Showing posts with label MBA level. Show all posts
Showing posts with label MBA level. Show all posts

Wednesday, December 26, 2007

Pratibha Patil

Pratibha’s stint at the Centre began in mid-eighties. From 1985 to 1990, she was a Rajya Sabha member, where she acted as the Deputy Chairman for two years from 1986-88. During her Rajya Sabha days, she also headed Rajya Sabha Committee on Privileges and was a member of the Business Advisory Committee too. In 1991, she added another feather to her cap by getting elected to the 10th Lok Sabha on a Congress ticket. After her stint at the lower house, she quietly went into wilderness to lead a retired life. Destiny had so much more for her to achieve. In 2004, she was recalled by the Congress party to take over the Governorship of Rajasthan. She accepted the appointment with grace and performed the task with élan. A non-controversial, loyal-to the- core Congresswoman, Pratibha had another tryst with destiny, when she was chosen by the ruling party to be its nominee for the prestigious post of President. Neither Pratibha nor her family had ever expected this news to sink in so easily. She was planning her final retirement and was almost through with her political career, but things changed overnight.

Since the UPA has the numbers to ensconce Pratibha in Rashtrapati Bhavan, her victory seems well-nigh certain at this juncture. She has promised not to be a rubber stamp President. She may not be a star politician, but she is certainly a performing politician, a team-person and above all, she has displayed good leadership skills throughout her political career. Now she is most likely to be the first Indian woman Commander-in-Chief of the armed forces. Way to Go!
For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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Wednesday, December 12, 2007

Iran-Malaysia cooperation to checkmate US moves

Kuala Lumpur intends to use the opportunity provided by anxiety over Iran’s eventual fate among global players to its advantage. The game is simple. Singapore, the staunch US ally in the region , is strategically placed close to the Malacca Strait (a shipping route through which oil reaches from Iran to the ports at South China Sea). In order to apply pressure on Iran, the US may use its existing strategic leverage in Singapore and choke the Iranian oil supplies. If this was to happen, China (which draws a lot of its burgeoning energy needs from Iranian oil fields) would feel the pinch. This politico military calculus is causing a lot of consternation, both in China as well as Iran. This anxiety is being used by Malaysia to strengthen its economic base. The solution they are now working upon is to help China and Iran by-pass the ‘Malacca dilemma’ by commissioning refineries and pipelines running from its west coast (Yan in Kedah state) up to Bachok, located on the eastern coast of Kelantan state. This would facilitate the Chinabound oil tankers from Gulf to off –load at Yan, thus obviating the need to cross narrow confines of the Malacca strait.
For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, August 14, 2007

Videocon in China Town!

Contributing to the surging bilateral trade between India and Videocon in China Town!China would be the domestic consumer durable major, Videocon, which has inked a deal with China Council for Promotion of International Trade (CCPIT) for setting up a LCD manufacturing unit at Shenzen, China, The amount of investment required for the same is $1.5 billion. While 50% of the production would be for domestic consumption, the rest would be for exports. The technology for production of LCD would come from the company’s R&D centre in Japan in order to lessen production costs and bring it down to more competitive levels.
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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Tuesday, July 17, 2007

“Quality is good. We like quality. Let’s all work toward better quality together.”

Similarly, a strong case for it was made over and over again. Everyone was told that if the company could reduce its shipand- fix mentality there would be enormous market share opportunities and significant cost savings. at’s why it was urgent to install Six Sigma, a statistical approach originally developed at Motorola, which would wring out variation and ensure products were built right the first time and delivered according to expectations. Now, when we say, “everyone was told,” we don’t mean a handful of senior executives stood on a stage once or twice a year and intoned, “Quality is good. We like quality. Let’s all work toward better quality together.” No, we mean managers throughout the company were in something of a little frenzy. Their message was more like, “Six Sigma is all that matters. You can’t get promoted or get a raise or stock options unless you become a true believer.”
Extreme? Of course. And yes, that extreme quality initially intruded on the activities of employees it shouldn’t have, like marketing types, designing an ad campaign. It also spawned more “look-whatwe- can-do!” presentations than were necessary. Indeed, in Six Sigma’s early days, the projected gains put forth in these kinds of presentations were roughly equal to the free world’s gross national product. Six Sigma did end up delivering billions of dollars from market share gains and productivity improvements, but not that much! And yet, if a company has any scale, we’d still make the case that Six Sigma demands a whole-organisation approach.
Yes, sometimes you make more noise (and work) than necessary, but when it comes to radical change, if you want to move the needle even a little, you have to holler a lot.
For Complete IIPM Article, Click on IIPM Article

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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