If a butterfly can flap its wings a thousand times a minute to reach its destination, imagine what you can do!

Yes… such is the capability that we own. And our minds… well they

travel miles and miles... stretching far and wide, beyond horizons. And all this by activating just 10% of the power of our brain??? Have you

ever wondered… what we could have accomplished by utilizing 100%

efficiency of the brain??

We are much more capable of imagining and thinking than we usually feel we are. E-mag!ne is our initiative to not just enlighten those

dark corners of our mind, but also to ignite the fire of imagination and

knowledge.

On this fiery note, we present to you the May issue of E-mag!ne.

Apologies for being a little late this month but read on.. And you would surely agree that it’s been worth the wait.

This month, the E-mag!ne inventory brings to you interesting reads on

some of the prevalent stories of our times. You guessed it right…IPL,

Politics and much more that you can “e-mag!ne” Needless to mention,

the regular columns of Ace the Case, “Q –quotient” etc.

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Did you like the previous issues of E-mag!ne?? Did you hate them? Do

you have any suggestions, any feedback? Or incase you just want to interact with us,

Please write to us at emagine.mhrm@gmail.com. We

would be more than happy to share your views.

Hope you like the current issue and find it an interesting

read.

Warm Regards

Team E-mag!ne

Srimoyee Ray & Bikram Sarkar

MHRM 2008-10

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# From Faculty Desk………………...…....5

# From Alumni Desk……………………..13

# Friends From Yonder………………….15

# The Red Stigma………………………...20

# The Cricket Store……………………...24

# The dance of Democracy……….....…26

# Q-Quotient……………………….…….29

# Ace the Case …………………..………31

# Campus Bytes……………….…………35

# Voice Box……………………………...37

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Dr. Kumkum Mukherjee

Professor, IISWBM Kolkata

Nurture With CareNurture With CareNurture With CareNurture With Care

The entire account of spreading the business of a leading multinational

software giant in US, to Kolkata, India and the setting up the operation here,

could be the study of a miracle that takes place when you treat people with

respect and show the fullest confidence in them and when there is a high

level of personal stake. In fact, it all started when two young computer

professionals originally hailing from the city took up the challenge of

setting up the new office of the US based software company in Kolkata. If

we are to make sense of the ‘miracle’, we have to try to understand the

organization and the psyche of the chief protagonists a little deeply.

LSI (short for Large Scale Integration system) Logic Corporation started

operating in 1981 in Milpitas, California and has developed products that

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they claim have changed the way people around the globe create, store and

consume digital information. LSI, which pioneered system*on*a*chip

integration, is the only company that can provide a complete offering of

silicon*to*systems solutions for the storage and consumer markets.

LSI Products

With over $1B in storage market revenue annually, LSI Logic is uniquely

positioned to deliver technologies, products and software to its chosen

global markets. The company is first*to*market with 4G Fibre Channel

solutions, has a commanding Serial Attached SCSI (SAS) market share,

provides robust RAID solutions and is recognized globally as a Storage

market powerhouse. LSI also provides entry*level market solutions such as

single*drive DVRs (digital video recorder), as well as complex, integrated

consumer solutions*hybrid analog and digital personal DVR, set*top boxes

(STBs) and hard disk drive/DVD recorder combination products that

involve high levels of software complexity. To date, more than 350 million

consumer electronic devices with LSI silicon have been shipped to market.

LSI leverages its in*depth system*level expertise, innovative technologies,

understanding of customer requirements and a philosophy of providing

best*of*breed silicon, systems and software to meet the specific needs of

their partners and customers. With a long history in developing and driving

industry standards for silicon, systems and software solutions, LSI is

creating the technologies that drive the evolution of industry ecosystems.

Industry Leader

Many laurels and awards have been won by the company as recognition of

its success. In 2006, they became the third largest fabless (a company that

does not manufacture its own silicon wafers and concentrates instead on

the design and development of Semiconductor Chips) semiconductor

company in the world. In addition, the company provides chips and boards

for network computing and supplies storage network solutions for the

enterprise.

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LSI is the leader in the DVD recorder market. At the end of 2005, the

company’s DoMiNo® products were in 45 percent of the 14 million DVD

recorders on the growing market. The DoMiNo architecture has earned

several top industry awards: Leading Product, EDN China (2005); Hot 100

Products of 2005, EDN; Hot 100 Products of 2004, EDN; and Product of the

Month, eeProductCenter (2004).

Apart from all these, LSI has earned two prestigious Emmy Awards for the

innovations in graphics chips, and in 2005, Electronic Business named LSI

as one of the ten most significant companies for having the greatest impact

on the size, shape and character of today’s electronics industry.

Overseas Operations

LSI, with its strong presence in the industry, was naturally eager to open

operations across the globe and India was a natural destination for the

expansion programme. To handle the offshore programme in India Robert

Nobrega, Senior Software Engineer Manager, RAID Application Software

Development, RAID Storage Adapter Division, was chosen, not only because

of his superb technical knowledge and expertise but also because of his

previous exposure to this part of globe. And a lot of what happened

afterwards, depended on Nobrega and his personal philosophy and style of

management. We will now try to have a closer look at Nobrega.

Robert Nobrega, or Bob, because that is what he is known and referred by

every one around, is a computer engineer by training. He was a brilliant

student from the very childhood and always had a commitment to whatever

he did, as he believed in a rather simple philosophy of life: you have to excel

in whatever you do. He was devoted to his profession and worked in

renowned companies in US including IBM, Hewlett and Packard, Compaq

and other big shots in the field in the past fifteen years before he joined LSI

Logic in 2005 as the computer hardware engineer.

In spite of his dazzling academic and technical brilliance, Bob himself does

not seem to think too much of his own technological prowess. He was found

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to be the most unassuming and polite person who is least officious in his

attitude and genuinely concerned about the people he is

to work with, which happens to cover half the globe. While dealing with

the technocrats all the time, Bob sensed a serious lack of managerial and

people skills in these people almost as a rule, most possibly because of their

technical preoccupation and job orientation.

Bob firmly believed that not only will he have to initiate these people to

some amount of managerial skills and insights regarding how to get along

with others effectively, he will also have to craft leaders out of these people

in order to make LSI Logic succeed in its business. But, as Bob found it, even

if there is no dearth of leadership theories, one has to recognize the impact

of culture before zeroing in on any particular theory to adopt and apply.

One has to carefully discern a culturally implicit leader character that

would be readily accepted by the followers before trying to train the people

to develop those. The culturally implicit leadership theory (House & Aditya,

1997) points this out and warns us before choosing any leadership style as

that has to be accepted by the majority of people in that country where you

want to practice that specific style for achieving any desired result.

Kolkata Chapter of LSI Logic

When LSI Logic decided to increase its India operation and planned to open

another office in Kolkata after the Bangalore office which had already

started to operate , they were looking for people who can be entrusted with

the charge. At that time, two young Bengali professionals, originally from

Kolkata and working with LSI for a fairly long time, came up and offered

themselves to take up the challenge.

Anirban Bhattacharya, the senior of them, started his offshore career almost

a decade back in American Megadesigns Incorporated (AMI) in US, a

software company and continued to work there till its product design

division was taken over by the software giant LSI Logic. After becoming an

employee of LSI Logic, a huge multinational software company with a

workforce of around seven thousand odd people, Anirban was now free

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from his multi faceted responsibilities at AMI and instead was free to devote

his full energy into the product development single*mindedly. Being part of

a big organization he now had a lot of support and facilities. And he

certainly enjoyed the opportunity and got immersed in doing what he liked

doing most, that is, devoting all his energy in developing products, mostly in

the area of data storage systems.

Around this time, another bright young man with a hard*core technical

background in computer science joined Anirban. Sumanesh was also from

Kolkata, the city Anirban hails from. Sumanesh is simple and straight in his

manner and what makes him so endearing to others is his curiosity and

enthusiasm resembling of a young kid. They worked happily at LSI as the

opportunity for intellectual stimulation and learning were very high there.

The duo thus made a fine team and enjoyed working together under Robert

Nobrega.

However, after a stint of more than six years abroad, Sumanesh now wanted

to come back home as he was having some family commitments. His

parents were ageing and were requiring him back to the city. Sumanesh

had to decide to go back and was toying with the idea of leaving the job at

LSI to return home. He, however, was not exactly happy in taking the

decision of leaving LSI, as had enjoyed working with the company. So, when

he heard about the possibility of having an opening in India with the same

company, he certainly became keenly interested. Like Sumanesh, Anirban

also wanted to come back to India. And they presented themselves and

showed their willingness to take the challenge of starting the Kolkata office

for the company. They certainly had quite a positive point. Both were

brilliant in terms of their knowledge and skills and had proven track

records in the company for a considerable time. In addition, they both were

from Kolkata, the city where the company wanted to start its operation.

LSI Logic Success Story at KolkataLSI Logic Success Story at KolkataLSI Logic Success Story at KolkataLSI Logic Success Story at Kolkata

As noted above, both Anirban and Sumanesh had their personal reasons to

come back home and when the company decided to send them back, they

were very happy. They took the enormous challenge. They came back to

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India, started operating from a small rented place with only two laptops,

and started hunting for local talents from universities and institutes. Within

less than a year, the India operation became a force to reckon with, shifting

to a huge state*of*the art office located in the heart of the city’s IT district

with a highly sophisticated computer laboratory and a team of young and

talented engineers. Not only just that. Instead of running the India

operations on the basis of only implementing the software already

developed in USA, the newly established India operation started designing

and developing various unique software programmes here after

successfully attracting the best talents in the area. And eventually, they

happen to develop a unique software package which generated a huge

demand from the customers all over the world and continues to be in great

demand till now. This helped to earn huge revenue for the company and

became a showpiece to impress the customers all over the world. But this

fairy tale did not happen by sheer magic. It took a lot of determination and

hard work on the part of the new team in India.

The main credit, however, most probably goes to Bob. The success of

Kolkata operation certainly did happen because of the talents in India, but it

was also because of the policies of the firm that changed a great deal with

Bob’s initiatives. And Bob’s personal values and philosophy, which were

always reflected in his behaviour and dealings with others, were certainly

the force behind the success story.

As mentioned earlier, Bob, the Senior Software Engineer Manager in charge

of RAID Application Software Development, was managing four teams in

US along with the Kolkata office of the company. However, one of the main

reasons for his being entrusted with the Kolkata operation along with the

US based teams was his first hand experience in interacting with people in

this subcontinent. He had worked before with India and happens to know

the people and culture of the land rather intimately. He could correctly

understand the psyche and culture of Kolkata and tapped the brilliance and

talent of the people here by empowering them and treating them with

genuine respect. This actually points out his ability to assess the people he is

expected to lead and change his style of functioning & leading accordingly

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He had enough insight into the human nature to sense their natural

inclinations and deal with them effectively. As conceived

by Hersey & Blanchard (1974) in their situational leadership model, the

effective leader is the one who can modify his own style of behaviour

according to the level of maturity of the followers, which may vary from

unable & unwilling (lowest level of maturity) to a group who are both able

and unwilling (the highest possible level of maturity). The leader should

adopt the telling style with the least matured group of followers, but with

the people with highest level of maturity he should act more as a facilitator

and delegate the responsibility to the capable and willing group of people

instead. The success story of Kolkata could take place because of Bob’s fine

understanding of human nature, especially in this part of the country. He

knew the psyche of Kolkata people rather well. He knew that they are often

found to possess the finest talent but when are subject to too much

instruction and close supervision, they tend to lose all the interest and stop

using their talent any more. For them to work, either you have to sell your

concept well to them so that they are motivated to commit themselves fully

or just give them all the authority in the world to execute the task and stop

interfering altogether. And he just did that. He gave all the authority and

freedom to the due and gave them an absolutely free hand. They decided

every thing in the Kolkata office, from recruitment, selecting the talent,

developing them and establishing a fine team spirit among them, training

and orientating them and encouraging them to be creative and proactive all

the time. In fact, Anirban and Sumanesh used to put a lot of importance on

developing and sustaining team spirit, as they strongly believed that the

software firms can thrive only in a team effort. Moreover, they could

successfully establish an organizational culture which was trusting, open

and team oriented.

This was possible because of the fact that they had worked in the parent

company for a considerable period of time to soak in the corporate culture

and could successfully create that here. But, Bob was certainly instrumental

in tapping their originality and creativity by treating them with utmost trust

and respect. His inherent confidence in their capability, treating them as

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truly capable and willing and therefore delegating the power, instead of

trying to control them, actually worked the wonder.

Reference

Hersey, P . Blanchard, K.H. (1974). So you want to know your

leadership style? Training & Development Journal, February issue, p.

1*15

House, R. J. and Aditya, R. N. (1997). The Social Scien tific Study of

leadership. Quo Vadis? Journal of Management, 23(3),23(3),23(3),23(3), p.445

Mukherjee, K (2007). Set Them Free and Transform! A Case Study.

Organizational Strategies and Processes: Meeting Challenges of

Growth. Viva Books

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Vivek Kumar Varma, MHRM 2004-06

10 fundamental priorities A guide to managing in a downturn 1111****Take a closer look

The goal posts are moving; understand the true picture not what you’d like

to believe. Get to the bottom of what’s driving your business; what you do

best and why. Understand how the business is being impacted by the

downturn

2222****Manage your cost base

Focus on enhancing operational performance; go for targeted rather than

across the board cuts; extract better value; reduce unnecessary complexity;

look at whether your business model needs to change

3333****Plan for different scenarios

Winners demonstrate agility and flexibility; model a range of financial,

operational and workforce scenarios that reflect the impact of the

downturn on your business; adapt quickly; explore your strategic options

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4444****Act decisively

With increased uncertainty and volatility it is important to take tough

decisions early. Focus relentlessly on the key drivers of value and the key

risks across the business. Don’t sit back and wait; the winners will be those

who position themselves to take advantage of the upturn

5555****Recognize the value of your people

Regular and clear communication with employees is key to their

engagement. Identify key talent and develop appropriate incentives for

them – retaining and motivating the best people is critical to your future

6666****Remember “cash is king”

Ensure your finances and working capitals are in good order; protect your

liquidity; re*examine your treasury, financing, funding and pension

exposures. Monitor your performance against financial and non*financial

covenants. Adopt a hands*on approach to cash management

7777****Take your stakeholders with you

Evaluate the likely impact of the downturn on your stakeholders; make sure

you understand their agendas. Perception is often reality so maintaining

regular and open dialogue is essential

8888****Focus on what really matters

Evaluate which products, customers and channels create or destroy value.

Revisit your existing investment programmes – what initiatives could you

stop or defer?

9999****Reliable management information is key

Now more than ever you need the right management information; clearly

defined KPIs are essential. Decision making needs to be based upon facts;

speed of decision making needs to improve

10101010****Take advantage of the opportunities

Don’t stop innovating or investing in those areas of growth you will need

for the future; don’t forget your brand. Have an eye for the future; think

beyond the next quarter

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GARIMA DOSHI & NIKHIL PRAKASH

IFIM B-SCHOOL, BANGALORE

The term “virtual reality” came into the language in 1989 to denote an

artificial environment in which sensory stimuli are supplied by a

computer. That usage soon broadened to designate as virtual any

computer*mediated version of a real thing, a simulacrum. In the now

common parlance, then, virtual teams are those in which the usual

interactions that constitute teamwork are mediated by computers or other

electronic means, such as telephone or video.

A virtual team * also known as a Geographically Dispersed Team (GDT) Geographically Dispersed Team (GDT) Geographically Dispersed Team (GDT) Geographically Dispersed Team (GDT) *

is a group of individuals who work across time, space, and organizational

boundaries with links strengthened by webs of communication

technology. They have complementary skills and are committed to a

common purpose, have interdependent performance, goals and share an

approach to work for which they hold themselves mutually accountable.

Geographically dispersed teams allow organizations to hire and retain

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the best people regardless of location.

A decade ago, Virtual Teams were almost unheard of, but in today’s

internet age and globalized market, Virtual Teams have become an

integral part of many companies/organizations around the globe. Many

companies from America, Europe, Australia, etc., have started to entrench

their Virtual Teams in India since India has one of the largest skilled and

tech*savvy workforces in the globe. These companies are setting up their

Virtual Teams in India not only for availability of abundant workforce,

but also for the reason of comparatively lower cost of maintaining a

Virtual Team in India.

Virtual Team allows organizations to hire and retain the best talents

without the constraint of location. There is no limit to the size of a virtual

team. Many global companies are seriously looking into Virtual Teams to

expand and grow in an unprecedented manner.

A group of individuals stationed in different locations joining together as

a team with complementary skills, commitment to work for a common

purpose, have interdependent performance goals, and who share an

approach to work for which they hold themselves mutually accountable

is termed as Virtual Team. Virtual team in today's organizations consist of

employees both working at home and small groups in the office, but in

different geographic locations. Virtual team is the future of IT service

delivery, gone are the old days where we can expect a whole team to sit in

the same place and time.

Virtual teams like other teams develop over time meaning that

performance and efficiency for virtual teams would be likely to increase

over time. Thus the first hypothesis to test is:

H1: Performance of virtual teams develops positively over time.H1: Performance of virtual teams develops positively over time.H1: Performance of virtual teams develops positively over time.H1: Performance of virtual teams develops positively over time.

Teams that do more than one task will get in to this cycle more than once.

With this argument teams would perform better in the end of on*line

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course than in the beginning or middle. The second hypothesis to test is

thus: However, teams that do more than one task will get in to this cycle

more than once. With this argument teams would perform better in the

end of an on*line course than in the beginning or middle. The second

hypothesis to test is thus:

H2:H2:H2:H2: Performance of virtual teams Performance of virtual teams Performance of virtual teams Performance of virtual teams develops over time and by the number develops over time and by the number develops over time and by the number develops over time and by the number

of tasks.of tasks.of tasks.of tasks.

As the virtual team develops aspects of what factors effect their

development becomes of interest. Earlier studies on virtual teams point

out a number of factors influencing the development of the team and how

they work. This process is both dependent on socio*emotional processes

on relationship building, cohesion and trust as well as task processes

related to communication, coordination and the fit between task,

technology in use and team structure. The team development process is

also a development of communities of practice (CoP). With a

constructivist view virtual teams are able to learn by sharing experience,

collaborating and solving unstructured problems. Development of CoPs,

or team communities, would thus be essential for knowledge creation and

understanding of new subjects. This leads to the third hypothesis:

H3: H3: H3: H3: There are common factors for virtual teams’ development of team There are common factors for virtual teams’ development of team There are common factors for virtual teams’ development of team There are common factors for virtual teams’ development of team

community.community.community.community.

Benefits of virtual teams:Benefits of virtual teams:Benefits of virtual teams:Benefits of virtual teams:

• Some members of virtual teams do not need to come in to the

workplace, therefore the company will not need to offer those

workers office or parking space.

• Reduces traveling expenses for employees.

• It allows more people to be included in the labor pool.

• It decreases both air pollution and congestion because there is

less commuting.

• It allows workers in Organizations to be more flexible.

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• By working in virtual teams, physical handicaps are not a

concern.

• Allows companies to procure the best talent without geographical

restrictions.

Problems with virtual tProblems with virtual tProblems with virtual tProblems with virtual teams:eams:eams:eams:

• Difficulty in managing the performance of the team.

• Misunderstanding in communications because of working with

teams across cultural borders

• Working on a project over the virtual workspace causes lack of

project visibility.

• Difficulty contacting other members. (i.e. email, instant messaging,

etc.)

• Differences in time zones.

• It can be difficult for team members to fully comprehend the

meaning of text*based messages.

• Building trust may be challenging because mechanisms different

from those used in face*to*face teams are required to build trust .

• Members fail to take 'ownership' of project

Basic types of virtual teamsBasic types of virtual teamsBasic types of virtual teamsBasic types of virtual teams

• Networked TeamsNetworked TeamsNetworked TeamsNetworked Teams consist of individuals who collaborate to achieve

a common goal or purpose

• Parallel TeamsParallel TeamsParallel TeamsParallel Teams work in the short term to develop recommendations

for an improvement in a process or system

• Project or ProductProject or ProductProject or ProductProject or Product****Development TeamsDevelopment TeamsDevelopment TeamsDevelopment Teams conduct projects for users

or customers for a defined period of time. Tasks are usually

nonroutine, and the results are specific and measurable

• Work oWork oWork oWork or Production Teamsr Production Teamsr Production Teamsr Production Teams perform regular and ongoing work

usually in one function; the team has clearly defined membership.

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• Service TeamsService TeamsService TeamsService Teams support customers or the internal organization in

typically a service/technical support role around the clock.

• Management TeamsManagement TeamsManagement TeamsManagement Teams work collaboratively on a daily basis within a

functional division of a corporation.

• Action TeamsAction TeamsAction TeamsAction Teams offer immediate responses activated in (typically)

emergency situations.

• Offshore ISD Outsourcing TeamsOffshore ISD Outsourcing TeamsOffshore ISD Outsourcing TeamsOffshore ISD Outsourcing Teams Setup in which a company

subcontracts portions of work to an offshore independent service

provider to be worked in conjunction with an onshore team.

Offshore ISD is commonly used for Software development as well as

international R&D projects.

Virtual teams are fast becoming more the rule than the exception in

organizations. It's time to stop thinking of them as a special case and start

developing strategies for dealing with the new challenges they create.

Virtual teams need the same things all teams need * a clear mission, an

explicit statement of roles and responsibilities, communications options

which serve its different needs, opportunities to learn and change

direction. The job of the manager of a virtual team is to help the team

learn how to be a virtual team and, most of all , to create ways to make the

working of the virtual team visible to itself. But the most important thing

to remember is that managing a virtual team is basically about managing

a team.

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Jyotishman Sharma, MHRM 2008-10

the exams were finally over on the 5th of May, it was somewhat hard to

believe that an explosion has actually occurred. The burden on top of my

torso had finally evaporated into the atmosphere. But it was not the usual

post exam break for me. I was actually deprived of an entire night’s sleep. I

had a train to catch at 6 a.m. the next morning. I slept at 12 midnight and

miracle of all miracles! I had actually woken up at 4:15 a.m. the next

morning. Carrying a really heavy suitcase, I finally boarded the Jan

Shatabdi Express to Barbil. And then when the train chugged out of the

cramped spaces of Calcutta into the bovine country side of Bengal, new

colours opened up. There was green, there was blue and then finally, there

was red, only red. That was the colour mother earth had converted herself

into, so scorching was the sun. As we neared Barbil, we came to know that the place was primarily a place

amidst forests and on top of ridiculously large hills of iron*ore. I said to

myself*“Welcome to the iron country…”. The exit from the comforted

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confines of the air*conditioned compartment was a burning shock.

Me, Pritha (my class mate) and her parents were then facing a sea of

vehicles, almost all of them Boleros and certainly all of them air*

conditioned. Amidst all of them was a vehicle waiting for us too (yippee!), a

yellow coloured school bus (oh no!). Nevertheless, a twenty*five kilometer

roller*coaster of a ride later, we reached our destination, our home for two

months.

Our welcome was a bit hectic , food, rest (well!!!) and then meet Mr. Guha,

the A.V.P * H.R of the Company. And then, the best part of the day, I

watched TV after five months (yeah!).

Let me not begin my story with the usual, run*of*the*mill routine

progression of the first week of my intern*ship. Instead, let me begin it with

a dead tree. How can a dead tree be of any significance to a summer

intern*ship, you must be thinking? Well, let me mention that I am doing a

project on ‘Contract Labour Negotiations’ and this is the iron*ore belt of the

country. Here there is more iron than water. I had actually visited a colony

of what the contractors mention as PRW’s*Piece Rated Workers. I was

wondering how the people who were tall would in fact stand inside their

houses. Or maybe, there were no tall PRW’s in this mine. Returning to the

dead tree, it had actually become a hazard to some of the colony’s people.

And for the time that we were there, we were their Messiahs. Such an

important event of their lives was dependent on us. They needed a crane to

safely bring it down, and only we could provide it. That was the third time I

had seen such high hopes.

By now, I guess you must have realized that my story is going in a backtrack

mode. My entire article would basically spotlight on three happenings, and

their peripheral events.

One of them has already been talked about. And as I talk about the other

two, I must elucidate a thing. On this scorching red soil, amidst the dust that

flies day and night, I guess two months will make me take a different path

Pg-21

altogether, forever.

Since I am writing this article for a forum that is open to many people, I

believe it is my obligation to provide facts in which other people would be

interested. Let me talk about the mining activities and the manner in which

they undertake it. This particular mine basically extracts Iron*ore from

open cast pits. You must have seen those big, deep pits into which winding,

circular roads go down. These are called open*cast mines. The iron ore that

is found here is of a very superior 60*grade and above. In other words, the

ore that is sold from here has an iron content of over 60% per ton.

This very superior quality of the iron deposit that he has, has given the

owner the owner of this desert (who is a very famous man, believe me) a

cool profit of Rs. 1400 crores last FY. Please remember, this is a recession

period. Sadly, most of it these deposits are getting over now, and within a

few years, he will have to explore new areas for iron.

Profi ts, or rather the margin of it brings me to the second event or rather, a

conversation. A conversation that occurred on top of a hill that had been

created by dumping iron*ore waste since the last thirty years , inside a small

room, between me and a supervisor of a contractor. He was wearing a pair

of clothes which was permanently reddened by the years of dust, his face

burnt. I was wearing a crisp white shirt. In a few minutes, he was crying.

No, not in tears , but in words, in words of apathy.

In a few minutes more, a strange, disconcerting realization occurred. In this

country, in this land, whoever provides hope to the poor, he is reverend. But

let me give an account of what that hope was. It was a promise, and of

something which overflows in our homes, which we take for granted,

which we waste; water. They have not a drop to drink, and we grimace in

apathy. They have not a shelter to rest, and they break stones, and on those

stones the company stands. That was the second time I faced such high

hopes.

Pg- 22

Let me now talk from the point of view of the Maslow’s need hierarchy. He

says that the basest of human needs are the physiological needs. And the

truth can no better be understood than here. I had visi ted another colony

that had been provided by the company for its PRW’s. And that brings me to

the first event. The homes in the colony were in such a condition that one

good kick, and there would be a big gaping hole in their walls. So how can

they think about anything other than a house, food and safety? We had

actually visited that colony because grievances had come that houses

needed repair. And they did need repair. Roofs had holes in them, walls

were nearly broken and the doors could not be called doors. Once again, we

were the messiahs here, as people with bloodshot eyes were clamouring for

our attention. All of them wanted their homes to be seen first. And we could

not re fuse them, we could not be egoistic. The people were justified.

Everyone has the right to a home. And these people, who break stones, clean

machines, and repair train lines throughout the day are volatile. One

slightest spark could cost us our lives. Their eyes were bloodshot due to alcohol,

and they drink, they drink to forget their fates. That was the first ever occasion

in my life that I had seen such high hopes.

Friends, we have all been hearing that whatever quantity of theory we learn

in classrooms, it is in the field that we ultimately learn what management is.

It has happened to me, and it will happen to even more in the ensuing seven

weeks. The thing of highest prominence for me in these few days has been

moist eyes and a heart torn apart. All those who read this article, please

consider yourself to be extremely lucky. Can you imagine breaking stones

in the open sun at a scorching 45 degree plus temperature and then getting

to drink water which is not even purified? And then being paid a meager

amount of Rs. 150 per day for all that body*breaking work? Yes, we are

lucky, and we must all have the will to use our good luck to uplift the

deprived.

I would conclude my journey with a belief. Perhaps my road is different;

perhaps I love the colour of the soil, the colour of the dust, the people of the

soil. Perhaps, I would live here forever.

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Sohini Bhattacharya, MHRM 2008-10

Cricket in India is generally associated with lots of money. Infact in recent

times, Indian cricketers get paid a lot more than cricketers in some other

countries or players involved with other sports within the country itself.

With the huge popularity that it has among the masses, it attracts loads of

sponsorships as well. Further, commercialization of the sport has taken

place in a big way with the advent of celebrity advertisement. Starting from

sport goods to mobile connections to even food items – everything today is

endorsed by the Indian cricketers as they are the youth icons. Experts

comment that there has been a significant shift in concentration from the

game itself on their part to earning money from such other sources. But all

said and done, nothing can beat the latest development in this area… the

Indian Premier League.

With the introduction of this new format of the game, commercialization

of the sport has reached its heights. The orthodox and traditional cricket

lovers, looking at this are bound to say…“next is what!!! ”. If we take a look

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at the history of the game, it was developed purely as a gentlemen’s game to

be played at a very slow pace. When Kerry Packer, Australia's richest man

and the owner of Channel Nine Network came up with the idea of One*Day

International cricket for the first time, it came to be known as pajama

cricket by the purists. What would they then call the current format of the

game? The 20*20 format was initially started in the English County cricket

as a high intensity game to be played within a small duration of time, to

counter the popularity of other fast*paced sports. It then found acceptance

throughout the world and is the most happening thing these days…

Cricket has thus had its ultimate transformation with the emergence of

its IPL avtaar. The Indian Premier League is a unique auction setup where

cricketers across the world are bought and sold for crores…and that too by

influential and rich people – businessmen and film stars who are not

remotely connected with the game. For the owners it is merely an

investment in a business. Year 2009 saw the beginning of the second season

of the IPL where we even saw these owners making decisions and strategies

on behalf of their teams! They might be successful in creating magic in

their respective fields but cricket is a different ball game after all …

The biggest question lies else where…whom are the players playing for?

Before this, they belonged to a team which represented a nation. The IPL on

the contrary is more like club cricket where the players play for the owner

who pays the highest for them. Some of them even swapped teams in the

second season. Players are getting paid more for bowling for just four overs

per IPL match than bowling for forty overs on an average per domestic

cricket match and that too in front of empty stands. This explains why most

of these players are reluctant to play for domestic cricket at all. Not only

that, the IPL teams have come up with big budget promotional music videos

and cheerleading teams to pull in the crowds. All in all it is more of a

money game than a cricket game.

Are we not losing out the true spirit of the game in this process? But who

cares!!! At the end of the day, the IPL is a smash hit among the youth with

its glamour quotient, celebrity owners, cheer leaders and music videos in

today’s fast life of ready made fast food, e*mails and the shortest version of

the game…

Pg-25

Rumy Ghosh, MHRM 2008-10

We are a country beaming with a population of 1.4 Billion, having just

witnessed the carnival called “general elections”. What is really

interesting here is the diverse aspirations which are drawn from people

of different schools of thoughts and ideas, leave alone caste and creed.

Since Independence it’s the 15th time our nation headed for polls and we

were as enthusiastic as always, and with ever increasing inputs from

MEDIA, it couldn’t have been better than this.

In the past two months we have witnessed day long rallies and

campaigns. Each of these although different in their presentation and

ideology, had the same objective of increasing their party’s vote bank.

The more eloquent the speaker is, more is the strength of these rallies,

and this actually projects how well the parties have managed to create

an impact during their tenure. What adds color to the flavours is the

presence of glittering film stars and recently the cricketers (Who all are

generally regarded as the icons in our country), so bigger the name of

the celebrity more is the crowd generated at these rallies. The icons in

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our country when done in their respective fields start their second innings

in politics, just to retain the name and fame achieved by them. One never

wants to leave the worldly pleasures and that’s the human nature we all

know about.

In recent times, with advancement of MEDIA in all spheres, we get to

know the nitty gritties in a transparent way. It is for us though, to decide

what we are viewing is for real or a made up story the channel has

presented to us .The channels in particular are funded by the political

properties to propagate their ideas and views so that they remain forever

loyal to them. However the initiative taken by the channels cannot always

be viewed in a negative way, as it takes immense courage to present the

scenario in front of millions of viewers, as it is a known fact that we Indians

are fanatic in the true sense. We see and understand what we perceive and

always act with our “hearts ruling our heads”. In these circumstances it

becomes very easy for the politicians to lure the people towards themselves.

There are innumerable situations where the political leaders are present, be

it a last ritual ceremony, or the death of an army personnel, or consoling a

grieved mother, they are everywhere.

We are the largest democracy in the world, and it is expected that the

power we have is properly utilized. It is a system which is well appreciated

across all the nations and though we feel proud of it; it should be taken care

of that the entire process takes place in a fair manner. The JAAGORE

campaign, speaks volumes about the initiative taken by TATA TEA to make

people aware of their responsibilities. In the last decade we have witnessed

a coalition form of government. As the days were progressing we saw a

greater number of speculations and assumptions on the political front and

were becoming aware of the fact that that this time also a similar form of

government would be formed, more or less.

There were calculations going with and around the parties and

witnessing this was actually a delight for all of us (not hurting the

sentiments of anyone). The promotional videos this time were really a good

step taken to convince the people.

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The day arrived with a bang, and all eyes were glued to the national

news channels. What we witnessed was unbelievable according to some of

the political analysts. It was a complete whitewash and it was revealed that

we were in terrible need of a stabilized government in

these trying times. It was loud and clear that this time the youth played a

credible role in this outcome, be it the electorates or the candidates. Our

next Prime Minister is all set to take the oath on 20th of May, and

assumptions are still on as to what will be the magic figure which the

winning party will like to have at the Lok Sabha and who all elected MP’s

will form the cabinet.

As far as we are concerned our duty has been fulfilled by exercising our

voting rights, and what we expect is the fruitful tenure of the government.

The 7 RACE COURSE ROAD has much to offer in this coming period and we

as a nation or more precisely “A NATION OF THE YOUTH”, as said, are

looking up to you with great expectations, MR PRIME MINISTER, hope you

keep up the faith!!!

Pg- 28

1. In terms of Net capital assets who was the second richest man after

Bill Gates on the Forbes list of 1999.

2. The 'Krona' is the currency of which nation?

3. The parent company of Pizza Hut and Kentucky Fried Chicken is

__________.

4. The first general purpose credit card was issued by _________.

5. The telecom giant NOKIA belongs to which nation?

6. Here’s a sitter. Expand NASDAQ.

7. Which marketing expert said that, "Marketing takes a day to learn,

but unfortunately it takes a lifetime to master”?

8. Synergy Communications is the HRD Company run by which

famous quizmaster?

9. "We are number 2. Why go with us? Because we try harder".

Which brand was this No.2?

10. Richard Pascale, Tom Peters, Robert Waterman and Anthony

Athos have evolved a core management theory which has been

accepted in all the G*8 nations. Which one?

Pg-29

Answers

Warren Buffett

Sweden

Pepsico International

Diners Club

Finland

National Association of Securities' Dealers Automated Quotations

Philip Kotler

Pg-30

Introduction

Siemens is a leading technology business and one of the largest electrical and

electronics engineering companies in the world. The company designs and

manufactures products and services for both industrial customers and

consumers To keep its world*leading position and grow in a competitive

environment, Siemens aims to deliver quality products and services. To do this,

it needs people with first class levels of skill, knowledge and capability in

engineering, IT and business. The size and varied nature of its business means

that Siemens requires many different types of people to fill a wide range of roles

across the company. These include skilled factory workers, trade

apprenticeships, designers and managers. This case study explores how Siemens

manages its ongoing need for skills through training and development.

Identifying training needs For a business to be competitive, it is important that it

has the right number of people with the right skills in the right jobs.

Workforce planning enables Siemens to audit its current staff

numbers and the skills it has in place as well as identify where it has skills gaps

needed to meet

its business objectives

Siemens needs new skills for many reasons:

• maintain competitive advantage, in ensuring Siemens has people with the

right skills

to develop new technologies and innovations

• ensure Siemens has a pipeline of talent and minimal knowledge gaps, for

example, due to

retirement

• fill a gap following the promotion of existing employees.

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TrainingTrainingTrainingTraining

Training involves teaching new skills or extending the skills employees

already have.

DevelopmentDevelopmentDevelopmentDevelopment The costs of recruiting staff are high. It is far more cost effective to keep good

staff. Siemens need well*trained employees with good key skills and capabilities,

especially communication and team working skills. This gives Siemens a

competitive advantage as employees will be more flexible, adaptable to change

and be more creative and innovative. They do their jobs better and are able to

develop into other roles in the future. Siemens implemented the Siemens

Graduate Development Programme in 2005, as a means of developing

graduates with the essential skills set they need in their everyday role and to

equip them for a long*term career at Siemens. Every graduate that joins

Siemens, regardless of role or location joins the 2 year programme. This consists

of 9 modules including team working, customer focus, project management,

communication skills, and business writing. The training is hosted at a number

of Siemens sites, so graduates get exposure to different parts of Siemens, learn

about the business, and network amongst the graduate population. Chris Mason

has worked for Siemens for 10 years and is a metering technician for Siemens

Energy Services. He has benefited from Siemens training and enjoys working

with new equipment and technology. He says, “You never know what to expect,

who you’ll meet or what you will have to deal with”. By improving the

development opportunities, employees feel the company values them. Gavin

Leslie is a Contracts Supervisor for Siemens Traffic Controls. He says, “The most

enjoyable part of the job is solving problems, no two faults are the same. So you

almost need to be able to regularly train yourself. It is very satisfying sharing

with my colleagues

the new things I learn”. The motivation theories of Herzberg and Maslow show

that staff work better when valued. This delivers long*term commitment and

ensures benefits to the company. Paul Smith is a lead engineer for Siemens

Building Technologies. He plans work for himself and others to meet the needs

of his customers. He says, My biggest challenge is making sure that my

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customers stay happy. Sometimes that’s

just by arriving on time, but mostly it’s keeping clients informed and doing

what we say we’ll do. Siemens has always looked after me and boosted my

confidence in what I do.”

Evaluation of training and development Well*trained employees provide a number of benefits that contribute to a

business’s competitive advantage. To measure the effectiveness of its training

and development, Siemens uses an appraisal system, known as a Performance

Management process. Employees and their line managers agree objectives at the

beginning of a placement and progress is then monitored formally and

informally throughout the placement. This helps to focus everyone on the

developing needs of the business. Annually, the results form the basis of a staff

dialogue where the employee’s manager reviews the progress towards the

objectives that have been set. Feedback is discussed with the employee and any

development needs are captured in order to decide appropriate training.

Together, new objectives for the following year ahead are set. In some instances,

appraisals are linked to pay reviews. In these cases, pay rises depend on

employees meeting or exceeding their objectives. There are several benefits for

Siemens in using appraisal. It can

• ensure that all training is being used well and for the best interests of the

company

• keep all staff up*to*date in a fast changing business

• make sure that staff are well motivated

• get feedback from staff on changes

• make sure staff are involved in changes.

Conclusion

Training and development helps the growth of a business. Siemens has a clear

focus on having a well*motivated and trained workforce. The company needs to

have motivated and confident staff who have up*to date skills in order to

remain competitive. In addition, well*trained staff are an asset to the business

and help to retain customers. Well*trained staff who remain with the business

mean that customers enjoy continuity. This contributes to customer loyalty and

leads to repeat businessrepeat businessrepeat businessrepeat business. Staff who feel valued stay longer in a company. This

Pg-33

means that

Siemens’ costs of recruitment can be reduced, resulting in cost savings across

the organisation.

Questions 1. Identify four benefits to Siemens of its in*depth training and development of

workers.

2. Explain how an appraisal system can help to motivate employees.

3. Using your understanding of the work of

Herzberg, which motivators can you see in

action at Siemens?

4. Analyse how Siemens uses training and

development to ensure growth in its business.

Bibliography

Website****

http://www.thetimes100.co.uk/downloads/siemens/siemens_13_full.pdfhttp://www.thetimes100.co.uk/downloads/siemens/siemens_13_full.pdfhttp://www.thetimes100.co.uk/downloads/siemens/siemens_13_full.pdfhttp://www.thetimes100.co.uk/downloads/siemens/siemens_13_full.pdf

Pg- 34

These have been turbulent times for the students of our department.

The exams that are so instrumental in determining the course of what

the future holds in store for the students came with its own share of

dilemma and delights. The students were delighted to be finally

putting their knowledge on paper and dispatching it off to hail the

dreams that they have nurtured ever since they took up the decision

to be Human Resource Managers. The dilemma was that this process

didn’t go as smoothly as the students had planned for in many cases.

The common gripes doing the rounds regarding the examinations

were* too many questions and too little time to attempt those, tougher

questions than expected and so on. At the end of the day what

mattered was that we all gave our best and we all hope that the

results match up to our efforts and expectations.

Exam days would see the students coming in all pepped up and

bursting with excitement. They would all gather in groups and

discuss questions amongst themselves to their hearts content. These

discussions would sometimes be interrupted by calls from worried

parents and the students would promptly whisper reassuring words

on the phone and get back to the grind. Everyone would try and

confirm, through these discussions, that they have indeed covered all

that is important and relevant from the exam point of view. Any

subject matter that the students would hear for the first time would

be subject to immediate and panicky scrutiny in order to be prepared

for questions related to that in the examination. As the exam hour

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would draw closer a flurry of “best*of*lucks” would fly in all

directions and students would finally brace themselves for four hours

of relentless pen on paper battle!

As the exams ended on the 5th of March, the students prepared

for their 60 day detours AKA summer internships. For some the time

to revel in the post examination euphoria was too short, as they had

to leave the very next morning for their summer internship

destinations. Many had a train to catch and some a plane, but what

they all had in common was a mixed feeling of excitement and

trepida tion over what lay in store for them. Not only was the prospect

of a new land and new people fascinating to them but also the idea of

finally making the transition from ‘theoretical’ to ‘practical’ kept

their nerves tingling with anticipation.

The thought of missing regular college life, friends, camaraderie

and all those cups of coffee over hours of gossip in the canteen did

weigh down their heart a bit but the students were upbeat about

finally becoming managers in the true sense of the term. This would

be a period that would mark their transition from being management

students to actually becoming managers. They would be at the helm

of things and would get a first hand taste of what awaits them when

they finally complete this course and enter the corporate world as a

full fledged Human Resource Manager in about a year’s time.

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Please write to us at emagine.mhrm@gmail.com with

your suggestions and feedback

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