CMA

Issue 4

eMag
July 2010

BI-MONTHLY MAGAZINE OF CHANDIGARH MANAGEMENT ASSOCIATION

INSIDE • Upgrading Academic Standards and Employability in Punjab • The Great Indian Manager India's own Ulysses • Attrition! How to Retain Talented Employees? • Is Climate Change affecting J&K? • Know your President Dr. Gulshan Sharma

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Contents
• Upgrading Academic Standards and Employability in Punjab • Malana-Unique Republic amid Hills • The Great Indian Manager -India's own Ulysses • Training and Development Challenges in Corporate World • College to Corporate -A Journey • Our Memorable Health Recouping Holiday • Those who predicted Tsunami, Earth Quake and Global Recession • Applicability of Part- I of The Act to Arbitration • Attrition! How to Retain Talented Employees? • JOHARI WINDOW A Simple Tool for Understanding interpersonal dev. • Is Climate Change affecting J&K? • Know your President Dr. Gulshan Sharma 1-2 3-4 5-6 7-8 9-10 11 12-13 14-15 16 17-18 19 20

Chandigarh Management Association
Office Bearers
President Dr. Gulshan Sharma Director Foundation of ITFT, Chandigarh Vice President Dr. Niraj Pasricha Director Regional Institute of Co-operative Mgt. Secretary General J.N. Vohra Textile Consultant Joint Secretary A.K. Gandhi Consultant Jaiparkash Associate, Ltd. Treasurer CA Vivek Goyal Past President Col. Karamjeet Singh (Retd.) Director Continental Group of Institutes, Mohali Editor cma.chd@gmail.com http://cmaupdate.blogspot.com/ Mob. : 9814556072

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CHANDIGARH MANAGEMENT ASSOCIATION C/o Bhartiya Vidya Bhawan Plot No. 5, Sector 27-B, Madhya Marg Chandigarh-160019, INDIA Tel .: 0172-2656031, Fax : 0172-2639548 Website : www.cma.net.in email : cmachandigarh@yahoo.com
Affiliated to

ALL INDIA MANAGEMENT ASSOCIATION

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Foreword

I feel humbled on assuming the charge of this prestigious professional organisation, Chandigarh Management Association. I am aware of good work done by my predecessors in sustaining and building on various innovative activities for the benefit of professional management fraternity. That adds tremendous responsibility on my shoulders to keep up and uphold the spirit and endeavours of my predecessors. The immediate past president, Col. Karamjit Singh, has done very appreciable work and shown a remarkable leadership, and I need to tread on the path shown by him. I subscribe fully to the vision of Chandigarh Management Association “to attain leadership in the corporate sector by inculcating the values of social responsibility, and entrepreneurial skills by preparing human capital for the future tasks” The task before me is to involve my team and the large membership of CMA in various professional activities, Management Development Programmes, which we will undertake in the coming year, such as; · Skill development initiatives, and motivational programs for the youth, including shaping young mind · Discussing on innovative models of entrepreneurship through the use of IT & ITES and Corporate Social Responsibility · Preparing researched write ups on the city development parameter. · Creating linkages with other institutions, such as CII-NR, PHDCC, FICCI, ASSOCHEM, TIE, Chandigarh Tourist Club, NRI Convention and Northern India HR Association and strengthening further linkages with AIMA by attending to their programs and inviting their experts here. Besides other programs, we will continue with the innovative use of electronic media.The CMA eMag, started by my predecessors is such an endeavour. I hope and pray that I come up to your expectations in the coming months. I will welcome, particularly personally talking to my predecessors, to get guidance from them as to how to add value, expand and retain membership of this vibrant body. I invite you to participate in various committees, which we will formulate in this month. With these words I seek well wishes from all of you for my useful tenure in this prestigious organisation of the city. Thank You and God bless you all.

Dr. Gulshan Sharma President-CMA

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Upgrading Academic Standards and Employability in Punjab: The Broad Perspective.

Dinesh K Kapila
Interactions with industry officials and academicians plus my own professional thought processes have led to a perspective on employability and academic standards. The thought process that academic standards, in North West India need to upgrade urgently and to be reoriented for employability as also entrepreneurship, has now evolved as a reasoned belief. The recent and repeated incidents of violence at the academic campuses (even in the private sector) in this region also mask a deeper malaise, if considered in conjunction with the above. We can safely assume that the attempts to address falling academic standards and violence by an administrative fiat or a law and order approach will not work. The academicians, parents and society as such have to collaborate explicitly to raise academic and employability standards in this region. We firstly need to acknowledge our shortcomings before this region joins the likes of various academic institutions in central & eastern India with a tarnished reputation, with a consequential adverse impact on credibility and employability in the employment market. Institutions have lost flagship courses Our academic institutions have already lost ground and even flagship courses do not attract talent or employers with the same enthusiasm as earlier. The issues however go deeper; these are primarily societal in origin and are germane to Punjab and the North West region as such. Since the process of liberalisation began, we have witnessed tremendous changes in certain regions of India. Entrepreneurship has sprung primarily from the middle class after North West India, we find an absence of entrepreneurship and success due to excellence in education of the middle class, especially in the technology sector. The rare stories that do exist in our region are of individuals who were well connected as such already to power centres and then built up the scale to generate corporate success. The pertinent issue is that respect for intellectualism coupled with a need for quality education has been markedly absent from Punjab or for that matter north west India for quite some time. A leading business magazine while ranking Chandigarh quite highly in quality of life also went on to state that being a landlord and dealing in real estate and to some extent retail seemed to be the primary employment o p p o r t u n i t i e s o r o c c u p a t i o n i n P u n j a b. Entrepreneurship seems to have failed to mature, particularly in high end technology as also services. For this the current crop of elders or leaders, from varied professions, has a lot to answer for. North West Dwell more on politico religious issues While the south and west of India have articles in papers devoted to need for technology as a tool for varied developmental issues, business as also exports, our papers or media are full of debates on politico religious issues, language and khap panchayats etc. Its not that the other regions are heavens of opportunity but it is high time we in Punjab or north west India punctured our own misplaced sense of well being and superiority and analysed our shortcomings. We cannot measure the well being of a society from the number of upper segment luxury cars sold in a city or pure physical infrastructure indicators. Soft skills are equally important for the progress of any society and need to be addressed on priority by the leaders and the society they represent. The real developmental and economic action in India is now south of the Vindhyas except the NCR belt and it cannot be passed off as central largesse as its primarily driven by private sector players and private equity. Just as an aside, a leading private equity player told me informally that very few entrepreneurs in this region could make a quality presentation on need for funds or a business plan as compared to the entrepreneurs in south or west India. Some bankers also substantiate this viewpoint. Now students or youngsters brandishing guns or connections and thinking they are the last word in

being rooted in quality higher education. Infosys, Mphasis etc spring to mind as do cities such as Chennai, Bengaluru, Vadodara, Pune, Surat, Rajkot, Tirupur etc. Even Jaipur is now being touted as a major centre for employment. But beyond Delhi in 1

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virility and leadership are absolutely wrong but so is the society which refuses to condemn their actions unequivocally or the police force. If unchecked, the slide downwards can be too fast while the already rapidly developing regions of India move on. Virility and a misplaced sense of being masculine and superior by violence or muscle power has been ingrained in us as a society since long but now needs to be controlled. North West seem to place high value on connections, clout, money…. This issue can be approached from another viewpoint, the number of professional institutes ranked highly from this region or valued for quality by HR officials from well known corporate in the Management, Information Technology, Engineering or even Fashion Technology sectors.The institutes are just a handful, primarily as the intellectual capital itself from such institutes which imparts knowledge is not rated highly. Students with merit flock to professional educators in Pune, Bangalore, Vellore, Manipal etc.The techie from south of the vindhyas is a bit of a joke as also awe in the north but unless we initiate the respect for knowledge and intellect again, we cannot match the progress and employment opportunities being generated in the west or south India. Our present societal mores in the north west seem to place a high value on connections, clout, money or physical prowess and a quick return on capital with a minimal concern for human capital. It should rather be on support and respect for knowledge, technology, ethics and a genuine concern for the human resources. The amount of regard for NRIs in our region certainly seems unwarranted as such considering their minimal contribution to boosting intellectual content and knowledge. Their inclination seems more for gaining importance, both political and economic here rather than in their adopted homelands. Likewise, the corporate leaders from this region seem to exhibit normally an unseemly haste to migrate to the NCR once their operations scale up. This deprives us in the north west of valuable corporate intellectual capital at the senior level. The factors to shift head offices and operations seem to 2

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be many but a primary factor seems to be the reluctance of senior valuable potential employees to work from cities in the north west. This is but natural when the value system of the youth or even elders seem to place more importance on the thanedar or even patwari rather than the corporate intellect!. I am not decrying certain professions but suggest a change in social mores to respect a wider range of professions. Another pertinent point, how many major well respected corporate houses across are now owned or started by Punjabis or residents of North West India. Need to focus on soft skills for employability The states of this region do state that the expansion, modernization and reorientation of Technical Education and Industrial Training systems to match with the needs of modern corporate organizations is a priority but this is yet to be apparent on the ground. 361 Colleges, 7 architecture colleges, 4 biotech colleges, 48 engineering colleges, 40 management colleges, 38 law colleges, 6 mass communication colleges, 4 universities etc in Punjab are just the physical aspect or numbers. The quality of education imparted and value placed on the pass outs from professional institutions is the real test of the quality of education. Just as an aside, we need to quantify the number of papers contributed by educationists from this region in leading journals of their professions or we can attempt to quantify the number of modern day respected management experts who have emerged from this region. Again pertinently, the few professional experts of repute that do emerge rarely get the respect from our society and stakeholders in governance that they actually deserve. This indirectly impacts adversely the respect for the drive in excellence or professionalism amongst the youth. As already explained, we need to rebalance our value systems and mores, with leaders in varied fields stressing the need to change and to evolve as a society with a focus on respect for soft skills, quality professional education and employability. The academicians need to be the initiators with leaders from industry in this regard
Written purely in author's personal capacity. This does not reflect the views of his employer in any manner.

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Malana-Unique Republic amid Hills

Dr. N.K.Sharma
ITFT College-Chandigarh

One of the very striking villages in the Kullu Valley in Himachal Pradesh is Malana, Which having retained its remoteness over many hundreds of years, has recently become an attraction on account of its peculiar tribal organization characteristics and its still prevalent primitive method of settling differences of its inhabitants of their satisfaction. Situated in a mountain fastness, accessible only during that period of the year when the mountain ridges by which it is enclosed are free from impassable snow, Malana comprises a small

conservative society of probably less than a thousand people, steeped in superstition and still performing ceremonial rites and practices of an aboriginal ancestry. The Village of Malana lies on a trek route that connects Naggar and Kasol. The distance from Katrain to Malana is 30 Km. En Route is the dramatically beautiful 3,660 meters high Chandrakhanai Pass, which lies east of nagger on the 3

range which divides Kullu Proper from the Malana glen. One of the legends in connection with the Chandrakhani is to the effect that when Jamlu ( the presiding deity of Malana and a god of great power and importance in Kullu) came from Hamta to Malana with his wife Narol, they carried a basket containing all the gods of Kullu. On top of the pass they opened the casket and a very strong breeze blew all the gods all over Kullu valley to their present abodes. A particularly striking view of Deo Tibba, aporoximately 6,000 meters high, which overlooks the Malana glen as well as of othe snow-crowned giants on the Spiti border is obtainable at the top of the Ridge. In addition to the Chandrakhani pass route, the other feasible paths by which Malana can be reached are from the Parbati valley; one of which is from Manikaran over the Rashol Pass (3,150 meters) and another from Jari, along the Malana river. Malana comprises two villages about a hundred yards apart. The village in which the temple buildings are located is sacred and no one wearing leather boots or shoes is allowed within its precinect, but the leather footwear is substituted by locally made rope shoes (pullas ) permission to view the temple surroundings may be granted. An addition to the actual temple is the devta's treasury (bhandar) which is believed to contain fabulous wealth, the accumulation of centuries, as well as a large collection of gold and silver statuary, including an image of Emperor Akbar, the Great.There is also a large refractory where the people of the village dine together during certain festivals: a room for the temple musicians; and an other small building in which, in early spring , barley is forced,, so that young blanched shoots may be available for offering to the tod at an important festival in February and March.

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Local tradition: a kind of demon or spirit Local tradition represents Jamlu as a kind of demon or spirit and that Gyephang Lha, the god who inhabits the lofty peak of that name in Lahaul, is his elder brother. Jamlu has other temples and granaries in Kullu, Rupi and saraj, but his central abode is Malana where he is paramount and owns all the land under cultivation and where all the cultivators are his tenants. There is no image of him in any of the temples; consequently he has no rath like other gods of Kullu. In comparison with other gods he holds somewhat independent position, not only hostile to Raghunathji, (the Principal god of Kullu) but he does not, like other Kullu gods, show his allegiance during the Dussehra festival. At intervals of every few years ( the actual interval depending upon the will of the god), declared by his mouthpiece (Guru), on the first day of Haddon, a very large fair is held at Malian at which special ceremonies are performed. A Ceremony in commemoration of the Emperor Amber's connection with this remote and almost inaccessible glen is held every year in Phalgon, when his images are removed from the treasury house and taken to a grove above the village, the spot at which Jamlu received the homage of the Emperor. Some anthropologists are of the view that the armies of Alexander the Great touched the point in the fourth century BC and gave rise to this unique village. Malana is the oldest democracy

never, if they can avoid it. They have their own methods of settling their disputes to their own satisfaction. It is said that Malana is the oldest democracy in the world in existence where all the inhabitants of the village take part in managing its affairs. They have the lower and upper houses and Jamlu is the final courts of appeal. The inhabitants of Malan speak a peculiar language called kanashi, which is entirely different from the Pahari of Kullu and is a mixture of aboriginal Mundari and Tibetan. A day is sufficient to take the whole of Malana. The temple buildings and the surroundings of the two villages do not invite lengthy or detailed inspection, but compensation, to a large extent, is provided by the natural scenery especially the view Malana is included in the national Himalayan trekking programmes by the Youth Hostels Association of India, while a number of persons have started visiting the glen out of sheer curiosity as also to enjoy the breath taking views it affords. Although, with the inflow of tourists, economic benefits do accrue ot the local inhabitants, but tourism should not be allowed to have nay deleterious effect on their age-old customs and traditional cultural behaviors. Tourism should create health employment opportunities for the people, many of whom indulge in collecting cannabis and in selling the same. Their women should be given training to produce small articles, which should be taken by the visitors a souvenirs. Tourism should also act a positive force in preserving the environment and the fragile ecology.

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Prevailing customs ordained that the inhabitants of the two villages of Malana intermarry, so the whole population must be more or less related to each other. In recent years, probably to counteract the deterioration resulting from continued inbreeding, a few marriages with inhabitants of other villages, outside their own clan, have been contracted. The people of Malana seldom appear in Kullu courts,

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The Great Indian Manager India's own Ulysses

Prof. Gursharan Singh Bedi
Faculty - IBS Chandigarh James Joyce's “Ulysses” is an epic novel which depicts the travails and tribulations of the modern man- a native of Dublin on a single day- June 16, 1904. Unlike Homer's epic “Odyssey” where the hero is a stoic , Greek warrior, his hero 'Lepold Bloom' has all the flaws and frailties of human beings. He must suffer the emotional traumas of betrayal and loss.The novel makes a difficult reading. Sometime in early 1950s, Bell Telephone, then the biggest company in the United States, prescribed a management education program for its managers who rose from the grassroots levels of technicians. The curriculum included readings from Bhagvad Gita and Ulysses. Both enriched their emotional and intellectual experience and enabled them to think of the both sides of an argument. The management diploma was awarded to the first batch on 16th June, 1954 with the greetings of 'Happy Bloom's Day'. Since then this day has come to be associated with the grooming up of managers. In India where the managers grow up in the environment of 'adversity', 'scarcity' and excessive 'bureaucratic red tape', they are the modern day's Ulysses. Secret of Success These are difficult times- uncertain and volatile- all over the world. David Cameron, the British Prime Minister calls it an “Age of Adversity” as his Chancellor of the Exchequer George Osborne delivers an Austere Budget. IBM Global CEO Study 2010, points out that 71 per cent of the CEOs in the world find it difficult to provide leadership under such complex and exacting environments. Under such circumstances, the mantle of leadership in the world of business and politics, naturally, falls on the shoulders of Indian Managers. The secret of success of the Indian Managers lie in his legendary power of improvisation, most commonly called “Jugaad” a “can do, will do and never die” attitude to rig up something in the face of adversity. Many call this an “incremental or frugal innovation” as opposed to the radical or revolutionary innovation which is possible only in the large Research and Development laboratories of the West. Whereas the Indian way of innovation is highly cost effective and can be replicated en mass, the Western way has forbidding costs and lacks en mass application. Nothing can illustrate it better than a recent case where an American pharmaceutical 5 company Amylin came up with a promising drug molecule to treat Diabetes but could not make it commercially viable because of the high development costs involved. It then approached Biocon, a Bangaluru based Indian company to do something about it. Biocon found an innovative way to express that molecule in the host system which reduced the development cost ten-fold making it commercially viable. As many as 63 companies out of Fortune 500 companies have Research and Development facilities in India. General Electric' R&D centre in Bangaluru is the biggest any where in the world. Cisco, Yahoo and Microsoft, all, have R&D facilities in India. 15.5 per cent of all start-ups in Silicon Valley are founded by Indians Vanguards of Globalization Indians and Indian companies are in the vanguard of Globalization. Laxmi Mittal's Mittal Steel became the largest steel group after &27 billion acquisition of Arcelor. Former Vodaforne Chief Arun Sarin acquired Hutch for $11 billion. Tata Steel bought Corus for $11billion. Infosys, TCS , Wipro, Mahindra, Reliance and many other are on acquisition spree all over the world. As Indra Nooyi, CEO of PepsiCo since 2006 and Manvinder Singh Banga former Unilever President of Food division have becoming iconic figures in the world of business and management; there is a scramble for multinational companies to recruit Indian executives. The beleaguered US investment banks Goldman Sachs, Morgan Stanley to Bank of America's Merrill Lynch, have picked up Indian managers from ICICI and Axis Bank to head their business operations in India. Earlier Neel Kashkari of Indian parentage was chosen as an Assistant Secretary of US Treasury to oversee the implementation of Troubled Assets Relief Program of US $ 700 billion. Men of values Besides innovative spirit of the Indian manager, it is his ethics and moral values, which are moored deep into the philosophical musings of Bhagwad Gita. Mr. N.R. Narayana Murthy, the founder of Infosys, in a recent interview to a leading business TV channel said, “The business of the business is to add value to the society; create goodwill with every stakeholder and build more respectable enterprise than more profitable or with more market capitalization.”

“Try not to become a man of success but rather a man of value”said Albert Einstein.Time magazine has used , this quotation to describe Mr. Manmohan Singh, our Prime Minister while declaring him as one of the 100 most influential persons of the world. It says, “In endeavoring to lift India's people to prosperity and stability, Singh has achieved both.” What is true of Mr. Singh as the CEO of the nation is true of the great Indian Manager. Today, when economists say that 21st Century

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belongs to India and China, one wonders if it does not belong to India alone. As per Forbes list of World's richest, as many as 10 out of 25 in Asia belong to India. Hongkong and Japan each have 5; Mainland China has only one. More than half of the Indian billionaires are self made business leaders. The Indian Manager has arrived. The world is cheering. But we have “miles to go” before we rest on our laurels

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Annual General Meeting of CMA in progress
Elected body of CMA - 2010-11 Dr. Gulshan Sharma – President Dr. Niraj Pasricha – V.President Mr. J.N.Vohra – General Secretary Mr. A.K.Gandhi –jt. Secretary CA Vivek Goyal - Treasurer Other elected members of the Executive Dr. Anshu Kataria Mr. Amarjit Singh Tanda Col M.G. S. Khurana Col SC Sharma (Retd) Dr. Manoj K Sharma Dr. T.L Kaushal Mr. H.S Bhatti Er. M.L. Garg Mr. Tarlok Singh Chhabra

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Training and Development Challenges in Corporate World

Col. D S Cheema Vice President (HR), FTP
The basic purpose of any T and D activity is to help individuals convert their potential in to usable competencies needed for effective functioning of any organisation. Unfortunately ,most of the socalled training ends up being a ritual of training alone (and not training and development) and that too unintelligently because establishments given the responsibility, do not invest in H R D practices in supporting new techniques and technologies. Also, such best practices are possible only under the right set of organizational attitudes. It is common knowledge that what ever is learnt by the participants does not get converted in to new desirable behavior as firstly 'Right' inputs are not given and secondly learning is not re-enforced at appropriate intervals. There is a need to leverage individual expertise and experience for the benefit of the organisations by supporting self development of employees at different levels and by providing deficit knowledge and expertise. What can de done? 1. Break the old barriers- unconventional thinking needed Hence perceptions, attitudes and actions of those who frame T and D policies have to be redefined. For example, recognizing the fact that all employees don't learn the same way. Also, we must not talk only of training but Training and Development as a package since they complement and supplement each other. 2. T and D policies must be designed in such a manner that they become more · Alert · Dynamic · Futuristic · Responsive · Effective 3. Set up Nodal T and D Centers by identifying suitable geographical areas/ professionally viable locations to take T and D where it is most required rather than calling every trainee to training establishments as is being done now. Admittedly, some activities will have to be centralized 4 Develop suitable Talent Management Systems to identify, grow ,use and create talents in areas considered useful. This involves mentoring/modeling and coaching new talent. · Mind set to identify talent needs change.. What is talent ? Not only the genius or those with highfie qualifications. Do seniors in the Departments have the ability to judge the ability of their juniors? · Recognize talent, spot, nurture, use · Create learning environment. Emphasis on Learning and Mentoring rather than training/ teaching/ coaching alone, in certain specific areas. Think distance education in selected areas. One-shot Training is not effective. Track the trainee and re-enforce inputs at appropriate intervals. Sharing Technical/ administrative information and knowledge on line at individual/ organizational levels. Use of websites, blogs etc for sharing solutions to problems and for developing new systems etc. Training and Development Need Analysis (TDNA). Identity deficit areas. Initiate research related with T and D needs. Basic Management Training at all levels as an essential input. Realistic Terminal Behavior as out come of T and D Build linkages with suitable institutions all over to take advantage of their expertise in areas that meet special needs. Outsource T and D activities wherever possible to conserve own resources and take advantage of expertise available elsewhere. Make T and D a 24 x 7 learning activity . Cost-consciousness must become part of every T & D activity. Encourage Professional Democracy in T & D. Encourage and reward fearlessness in professional matters (of course, within the limits of discipline) Organisations could pose a problem area on net and invite solutions from any level from within the Department. The idea is to create continuous rigorous and fearless learning/T and D environment . Develop a system of Potential Appraisal so that suitable senior/middle/junior level officers can be trained and developed as faculty for different types of courses. Training of Trainers- look for Master Trainers or Certified Trainers in different areas /disciplines. Create Knowledge Repositories of useful information, knowledge and wisdom available in different forms at different places. Aim is not to keep 're-inventing the wheel'. There is no harm in copying a good idea and modifying it to suit our requirements. Personal development must become an integral part of any professional training. Include

5. 6. 7. 8.

9. 10. 11. 12. 13. 14. 15. 16.

17.

18. 19.

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the following areas (not comprehensive ) : (a) Knowledge of self to lead a meaningful and successful life professionally and personally. (How to realize one's full potential and use it for professional achievements ?) (b) Preparing one self as a knowledge worker of 21 st century (etiquette, mannerism, professional conduct, good communication etc.) Critical Factors 1. Training and development is a slow, continuous and cumbersome some process which needs personal involvement of the top boss. 2. Recruitment and selection of human resources is a vital parameter. The more time, energy, effort and money you spend on this, lesser inputs will get better desired out -comes resulting in major savings in cost. 3. One- shot training is ineffective hence keeping the track of the trained person and observing his/her behavior to modify future inputs is imperative. 4. All individuals don't learn the same way and all don't get motivated by the same techniques. Trainer must cater to the specific training needs of each participant. 5. To do that number of participants should never be more than 20 in one batch. 6. Training sessions must be interactive in nature with at least 20 percent participation from the employees. 7. Employees must be categorized in different levels based on their background education, experience, position in organization etc to get maximum benefit. 8. Inputs should be provided in a sequential order as far as possible. 9. Brief and crisp one page notes as aid to memory must be issued to every participants after the session. 10. Every session to end with 'Food for Thought' for 10-15 minutes. 11. Communication and rapport between the trainer and participants is a hallmark of any learning exercise. Any language, English, Hindi, Punjabi or non- verbal communication may be adopted as long as it hits the emotional chord of the participants and help them convert their thoughts into action i.e. changed improved behavior. 12. Deliberate effort should be made to search / spot training- talent amongst participants over a period of time and nurture them initially as Associate Trainers and later on as full fledged trainers so that the Department does not remain dependent on out-sourced support for training in future.

13. Training syllabus must be revised and updated for every new batch, with feedback received from participants. 14 Suitable noise- free environment and audiovisual aids are necessary for learning. Some more suggestions 1. Involve every one associated with T and D in any manner in designing the Vision, Mission and Statement of Objectives and Strategy to achieve those objectives (on 'need to know' basis). It includes regular employees, associates, vendors and suppliers, visitors, well-wishers and friends etc. Display these at appropriate locations to create a sense of belonging and involvement. 2. There is a need to prepare a suitable H R Policy Manual , which should include a detailed T and D policy and when approved, it must become a sacrosanct document. Deviations to be allowed with specific permission only. 3. For designing T and D policy, after identifying Training and Development Needs Analysis, help of an expert may be taken 4. Include a management expert (within the frame work of rules) for any recruitment and selection process. A competency and general behaviour ,conduct and attitude check is useful in selecting the right employee for a long term perspective. 5. A system of reporting/performance in the initial stages after entry of an employee is very important. If rules permit, a check at one/three/six/twelve months should be adopted to weed out any undesirable employee, who manages to get in by hiding his/her shortcomings or by any means other than merit, as early as possible. 6. Track the professional movement of the trainee and provide T and D inputs to meet specific professional needs. 7. Regular brain- storming sessions (at least once a month ) at different locations with a management expert as the facilitator, to know the pulse of the employees and adopt innovative measures for improvemen 8. Senior managers must be trained to spend at least 10 % of their official working time on developing themselves professionally 9. Innovate methods of Training and Development through a continuous review process 10. Prepare a separate document in the form of a book to include all that is required for selfdevelopment of employees. 11. Involve officers at the highest level in T and D activities. 12. Develop linkages with other suitable training establishments.

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College to Corporate A Journey

Navdeep Kaur Chauhan Principal Continental College of Higher Studies

In the dusking years in college, you might gain your maiden glimpse of the ensuing professional world. It might be through the eyes of a professor who might have come to the university after a successful career in business or it might be through an internship you pursue. At times, the business world can seem exciting while at other times, rather daunting. While college certainly facilitates an important & firm grounding for fruitful career, it is certainly not the end of your preparation for surmounting the challenges of career. You've spent approximately the last seventeen years sitting in classrooms absorbing bits & scoops of knowledge. Every now and then you were tested to see how well you remembered that information. Occasionally, you had to write a research paper; sometimes quite an extensive one. You were given the assignment back in September. The paper wasn't due until December. Suddenly you are out of the safe haven of the classroom, where you were tested on schedule, and deadlines were not months but days away. You are thrust into the harsh reality of your first job. Deadlines are “tomorrow, at the latest.” There are no formal exams, but don't ever forget -- you are being tested; everyday. The results come, not in report cards, but in performance reviews. Always remember to do your best; you are being watched. Why is your employer watching you? You may think it's a money thing. That is, of course, true; but it isn't the only reason. Your performance in the classroom impacted you alone, not your college, or even your professor. In contrast, your performance at work impacts the organization as a whole, your bosses, and even your co-workers. You are one spoke in the wheel that makes the organization run. If that spoke is broken, your employer will just go out and replace it. Consider the following key career skills that will be vital as you transition to the workplace: Skill # 1 -- Develop effective communication skills What do you think researchers say is the most important ingredient for success and achievement in today's workplace? What's the foundation for supportive, cooperative work and personal relationships? Interestingly, the answer to both of these questions is the same -- the ability to communicate skillfully and confidently with people. Therefore, excellent interpersonal communication skills (Verbal & non verbal including body language) 9

are the most powerful career and personal skills you can possess. This means, how you communicate with others and through others to get business results. As a young professional, you need to focus on both verbal as well as written communication skills (e-mail and regular correspondence).Human resources professionals estimate that more than 80 per cent of people who fail at their jobs do so for one reason -they don't relate well to other people. Even in highly technical jobs, success or failure is determined more by human relations skills than by technical proficiency. A study published by the Carnegie Institute of Technology reports that 15 per cent of financial and career success is due to technical competence and 85 per cent is due to interpersonal skills. Let's face it, dealing with others isn't always easy. In fact, if you're like most people, it will probably turn out to be one of the biggest day-to-day challenges you will face in the workplace. Therefore, it's important for you to meet the challenge and be successful with all the people with whom you interact. Strive to build strong and better relationships with your work associates (this includes your manager, clients and customers, peers, coworkers and others). If you work on mastering Career Skill # 1, you're certain to be on your way to success. Skill # 2 -- Need for a professional attitude A professional attitude might be the most important ingredient for your business success. You need to respect workplace rules and follow a certain code of behavior. You must be diligent in your work and dedicated to your job. You have to arrive on time and reject the temptation to leave early. In short, there are no shortcuts to business success. You must be willing to play by the rules of the game. Skill # 3 -- Administrative: Manage your job It's a fact of business life. Every day employees are judged by their ability to manage projects, priorities and deadlines. An organization's success (and your own career success) depends, to a great degree, upon your skill in getting things done -- on time and with the desired result. Find out as soon as possible what your company and manager expect from you. This will include using your people (interpersonal communication) and technical skills (the knowledge, skills and abilities that make you a sought-after professional). Once you determine what's expected of you, decide how you will accomplish it. Design a professional development plan so that your action

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items lead to achieving your goals. Stay on top of even the most demanding schedule of competing priorities and multiple projects. To help with this, build a deadline ie a "safety net" to make sure no critical deadlines slip by. Also, make sure that your deadlines are realistic. Finally, get a mentor who can help you design an effective career plan. Skill # 4 Persistence pays Far too often, employees are willing to give up once they encounter an obstacle. They wrongly believe that one failure will lead to a succession of failures. They fail to recognize the fact that many of us learn more from our failures than from our successes. If you analyze the success of a business executive, chances are he or she is a persistent person. Certainly, there are times when you will need to abandon one approach and embrace another. However, while your methods may vary, continue to keep focused on your goals.You might be surprised at how much you accomplish if you remain persistent in your efforts. Skill # 5 -- Build and leverage your relationships The old adage "Who you know can be just as important as what you know" applies here. And, nowhere is this truer than in today's workplace where managers, colleagues and mentors (if you're lucky enough to attract one or two) often determine who gets noticed and promoted, who finds a new job, and who thrives in the new organisation. Take charge of your career by becoming a partner with your manager.That means that you will be working to gain your manager's respect and trust in your competence. Enlist your manager's full support for your projects. As we covered earlier, know what's important to your manager. Be open to constructive criticism because it has a constructive impact. Your manager is the person with the power to open doors for you, help accelerate your learning and development and support you in achieving your

goals. Strive for harmonious working relationships. Workplace conflict can have constructive or destructive consequences on an individual's performance, the team's performance, and the organisation as a whole. This conflict is often the result of clashes in vision, priorities, values and personal loyalties. Anticipate and sidestep the pitfalls that could impede your progress. Once you are on solid ground with your team and manager, look around and see which bridges you need to build so that you are connected with the right people in the organisation (those who can make things happen for you). Some of these relationships may last over the span of your career. Nurture them and value them for what you can get as well as give to them. A final word A smooth transition from college to the work world is possible if you have the proper mental attitude, make smart moves early in your career and establish ties to your community. To put things in proper perspective, by all means recognize the seriousness of starting your first full-time job, but don't be mentally overburdened by trying to match the success of coworkers or other professional colleagues. However, as long you stay at your first job, do your best and accomplish as much as you can. Bear in mind, though, that your career is more than a single job. During your career you will most likely work with many companies in various positions. Some will be more fulfilling and challenging than others. The success you achieve will result from the discipline, dedication and determination that you develop as a young professional. These attributes will uniquely shape your character and promote your success throughout your lifetime. For now, study hard and work diligently but enjoy life to the fullest.

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Our Memorable Health Recouping Holiday

Lt Col S K Suri, (Retd) PSC, MSc, MBA, DTM, Research Associate R.I.P.H.C., 15 Jun was my 67th/68th Birth Day! (PAK/Rawalpindi Archives: please help). My beloved, one & only lady wife of 38 yrs, & Dream Girl/Sweet Heart of 49 yrs, (now 61), was medically advised to take long walks, after a surgery (in Apr) to strengthen her abdominal muscles. The world wide Climate change, was recording 43-44 Deg. C, at Chandigarh. Our indoor rocker/slimmer, though helpful, was not a substitute for Nature cure. My innate love demanded a surprise Himachal Pradesh (HP) Holiday to restore the health of my heart throb. Of course, I discretely got her explicit consent/OK, as in all family matters; though I am the master or/& the mouse of the house, I have her permission to say so! I booked our hotel accommodations (for our 38th honey moon) on line on 1st Jun: One night at Shimla, six nights at Naldehra Golf Glades, & two nights at Narkanda. We hit the road at 6.30 am (to avoid traffic jam at Kalka) on our 'Bitto', the Maruti SEX4, (Correction SX4ZXi: Get aside the men are here!), after due preparations, down to my golf set & kit, a novel, Madonna's biography (yes, Renu only reads biographies), CDs, playing cards, extra cells for my hearing aid, essential booze, snacks, an electric tea kettle, milk powder, tea bags, sugar cubes, two umbrellas, torches, candles & blab la; not forgetting essential emergency medicines, including extra first aid kits & some light warm clothing. We enjoyed and made New Friends We enjoyed each others' company, made new friends, halted at will, took long walks morning & evening, (averaging 8-10 Kms. per day), admired the nature, the melodious music of the towering pines, cedars, weeping willows & were lucky to see snow line of Himalayas, one evening from Narkanda! We ritually took time out for doing our routine Guru Ramdev Pranayam & Kapal Bharati. The space constraints do not permit me to describe the beauty & tranquility of nature at Timber Trail, Hotel Destination lawns, The magnificent Hotels Peterhof, The Ridge & Scandal Pt, Hotel Wildflower Hall, Kufri, , Hotel Hetu, Fagu, a number of temples, The sulphur spring ( Tatta Paani), & of course the unique 11 Naldehra Golf course (18 holes-6800 yds), the horse/pony rides. It was a treat watch & mix with the beautiful children, pretty women & men folks of HP! Being flexible, we extended our stay by a day & night halt at the Hotel Palace, Chail on our return journey. I failed to coach my Lady wife, now 61, to play golf, although she has almost learnt putting! And why not? I had to, therefore, I permitted her to beat me at our daily, short '21 patty' rummy sessions, as usual. When I played golf with new friends Iqbal Singh (82), & Col Ajit Singh (80), my lady walked in/around the golf course & joined us for our lemon tea sessions. Our friends could not join us for beer/ drinks because they said, & we agree: Ageing, drinking & driving, especially in hills do not combine! We admired the honesty, hospitality, peace-loving nature, simple life style of all people of Himachal! The food was indeed admirable! Though poly-bags are banned in HP, a lot needs to be done about littering especially at Shimla & HP. Help avoid Climate Change All HPTDC Hotels & Resorts, as well as Govt. & Pvt. Sector must adopt Solar Systems not only for heating water, but also generating extra power/energy to avoid Climate Change; The Naldehra Golf Course, must be made an ideal international hilly golfing destination by massive Central & State fund allocation; it must be managed by professional golfers & all red tape (from Shimla) must be eradicated; the lawns at HPTDC are indeed n o t w o r t h remembering/ writing about. In fact the erstwhile Maharajas of Patiala must be weeping in their ashes at the pathetic state of lawns at the Palace Hotel, Chail; If the Army & Pvt. Sector at higher altitudes, can do it, so must the HPTDC; the concept of inferior standards of Budget Hotels, must change; majority of golf courses in India were conceived, established, maintained & are well managed as Environment friendly innovative Parks, by the Armed Forces to reach international standards. It is high time our autocracy took some serious lessons; lastly, all HPTDC offices & establishments must be networked on Skype to save expenses as well as to avoid constant communication break-downs. Not withstanding some of the above sore points, we thank God, one & all at HP & HPTDC, for the bounty of nature, & their kind hospitality for giving us an exposure to this wonderful “Heaven on Earth” during our Memorable holiday!

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Those who predicted Tsunami, Earth Quake and Global Recession

Abhay Vohra Project Manager-Business Analysis, Net Solutions, Technology Park, Chandigarh

If tsunami, earthquake, and economic recession could be predited, lives of lakhs and billion of rupees of the corporate, trade, and general public could be saved. The earthquake and resulting tsunami in the Indian Ocean on December 26th, 2004 had a devastating effect on India. According to the Indian government, almost 11,000 people died in the tsunami and over 5,000 are missing and feared dead It is estimated that 380,000 Indians have been displaced by the disaster and reconstruction is expected to cost more than 1.2 billion dollars (World Bank). The areas hardest hit by the tsunami were the south-eastern coast and the Andaman and Nicobar Islands. Scientists cannot predict when earthquakes will occur and so, they cannot determine exactly when an ear thquake-generated tsunami will occur. Volcanically-generated tsunamis can be forecasted if the volcano is carefully monitored. Scientist who predicted Earthquake & Tsunami Professor Kerry Sieh is a geologist at the California Institute of Technology. In 2004, Sieh's team had been anticipating that a devastating Indian Ocean tsunami was likely to happen sometime soon, triggered by a shift at the Australian-Eurasian plate boundary. Less than two weeks before the Boxing Day tsunami, at a conference of the American Geophysical Union, Professor Sieh warned of an impending Sumatran earthquake. So concerned was Professor Sieh about the potential tsunami hazard that he toured Indonesia trying to convince officials to take the tsunami danger seriously. He finally resorted to distributing tsunami advice posters in Sumatra, an action that saved hundreds of lives. Viktor Bokov, a scientist from St.Petersburg, deals with short-term earthquake forecasts. The information about the forthcoming disaster in Southeast Asia, which killed 215,000 people. Viktor Bokov predicted major natural disaster of modern times too. He informed about the coming earthquake in Turkey, which occurred on April 10th, 2003. The specialist forecast the disaster with great precision Economic downturn of 1929 There were multiple causes for the first economic downturn in 1929, including the structural weaknesses and specific events that turned it into a major depression and the way in which the downturn spread from country to country. In relation to the 1929 downturn, historians emphasize structural 12

factors like massive bank failures and the stock market crash, while economists (such as Barry Eichengreen, Milton Friedman and Peter Temin) point to monetary factors such as actions by the US Federal Reserve that contracted the money supply, and Britain's decision to return to the Gold Standard at pre-World War I parities (US$4.86:£1). Recessions and business cycles are thought to be a normal part of living in a world of inexact balances between supply and demand. What turns a normal recession or 'ordinary' business cycle into an actual depression is a subject of debate and concern. Unless a lesson is learnt from the previous recessions, it would become difficult to manage the future recessions. Could Global Recession be predicted? Had the recent global recession could be predicted, millions of money of corporate, trade and general public could be saved. But there were people who predicted this downturn and made and by betting on the same they made lot of money. The following eMails exchanged between my cousin Deepak at Canada and me is a miniscule picture of the losses, which the world suffered. Deepak: From the income I had from publishing books, I had invested $35,000 in the stock market. In the market crash of 2007-8, I lost $30,000 of the investment. Me: I hope your investment has been recovered by now, since the stock markets have gained. Deepak: The loss was realized, which in stock market terms means the stocks were sold and non recoverable. I shall be cautious in the future trading. Me: I also invest in the Stock Market but don't buy stocks. I invest through ETF (Exchange Traded Funds) and Low cost index funds and follow a staggered approach. I am reading a very interesting book called 'The Big Short' by Michael Lewis which contains a very incisive account of the causes of the 2007-2008 crash. It was fascinating to learn about how sub-prime mortgages on homes were packaged into Mortgaged Backed Securities (MBS), a types of bonds sold as investments products. Trillions of dollars worth if these mortgages backed bonds were created and sold by big Wall Street banks as investment products called CDOs. When the housing market started to collapse in 2007, and people were unable to repay their Mortgages, these bonds crashed which led to a credit crunch. What is interesting is that there were a few investors who anticipated the housing market collapse and

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Increasing Housing Prices

Decreasing Housing Prices

actually made money betting against it. I urge you to read this book, if you can find a copy in your local library. People who predicted the economic Crash Most interestingly, there were people who predicted the crash, such as John Paulson and Dr. Mike Burry. I have been reading a story of John Paulson described in a book written by Gregory Zuckerman - The Greatest Trade Ever: How John Paulson Bet Against the Markets and Made $20 Billion. The story of one man's refusal to believe in the health of the housing boom tells us a great deal about the financial crisis. On a single morning in 2007, when gung ho subprime lender New Century announced it was in trouble, Paulson's fund clocked up gains of $1.25bn. The book review describes: Back in 2006, hunched

over spreadsheets, hedge fund titan John Paulson realised that the housing market was vastly overstretched. Fuelled by sub-prime mortgages, it was a classic bubble ready to burst. He had waited his whole life for this perfect trade. Paulson, who had never dealt in real-estate before, struggled to convince bullish Wall Street investors about the coming crash. But as house prices began to falter and the financial system collapsed, he reaped the rewards. He made a now-legendary series of trades, executed with technical skill and perfect timing. The results were spectacular. In a single morning in late 2007 Paulson made $1.25bn from a five-point fall in the markets. Across the year he earned $15 billion for his fund, including $4 billion for himself more than the incomes of J.K Rowling, Oprah Winfrey and Tiger Woods put together. It was the largest trading windfall in history by far, securing his place in the history books alongside Warren Buffet and George Soros. Written with the exclusive co-operation of the highly secretive Paulson, The Greatest Trade Ever tells the full story of his trade for the first time. Like Barbarians at the Gate 20 years ago, it also tells a wider story of staggering wealth accumulation, hubris and financial whizzery. It is essential reading for anyone seeking to understand the inner workings of the markets and trying to spot the next bubble.

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Applicability of Part- I of The Act to Arbitration

DEEPAK JINDAL Deputy Advocate General, (Haryana)

The Arbitration and Conciliation Act, 1996 fuses the laws on the subject of arbitration in India and is primarily based on the United Nations Commission on International Trade Law (UNCITRAL) Model Law. Prior to this India had the Arbitration (Protocol and Invention) Act 1997, the Arbitration Act 1940 and the foreign awards (Recognition and Enforcement) Act 1961. With the passage of time, some difficulties in the applicability of the Act of 1996 have been noticed. Therefore, it became very important on the part of the Parliament to re-examine certain provisions of the 1996 Act so as to make sure that the arbitral process was easily conducted with nominal interfering by the courts and also to cure the wrong practices that had sneaked into the arbitral process. Taking into account all these facts and circumstances, the authorities have proposed to amend certain provisions of the Act in order to remove these difficulties. For this purpose the consultation paper has been prepared by the Law Ministry and has been released for seeking comments. International Commercial Arbitration The major changes proposed by the said amendment are in relation to Sections 2(2), 11, 12, 28, 31(7)(b), 34 and 36 of the Act. Section 2(2) of the Ac t relating to the applicability of Part I of 1996 Act reads “ This par t shall apply where the place of arbitration is in India.” This provision has also been interpreted differently by the Courts at different points of time, thereby giving varied inconsistent implications in respect of international commercial arbitration where seat of arbitration is not India in a range of cases such as Bhatia International vs. Bulk Trading (2002)4 SCC 105, Shreejee Traco (I) Private Ltd. Vs. Paper Line International (2003)9 SCC 79, Venture Global Engineering Vs. Satyam Computers 2008(1) SCALE 214. In Bhatia International case, the Supreme Court has held that Part I would apply to international Commercial arbitration held outside India (hereinafter “foreign arbitration”) while in certain other decisions for eg. Shreejee Traco(I) Pvt. Ltd. Vs. Paper Line International 14

Inc (2003) 9 SCC 79 held otherwise. In Bhatia International case, the Supreme Court has even gone to the extent of saying that in the absence of the word 'only' in Section 2(2), Part I of the Act would apply to arbitration held outside India, so long as the law of India governed the Contract. In coming to this conclusion, the Supreme Court has taken the support of similar provision in UNCITRAL Model Law. Article 1(2) of the Model Law says that the provisions of this law, except Articles 8, 9, 35 and 36, apply “only” if the place of arbitration is in the territory of this State. In the case of Venture Global Engg, the Supreme Court held that it is also clear that even in the case of international commercial arbitration held out of India, (including the non-convention countries) provisions of Part-I would apply unless the parties by agreement, express or implied, exclude all or any of its provisions. It was also held that the parties may make an application u/s 34 of the Act to set aside such awards. This line of judicial reasoning has been widely criticized by practitioners of international commercial arbitration. Reciprocity Reservation The New York Convention has rightly been relied upon in the Consultation Paper in differing with the judgments of the Supreme Court as aforesaid. The Clause (3) of Article 1 of New York convention on the Recognition and Enforcement of Arbitral Awards permits the signing, ratifying or declaration by the acceding State on the basis of reciprocity that it will apply the convention made only in the territory of another Contracting State. Article I(3) of the New York Convention has granted liberty to all the signatory countries to provide for“reciprocity reservation” . India has also made the reciprocity reservation as well as the commercial reservation. Provisions of Part II which deal with enforcement of foreign award, is not applicable to an international commercial arbitration which takes place in non-convention country and where there is no reciprocal agreement between that country and Central Government. Sections 44 and 53 of Part II of the Act clearly recognise reciprocity. Hence, Part I should not be applicable to arbitrations whose seat is not in India. However, the language of Part I does give rise to “practical problems” as it does not enable a court to grant interim orders in case the seat is outside India or grant assistance in obtaining evidence.

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Welcome Amendment In view of all this, Section 2(2) of the Arbitration and Conciliation Act has been considered again. In order to restrain intervention from the Courts, the Consultation paper proposes to amend Sec. 2(2) by inserting the word “only” in the provision to exclude specifically the applicability of Part I to the International Commercial Arbitration where the place of arbitration is not in India. Section 9 (application for interim relief ) and Section 27 (Court assistance in taking evidence for arbitration held outside India) have been kept outside the purview of this exclusion and for this a proviso has been added after which the section shall read as follows: “This part shall apply only where the place of arbitration in India. Provided that provisions of section 9 and 29 shall also apply to International Commercial arbitration where the place of arbitration is not in India if an award made in such place is enforceable and recognized under part II of this Act.“ This is a welcome amendment and has a great deal of

merit. A bare reading of the above provision leads to an irresistible conclusion that with the introduction of the proposed amendments, it seeks to exclude the applicability of all the Provisions of Part I of the Act except for section 9 (application for interim relief ) and Section 27 (Court assistance in taking evidence for arbitration held outside India). It can also be inferred from it that the parties to the arbitration will not be able to contract out of section 9 and section 27 of the Act in their arbitration agreement. Under the proposed amendment, only these two provisions will continue to apply in respect of international commercial arbitrations where the place of arbitration is outside India. This has perhaps been necessitated by realistic difficulties where the place of arbitration is outside India, parties might find it necessary, for instance, to move for interim relief in India (for eg. where the assets of the parties are entirely in India). I conclude by saying that speedy disposal of Commercial disputes is one of the indispensable requisites for growth and development in the Indian economy. The proposed amendments to the Act of 1996 will have far-reaching effects and would have a great impact on the manner in which arbitrations would be conducted.

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Attrition! How to Retain Talented Employees?

Col ( Retd) Taj Hoda is currently working as AVP- Admin and is also a Research Scholar in HR in Panjab University, Chandigarh.
A number of research and surveys have been carried out on reducing turn over and retaining talented employees and these results have been published. Yet, attrition doesn't seem to stop. Many Employers in service industry find it hard to retain and thus the turnover costs of these companies are mounting. There had been a raging debate by HR experts, as to whether better compensation package helps retain employees or is it the fair treatment? A recent poll seems to suggest that “good coaching and better interaction with the Boss” weighs over compensation package. However, I attended a seminar recently and found that most of the HR experts were in favour of “Good compensation package” . Having served in the Armed Forces for over 25 years and now with over 5 years of exposures in corporate world, I tend to agree with the result of recent poll, that is, a fair treatment is more conducive for employee retention than compensation package. The important factors which help in employee retention are, Suggested Measures: Employee Retention a. A just and fair treatment of employees is very important. Treat each employee with respect and show them that you care about them as a person and not only as an employee. Adequate opportunity should be given to interact with senior officials of the company. b. Good compensation and benefit package does play an important role in helping retain employees. c. Create stimulating work environment and provide opportunity to employees to learn and develop new skills. Link goals of the organisation to that of individual goals. d. Employers/Seniors must be vocal in praising attempts and accomplishments, be it small or large promptly, sincerely and publicly. It must be also be followed up in writing and recorded. e. Goals, objectives, responsibilities should be well defined and management should encourage employees to achieve those objectives. f. Recognize performance appropriately and consistently by rewarding outstanding performances, and coach and train laggards. g. Involve employees in plans and decisions, especially those affecting them. Encourage new ideas, opinions and allow them to take initiative. h. Actively listen to employees concerns, be it work related or personal. Tacit Involvement of spouse or family will yield better results. 16 Allow lateral flow of information, openly, truly and promptly with compassion. j. Engage employees in celebrating success and milestones, be it personal or organisational. Create an organisational culture which is open, trustworthy and fun. k. Involve employees in understanding mission and vision of the organisation and help them work towards the vision. l. Last but not the least, have a long term succession plan in place. Conclusion Retaining employee therefore is not very difficult but challenging. Gone are the days when an employee spent a lifetime working with an organisation. Ethical values like personal involvement, attachment, loyalties and mutual respect between employer and the employee have been overtaken by faster growth, higher skills, domain expertise and better compensation and perquisites. Today's tech savvy and upwardly mobile employee wants better raise, faster growth and quicker promotions...and the same is being lapped up by like minded “Employers” who are ready to poach employees of other organisations with lucrative offers and promise to pay higher perquisites. However, all is not lost and a very large number of organisations are able to stem the tide of attrition by introducing and implementing well thought out plans. These measures include creating stimulating work environment, offering flexible career options laced with excellent benefit packages. A transparent appraisal system must be in place to recognise and reward good performance. Major steps towards retention involve better training and interaction with seniors, improving skills, providing challenging, rewarding and interesting work. It is also important to encourage better team work, cohesion and good bonding between the co workers, respect multi cultural ethos and norms and ensure respectful treatment of all employees. Source- Personal research and information through internet . i.

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JOHARI WINDOW A Simple Tool for Understanding interpersonal development

Col (Retd.) B.M.Sabhlok Corporate Trainer

What it is? A simple and useful tool for understanding and training self-awareness, personal development, improving communications, interpersonal relationships, group dynamics, team development and intergroup relationships. It was created by American psychologists Joseph Luft and Harry Ingham in 1955 calling it “Johari' after combining their first names, Joe and Harry. Johari window is especially relevant due to emphasis on, and influence of, 'soft' skills, behavior, empathy, cooperation, intergroup development and interpersonal development. It represents information feelings, experience, views, attitudes, skills, intentions, motivation, etc within or about a person in relation to their team from four perspectives. It can also be used to represent the same information for a team in relation to other teams. Johari Window's Four Regions : 1. Open area, open self, free area, free self or 'the arena': what is known by the person about him/herself and is also known by others 2. Blind area, blind self, or 'blind spot': what is unknown by the person about him/herself but which others know 3. Hidden area, hidden self, avoided area, avoided self or 'facade': what the person knows about him/herself that others do not know 4. Unknown area or unknown self: what is unknown by the person about him/herself and is also unknown by others Johari Region 1 Johari region 1 is also known as the 'area of free activity'. This is the information about the person behaviour, attitude, feelings, emotion, knowledge, experience, skills, views, etc - known by the person ('the self') and known by the group ('others'). The aim in any group should always be to develop the 'open area' for every person, because when we work in this area with others we are at our most effective and productive, and the group is at its most productive too. The open free area, or 'the arena', can be seen as the space where good communications and cooperation occur, free from distractions, mistrust, confusion, conflict and misunderstanding. Managers and team leaders can play an important role in facilitating feedback and disclosure among group members, and in directly giving feedback to 17

individuals about their own blind areas. Leaders also have a big responsibility to promote a culture and expectation for open, honest, positive, helpful, constructive, sensitive communications, and the sharing of knowledge throughout their organization. Johari Region 2 By seeking or soliciting feedback from others, the aim should be to reduce this area and thereby to increase the open area ie, to increase self-awareness.This blind area is not an effective or productive space for individuals or groups. This blind area could also be referred to as ignorance about oneself, or issues in which one is deluded. A blind area could also include issues that others are deliberately withholding from a person. We all know how difficult it is to work well when kept in the dark. Group members and managers can take some responsibility for helping an individual to reduce their blind area - in turn increasing the open area - by giving sensitive feedback and encouraging disclosure. Managers should promote a climate of non-judgemental feedback, and group response to individual disclosure, which reduces fear and therefore encourages both processes to happen. Johari Region 3 Johari region 3 is what is known to ourselves but kept hidden from, and therefore unknown, to others. This hidden or avoided self represents information, feelings, etc, anything that a person knows about him/self, but which is not revealed or is kept hidden from others. The hidden area could also include sensitivities, fears, hidden agendas, manipulative intentions, secrets - anything that a person knows but does not reveal, for whatever reason. It's natural for very personal and private information and feelings to remain hidden, indeed, certain information, feelings and experiences have no bearing on work, and so can and should remain hidden. However, typically, a lot of hidden information is not very personal, it is work - or performance-related, and so is better positioned in the open area. Relevant hidden information and feelings, etc, should be moved into the open area through the process of 'disclosure'.The aim should be to disclose and expose relevant information and feelings - hence the Johari Window terminology 'self-disclosure' and 'exposure process', thereby increasing the open area. By telling others how we feel and other information about ourselves we reduce the hidden area, and increase the open area, which enables better understanding,

cooperation, trust, team-working effectiveness and productivity. Reducing hidden areas also reduces the potential for confusion, misunderstanding, poor communication, etc, which all distract from and undermine team effectiveness. Johari Region 4 The processes by which the information and knowledge can be uncovered are various, and can be prompted through self-discovery or observation by others, or in certain situations through collective or mutual discovery. Counseling can also uncover unknown issues. Again as with disclosure and soliciting feedback, the process of self-discovery is a sensitive one. Uncovering 'hidden talents' - that is unknown aptitudes and skills, not to be confused with developing the Johari 'hidden area' - is another aspect of developing the unknown area, and is not so sensitive as unknown feelings. Managers and leaders can help by creating an environment that encourages self-discovery, and to

promote the processes of self-discovery, constructive observation and feedback among team members. Johari window also relate to Emotional Quotient (EQ) EQ principles provide a new way to understand and assess people's behaviours, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more. The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of Emotional Intelligence that dictate and enable how successful we are. EQ embraces two aspects of intelligence: • Understanding yourself, your goals, intentions, responses and behaviour. • Understanding others, and their feelings.

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Divya Gurnay, Duaghter of CMA Member Mr. Balwant Gurunay

From your left to right as you look at the picture:Standing- Indira Kadambi, Divya Gurnay, Major Geetanjali, Kritika Bhardwaj, Vallari Pathak. Sitting with NIM flag Neetu Tanwar Divya Gurnay, daughter of Mr. Balwant Gurney-a CMA Member, a 20 years old student of MCM DAV College Chandigarh and an alumnus of Yadavindra Public School conquered Rudugaira peak 19090 ft in the region of Gangotri glacier on 17th june 2010. She accomplished this feat as a part of a19 member all girls team from different corners of India. Divya Gurunay is the first young lady along with her team mates to have accomplished this task as a part of an all women team comprising members as diverse as an army Major, Maj. Geetanjali of Indian army and graphic designer Sonali Bhatia. This peak is higher than Mt. Elbrus which is the highest peak in Europe and is higher than Vinson Massif, the highest peak in Antarctica and Puncak Jaya, the highest peak in Oceania. RuduGaira peak is one of the prestigious peaks of Gangotri region and on the wanted list of many experienced climbers. It has been scaled by extreme sport ladies like Padmashree Bachendri Pal and Padmashree Chandraprabha Aitwal to name the famous of the league. It is for the first time that Nehru Institute of Mountaineering has made its all women team achieve this task and create a record in mountaineering. Divya Gurunay has many firsts to her name. Having won more than 24 medals in various athletic events, she was the winner of best all rounder of YPS in year 2008 and remained the school captain of this prestigious school. Other than being the cricket blue of YPS she is an ace horse rider and a hard core adventurer. She is also the winner of more than 30 national inter-school, inter-college and university level debates and declamations.

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CMA

Is Climate Change affecting J&K?

Nitin Gupta ( MBA Student Of University of Jammu)
J&K known as paradise on earth with diverse ethos, ethnicity , culture ,religions ,culture, climate but one thing is common which is topography .we have the best greenery and forest cover after Madhya Pradesh. Even best in india. Himalyan mountain ranges extend from Kashmir to jammu and then to himachal, uttrakhand, and north east. One can find pastures, devdar trees and many unique trees in J&K. J&k once known as green state now has been loosing its shine. Exquisite scenaries and picturesque scenario lures the tourists. The forest ranges of Jammu Kashmir itself is specimen of adorable showcase. The mesmerizing and ethnicity of geography truly narrates the plethora of tremendous flora and fauna. Ladakh, the roof of the world opened to tourists only in the last decade. At an awesome altitude, this highland is the bridge between the earth and the sky. Ladakh means "land of high passes". Until the coming of the aircraft, the only access into this remote, high Trans-Himalayan kingdom was across several high pass crossings. Ladakh's landscape has more in common with the lunar landscape than any other place on earth. Being in a complete rain-shadow region, cut off from the monsoon clouds by the Great Himalayas and a host of subsidiary ranges, it is a cold high altitude desert where the wind, water from the minimal winter snows, and chemical reactions within the rocks themselves, have carved a fantastic, sometimes grotesque, landscape Jammu, known as city of temples has also plethora of flora and fauna having hill stations like patnitop, nathatop, bhaderwah, doda, ,kishtwar. Jammu is having similar kind of topography.Jammu is the gateway to rest of the state so serve as link .Enroute to katra where Maa vaishno resides in trikuta hills bestows the nature a desired gift. Greenery everywhere, the transqulity of the route itself demonstrates the beauty of jammu .It revitalizes the body and refreshes as atmosphere and climate is quite pollution free. Here comes patnitop which is just like mini gulmarg, manda forests,Ramnagar 19 wildlife all narrates the exquisity of jammu. Kashmir : Nature has endowed Kashmir with innumerable gifts, its towering snow clad mountains, icy cold streams, crystal clear and sparkling lakes, flower meadows, colorful orchards and villages that always attracted tourists from all parts of the world. The centuries-old traditional fruit cultivation has profusely colored the riposte and tranquility of Kashmir's landscape It is loosing its picturesque scenario Irony is that we are witnessing the sudden changes in the climate of Jammu and Kashmir. Last decade witnessed the dramatic increase in the summer temperatures and stretching of summers which leads contraction of winters. It is all due to massive deforestation and encroachment of land which has altered the well maintained climate of this beautiful state. Now many forests have been clearing in the name of development like laying railway tracks and to make habitat for population, some illegal occupation and many more reasons. Usually earlier in this part of the world temperature was pleasant one especially in kashmir, ladakh. Now we are experiencing that state's vegetation has been jeopardized and vulnerable. Lot has to be done from general public. They have to become conscious about the fatalities which state could experience if this trauma is not checked now. Government has to frame publicgovernment society by taking into confidence of public that how much it is requisite for saving the state f r o m e x t r e m i t y. Proper consultation between public and government has to be made and a cooperative society primarily for the purpose of saving state's greenery from extinction is to be founded. Otherwise the greenery which is the trademark and logo of J&K state would be vanished and beauty of Jammu and kashmir would be read and available only in history books. In this way, I conclude by saying that strong conviction and determination is required to save jammu kashmir from dramatic exploitation on the name of development.

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CMA

Know your President Dr. Gulshan Sharma

Dr. Gulshan Sharma is the Chairman of ITFT Education Group (Institute of Technology & Future Management Trends) that prepares professionals of calibre to meet the ever growing needs of human resource. Dr. Sharma completed his Doctorate in 1984-85 in Service Industry with special emphasis on International Tourism as Business activity and Emerging Trends in Service Industry in Asia. He submitted his research dissertations to University of Vienna, Austria, University of Woodbury, and George Washington University, USA and for Human Resource Development & Future Trends to WTO Spain, besides his Research Work on Japanese Culture, Cuisine Art & Handicrafts at Saporo,Tokyo,Yokohama, Kobe, & Kyoto. Dr. Gulshan Sharma Formulated India's first Masters Programme in Tourism & Hospitality, India's first Postgraduate Programme in Events Management, and has travelled worldwide. He set up ITFT in 1994 At present he is the Secretary General of International Punjabi Chamber for Service Industry, Centre for Media and Entertainment Studies, and Chandigarh tourism Club. Earlier he delivered lectures for CMA on his Vision of Chandigarh, and brought foreign experts to talk on the future management trends. He honoured some of the CMA Past Presidents on the platforms, which he controls as Secretary General. He was unanimously elected President for the Chandigarh Management Association (CMA) and has taken charge of CMA on 1st July. Members and the executive body of CMA welcome him on this occasion and wish very useful and exciting year ahead under his stewardship.

A View of Dr. Gulshan Sharma's Party while assuming charge as President of Chandigarh Management Association. There was a gathering of Past Presidents of CMA, Theatre and Film Celebrities, Important people of the Tricity.

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Edited by : JN Vohra, Secretary General, CMA Plot No. 5, C/o Bhartiya Vidya Bhavan, Sector 27, Chandigarh Mobile : 9814556072 E-mail : cma.chd@gmail.com