mtc- knowledge in practice- vol.1. issue 2

8/8/2019 MTC- Knowledge in Practice- Vol.1. Issue 2

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M T C Gl o b a l

KNOWLEDGE IN PRACTICE

Volum e 1, Issue 1

I ssue- 2 (Nov Dec 2010)E- bullet in: Volume- 2

Message from the Chief Editor

I take immense pleasure to release the second issue of our e-bulletin. Thefirst issue of e-bulletin was a great success and earned lot of accolades across different walks of life. It wasvery well received by all esteemed team members of MTC.

I sincerely acknowledge the support, encouragement and motivation extended by all the esteem members ofthe team who contributed towards the growth of the consortium.

I am really grateful for the contribution made by all our team members. The restriction of page numberslimited inclusion of all the articles. The articles submitted would definitely be placed in our subsequent issues.

Once again thanks a lot to all the team members of MTC for their continued support and encouragement.

Happy Knowledge Sharing.

Prof. Bholanath DuttaChief Editor: MTC Global- Knowledge in PracticeFounder & Convener: Management Teachers ConsortiumCell: +91 96323 18178Homepage: http://groups.google.com/group/join_mtcGroup email: [email protected]

Achievement/Award/Appreciation

Prof. Sreekumar from Nehru College, Trichur, Keralahas been awarded F.I.E, Fellowship of Institution ofEngineers.

Dr. Arup Barman, Chapter Head- Assam has beennominated as Hon. Member of UN Global CompactProject vide UN letter number dated 01.12.2010.

Prof. Bholanath Dutta received Best Paper Award ata National Conference at ISME, Blore on 11.12.2010


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The Consciousness Approach: Within to

Without Management in CorporateBy

Prof. Rohit Puri

The consciousness approach let us understand that thereis a direct Relationship between Consciousness mansinner life of thought, feelings and impulses, his innerattitude to the events in his external life. All that isexternal is the reflect of his inner conditions. When aconscious efforts is made to change oneself within, liferesponds to that change.

Are outward happenings having their seeds within? Thelaws of unknown create the known.

On inner values hangs the outer plan. Hence, all that isessential is to develop once inner being develop theattitude once awareness, once consciousness. Rightlysaid if one changes once consciousness the whole worlditself changes for you. This depends upon youraspiration and attitude.

Consciousness is the inner aspect of life but all isscreened hidden mystical. It meets the intuitive heart, theinward turn; it needs the power of spiritual gaze.

In Corporate this relates to the managers attitudetowards corporate, men material, money, methods,markets .similarly, in a corporate, this will relate toeveryones attitude towards work and men.Consciousness is not like skill or technology .it cannotbe borrowed or purchased .nor can consciousness beimparted or transferred, although a business managercan create an environment by his actions and behavior toprovide for an impulse to factors of production animateand inanimate-to develop their consciousness.Consciousness is an urge which is acquired throughfaith, dedication, introspection and aspiration for a

divine mode of life and living.

Consciousness is made up of two elements, awareness ofself and things and forces and conscious power.Awareness is the first thing necessary, you have to beaware of things in the right consciousness, in the rightway seeing them in their truth; but awareness by itself isnot enough. There must be a will and a force that makethe consciousness effective. somebody may have the fullconsciousness of what has to be changed, what fullconsciousness of what has to be changed, what has to goand what has to come in its place, but may be helpless tomake the change, another may have the will-force, butfor want of a right awareness may be unable to apply it inthe right way at the right place. the advantage of being inthe true consciousness is that you have the rightawareness and its will being in harmony with theMothers will, you can call in the mothers force to makethe change.it is only in the super mind that awareness,will, Force are always one movement and automaticallyeffective.

Consciousness is something personal, something inner,which knows not price and exchange. This is the innerwar without escape.

Based on consciousness, Management has to bedeveloped from within-to-without.

No m an ever reached to

excellence in any one art or

profession w ithout hav ingpassed through the slow and

painful process of study and

preparation.-- Horace


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Dr. Sunil Kumar authored his 2nd

Book on Organization Behavior

Title:International Retailing:Text and ReadingsAuthors: Dr. S L Gupta

& Arun Mittal

Publisher: Excel BooksEdition: First-2010Pages: 488

Price: Rs. 325/-

Prof. Bholanath Dutta authoredhis 13th book ITM, gotreleased on 14.12.2010. ISBN:

978-93-5024-538-5, Pub: HPH

Prof. Ramesh Vemuganti authored abook titled "Moving ahead of the

Times , got released on 04.12.2010

Dr Qamrul Islam, Country Head KSA, (MTC Global)Chairman, Department of Business Administration, JazanUniversity, authored a book titled Emerging LabourRelations in Sugar Industry of Uttar Pradesh.

Publisher: VDM Verlag Dr Muller Publishing House Ltd.

Germany, ISBN: 978-3-639-30917-1, Price: $ 108, Pages: 249


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The Gr eat SynthesisBy

Sri Joydip

He is a Management Consultant and the

Cha irman of Ind ian Sc hool of Business

Transformatio n (ISB&T) a n online business

school delivering innovative managementprograms based on greater synthesis of

eastern spiritual and western management

thoughts.

A Journey from ancient to Modern,educational philosophies, teaching styles and

practices

Indian thinkers have dwelt on the philosophyof education, teaching styles and its practice,along with all related aspects like knowledge,intelligence, mind and the functions ofdifferent forms of teaching and learning. Thereare ample references in the texts and to theillustrious teachers of yore like Sri Krishna,Vidura, Bhisma, Dronacharya in theMahabharata and Vashista in the Ramayana.

Sri Krishna ,one of the great and most popularteacher has an unique approach to both the

philosophy and the practice of education,which he exemplified in Bhagvad Gita . At thesame time, the personality of Sri Krishna hasthe elements of a friend, philosopher and ateacher combined in its most richest aspect .Still, the most important part of Sri Krishnasteaching is, how he had brought a syntheticallyapproach, and combined teachings of differentschools of Indian philosophy, to give apractical guideline, to his student Arjuna.

Looking deeply , Sri Krishna style of teachingoften moves beyond the scope of teaching, andcombines the coaching and mentoring aspect toits fullest extent. One of the most importantqualities modern teachers could find most

contextual, from Sri Krishna teaching style ishis continuous effort, to adjust his teachingstyle according to psychological state of hisaudience . We can see ample example of it inBhagvad Gita . When he finds Arjuna ,emotionally broken down, seeing that he has toengage in battle with his loved ones ,SriKrishna is found to be making a series ofstrong statement, to bring his mind into areceptive stage .

He is even found to be criticizing Arjuna forhis logical comprehension, which is faulty inits foundation . His mood at that point, set thetone of the whole Bhagvad Gita whichindicates that Arjuna is talking about word ofwisdom , but acting like a unwise person .

There are ample examples of people, who areconsidered are knowledgeable doing it still

now. Thats why his message remaincontextual to present generation, even, whenthe text of his teaching are written nearly 4500years ago.

Thou hast grieved for those that should not be

grieved for, yet thou speakest words of wisdom.

The wise grieve neither for the living nor for

the dead.

- Chapter 2 , Verse 11, Bhagwad Gita

E x c el le n c e is a n a r t w o n b y t r a i n i n g a n d h a b i t u a t i o n . W e d o n o t a c t r i g h t l y

b e c a u s e w e h a v e v i r t u e o r e x ce ll en c e , b u t w e r a t h e r h a v e t h o s e b ec a u s e w e h a v e

a c t e d r i g h t ly . W e a r e w h a t w e r e p e a t e d ly d o . E x ce l le n c e , t h e n , is n o t a n a c t b u t a

ha bi t . ~ Ar i s to t le


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While Sri Krishna criticizes Arjuna for hisdichotomy , at the same time , he also gives alot of emotional support and motivation to thestudent Arjuna ,just to make him more

receptive towards Knowledge and take up thecourse of knowledge . Modern teachers couldtake a lot of learning from this text of BhagvadGita on inspiring a mentally and emotionallybroke, troublesome and challenging student tobring in the course of knowledge.

Yield not to impotence, O Arjuna, son of

Pritha! It does not befit thee. Cast off this

mean weakness of the heart. Stand up, O

scorcher of foes!

- Chapter 2 , Verse 3, Bhagwad Gita

However when his student Arjuna, startbecoming more receptive, and raises from hisemotional turbulent stage to more matureintellectual stage , he stretches the bar and askhim to go further into more deeper enqueries .Not only that his approach which was veryteaching like to start with , turns to coachingand mentoring ,like where Arjuna was given

ample of scope to bring out his reflection andunderstanding .

Moving from one chapter to another chapter ,we see that how Sri Krishna, adapts histeaching style from action oriented , to emotionoriented and then Intellect oriented, with thegrowth of mental maturity in his studentArjuna .

While adapting his teaching style , Sri Krishnanever moves away from his real purpose ofbringing Arjuna back to war, and again andagain bring back the theme of his teachings

with articulate ideas, words and analogiesalong with good examples.

One of the reason , why Bhagvad Gitaremained so popular throughout centuries isSri Krishna philosophy of education whichremain adaptive to the situation and the mentalconditioning of his student. He is possibly theonly teacher, who brought the subtle teachingsof Upanishads, which are only accessible toclasses to masses . And he did it so

successfully , by playing a dual role ,byaddressing Arjuna as individual , and humanityin general . By doing that he makes hismessage transcend, the boundaries of time ,community and classes and delivers a path forevery human being to access the greatestspiritual wisdom.

For a long time , India didnt find a teacher ofSri Krishna capability . Though there is a lot ofreligiosity around Sri Krishna, which sometime

tend to hide his capabilities as a teacher, thefact remains, the world would possibly neverfind a teacher of his caliber , who could bringthe subtlest of teaching of Indian Spirituality ,to common masses with his unique teachingphilosophy , style and practice.

If you want to achieve excellence, you can get there today.As of this second, quit doing less-than-excellent work. ~T h o m a s J . W a t s on , S r .


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Though Buddha and Mahavira also have beengreat teachers. And At a much later stage, oneencounters teachers like Susruta, teachingAyurveda to his students, drawing out thecharacteristics of an ideal teacher and an ideal

student.

The quality of Indian discourse on Teachingand Learning, has been widely acknowledged.There are many more examples during themedieval times of effective teachers, both ofthe religious and vocational kinds, which maybe taken as the main foundations ofeducational thoughts of the present times.However sadly enough , there thinking are notincluded while framing modern educational

policies and delivering education in general inmodern India.

Though , in the modern India too, there havebeen many original thinkers on education, whohave felt the need for a review of theeducational system introduced by the BritishRaj, creating loyal servants of the government.There was a search for a better system ofeducation in the country, among the socialreformers and intellectuals. In this process, a

good deal of thinking, combined with actualexperimentation on various alternative modelsof education had taken place.

The irony like the ancient thinkers in educationin education space we find also that the modernthinker, and their contributions have not beenadequately reflected in the educationaldecisions during recent times.

Among others, we can remember thecontribution of Vivekananda, Tagore,Aurobindo, Tilak, Zakir Husain,Radhakrishnan and above all, MahatmaGandhi. It is high time to review the principles

of education, delivered by them and to examinetheir validity in the present context.

However , most of the teaching program,provided by Indian Educational Institutes arefound to be no where on implementation orbringing the thought process of this greatancient and modern thinkers of teaching.

Both in Management and Technical and alsoother fields of education, there is wide

adoption of western education managementprograms and there style . It is important totake the western approach too of learning bydoing and bringing more innovation andcreativity in the curriculum design . But at thesame time , it also required to develop, agreater synthesis between the western actionand diligence oriented teaching models , andeastern wisdom oriented teaching models .This is the only way , right education could bedelivered to both classes, and masses.

By education I m ean tha t training in

excellence from youth upw ard w hich

m akes a m an passionately desire to be a

perfect citizen, and teaches him to ru le,

and to obey, w ith justice. This is the only

education w hich deserves the nam e. ~Plato


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MBA & SOFT-SKILLS

ByParamita Chaudhuri

Soft-Skill & Corporate Trainer

Email: [email protected]

For management students, acquiring and furtherdeveloping soft skill sets are must. Managers workin a competitive business environment, whereevery minute they need to take decision, conductmeeting, inspiring the employees and lot more toensure performance, productivity and objectivity. Itrequires great leadership skills and team spirit tolead a team / department. Apart from high IQ,managers need to have good E Q as well to deliverunder stress. Now managers are not limited to aparticular geographical boundary, they move acrossthe border, so understanding of corporate etiquette,culture, mannerism, values are very important toavoid any kind of cultural shock. Todays managersto need to have all these skill sets to perform intodays dog-eat-dog market.

Understanding this very fact, most of the businessschools have started with value added programmesfor the students. On the other hand, this particularsector has also grown leaps and bounds in recent

time. Every day one or other soft skill trainingagency is coming in the market. There are lots ofentrepreneurial activities as well. Every bodythinks that he or she is good at soft skills and startwith a training agency. So for the business schools,it is must to do a proper market survey beforeselecting a particular training agency. Manyagencies come out with model wherein they trainthe students and further place them also. Thismodel proves successful to some extent. But thereare many training agencies which promisesomething and dont deliver that at the end.

Most of the B-schools start soft-skill programmeeither in third or in final semester. But, it needs tobe started in the first semester so that students candevelop their skills sets time they reach in thirdsemester where actually placement starts. Even few

basic modules may be kept in the orientationprogramme for fresher as well.

Soft skills not only essentials for MBA but for BEstudents also it is must. As engineers need to workin a project, move across countries, culture theyalso supposed to have soft skill to get a decentplacement and further to move up in their career.

I ndust r y Feedback

As research suggests that hard skills contribute toonly 15% of ones success while remaining 85% iscontributed by soft skills. Many academicallybrilliant students (distinction mark) are failed tosecure a job in campus placement. Mainly becauseof their poor soft skill sets. In campus placement,no company asks any direct question from book.Most of the time it is general knowledge, commonsense and good communication skill. The studentsgood at these skills easily get placed; evenacademically they may not be superior.

Typically, placement procedure starts with pre-placement talk (PPT) and followed by GroupDiscussion (GD) and finally personal interview(PI). As far as PI is concerned some of thecompanies conduct 2 3 rounds of PI. Recently,for MBA few big time companies (Like Oracle) areconducting a small case study analysis and shortpresentation exercise also to screen out students atthe initial stage. Conduction of written test is veryuncommon for MBA Campus Placement. All thesetests require good soft skill sets.


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Most of the B-schools will have Corporate FeedBack Form. Once the placement process is over,companies are required to fill that form. The mostcommon feedbacks are on the following areas:

- Communication skills

- Confidence- Positive Energy

Primarily many students dont get a job because ofpoor communication skills. But communication isonly a small part of soft skill sets. If one is good atin all the areas of soft skills it will essentially bringconfidence and positive energy within them.Finally, it bring changes in attitude and behaviour

The Deadlock

Always soft skill is linked with the students in B-schools. For management students, acquiring theseskill sets are must. But it is not the students whorequire this training but faculty, management andall people in authority require it. Until, these peopledont understand the meaning of soft skill it may benot be possible to implement this effectively forstudents.

Many B- schools try to arrange soft skill trainingwith existing faculty, who are good incommunication, just to save some money. Asexternal training agencies charge reasonably high,many B schools opt it out and look for alternativearrangement. Ultimately, they compromise with thequality and finally it becomes eye washing.

Sometimes, B-schools hire small agencies to savemoney and train students. It doesnt lead to anykind of benefits. Arranging training only forshowcasing the schools to outside world, which isvery common in many B schools, and mere

conformance to get ranking. Even when training isscheduled, then also many students bunk thetraining and there is no proper tracking ofattendance. No body takes proper feedback fromstudents about the quality of training programme.Ultimately, the objective is defeated.

Going Forward

Soft skill training for the management students ismust. No B-schools can afford to avoid thistraining. Todays business environment demands it.It adds value in terms of attitude, behaviour,leadership qualities, team spirit etc. These are mustfor management students to grab a good offer.

Arranging training with the help of internal facultymay not serve the purpose. It has to be a goodquality external training agency having wideexperience and expertise in the field of soft skills.There are many training agencies in the market. Doa proper market survey and check credentials of theagency and then go for it. It is advisable to enter inMOU (Memorandum of Understanding) for long term strategic relationships. Preparing schedule fortraining and taking constant feedback from studentsis always welcome. Preparing the training schedulebased on corporate feedback is highly effective.

KUDOS!

Prof. Gudupagi Manjunath, Faculty Member &Research Scholar, SRN Adarsh College,Chamrajpet, Bangalore -18 has designed the newlogo of MTC Global. We congratulate Prof. Deepak SYadav for his contribution towards this.


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Micro Financing Institutions Need To Kindle

Latent Entr epreneurship In Youths To EnlargeSpace And Customer Advocacy.

ByDR.S.N.Ghosal

Director: NICCO FINA

NCIAL Services Ltd., Kolkata

It is unfortunate that banks are generally unawareof their potential power as most of them are happyto pursue their traditional business as there fromthey have been earning rich dividends. Of late dueto intense competition arising from the advent ofincreasing number of global and domestic banks inIndia the banks have started reshuffling theirbusiness portfolios but thereto they have beeneither entering in other financial services likeinsurance and money transfer rather than tappingvirgin fields that are fast opening up due toemergence of young and sophisticatedentrepreneurs. Banks are rationally conservative asthey have been conduit of money garnered frompublic as deposits. However it is surprising that ithas not occurred to them that these savers wouldhave been better served if banks would havespurred their latent talent of entrepreneurships. Infact India always had an inherent strongentrepreneurial urge and that made them even tomove out of the country to seek new pastures todevelop their business as corner shop or even as

hawker.

AWAKEN THE ENTREPRENEUR

If one looks to the growth of big business in thecountry it could be seen that most of these areoutcome of individual entrepreneurs who forsakethe path of security, safety and peaceful life andventured into some business with it concomitantrisk just because it happened to be his dream.

MICHAEL E. GERBER in his latest bookAWAKENING THE ENTREPRENEURWITHIN has rightly emphasized that consciousdreaming is something feasible and one could do itdeliberately. He in fact helped to learn how

ordinary people can create extraordinarycompanies. He is internationally acknowledgedbusiness guru of small business. He has laid downfour basic steps to awaken entrepreneurship inindividual irrespective of age and educationbackground.

These are as follows:

1. Dream- inspire people to dream byawakening the entrepreneur within them;

2. Vision to assume the authority forhelping dreamers everywhere to set upsmall businesses they once could onlyimagine;

3. Purpose to transform the lives of ordinarypeople by providing them with the thrill ofcreation while creating the means togenerate their own and others economicfreedom;

4. Mission to create a turnkey system forawakening the entrepreneur within everyperson who wishes to go into business forthemselves, while providing them with thesupport for doing it.

Excellence is the gradual result of always striving to do better. ~ Pat Riley


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PROVIDE OPPORTUNITY TO DREAM

These steps are not theoretical assumptions asMICHAEL has done it not only in him but also inthe life of others. He has aptly said that within youare invited in the dreaming room, where your own

entrepreneurial dreams will come alive and becomereality. One has to help you shape your dream intoa viable, economically successful company. Hefurther adds it is time to dream. It is time to careabout something bigger than you. It is time toimagine something sorely needed in the worldtheworld you live inthat somebody would pay tohave. It is time to look around you and askyourself. What is missing in this picture? Heconcluded that if you see something missing inyour world, its time to start dreaming. Therecould be no better way to express and espouse the

latent quality of entrepreneurship in people. It issurprising to find that despite surge of smallbusiness centric branches of almost all banks noneof the executives of such branches have been tunedto practice the four steps highlighted byMICHAEL. There is no doubt that it needs passionand this passion could have helped to transform theway small business owners growth trajectory aswell as their work culture beside generatingemployment opportunities and sustainable businessenterprises. These are not just empty verbose buthas been practiced by him and successfully guided

others to practice the same.

He learnt along with his partner that:

a. All business require a vision;b. All visions are both personal and

impersonal;c. Every company is an organization;d. An organization is an organization

of systems;e. The system is the solution and

therefore you have got to become a

system thinker

TRANSLATE DREAM BRICK BY BRICKThere could be no better and simple way to wakenentrepreneur in people. He further elaborated thatwe had set out with a Dream, and were nowbuilding it brick by brick. We are conceptualizinghow the world worked in our own limited but

passionate fashion; simply because we needed to ifwe were going to actually do what we had set outto do to transform small business worldwide. And,as we did. This thing, we built the structure of theDream so that we could actually begin to see it, sothat we could actually begin to see it, so that wecould actually begin to do it.

CONVERT DREAM INTO A REALITY

In fact the vision begins to take form after elapse ofsometime. ERICK FROMM has rightly observed

that the painter has to wrestle with his color,canvas and brushes, the sculptor with stone andchisel..yet the creative act, their vision of whatthey are going to create, transcends time. It is thesame for every manifestation of being. Theexperience of loving, of joy, of grasping truth doesnot occur in time, but in the here and now. The hereand now is eternity (Vide TO HAVE OR TOBE)

SOME LIVE CASE STUDIES

This explains the total process very vividly.However to learn more about giving wings to thedream it would be imperative to illustrate the samewith a live case study. In fact the life story ofGORUR RAMASWAMY IYENGAR GOPINATHis one such illustrious case history. He in fact had aDREAM to set up Indias first low cost commercialairline along with K.J.SAMUEL of NATIONALDEFENCE ACADEMY. It is true that the idea firststruck in the mind of SAMUEL but it was made areality by GOPINATH as he prepared the blueprintand executed the idea and created a paradigm

change in the aviation industry in India. Similar isthe story of KISHOR BIYANI, founder ofPANTALOON and BIG BAZAR phenomena.SOME RECENT INITIATIVES

~ Striving for excellence motivates you; striving for perfection is demoralizing. ~Harriet Braiker


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In recent years innovation in business models hasspread out its wings in not only small towns butalso in villages addressing local social needs. Thishas become possible not only because ofinformation technology revolution but also becauseof activation of dreamers and achievers due to

spread of education, telecom penetration and spurtin income levels. These have led to surge of youngdreamers who obviously steadily converting theirdreams into sustainable business activities. Theseefforts got further boost from the fact that evenstart-ups need not hang on to one source togenerate fund as multiple institutions have sprungup over the years to fund these enterprises. Mostrelevant sources that are readily accessible withoutmuch hassle are as follows;

government grants such as TePP(Technopreneour Promotion Program);

collateral free loans from public sectorbanks;

venture credit: debt against equity frombanks;

start-up incubators: cash and mentoringagainst nominal equity; and

Business plan contests with no stringattached.

DEVELOP DREAMERS

It is therefore high time for banks to create

dreamers hub in small towns and villages andgenerate unique ideas, sustainable business model,creating customer value that are socially relevant,and scalable. Already there is uptrend visible insmall towns and added to this one would notice thatmost of them are young and fresh from colleges. Itis surprising therefore to find no visible sign inbanks to provide support and generate spread effectand healthy momentum to such movements.

COLLABORATE WITH MFIsIt would be helpful if banks join hands with MFIsto translate this strategy of awakeningentrepreneurship in village youth. It is obvious thatway banks will have some readymade structure topursue this strategy. Since MFIs operate through

groups of borrowers, it would facilitate banks toundertake following steps as highlighted above to:

1. Inspire group members to dream byawakening the latent entrepreneurship inthem. In fact group meetings of membersheld every week by MFIs would becomeDREAM HOUSE for each member underthe management and fund support of MFIsand collaborative banks;

2. Such support would help evolving andtranslating visions of individual members

and or group of members to create smallbusinesses they had been dreamingoccasionally but unable to convert theseinto a reality due to lack of such fund andmanagement support; in fact it would helptheir vision converted into reality;

3. It would help transforming the lives ofordinary people by providing them withthe thrill of creation while creating themeans to generate their own and for otherfellow members a sustainable source ofincome. In act it will provide the much

sought after PURPOSE for life;4. Such group would be embedded with the

MISSION to create a turnkey system forawakening the entrepreneur within everyperson who wishes to go in business andto provide them supportive services andfund to enable them to achieve theirobjective without much hassle.

This is the nature of genius, to be able to grasp the knowable even when no one elserecognizes that it is present -Deepak Chopra


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PARADIGM CHANGE

However to bring out such a paradigm change inoperation strategy and processes it would benecessary for banks and MFIs not only to changetheir present mindset but also equipping themselves

with necessary expertise to provide necessaryguidance and support to pursue their chosenavocation with success. Obviously it would benecessary to provide adequate extension services totheir business units both in formative as well asexecution stage as otherwise such ventures wouldnever become a sustainable business enterprise.

No doubt such an effort would bring out sea changein rural and semi-urban cities as such fulfillment ofdreams of village and urban youth would help

transforming their life and it would become worthliving and therefore not only enhance contentmentbut also create better economic and social life. Infact this way only inclusive growth and socialcontentment could be made feasible. This is achallenge that all banks should welcome and putinto practice what they have been repeatedlyadvertising that they provide services to all types ofpeople and their enterprisesthey are always to befound beside all people for all purposes.

-------------------------- End--------------------------

Many of lifes fa ilures are people w ho

did not realize how close they were to

success when they gave up. ~-

Thom as Alva Edison.

Excellence in Educat ion

(Source: Harvard Graduate School of EducationWebsite.)

Merry Chr istmasCelebration on

25.12.2010


13/23

Characteristics of IC- knowledge basedOrganizations and Intellectual Capital

Notion in Nowadays ManagementBy

Sanjeev Kumar Pandey

Director ,Sankalp Health Education&Research Institute, Lucknow, IndiaB-11, Vivekanand Puri Colony, Nirala NagarLucknow-226007Email: [email protected]: +91-9473604322 ; 9161740179

Introduction

In evolution of any theory, the Intellectualpeople always were the key persons. Theymake the hypothesis - the genesis theory. Afterestablishing theory, they take the decisionwhere it can implement for betterment.

The hypothesis can only be conceived byvirtue of experiences gathered from Natureslaboratory (Surroundings, community,society).

In ancient time, the ruler of kingdom searchesfor the group of intellectual people, who canadvise them for better a management. Fordeveloping the IC, they have been establishedso, many schools of thought & universitiesaround the world. In todays world, companiescorporate with others are the rulers. They haveto do the same for holistic development aroundthe world.

Primary uncertainty can never be reduced, butorganizations can adapt to it (Williamson1985). Fundamental changes have been

wrought in the global economy, which arechanging the basis of firm level competitiveadvantage and with it the functions ofmanagement.

The decreased cost of information flow,increases in the number of markets (e.g. forintermediate products, and for various types ofrisk), the liberalization of product and labormarkets in many parts of the world, and the

deregulation of international financial flows isstripping away many traditional sources ofcompetitive differentiation and exposing a newfundamental core as the basis for wealthcreation.

That fundamental core is the development andastute deployment and utilization of intangibleassets, of which knowledge, competence, andintellectual property are the most significant.Also included are other intangibles such asbrands, reputations, and customerrelationships. Thus, while there are many waysto keep busy in business, and to expandrevenues, there is only a diminishing subset of.

I am always ready to learn although I do notalways like being taught -Winston Churchill


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strategies for creating attractive profit margins. Inthe end, wealth creation in a world of heightened

competition comes down to developing and owningdifficult to replicate (intangible) assets, andorchestrating them astutely. The latter capability iswhat I have referred to elsewhere as dynamiccapabilities (Teece, 2002). It is estimated that;intellectual capital research has primarily evolvedfrom the desires of practitioners (Bassi and VanBuren 1998; Bontis 1996a; Darling 1996;Edvinsson and Sullivan 1996; Saint- Onge 1996).

Consequently, recent developments have comelargely in the form of popular press articles inbusiness magazines and national newspapers(Davis, 2009, p.18). At first this paper has aliterature review on intellectual capital and benefitsof Intellectual Capital in management andorganization. Then the notion of LearningOrganizations and Characteristics of a LearningOrganization and Associated Best Practices andbenefits of learning organizations comes. Finallythe quantum organization and Quantum skills forlearning organizations and the relationship of thequantum skills to key workplace challenges and themost important factors in quantum strategy inIntellectual Capital practical strategies to creatingIntellectual Capital learning system come in details.

Intellectual CapitalInformation and knowledge are thethermonuclear competitive weapons of any

time. In todays time, acquiring the knowledgeis not a big deal but implementation ofacquired is a big deal. Only intelligent peoplecan take the decision that where & when theacquired knowledge implementation canproduce the best results.

Success goes to those who manage theirintellectual capital wisely (Stewart, 1997, p.68). Many view the accessibility of knowledgeas the foundation for establishing a

competitive advantage in the new millennium(Edvinsson & Malone, 1997; Stewart, 1997).The theory of intellectual capital has emergedin the past decade in response to theseadvances within an organization. Although thetheory is new and research is in the earlyformative stages, theoretical foundations havebeen identified as anchors of intellectualcapital.

In the simplest of terms, Ulrich (1998) definesintellectual ,& competence multiplied bycommitment (p. 125), meaning that intellectualcapital equals the knowledge, skills, andattributes of each individual within anorganization multiplied by the personswillingness to work hard. Klein and Prusak(1994) define intellectual capital as theintellectual material that has been formalized,captured and leveraged to produce a higher-valued asset (p. 67).


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The literature on intellectual capital hasdeployed a variety of different classification

schemes (i.e., Edvinsson and Malone 1997;Petrash 1996). There are widely accepted,three-category classification, which dividesintellectual capital into codified knowledgeabout an organizations systems and operations(systems capital); knowledge about customers,markets, and distribution (customer capital);and knowledge acquired from people skills andexpertise (human capital; Bontis 1996; Bontisand Fitz-enz 2002; Stewart 1997; Sveiby1997). Figure 1 provides an overview of the

three types of intellectual capital used in thisstudy. Whether professional based or customerbased, it is common practice for service firmsto purchase some of their intellectual capitalfrom external consultants and franchisors(Walsh et al, 2008, p.302).

Over the last ten years, intellectual capital (IC)has been the subject of several interestingdevelopments, which led to its establishment asa recognized field of research and action. Yet,

in spite of the already observed effort ICresearch is still in its infancy, and there is aneed to consider to what extent it contributes ina sufficient way, to problematizing managerialand policy issues of the knowledge economy.One of these challenges lies in considering thedynamic aspects of performance, and how ICresearch can address it in a proper way.

Intellectual capital is knowledge that can beexploited for some money-making or other

useful purpose. The term combines the idea ofthe intellect or brain-power with the economicconcept of capital, the saving of entitledbenefits so that they can be invested inproducing more goods and services (Augier &Teece, 2005). Intellectual capital can includethe skills and knowledge that a company hasdeveloped about how to make its goods orservices; individual employees or groups ofemployees whose knowledge is deemed criticalto a company's continued success; and its

aggregation of documents about processes,customers, research results, and otherinformation that might have value for acompetitor that is not common knowledge.Business organizations employ knowledge.

They generate and process information,formulate plans and strategies, make decisions,monitor behavior and experiences, and learn,create, and use know-how (Augier & Teece,2005). Although economists have traditionallymodeled firms as employing capital, labor, andother factors of production to increase outputpossibly with exogenous technical change as ashift parameter in the production functionitis increasingly realized within the economicsprofession that knowledge and intellectualcapital (IC) are the primary creators of value inthe economy (i.e., the creation and use ofintangible rather than tangible [physical] assetsare the keys to wealth creation), and


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technological change is not exogenous but, infact, generated in large measure by firmsthemselves (Augier & Teece, 2005). PeterDrucker suggested: The traditional factors of

productionland, labor and capitalhave notdisappeared. But they have become secondary.Knowledge is becoming the only meaningfulresource (1993, p. 42). Also Intellectualproperty systems have been strengthened sincethe 1985, both in the USA and abroad.Moreover, intellectual property is not justimportant in the new industriessuch asmicroelectronics, biotechnology and theinternet it remains important inpharmaceuticals and chemicals and is receivingrenewed interest in more mature industriessuch as petroleum and steel.

Benefits of Intellectual Capital inManagement and Organization

Successful organizations hire intelligent staffand this is the usual form of developing IC inthe organization (Sveiby, 1997; Rose et al1997; Stewart, 1997; Edvinsson, L., andSullivan, 1996; Edvinsson, L. and M. S.Malone, 1997).Most organizations have adapted ortransformed their management styles andbusiness models to manage intellectual capital(IC) and respond to the IC-enabled dynamicsof the knowledge economy. Many of theseorganizations have done it without evenrealizing that they are adopting an intellectualcapital management (ICM) approach. A topexecutive of a leading consumer productscompany, whose name is withheld, commentedthat his company is not interested in ICM."Show me the money," he said. "All I see arethe circles and pyramids that ICM people drawin conferences."

What this executive did not realize is that hewas already managing IC in one way oranother on a daily basis to make money. If itweren't for this executive's daily reliance on hisgut feeling and tacit knowledge to manage his

employees' innovation, the company he worksfor wouldn't be a market leader. If thecompany's employees did not care about themanagement of customer and structural capital,it wouldn't invest millions of dollars in itsinteractive Web site to solicit consumers'feedback 24 hours a day, seven days a week(ICM, 2009).

Knowledge, competence, and relatedintangibles have emerged as the key drivers ofcompetitive advantage in developed nations.This is not just because of the importance ofknowledge itself, but because of the rapidexpansion of goods and factor markets, leavingintangible assets as the main basis ofcompetitive differentiation in many sectors.There is implicit recognition of this in bothmanagement theory and practice with thegrowing emphasis being placed on theimportance of intangible assets, reputation,customer loyalty, and technological know-how. By using a good structure like learningorganization we will have organizationalstructure that have the ability to support theIntellectual capital in today's market. Sotoday's organizations should try to use thisparadigm (learning organizations) to becompetitive. Also because our contemporaryorganizations may differ from the traditionalorganizations and so we should implement newskills to be learning organization so that ourstaff can adjust themselves with newtechnologies. Also can sense the weak signalsin the environment and can reply the prosperanswer to them. In this situation our managersand executives and CEOs can effectivelymanage the Intellectual Capital in theorganization.


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Successful managers and businesses have beenmanaging intellectual capital one way oranother all along, whether consciously orintuitively. This however, does not mean that

they have an ICM program or strategy.Managing IC as a matter of common businesssense is not sufficient for the development ofICM as an organizational competency. It isonly when a management style moves frombeing intuitively applied to a planned andsystemized process that it can be perfected.Only then can it be substantially transformedfrom being an art to becoming a science. Onceit transitions into a science, it becomes testable,measurable, more predictable, and, mostimportantly, repeatable. Though organizationsthat apply ICM advance this goal, there is stilla long road of experimentation and appliedresearch ahead for the emerging field of ICMto become more of a "science." (ICM, 2009).One of the established precepts of ICM to date,however, is dividing IC into human, customer,and structural capital-what.

IC as Dynamical Capability

The dynamic approach to intellectual capitalhas been developed by IC strategist scholars.Its roots can be found in the resource-baseview of the firm (RBV) as well as in thedynamic capability approach. RBV consideredthe firm as a bundle of resources mainlyintangibles (Barney, 1991; Grant, 1996;Peteraf, 1993; Wenerfelt, 1984). From thisframework resources that are of high relevancefor competitive advantage are specificallythose which are valuable, rare, inimitable andnon-substitutable (the so-called VRINattributes). This framework has been thesubject of many critiques, related notably thedifficulty of defining and identifying VRINresources.

The dynamic capabilities approach aimed ataddressing some of the RBV weaknesses,especially by providing a more operationalanalytical framework. Teece et al. (1997)defined dynamic capability as the firm's

ability to integrate, build and reconfigureinternal and external competencies to addressrapidly changing environments.

A concept similar to the combinativecapabilities, as defined by Kogut and Zanderearlier (Kogut and Zander, 1992). Thisdefinition has been criticised by Zollo andWinter, as they consider it as troublesomenear-tautology in defining a capability as

ability (Zollo and Winter, 1999, p. 4), andfrom their perspective the conditions offormation of capabilities are not explicitlydefined by Teece et al. They connect capabilitywith routine, especially in the context of whatthey called knowledge evolution cycle.

Therefore, the authors defined a dynamiccapability as a learned pattern of collectiveactivity through which the organizationsystematically generates and modifies itsoperational routines in pursuit of improvedeffectiveness (Zollo and Winter, 1999, p. 10).In a later paper Winter (2002) addressed inmore details the issue of dynamic capabilities.He made a distinction between ordinary zerolevel capabilities, (i.e. those capabilities thatpermit to the firm to make living in the shortterm) from dynamic capabilities thatcontribute to the extension, modification orcreation of ordinary capabilities. These havebeen named elsewhere high-ordercapabilities (Collis, 1994) ( Sthle&Bounfour, 2008, ).


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Learning Organizations

The literature on LO has been suspected ofcolluding with the ruling courts which govern

organizations (Coopey, 1995) and ofemploying ideologically a discourse ofdemocracy and liberation (Snell and Chak,1998). Easterby-Smith defines the literature onLO as having an action orientation, and beinggeared toward creating an ideal type, anorganization in which learning is maximized(Gheradi, 2006).The learning organization is the genericterm given to strategies and initiatives forimproving organizational effectiveness throughemphases on developing the capabilities,capacities and qualities of the staff, and onapproaches based on behavioral and attitudinal,as well as skills, enhancement (Pettinger,2002).

IC as Dynamical Capability

The dynamic approach to intellectual capitalhas been developed by IC strategist scholars.Its roots can be found in the resource-baseview of the firm (RBV) as well as in thedynamic capability approach. RBV consideredthe firm as a bundle of resources mainlyintangibles (Barney, 1991; Grant, 1996;Peteraf, 1993; Wenerfelt, 1984). From thisframework resources that are of high relevancefor competitive advantage are specificallythose which are valuable, rare, inimitable andnon-substitutable (the so-called VRINattributes). This framework has been thesubject of many critiques, related notably thedifficulty of defining and identifying VRINresources.

Organizations that differentiate themselvesthrough concentrating on employeedevelopment also gain reputations for beinggood employers. Staff is attracted because ofthe training, development and enhancement on

offer, and the opportunities for variety andinterest that this is understood to bring(Pettinger, 2002).Benefits of Lear ning Or ganizations

Twenty first century is the century ofknowledge (Rose, 2004).

There are many benefits to improving learningcapacity and knowledge sharing within anorganization. The main benefits are;

Maintaining levels of innovation and

remaining competitive (Mchugh et al,

1998)

Being better placed to respond to

external pressures(Mchugh et al, 1998)

Having the knowledge to better link

resources to customer needs (Pedler,

M., Borgoyne, 1997)

Improving quality of outputs at all

levels(Pedler, M., Borgoyne, 1997) Improving corporate image by

becoming more people

orientated(Pedler, M., Borgoyne,

1997)

Increasing the pace of change within

the organization(Pedler, M., Borgoyne,

1997)


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ConclusionsOnly Knowledge and knowledge-basedorganizations can dominate the markets(Drucker, 1995). It has long been recognized

that 'economic prosperity rests uponknowledge and its useful application' (Teece1981).

In ancient time, the ruler of kingdom searchesfor the group of intellectual people, who canadvise them for better a management. Fordeveloping the IC, they have been establishedso, many schools of thought & universitiesaround the world. Todays ruler must do thesame for worldwide holistic Intellectual humanresource development, whole can makeprosperous world. Organizations which havemore intelligent staff will do better (Nirmal etal, 2004).

Indeed, 'the increase in the stock of usefulknowledge and the extension of its applicationare the essence of modern economic growth'(Kuznets 1966). Enlightened economichistorians have long emphasized the role oftechnology and organization in economicdevelopment.

Formalization, the sharing of personalknowledge, and the development of structuralapproaches as a mechanism to transfer learningthroughout the firm may on the other hand sapcreativity and impede learning. Ideally, onewould like to develop approaches or modelswhich have a common essential logic, butwhich enable customization of particularfeatures. This is but one of the manychallenges to service firms in the new economywhere knowledge sharing itself can often is thebasis of competitive advantage (Teece, 2002).Also doing a successful strategy andtransferring a traditional organization to aknowledge-based one, and keeping andaccumulating the IC and intangible resourcesin the organization more

efficient, organizations should use from LOand knowledge accumulate strategies andprofessional team building strategies in theirorganizations to survive and growth anddynamical capability in today's' competitive era

(Hung et al, 2005; Davenport & Beck, 2002;Groves, 2002; Levet & Guenor, 2000).

References

Argyris, C. and Schn, D. (1996) rganizationallearning II: Theory, method and practice,

Reading, Mass: Addison Wesley.Argyris, Chris. "Teaching Smart People Howto Learn."Harvard Business Review. MayJune 1991. pp99-109.

Barney, J. (1991), "Firm resources andsustainable competitive advantage",Journal ofManagement, Vol. 17 No.1, pp.99-120Bassi, L. J. and Mark E. Van Buren. 1998.Investments in intellectual capital: Creatingmethods for measuring impact and value.ASTD workingpaper, American Society ofTraining and Development.Bontis, Nick and Jacques Fitz-enz (2002),Intellectual Capital ROI: A Causal Map ofHuman Capital Antecedents andConsequences,Journal of IntellectualCapital, 3, 223-247.William C. C. Keow, and Stanley Richardson(2000), Intellectual Capital and BusinessPerformance in Malaysian Industries,Journalof Intellectual Capital, 1, 85-100.(1998), Intellectual Capital: An ExploratoryStudy that Develops Measures and Models,Management Decision, 36, 63-75.(1996), Theres a Price on Your Head:Managing Intellectual Capital Strategically,Business Quarterly, summer, 40-47.


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Digital Students and not so DigitalTeachers: A disconnect and 21

stcentury

teaching challengeByDr. SheelanMisra,

New Horizon College of Engineering,Bangalore, email: [email protected], contact

no. 9900911649

The development in and around world, thanksto Globalization, is carrying with it a mix ofchallenges and opportunities. As a person fromeducational community, all should be agreeingto that 21st century teaching carries with it acomplex set of opportunities and challenges.Challenges like: 1. Changing StudentPopulation: where in an institution we can seea mix of students from various regions withdifferent level of understanding. Building skillsin this kind of student mix is definitely not aneasy task for a teacher, where each and everystudent is at a different level of maturity,communication, understanding and skills set.2. Changing Student Expectation: Today isno more the era of Takshila and Nalanda. Weare no more into the ancient gurukul system ofeducation. The system of education aschanged. Student Expectations have beenhugely affected by their parents expectation ofthem earning a good money and peer pressure.Taking admission in a particular course, theyneed an assurance of a secure job with a goodpay package as they also pay a heavy fee to getadmission into a good institute. 3. DigitallyLiving Students: Students of this century areliving a digital life every day. They use all thepossible tools available in the market be itinternet, text messaging, social networking andmultimedia. They expect a parallel level oftechnology opportunity in their academic livesalso.

4. Widening Disconnect: This kind of digitallife and expectations that same should also be

integrated in academic lives bring disconnectbetween the way students live and the way theylearn. And ultimately the student engagementsuffers. Closing this gap is a challenge for ourIndian education system.

5. Accountability: There is a clearmisunderstanding upon who is responsible forthis kind of situation in the present educationsystem. Is it a student himself, parents withplethora of hopes from their children, the

exposure to the wanted and unwantedinformation, teacher, and management of theinstitution or governance? Is anybody in thepresent system ready to take an accountabilityof building a good future for these students orto improve the way education should bedelivered to todays digital students?

6. Teachers Turnover: with the emergence ofhuge number of educational institutions, theopportunities in the field of teaching have beenenormous. But somewhere in this process ofdevelopment of educational system we are notable to develop the right way of teaching or tobe precisely the right teachers. There may notbe available any criteria how a right teachershould be, but yes looking forward to a rightvalue system and ethics from a teacher can beexpected. If a teacher is not properly equippedwith to deal with todays digital students, thesatisfaction of several the parties involved inthe delivery and receiving of education here isat stake. This ultimately leads to the teachingturnover.


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The situation here is not as depressing as itseems. There are definitely lots ofopportunities available to educational

community which helps them to address thesechallenges successfully. The way the capacityand capabilities of technology are growing, if itposes a challenge to teachers on one side, alsoprovides them various tools to create moreenabling environment for the student learning.

With strategic use of 21st century learningtools, educational institutions can provide thesupportive productive environment educators

need to reach, teach, and support eachstudents learning needs and potential.The efforts may not have clarity right now, butin days to come to meet the expectations of ourdigitalized student community, digitaleducation system and digital teachers have toevolve.

Eco Ashram

Pasu Seshadri Raghavan,

Founder secretary, Eco Ashram

A Policy For Clean Food technology

It is a proven scientific fact that the pesticides like Endrin, Ecalux, Folidal, Endosulfan etc., areslow poison affecting our health day in and day out.

It is Very easy to conclude that no food is available with out the residual effect of the poisonouspesticide and Chemicals

This scenario is the gift of GREEN Revolution.

Of course there are people too, to dispute this fact.

Anyhow we and our children are affected and not the arrogant-arguing intellectuals.

Now, it is time to decide.

The Time Tested technology for Revival

Why should I do it? We have our own elected government and let them do. Our government is working on the policy, Food for All They dont have time to think about Clean Food we too accept the need of Food for All, but we insist the Clean food too. Government doesnt bother, our time tested technology of natural farming is the only solution for

both Food for all & Clean food.

Eco Home Kitchen Garden

The one & only Solution

The time tested technology of Natural farming has four components,1. Regional Vegetables2. Regional Fruits3. Regional Grains4. Regional Animals


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The appropriate solution

u Clean food means not only the food devoid of stones, dust etc., but also the unnecessary genemodifications.

u With out knowing the side effects, Is Bt tomato and Bt brinjal are amrit for mankind to consumerecklessly?

u Is it really necessary to mix the animal gene with vegetables? Also it goes against the sentimentsof vegetarianism.

u Thats why the clean food technology is built on social harmony & individual self discipline.

Eco Farming

Hypocrisy of Indian Food production policies

It is the bounden duty of the elected government to uphold the individual discipline and the socialharmony. Alas, the government adopts diagonally the opposite path. Hence they can not eventhink about clean or Natural food.

They are immersed in the sea of files.

As soon as they start thinking of providing clean food to the masses, the western report warns ourgovernment about the impending famine and shortage of food.

But the government feels people require only rice/wheat, our masses sustained themselves with somany other grains like millets.

The present agricultural system in our country is a sub system of an unjust & cruel economicsystem of the west, which will never provide food for our impoverished millions of our country

This is the reason why we should choose our own solution of getting clean and natural food to our

masses.

Flow Chart

Our health is our right and responsibility too

We are responsible to decide the clean food for our health.

It is not necessary that what is available for you in the market should be a clean food.

As on today Adulteration is widely accepted.

Therefore our health is only in our hands

It is idiotic to concentrate on cure than to prevent the cause.

Traditional Teachings

Sustenance of food production chain

u We should acknowledge and accept that, the clean food production is a respectable work of thesociety. Then only our farmers will adopt those practices.

u Our aim is Clean Food not Cheap Foodu The whole food production chain should be sustainable


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u Clean food is needed for our children too.u By telling lame excuses if we reject the clean food, the affected will be our children.u Even the mothers milk is contaminated.u What is the use of having this development?

Eco Ashram - Village Republic

Once our traditional practices are rejuvenated all our worries will come to an end. The young farmers trained in our ashram will act as an extension staff of your clean food

kitchen. Clean food is good for us, good for soil, good for water bodies and good for bio diversity. Will you accept the present chemical Farm-Practices as sound one, Which really affects the

climate and makes the hole in the ozone layer. A Clean Food means a food with zero har m

+91 9632

Stay ConnectedProf. Bholanath Dutta

Founder & Convener: M anagement Teachers Consor tium (MTC)

Cell: +91 96323 18178: Google Group: http://groups.google.co.in/group/join_mtc3 1817Ms. Paramita Chaudhuri

Proof Reader & Technical Editor

MTC Global- Knowledge in Practice

MTC Global First Chapter MeetHeld at Pune on 26.12.2010. We

congratulate Mr. Ketan Gandhi

and Prof. T Jatin for the

initiative.

mtc- knowledge in practice- vol.1. issue 2

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