feedback. Happy Reading Warm Regards Team E-mag!ne,
Srimoyee Ray & Bikram Sarkar MHRM 2008-2010 IISWBM, Kolkata.
* From the Faculty Desk * From the Alumni Desk * Friends from Yonder * ID Act: A Critical Analysis * Ace the Case * Q- quotient * Rhyme & Reason * Campus Bytes * VoiceBox
5 9 12 15 24 30 32 34 35
Ms. Sarmita Guha Roy Professor, IISWBM Kolkata
PRIVATE INVESTMENT IN INFRASTRUCTURE
Since 1991, government strategy attaches high priority to the development of official infrastructure and towards creating an enabling environment for private
participation in the infrastructure sector. Besides, public-private participation can also encourage better risk sharing, accountability, cost recovery and management of infrastructure (in order to sustain an annual GDP growth rate of 7% it is imperative to accelerate the rate of investment in infrastructure). Some of the important steps in this direction are1. The government set up the infrastructure development Finance company in January 1997, under the Indian Companies act, with an authorized capital of Rs 5000 crores. 2. The government has also announced a tax holiday to companies developing, maintaining and operating infrastructure facilities, such as roads, bridges, new railways and airport projects and also those dealing with water supply , sanitation and sewerage projects. 3. The government has permitted income tax exemption on dividend ,interest or long term capital gains earned by funds or companies set up to develop, maintain and operate on infrastructure facilities. 4. The government has raised the corpus of the National highways authority of India Ltd (NHAI) by Rs.200 crores to enable it to leverage funds from the domestic and international capital markets. 5. The government has enhanced tax rebate limits for investment in shares and debentures offered by infrastructure companies, this is to channelize domestic savings into such investments. Infrastructure investments are by their very nature, long gestation activities. If private participation has to be encouraged to develop domestic capital markets which will make funds available for long periods through long term debt instruments. The Asian development bank (ADB) has provided a loan of $300 million for the public sector infrastructure facility (PSIF) in order to support private sector infrastructure projects through the development of the long term debt market. The money will be borrowed by ICICI, IFCI, and SCICI for on lending to infrastructure
companies through long term debt infrastructure- viz bonds and debentures, for a minimum of 15 years maturity. The government of India has announced various measures to attract foreign investment in infrastructure. For instance, the government has allowed automatic approval for foreign equity participation upto 74% in key infrastructure industries such as electricity generation and transmission, non conventional energy generation and distribution and construction activities in the area of roads, bridges, ports and harbours. In recent years the government has undertaken many sector specific reforms measures. For instance telecom projects are to be treated as infrastructure and are to receive all the fiscal concession available for infrastructure projects like tax holiday and concessional project import duty. The government of India has promulgated an ordinance to promote private investment in the transmission of electricity, as distinct from generation and distribution of electricity. The government has also announced guidelines to for private investment in highway development through the build operate transfer(BOT) route- these would provide mere financial concessions and also facilitate the preparation of feasibility reports, clearance for the right of way of land, relocation of utility services, resettlement and relocation of the effected establishments, environmental clearance and equity participation in the highway sector. The expert group on commercialization of infrastructure projects has also recommended the setting up of an autonomous regulatory body for each infrastructure sector based on the lines of SEBI to ensure fair competition amongst private and public operators, protect consumer interests, particularly the needs of vulnerable and weaker relations, ensure public safety, environments sustainability, etc
Investment in infrastructure Gross capital formation in infrastructure at current prices increased from Rs.45, 940 crores in 1993-94 to Rs. 90,890 crores in 2002-03. However, expressed as a percentage of GDP, total investment in infrastructure declined from 5.88 percent in 1003-94 to 4.03 percent in 2002-03. This is a very unhealthy trend. There has been a cutback in capital expenditure in central government. Not only that, many state governments are using plan funds ear-marked for capital projects to finance escalation in non plan expenditure. Infrastructure in the 11th five year planThe planning commission has openly accepted the fact that lack of infrastructure is a major constraint in India’s economic performance. The development of rural infrastructure is a high priority in the 11th five year plan with critical targets for irrigation, rural road connectivity, rural drinking water etc. The power sector is critical for industrial growth and the real problem is the distribution system, which is in the hands of the state governments. Top priority should, therefore, be given to improve the performance of distribution companies. Finally PPP (private-public partnership) have become the preferred mode of construction and operation of infrastructure Services such as highways, airports, ports etc. They offer significant advantages in attracting private capital in construction of public infrastructure as well as in improving efficiencies in the provision of services to users.
HR Manager Siphons off Rs.1.63 crore using Salary Accounts
Arya Guha Majumder, MHRM 2005-2007 Somendra Sharma. Mumbai, DNA At 28, he had everything going for him - A job in a multinational bank and a salary of Rs.10 lakhs a year. But he wanted more, and thought he could get it by cleverly working the system. For a whole year, he was perhaps the envy of his
friends as he zipped around in his Skoda, bought two flats and even took a vacation in Switzerland. The bubble has now burst and he is behind bars. The Economic Offences Wing (EOW) of the Mumbai Crime Branch on Friday arrested Assistant HR Manager of Deutsche Bank, Gautam Deepak Baan, for allegedly defrauding the bank of Rs.1.63crore. According to the police, Baan, who was at the Lower Parel Branch, used to handle the suspense account of the bank. Money is first deposited in the suspense account of the bank and later transferred to the salary accounts of employees." Salary accounts of employees who have left the bank should be closed, but instead of closing their accounts, Baan used to transfer the money from the suspense account to the salary accounts of the employees, and then transfer the money from there to his own account," said senior police inspector Vasant Tajne of NM Joshi Marg Police Station, where the bank registered a complaint against Baan a few days ago. He added that since Baan was handling the salary accounts, and was an HR person, he thought nobody would suspect him. Tajne said the fraud was uncovered when Baan recently requested the bank to close the account of an employee. "Since normally, the account holder himself requests the closure of an account, the bank smelt foul play when an hr department employee made such a request. The bank then made inquires and learnt that the account Baan wanted to close belonged to a person who had quit a year ago. Further inquiries revealed Baan had made several transactions from that account. From 2007 till October 14, he had kept open at least 17 such accounts of former bank employees." "Baan drew a monthly salary of Rs.80,000 and it is shocking that he could go to such lengths to make a quick buck. He has two cars and had booked a third one. He also has two flats in Mumbai. He recently went to Switzerland on a holiday too," said Tajne. The case was then transferred to the EOW. Baan was produced before the esplanade court at Azad Maidan, which remanded him to police custody.
The police have recovered jewellery worth Rs.12.40 lakh from a Kandivli bank locker, a Rs.9lakh Skoda, Rs.1.5 lakh of share certificates, Rs.2 lakh in FDs. The police have also seized four debit/credit cards. "This is an unusual modus operandi of fraud that we have come across. We are digging deeper to find out the extent of the fraud," said Joint Commissioner of Police (Crime), Rakesh Maria, who heads the EOW.
Md. Manauwar Alam, MBA NMIMS,Mumbai
Whose WTO is it anyway?
Amidst mayhem of prevalent global crisis, nations whether developed or developing everyone has been suffering from slowdown. International trades have
been largely impacted. In hurry many nations across globe took rescue measures to save their individual economies. Some announced bailout packages and some went protectionism way. Global slowdown has shattered nations so hard that everyone trying individual way to deal with their crisis. The U.S. is planning retaliatory tariffs on Italian water and French cheese to punish the EU for restricting imports of U.S. chicken and beef. India is proposing to increase tariffs on foreign steel at the request of its steel industry. Egypt has imposed duties on sugar, and the U.S. has levied new tariffs on Chinese goods it contends are being dumped on the market. If international trade is kept un-regulated, it may deepen the ill effects of global crisis and the situation may go worst. There has been always a need of regulator for international trades. The World Trade Organization (WTO) has been established to supervise and liberalize international trade. The WTO has 153 members, which represents more than 95% of total world trade. The WTO is governed by a Ministerial Conference, which meets every two years; a General Council, which implements the conference's policy decisions and is responsible for day-to-day administration. Dispute settlement is the central pillar of the multilateral trading system, and the WTO’s unique contribution to the stability of the global economy. Without a means of settling disputes, the rules-based system would be less effective because the rules could not be enforced. The WTO’s procedure underscores the rule of law, and it makes the trading system more secure and predictable.
Though WTO had been set up with the aim to control international trade, it has not been able to get tantamount of success as it was expected from it.WTO has yet to play more strong role in keeping global trade smooth. Cooperation from nations and consensus have been sought the key drivers for WTO. Looking at the current global slowdown, although the WTO cannot provide anything immediate to help solve the current crisis, it can provide medium- and long-term solutions. A WTO deal could help soften the impact of high prices by tackling the systemic distortions in the international market for food and commodities.WTO has to revive the international trades across all the industries and once trade has been stabilized, it would in turn help nations to come out of grave situation in due course.
Arkadeb Chakraborty, MHRM 2007-2009
Introduction Every challenge opens the door for a new opportunity; the impending need for law reforms in our country has been long overdue. The perennial debate has been between the industry demanding labour flexibility and the various unions taking a protective role towards the workers at the cost of propagating labour rigidity. The current scenario and the economic slowdown has come as an opportunity in disguise for the lawmakers to implement the much impending law reforms as
under these circumstances even hardliners have been compelled to accept a more pragmatic view unlike earlier when they steadfastly opposed all talk of labour flexibility, trade unions now recognize their best interests will not be served by trying to protect job security at the cost of industrial sickness. But rather by ensuring labour is adequately compensated. This new-found pragmatism is best reflected in the maturity shown by R A Mittal, National Secretary of the Hind Mazdoor Sabha who while speaking at workshop organized by The Labour Ministry with ILO about court ruling on contract labour said “ Given the court’s stance there is no option but to accept contract labour as a reality and work towards empowering the workers. If a contract worker is made to do a regular work he must be provided with benefits on par with regular workers…”. Hasubhai Dave,National President Bharatiya Mazdoor Sangh says “There should be reforms and comprehensive legislation covering all sections. But, we oppose SecV(B) of the ID Act wherein the restrictions on ‘hire & fire’ are sought to be removed” (source: Frontline 2003) This article endeavours to create a platform for discussing few of the many disputable provisions of the prevailing Labour Laws in India pertaining to the Industrial Dispute Act . Industrial Dispute Act- Disputable provisions. Section 9-A: This prevents technological upgradation since, ‘No employer, who proposes to effect any change in the conditions of service applicable to any workman in respect of any matter specified in the Fourth Schedule, shall effect
such change (a) without giving notice to the workman likely to be affected by such change a notice in the prescribed manner of the nature of the change proposed to be effected, or (b) within twenty-one days of giving such notice.’ Section 11: Not all disputes need to go through a process of adjudication. But Section 11 of the Industrial Disputes Act does not make it mandatory for conciliation officers to try for conciliation. This is despite Section 12(2), which merely states that the conciliation officer ‘may do all such things as he thinks fit for the purpose of inducing the parties to come to a fair and amicable settlement of the dispute.’ Nor do Sections 10 and 11 prescribe a maximum time limit for raising old disputes. Section 11-A: This section needs to be quoted. ‘Where an industrial dispute relating to the discharge or dismissal of a workman has been referred to a labour court, tribunal or national tribunal for adjudication and, in the course of the adjudication proceedings, the labour court, tribunal or national tribunal, as the case may be, is satisfied that the order of discharge or dismissal was not satisfied, it may, by its award, set aside the order of discharge or dismissal and direct reinstatement of the workman on such terms and conditions, if any, as it may think fit, or give such other relief to the workman including the award of any lesser punishment in lieu of discharge or dismissal as the circumstances of the case may require.’ Should such blanket powers be granted to labour courts or tribunals? Directing appropriate retrenchment compensation is one thing, but is
directing reinstatement necessary? Is such discretion to labour courts and tribunals necessary? A reversion to the pre-1971 statute, before Section 11-A was inserted, is probably better. Section 17-B: If the employer appeals to a High Court or Supreme Court against the award of a labour court or tribunal, under Section 17-B, full wages have to be paid to the workman pending such proceedings, even if the appeal is admitted. Sections 22/23: Section 22 prohibits strikes and lockouts without notice. But this section only applies to public utility services. Section 23 prohibits strikes and lockouts for all industrial establishments, but only during the pendency of conciliation or arbitration proceedings. These sections can be amended to require prior notice in the case of strikes and lock-outs for all industrial establishments. There can even be a requirement that a certain threshold percentage of workers must be in favour of the strike or lockout. Chapter V-B/Sections 25-K, 25-L, 25-M, 25-N and 25-0: These provisions apply to industrial establishments that employ more than 100 workers and require prior permission of the appropriate government before layoffs, retrenchment and closure. Most problems connected with the Industrial Disputes Act arise from Chapter V-B, since the government becomes a third party to the dispute even if the employee is satisfied with the severance package.
These sections need to be considered in conjunction with Section 2-A, which makes any dispute between an employer and an individual workman an industrial dispute ‘notwithstanding that no other workman nor any union of workmen is a party to the dispute.’ Note also the judgement of the Supreme Court in the Sundara Money case.( State Bank of India vs. Sundara Money, AIR 1976 SC 1111.) Even if there is surplus labour force, that is no ground for retrenchment. A reversion to the pre-1976 statute, when Chapter V-B did not exist, is again desirable. Consider now the case law. * The discharge of an employee appointed on probation, during or at the end of the probationary period, is retrenchment. * If there is a purely temporary appointment for nine days, terminated automatically at the end of nine days, that is retrenchment. * A workman whose services are terminated because he failed to pass a test required for confirmation is retrenched. * The termination of a workman’s service on account of unauthorized absence is retrenchment. Perhaps a quote from a Supreme Court judgement is relevant.. (Excel Wear vs. Union of India AIR 1979 SC 25.). The honorable Supreme Court held that the
right to close a business is an integral part of the fundamental right to run a business. According to the judgement it is wrong to say that the employer has no right to close down a business once he starts it. However in later judgements as in Workmen Meenakshi Mills Ltd V/S Meenakshi Mill Ltd, AIR 1994 SC 2696 The Supreme Court interpreted Sec 25(N) of ID ACT stating that the right of the employee to terminate employee’s service is not absolute and the retrenchment envisaged under the said section is not restricted to terminate the services of the surplus labour. Gradually, the net was cast too wide and the freedom of the employer tightened to such an extent by introduction of the impugned provisions that it has come to a breaking point from the point of view of the employers... It is not quite correct to say that because compensation is not a substitute for the remedy of prevention of unemployment, the latter remedy must be the only one. If it were so, then in no case closure can be or should be allowed... But, so long as the private ownership of an industry is recognised and governed on an overwhelmingly large proportion of our economic structure, is it possible to say that principles of socialism and social justice can be pushed to such an extreme so as to ignore completely, or to a very large extent, the interest of another section of the public, viz. the private owners of the undertakings?’ Next, a few comments about the adjudication process are in order, although this gets into general problems of dispute resolution. Under the Industrial Disputes
Act, termination disputes are expected to be decided within three months. This rarely happens such that termination disputes have often remained pending for more than eight years. Beyond these eight years, there can be writ petitions before High Courts and special leave petitions as well. So a termination dispute can take more than 30 years. There are several not mutually exclusive ways to solve this problem. There can be a greater emphasis on conciliation and mediation. Collective Bargaining can be given proper legal validity rather than an obtuse reference. The working efficiency of labour courts and tribunals can be improved. If an average number of 65 cases per day are posted, why should on average only one case per day be heard and the remaining 64 adjourned? (N.R. Madhava Menon and Bibek Debroy (ed.), Legal Dimensions of Economic Reforms, Allied Publishers, 1995.) Benchmarks for daily performance can be set. There is need to stick to the maximum of three adjournments permitted and not deviate from this principle. There may be a need to create a labour judiciary delinked from the civil judiciary, as labour cases often require special expertise. There should be no delay in filling vacancies. The principle that advocates cannot appear before labour courts and tribunals without permission of the opposite party, needs to be
enforced. That is, there is need to revise Section 38(2)(f) of the Industrial Disputes Act, this governs conditions under which parties can be represented by legal practitioners. The requirement that awards must be published can be scrapped. This only contributes to additional delays. An autonomous Industrial Relations Commission can be set up in each state. This is needed because the awards of labour courts and tribunals are meant to be final, but writ petitions are routinely admitted before High Courts under Articles 226 and 227 of the Constitution. Once there is an Industrial Relations Commission, appeals before High Courts can be scrapped, retaining appeals to the Supreme Court under Article 136 of the Constitution. If some of these changes are implemented, labour markets will become more flexible, the segmentation between organized and unorganized labour markets will break down and India will be able to tap the comparative advantage of an abundant supply of skilled and unskilled labour. Reportedly, the government is planning an Industrial Relations Act to replace the Industrial Disputes Act and the Contract Labour (Regulation and Abolition) Act and is also reviewing drafting a National Employment Policy.
References 1. Mythili Bhusnurmath,” At the risk of labouring the point.”,Economic Times, 2 March 2009. 2. Report of the Commission on Review of Administrative Laws, Department of Administrative Reforms and Public Grievances, Ministry of Personnel, Public Grievances and Pensions, Government of India, September 1998. 3. B.Debroy, In the Dock: Absurdities of Indian Law, Konark Publishers, 2000. 4. V. Nagraj, ‘Labour Laws’ 5. R. Madhava Menon and Bibek Debroy (ed.), Legal Dimensions of Economic Reforms, Allied Publishers, 1995.
Disclaimer: The views expressed in this article are purely the personal views of the author and has no bearing to any organization,instituition or establishment whatsoever.
Abstract: The case explains the training and development initiatives of the Godrej group since the late 1990s. In the late 1990s, the Godrej group initiated various training and development programs such as the TQM workshops, 'Parivartan', EVA training, GALLOP, Spark, e-Gyan, English language training, and BPO training. The case explains each of these programs in detail and the benefits that the group reaped from all these initiatives. The case ends with the shortcomings in Godrej's training and development initiatives. Introduction In January 2002, Godrej Industries Ltd. (GIL) bought a 26% stake in "Personalitree Academy Ltd." Personalitree provided interactive soft skills training programmes online to corporates. Personalitree's training modules have since been a part of Godrej's training and development initiatives. It all started in 1996 with the break-up of the joint venture between Godrej Soaps Ltd (GSL) and Proctor and Gamble (P&G). Post break-up, GSL was bereft
of a distribution system and had to start from scratch. As part of the rebuilding exercise, GSL recruited about 250 new employees who had to be aligned with its corporate culture. In 1997, GSL conducted a Total Quality Management (TQM) workshop for all its 5000 employees to help them connect to their job. Parivartan was launched in September 2000 in GSL to train new as well as existing employees on various aspects of the business and to motivate them. In 2001, new initiatives like Young Entrepreneurs Board (YEB), Red and Blue Teams, Mentoring and Reverse Mentoring were introduced in the Godrej Group, (Godrej) to encourage the involvement of youth in strategic decision-making. In early 2002, a need was felt among the top brass of Godrej to instill a performance- driven culture in the company. In addition to upgrading the talents of existing employees, Godrej had to train new recruits. Thus, Godrej developed a comprehensive and innovative training programme for management trainees and named it Godrej Accelerated Learning Leadership and Orientation Programme (GALLOP). The objective of GALLOP was to develop a newcomer into a professional by giving him or her exposure to various departments and inculcate in him or her, a sense of belonging. Later, in September 2002, GIL introduced Spark, a training programme for managers to help them become effective coaches. Towards the end of 2002, Egyan was introduced in GIL to increase the learning potential of employees. In January 2003, a special HR programme on honing the interpersonal and negotiation skills of officer- level employees was launched in GIL. Further, in October 2003, an English language training programme was held for floor workers of Godrej and Boyce Manufacturing Company Ltd (GBML), so that they could follow all instructions issued in that language independently.
Background Note The Godrej story started in 1897, when Ardeshir Burjorji Godrej (Ardeshir) gave up his legal practice and started manufacturing locks in a small shed at Lalbaug near Mumbai. Thus was GBML born. His brother, Phirozshah Godrej (Phirozshah), carried on the pioneering work and in 1905 GBML built its first safe, thus entering the security equipment business. GBML expanded its range of products by manufacturing office equipment, typewriters, tool-room equipment, etc. In the early 1920s, GBML started making soaps from vegetable oils and incorporated GSL in 1928. In 1958, GBML started manufacturing refrigerators, its first home appliance product. GSL ventured into animal feed in 1971 to help dairy and poultry farmers rear healthier livestock. Godrej Pacific commenced operations in 1982 as the Electronic Business Equipment (EBE) Division of GBML. In 1985, GBML ventured into Computer Aided Designing services as part of its EBE division. In 1990, Godrej Properties & Investments Limited (GPIL) was incorporated to provide meticulously planned townships. In 1991, the Godrej group entered the processed food and edible oil segment by incorporating Godrej Foods Ltd (GFL). The animal feed division was spun off into a distinctly focused animal- feed and agricultural input company in 1991-92 and was named Godrej Agrovet Limited (GAVL). In 1993, GBML entered into a joint venture with General Electric (GE), US and Godrej-GE Appliances was formed. It went on to manufacture washing machines and air conditioners. GE exited from the joint venture in 2001 and the appliances business became a division of GBML. In 1993, Godrej entered into a manufacturing and marketing alliance
with Proctor & Gamble (P&G). A new company P&G-Godrej Ltd, with each company holding 50%, was incorporated. The entire distribution network of Godrej was transferred to this company and the joint venture was entrusted with the task of marketing both Godrej and P&G's toilet soap and detergents brands. The EBE division was spun off into Geometric Software Solutions Ltd in 1994 to offer complete solutions to customers. In 1994, Godrej ventured into the insecticide market through GSL, which bought 75% stake in Transelektra Domestic Products Pvt Ltd (TDPL), the manufacturer of the "Good Knight" brand. In 1995, Godrej entered into a joint venture with the US multinational, Sara Le e and the new concern was called Godrej-Sara Lee. The venture was the world's largest manufacturer of mosquito repellents. In August 1996, P&G-Godrej Ltd, terminated the arrangement and Godrej re-took charge of marketing its soap & detergent brands but without a distribution network of its own. In 1999, GSL sold 22.5 per cent of its shareholding in Godrej-Sara Lee to the group holding company GBML for Rs 994.7 million. Godrej Infotech Ltd was incorporated in 1999 to offer software solutions. In March 2001, GSL got demerged and its consumer products division came to be known as Godrej Consumer Products Ltd (GCPL)... Total Quality Management (TQM) Workshops Godrej started total quality management (TQM) workshops in 1995, to inculcate a `positive work culture' in the company. In 1997, all the 5,000 employees of GSL were put through a three-day workshop as part of the "visioning" session of TQM... 'Parivartan' In 2000, 'Parivartan' was launched in GSL with the objective of motivating employees as well as imparting knowledge about the sales functions of GSL. A
team of 18 senior executives from all divisions spanning sales, logistics and HR were called on to provide necessary inputs... Economic Value Added (EVA) Training In 2001, Godrej introduced Economic Value Added (EVA) in all its group companies. An extensive training program was undertaken for various managerial and officer levels. Over 500 employees were trained to manage EVA by making appropriate decisions involving investments and/or trade-offs between the income statement and the balance sheet. This training programme was conducted by Stern Stewart, New York based management consultancy that had pioneered the concept of EVA... GALLOP GALLOP was instituted in early 2002 as a structured and organized inductiontraining programme at Godrej. GALLOP aimed at nurturing the new recruits into leaders and dynamic performers through this one-year programme. The programme started with an induction speech by the chairman, followed by the speeches by the CEOs of all the group companies. The trainees were rotated in four departments other than their primary department including a compulsory sales stint. This mandatory rotation in sales enabled the trainees to get a hands-on experience in understanding the market...
Spark The objective of the Spark programme, initiated by GIL in September 2002, was to "train the trainers". The training programme was aimed at equipping the managers to become successful coaches. GIL, in association with a Delhi-based HR consultant, conducted a host of workshops to enable the managers assume the role of a coach...
E-Gyan E-Gyan was the e-learning initiative of GIL launched in the second half of 2002. It was an attempt to move away from traditional training methods of workshops and help sharpen the intellect of the employees by self- learning initiatives. Initially, Satyam Education Services Ltd was the content provider and rendered the entire gamut of learning resources through its e-learning portal learnatsatyam.com. Internal communication measures like 'enrolment on a firstcome-first-serve basis' and 'be the first e-gyanee' were circulated... Criticisms One criticism against the training and development programs at Godrej was that there were no measurement techniques to judge the effectiveness of the programs. For example, no specific measures were developed to determine the extent to which the interpersonal and negotiation skills training aided the employees to develop a more robust business concept...
1. “Bringing Enjoyment and Quality to life” – best associated with which company? 2. Who or what is affectionately referred to as “Beeb”? 3. What is the “7X Formula”? 4. What was developed by a project codenamed “Whistler”?
5. The name of this company means "I roll" in latin. It’s quite logical since the company started out making ball bearings. Which company are we talking about?
6.Founded by Cecil Rhodes, headquartered in Johannesburg, controlling over 40% of the world trade by value of business, currently headed by Nicky Oppenheimer What are we talking about?
7. It literally means “sunrise”. Which Japanese company are we talking about?
8. Idea Cellular is a three way joint venture between the Aditya Birla Group, the Tata and who else?
9. In which of these brand’s advertising are you likely to see the golfers Arnold Palmer, Jack Nicklaus and Gary Player?
10. It was designed by Erno ____ in 1974. And while it was showcased at the Nuremberg Toy Show in 1979, it was a mega success only by 1982 having sold over 100 million units. What was it?
Answers: 1. BenQ 2. BBC 3. Coca Cola Formula 4. Windows XP 5. Volvo 6. De Beers 7. Hitachi 8. AT & T Wireless 9. Rolex 10.Rubik’s cube
Kirti Agarwal MHRM 2008-10
Examinations : unfair practices!
To, All my friends who are so dear, Though exams are near, We should not fear because We are humans not apes,
Moreover pursuing a course on
“HUMAN RESOURCE” Of which we are a part As well as a whole and Constituting of what is called An organization’s SOUL.
So with dynamic Personality and Work Motivation, Encompassing Learning and Communication, We will carry out Research and Costing, That will lead us to Financing and Strategizing, And ultimately to UNIONIZING Against what is Known as “MHRM EXAMINATIONS” (With due compliance to labour laws!:-))
Time flies...and flies really fast when examinations are near. This month has been full of hectic academic activity for all MHRM students. Only thought reigning in the minds of the students right now is to ace the exams and emerge victorious with flying colours. People are seen visiting the library with monotonous regularity, everywhere you look in the campus all you see is groups of MHRM students huddled together engaged in group study of some subject or the other, people don’t even get the time to have food properly and many of my batch mates have lost weight or sprouted beards and moustaches! (Who has the time to shave anyway?) Even in this tense atmosphere of academic pursuits we find time to crack a joke here and there, share our anxiety pangs and make fun of our weaknesses in “danger” subjects. Also keeping us excited in this period is the prospect that we first year students are going to become the “Senior’s” soon and will be welcoming our junior batch, a fresh lot of enthusiastic and hard working students who will take the mantle of MHRM further than ever...
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