IIPM PUBLICATION AND ARTICLE

Tuesday, May 15, 2007

Hear & speak no evil... See it all!!!

The health of an organisation can be determined by the level of transparency

Q: In an environment that is both increasingly competitive unforgiving toward secretive organisations, how do leaders identify the level of transparency that balances good public relations with strategic privacy?
– Nicolas Rodriguez, Lima, Peru

A: When it comes to transparency, leaders don’t need to pull off a balancing act as much as they need to stick to four rules. Two of these rules are easy. One should be easy but constantly gets messed-up, while the fourth one is just plain hard truth. No picking and choosing though. In today’s “unforgiving” environment, to use your apt term, you need to do them all. The first rule: When it comes to communicating about financial information with the external world of investors, analysts and the media, public companies just can’t be transparent enough. Every piece of disclosed data increases the market’s insight, and, ultimately, builds trust. That dynamic is a no-brainer. Despite the overheated carping of shareholder activists, most companies get it right.

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Friday, May 11, 2007

Long-term association

he focus here is more on establishing a long-term association and connection with its people. Being associated with Johnson & Johnson for over ten years now, and moving up to become the VP, Shirodkar himself is a grand example of the culture of commitment that Johnson & Johnson imbibes in every employee and this is the key feature which has taken them far above this problem of managing talent and fighting attrition. But does this mean that there is absolutely no attrition at Johnson & Johnson? Most certainly not! People do tend to leave and try to negotiate salary for a better offer. Elaborates Shirodkar, “Compensation is a very transactional thing and there is no room for counter offers even if it is at the cost of losing a resource. Yes, people do leave, but many also come back, and when they do, we take them back at the salary and designation they had left the company at.” So then, what makes Johnson & Johnson a sought after employer despite its reputation of not being the ‘best pay master’?

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Wednesday, May 09, 2007

The George Bush way to history

The global missile shield system is a shrewd move to start an arms race
Adve

nturing & audacity have been the hallmarks of the Bush administration’s foreign policy. This is proved beyond doubt by the Pentagon’s latest move to install a few elements of its proposed missile shield on Polish territory (10 antimissiles) and the proposed installation of a radar tracking system in the Czech Republic. The apparent reason for expanding the missile cover to Central Europe is not the threat from Russia, but a perceived threat of incoming missiles from Iran and North Korea. Such flimsy arguments have however failed to impress Moscow and Berlin. Russia sees this as a new ‘containment’ strategy and the EU is palpably piqued because the US brashness has the elements to create wedges between the ‘old’ and the ‘new’ Europe. States Radoslaw Sikorski, former Polish Defence Minister, “The US should explain its plans more openly to avoid dividing the European alliance; and how and on what timetable it would include the Central European facilities within an ultimate NATO infrastructure.”

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Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Monday, May 07, 2007

RINL, NTPC join hands for energy

Rashtriya Ispat Nigam Ltd. (RINL) is set to enter into a 50:50 joint venture with National Thermal Power Corporation (NTPC) for setting up a 150 MW gas based power unit, located in the premises of RINL. Fuelled by lean gases, the plant will require investments to the tune of Rs.7 billion and its commencement of operations is scheduled for the year 2009.Also the two corporations are looking into other renewable sources of energy production that would cater to around 5% of the total requirements of NTPC.

For Complete IIPM Article, Click on IIPM Article

Source : IIPM Editorial, 2007

An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Also Read the Following Websites:-
www.pankajnegi.wordpress.com/2006/09/09/iipm-websites
www.goarticles.com/cgi-bin/showa.cgi?C=271567
www.managementschool.blogmatrix.com/:entry:managementschool-2006-12-01-0003
www.slury.com/story/story-about-iipm-indian-institute-planning-management
www.joeuser.com/Articles.asp?AID=129532
http://www.iipm-newsarticle.blogspot.com/
http://www.iipmedi-iipm.spaces.live.com/
http://www.iipm-bestarticle-iipm.spaces.live.com/
http://www.iipm-best-edition.spaces.live.com/
www.pankajsir.42tales.com/iipm-ranked-ahead-of-five-of-the-iims-post489
http://www.iipmfaculty.com/

Thursday, May 03, 2007

100,000,000 and counting!

od, the revolutionary music player from Apple has achieved yet another milestone in its short product life with the sale of the 100 millionth iPod. Such is the craze for this music player that one in every 65 people (approximately) on this planet possess an iPod, making it the most popular music device in history. iPod, that was originally designed by Jonathan Ive has undergone a series of changes in its design and configuration since it was first launched in November 2001. Not only this, Apple has also sold more than 2.5 billion songs through its iTunes online music store, representing the domination of Apple in the global online music industry over the past few years.

For Complete IIPM Article, Click on IIPM Article