An ISO 9001 : 2000 Institute
Journal of the
Management
Training Institute,
SAIL, Ranchi
Vol. 36, No 2
July - September, 2008
Contents
FEW THOUGHTS
FEATURE ARTICLES
Competitive Advantage Through Human Capital - The PSU Imperative
If ‘Self-Actualisation’ is your goal, begin with ‘Role Crystallisation’
Milestone Events Towards Better Resource Planning and
A Pragmatic Organisational Approach in Implementing ERP
Attrition - A Bigger Challenge for HR in Steel Industries for the Coming Years
Training for Business Excellence
READER’S FORUM
Mentoring : An Effective Tool for Organizational Excellence
CASE STUDY
Training Climate Survey : A Study on Public Sector Organizations in West Bengal
ARTICLE DIGEST
Social Intelligence and the Biology of Leadership
BOOK REVIEW
Confronting Reality : Doing What Matters to Get Things Right
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vfHkuo dk;Z i)fr;ksa ds ek/;e ls vfHkizsj.kk
BIBLIOGRAPHY
Cost Management : A Select Bibliography
Vol. 36, No 2
Chief Editor
Shri S. P. Patnaik
Executive Director (HRD)
Associate Chief Editor
Shri M.R. Panda
Dy General Manager (Acad) & Sr FM
Editorial Board
Dr. Hari Haran
Dy General Manager (Acad) & Sr FM
Dr. S.K. Bhattacharya
Dy General Manager (Acad) & Sr FM
Dr. P.K. Banerjee
Dy General Manager (P & A)
Dr. T. Ghoshal
Asstt General Manager (Acad) & Sr FM
For internal circulation only
The views expressed by the authors are
their own and do not reflect those of the
management
July - September, 2008
CONTENTS
Few Thoughts
S. P. Patnaik
Feature Article
Competitive Advantage Through Human
Capital - The PSU Imperative
Dr Pramod Pathak
Dr Saumya Singh
1
If ‘Self-Actualisation’ is your goal, begin
with ‘Role Crystallisation’
Madhurendra K. Varma
6
Milestone Events Towards Better Resource
Planning and A Pragmatic Organisational
Approach in Implementing ERP
Dr. Onkar Nath Dutta
17
Attrition - A Bigger Challenge for HR in Steel
Industries for the Coming Years
S. K. Panda
21
Training for Business Excellence
Dr. T. Ghoshal
30
Dr. Binod Kumar Singh
35
Rita Basu
39
Daniel Goleman
Richard Boyatzis
52
Larry Bossidy
Ram Charan
55
«UÊÚ. ¬˝ŒË¬ ∑ȧ◊Ê⁄U ’Ÿ¡Ë¸
58
Dr. P. K. Banerjee
63
Reader’s Forum
Mentoring: An Effective Tool for
Organizational Excellence
Case Study
Training Climate Survey: A Study on
Public Sector Organizations in West Bengal
Article Digest
Social Intelligence and the Biology of
Leadership
Book Review
Confronting Reality: Doing What Matters to
Get Things Right
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Bibliography
Cost Management: A Select Bibliography
Few Thoughts
S
teel Industry has been blessed with prosperity and optimism with the dawn of the 21st
century. SAIL plants recorded all time best production and operational efficiencies by
better input and logistics management. However, the sudden global meltdown caused by
the recent mortgage crisis in the US has reversed the fortunes of steel industry and the
sector is reeling under pressure to cut prices and production due to lack of demand and
stock pile up. As a result of the market collapse banks have stopped lending which has
resulted in blocking project work at almost every corner of the world and demand for
steel has gone down drastically resulting into an unsold stock of 2.5 million tonnes by the
end of October, 2008.
Economics as we understand is a scientific discipline. It uses a number of tools, and like
any tool it can be used to create or destroy. The problem is that the damage we are facing
now is different from anything we have known. The global meltdown - as it is poetically
referred to - has not been caused by a breakdown in production, by inflation, by social
upheaval, or even by war. Those are the usual suspects when our economy is real - that
is , when our economy is measured in goods and services. But when an economy is
running another program side by side, a program that has nothing to do with production
but runs on speculation, we are in trouble. Moralists are blaming the man’s greed and
dishonesty for the disaster. And nobody could foresee the fundamental contradictions of
a virtual economy. However, few economists in the past have warned that these hedge
fund managers and investment brokers were just playing monopoly on a huge scale.
In more ways than one, recession time is similar to war time where people are under
constant stress and fear. The need for a tough mind and courageous decisions is common
to both recessions and wars. In both, strong leadership practices are critical if teams have
to remain motivated and aligned despite setbacks. Recession time indeed calls for leaders
with special skills. Great Depression of 1929 is replete with the stories of those individual
who succeeded against the downturn because they were able to synergise their team with
creative involvement and collective vision. During recession, companies with vision could
see an unparalleled opportunity to transform their areas of operation.
Steel industry is a real economy driven by the macro-economic goals of a country.
To combat the meltdown and recessionary trends, SAIL has a leading will of iron.
In this trying time, it is essential to take small, tiny acts of controlling operating cost
and managing precious resources as a matter of personal discipline in every activity we
undertake. Routinely performed and implemented in our operations and projects, these
little acts and steps will pile up one on top of another to eventually produce tremendous
results overcoting any obstacle on the way.
I am sure that the HR professionals, line managers and the project leaders would join
hands together and exhibit exemplary courage and spirit to go forward in the task of
nation building in this critical hour.
Perhaps the old African proverb says it best : “When spider webs unite, they tie up a
lion”.
(Satyaprakash Patnaik)
Feature Article
Competitive Advantage Through Human Capital
- The PSU Imperative
Dr Pramod Pathak*
Dr Saumya Singh**
ABSTRACT
HR may not
directly produce
revenue or go
out and find new
business or open
new markets but
it certainly
improves the
As India gained independence the powers that be embarked upon a roadmap for
industrial development of the country. The role was assigned to Public Sector
Undertakings (PSU) and the responsibilities were industrial development, self
reliance, capital formation, import substitution, employment generation and
economic growth. Some sixty years down the line we seem to have achieved these
objectives in some measure but are still far behind the developed countries many of
which started their journey as an independent entity somewhere around the same
period as India. Our performance in the international arena is not what it needs to
be - be it sports, technology or trade. Yes, Reliance, TATA and Birla are some names
that have brought respectability to Indian industry but there is still long way to go.
And the journey on this path can only be successfully undertaken if we increase our
competitiveness. Particularly, in case of our PSUs. Technology is not the issue, it can
be purchased. The issue is our human resources which can give us the competitive
advantage by increasing the productivity of both the human as well as the
technological capital. Our competitive advantage today has to be attained only
through the human capital. This article discusses the issues and implications related
to human capital formation with special reference to the public sector undertakings.
effectiveness of
the organization
that can help the
company find
new business or
markets.
Prologue
L
iberalisation, globalization and privatization are too hackneyed expressions to
find place in management literature today. Yet, they have made such an impact
that the very grammar of business has changed. It is against this backdrop that the
present Indian business scene has to be visualized particularly with respect to the
Public Sector Undertaking. There was a time when Indian industrialization was
synonymous with PSU, whose role was largely confined to self reliance, capital
formation, import substitution and technological development. Private sector was
there but barring the notable exceptions of the TATA and the Birla groups the rest
were simply doing business without making much of a difference to the national
economy. Compare the scenario today - TATA, Birla, Reliance are all world class
Indian groups, both admired and feared globally. Indian companies find place in
top companies list, Indian business tycoons are present in the world’s richest
persons’ list - India has gone global. But, there is still a long way to go, specially our
PSUs who have not made a mark globally. In the World trade we are still no where
near the US, China, Japan or even South Korea. Our performance in world trade
can be compared to our position in the world Olympics, exceptions notwithstanding.
*Associate Professor, Deptt. of Management Studies, ISMU, Dhanbad
** Asstt. Professor, Deptt. of Management Studies, ISMU, Dhanbad
GROWTH
Vol. 36 No. 2
July-September 2008
1
A lot, therefore, needs to be done. Our productivity is
still much lower, our quality still much inferior, our
market share still much smaller at the international
level. The scenario can be neatly summed up in one
sentence - our competitiveness needs to drastically
improve. Not only the large economies like the US and
China but even the smaller ones like Singapore and
South Korea are much ahead. How to develop the
ability to compete and gain the competitive advantage
globally? This all important question must be
answered.
This review article is an attempt to find out how we
can make our PSUs gain the competitive advantage
and make their presence felt globally. Though, there
may be many factors that can help a company acquire
competitive advantage, the critical factor as it is now
realized is the Human Capital.
Why Human Capital ?
Classical psychologists believe that a human being uses
around 10% of his latent intellectual abilities, the
remaining being not used for a variety of reasons. Our
concern today is to gain sustainable competitive
advantage for the organisation. The greatest scope thus
lies with the human resources where theoretically
atleast the scope of improvement is around 90%. This
realization has, therefore, made organizations give a
relook at a policy on human resources, making them
turn their attention towards the human capital which
holds tremendous promise and has tremendous
potential. And we have witnessed what the human
capital is capable of doing. Let us take the example of
the game of cricket. There was a time when only test
matches were played. Scoring 250 runs in a day was
rated as a decent job, then came the one dayers 220 230 runs per side were reasonable and 250 very
competitive. Gradually, the benchmarks changed with
improvisations continuously taking place. Today, even
400 is not winnable. And in the 20-20 cricket the teams
run amok hitting some 220 runs in just 20 overs. This
is how the human element has developed and
changed. The analogy tells a lot about the potential of
the human element and the promise it holds.
As ignorance gives way to enlightenment, organizations
are turning their attention towards human resources
2
as the most valuable of the resources. There was a time
when human resource was regarded as one of the many
resources that could lead to profitability of the
organization. But with more and more information and
insight into the competence and capability of the
human resource being gained, there are more and more
people who would now like to vouch that man is central
to organizations. Perhaps we are now inching closer to
the answer to the long standing question - what makes
enterprises tick, raised by Sir Thomas More in early
fifteenth century. Though for Thomas More reason why
enterprises failed to operate efficiently was poor
management, the phrase ‘poor management’ in itself
has proved a complex concept to define.
Organizations are people centric entities and their
competitiveness depends on people, technology
notwithstanding. We may take a cue from what Sam
Walton, the founder of Wal-Mart had told Fred
Luthans once when asked what was the answer to
successful organizations. For Walton “People are the
key.” The technology can be purchased and copied. It
levels the playing field. The people on the other hand
cannot be copied. Their ideas, personalities,
motivation and organizational cultural values cannot
be copied. Recognized as ‘human capital’ the human
resources of an organization, their competence and
the way they are managed, represent the competitive
advantage of the modern day’s organizations. It all
started with Taylor - the economic rationality of
human being. Taylor was right. But, this was not the
whole truth. Mayo too was right. And we get the
economic emotional man - the human capital that is
capable of doing wonders.
In fact, technology was never as subservient to people
as it is today given the nuances of the knowledge
economy that we are into. Little wonder, the
Government of India has taken steps to set up the
national knowledge commission to enable the country
to sharpen its knowledge edge. In a world where
technology and money is available copiously, it is the
human capital that is going to give the cutting edge.
Rightly then does Bill Gates proclaim that “the
inventory, the value” of his company ‘walks out the door
every evening”. Nothing more impacts the bottom line
than the people.
Competitive Advantage Through Human Capital - The PSU Imperative
The HR imperative
Human Resource Management has been uniquely
placed today in terms of helping organizations achieve
bottom line results. Why this shift? There was a time
when HR was supposed to be staff function having no
strategic role to play. This idea now has been made to
turn on its head. In fact, effective HR is the strategy.
The simple reason why this has happened is that there
is now proof available to show that investment in
human resource does pay off and the people who used
to debunk HR efforts as gimmick are now paying
serious attention to it. The study that postulates HR’s
impact on profits was carried out at the center for
effective organizations at the University of Southern
California sometime back. Ed Lawler and Susan
Mohrman completed an intensive study of
management practices in Fortune 100 companies that
demonstrated that employee involvement practices
such as information sharing, skills training, rewards
programs, and empowerment efforts-all of which fall
squarely into HR’s domain - show a significant
bottom-line return. The study, then, in no uncertain
terms suggests that the kinds of practices that HR
develops and supports impinge upon the bottom-line.
According to Lawler, HR may not directly produce
revenue or go out and find new business or open new
markets but it certainly improves the effectiveness of
the organization that can help the company find new
business or markets. HR, thus, is crucial in
determining profitability and growth of a company.
Thus for countries and companies alike human capital
is the key to competitiveness.
Knowledge as the Critical Factor
Classical economic theory distinguished between two
factors of production-capital and labour. Alfred
Marshall added management as the factor. Gary Backen
drew a distinction between unskilled and specialized
labour to create human capital. Against this backdrop,
managers see the emergence of a knowledge-based
capitalism. As this capitalism is developing today, brain
has become the critical means of production. Human
Resource Management today is largely managing
brains. Companies will increasingly be measured by
their knowledge rather than their physical assets. It is
this knowledge that is responsible in helping companies
GROWTH
Vol. 36 No. 2
July-September 2008
acquire competitiveness; it is this that leads to human
capital formation. It will not be out of place to
distinguish among different levels of knowledge. First,
there is knowledge as raw material- facts, information
and data. Such knowledge contains the ingredients of
information clutter and overload. The second type of
knowledge is insight. Insight connotes seeing into a
situation leading to connections defined by inner
perception, or representation of knowledge- the “Aha!”
experience. Then we have ideas which are
interconnected insights that we can run with. Finally,
we have knowledge as perceived value to customer or
other stakeholders.
However, the knowledge in itself may not be of value
unless it is customized to suit customers’ needs. With
due apologies to Francis Bacon, relevant knowledge,
not mere knowledge, is power. It depends on the
managers how they use knowledge and create human
capital. Years ago when Henry Ford decided to make
glass for his cars in his own glass plant, he asked the
experts on glass making to design a factory that would
roll out plate glass in a continuous process. The experts
told him that it could not be done because glass had
always been made in batches. Ford insisted that only
production in the manner he visualized would be
sufficiently economic to satisfy the needs of the
customers. He advertised for engineers who had never
made glass before. Thus, he assembles a team that did
not know that what he wanted had never been done.
And in time they made glass in a continuous process
as had been demanded. To do so they had to disregard
the traditional know how and question all
assumptions that previously had prevented such a
great improvement in glass making. The manager had
set a goal. He had a questioning mind; he needed help
from men who all were willing to question the old
assumptions. Human capital, we thus see can work
wonder if utilized properly.
Sometimes transformation of knowledge from one to
another is required. And this transformation is a
product of creativity, which gives the cutting edge.
Creativity enables the transformation of one form of
knowledge to the next. For example, the nonlinear,
discontinuous processing of data leads to the
perception of the relationships and connections, to
3
insight. The act of perceiving relationships and ideas,
and the creativity with which we pursue ideas
engenders value. In each case, creativity comes with
quantum leaps in insights and understanding that lead
to value. Creativity is a process with a grammar. When
we add information technology to the mix of creativity
and knowledge, we get a particularly potent
combination: capabilities to represent deploy, and
track knowledge coupled with technologies to
promote collaboration across divergent disciplines
and perspectives.
Creating the human capital
Human Capital theory scores over the assumption of
the labour as homogenous factor. Labour is
heterogeneous and firms are now investing in training
specialized labour to gain competitive advantage.
Training is no longer a cost. It is an investment that
enhances the worth of human resources. It is the
training that leads to human capital formation by
value addition.
The OECD defines human capital as “the knowledge,
skills, and competencies and other attributes
embodied in the individuals that are relevant to
economic activity”. The problem with this definition
is that measuring these attributes is difficult. Further,
the contribution of human capital can only be
measured in objective terms by profits or
productivity which depends on several other
antecedent variables. Thus correlating human capital
with economic growth is not very easy. The state of
Kerela is an example which is high in some of the
attributes of human capital like education and health
but still lags behind in economic growth in
comparison to many other states of India which are
low in several human capital indices. In fact the
contemporary view is that more than economic
development in terms of per capita income, it is the
human development index that is a measure of
prosperity. This may hold good for organizations in
even greater measure. In a knowledge driven
economy, competition of a firm will definitely be
determined by competitiveness of the human
resources. It is an axiomatic truth that the human
element is the key moderator in transformation of
material and natural resources into wealth.
4
Human capital focuses on the economic behavior of
individuals, especially on the way their accumulation
of knowledge and skills enables them to increase their
productivity and their earnings, and also helps in
increasing the productivity and wealth of the society
at large. The most commonly raised question of course
is how to generate knowledge in an organization. That
an organization has to learn and create new knowledge
as a source of competitive advantage is a well accepted
fact. However, what eludes many is the right approach
to creating an organization that is truly capable of
harnessing its total learning potential and translating
it into business competitiveness. The focus of effort
has been pitched largely on creating the right climate
and culture conducive to learning in an organization.
What needs to be understood here is that the structure
of the organization plays an equally important role.
The learning individual
The structure together with the climate and the culture
holds the key to the transformation processtransformation of the people so that their capabilities
are enhanced. While the structure provides for smooth
flow of knowledge that transforms people, the climate
and the culture facilitate growth of knowledge. The key
to growth of knowledge is individual attitude to
knowledge rather than knowledge per se. That is, letting
the knowledge pass through the creative throughput
of the brain of the individual who is ready to receive,
assimilate and apply- the learning individual. Unless
this is allowed, knowledge is not subject to application
that gives value. Thus, there is need for creating the
learning individual.
Knowledge, attitude and practice are the three
essentials of the learning individual. Knowledge must
be backed by an attitude that for putting knowledge to
practice. Unless this happens knowledge remains
useless. The Indian folktale paraphrased here sums this
up very well. The tale ‘The fowler and the pigeons’ is
about a fowler who made his living by catching pigeons
and selling them. Perturbed by their dwindling
numbers, the chief of the pigeon tribe went to a sanyasin
seeking help. The sanyasin gave a mantra that the
pigeons were to chant aloud while venturing out. The
mantra was “the fowler will come, lay his net and throw
the grains. Do not be allured and get trapped.”
Competitive Advantage Through Human Capital - The PSU Imperative
The pigeon chief made his tribe members to learn this
mantra by heart and recite loudly. When the fowler
came next day he found the pigeons reciting the
mantra. Baffled and dejected, he went back. The same
thing happened the following day. The fowler was
highly disappointed as his livelihood was threatened.
Seeing the fowler return forlorn and empty handed on
two consecutive days his wife enquired what was
wrong. On knowing the whole story his wife insisted
to lay the net next day. Though the fowler had his
doubts yet he gave his wife’s advice a try. To his dismay
the fowler found that the pigeons one by one got
trapped even as they were chanting the mantra. They
had failed to apply the knowledge, which was given to
them. The issue was not knowledge; it was the
application that was critical.
How to make this happen is the important question.
The central features of an organization competing in
the knowledge economy are creativity and innovation.
The intangibles occupy an increasingly important role
in value creation. Organizations must, then, focus on
individuals whose limits of insights and capability
needs to be expanded. One thing that must be borne
in mind here is that it is the individual who plays the
pivotal role in organizational learning. Companies,
then have to reorient their HR practices in order to
achieve this. For this HRD has to be integrated in the
system rather than being an intervention made on
piece meal basis. The approach of organizational
development has to be followed.
For an organization to survive it has to learn. But
organizational learning cannot be separated from
individual learning. Organizational learning is culture
while individual learning is an attitude. The two need
to go together. Organizational learning can be said to
occur when individuals within an organization
encounter a problematic situation and gear themselves
up to face it on the organization’s behalf. The first
imperative then is that organizational learning requires
individuals to be the learning agents who experience
problems and issues on behalf of the organization and
represent its concerns. Organizational learning is, to a
large extent an individual centric mode of reason, which
Vol. 36 No. 2
It is certainly no surprise that many forward thinking
organizations have embarked on the arduous task of
reinventing the human resource function as well as the
organization as a whole. A lot of Indian corporations
today are taking keen interest in internal corporate
development programs because they believe that these
can help broaden the mental horizons of the executives
and help them create a smarter workforce. In fact,
corporate are investing in training of workers also
because they believe that the value addition can lead
to human capital formation. There is need to plan
intense employee development programs at greater
frequency rather than long duration and less frequent
ones in order to effectively create the human capital.
One important aspect that needs to be realized is that
rather than focusing on high performers only, the
managements must give attention to development of
the lesser mortals of the organizational universe. There
is enough proof to vindicate the idea that human capital
formation is the road to competitive advantage. PSUs
that wish to take the challenge of global competition
head on must focus on human capital formation.
References
1.
Conclusion
GROWTH
leads to Human Capital Formation. Individuals learn
and act on behalf of the organization and it is the
individual’s experiences, which is contextualized by
objectives and images of the organization. Thus,
organizational structures that encourage the
individual’s wish and ability to learn need to be put in
place.
July-September 2008
Employment News, Vol.XXX No. 20 August 13-19, 2005, New
Delhi
2.
Luthans Fred, Organisational Behaviour, Mc Graw Hill
Irwin, 9th Edition, 2002
3.
Horst Albach, Managing Brains, Global Business Review,
Vol.2, No. 1, Jan-Jun 2001
4.
Rao, Hemant H, Burning Issues of Learning, The Economic
Times, June 1998
5.
Ahead in Kerala, Frontline, September 22, 1995
6.
Cutterbuck David & Stuart Crainer, Makers of Management,
Rupa and Co., N. Delhi, 1992
7.
Edward E. Lawler III, Susan Albers Mohrman and Gerald E.
Ledford, Jr. Strategies for High Performance Organizations:
The CEO Report San Francisco: Jossey-Bass, 1998
5
Feature Article
If ‘Self-Actualisation’ is your goal,
begin with ‘Role Crystallisation’
Madhurendra K. Varma*
ABSTRACT
It was sometime in the 1940s that Nehru said: “Even if you wish to keep standing
where you are, you must keep running!” This was already true in those bygone days;
but to-day it is pertinent and imperative just for our very existence!
Therefore, just don’t expect or wait for the Organization or your boss to hand out
what you are required to do. You better pro-act about what you believe you would or
It will not do
should wish to do — in terms of your present capabilities and the potential for
acquiring better capabilities that you can develop, mostly on your own and somewhat
for a manager to
on the help your organizational structure can provide.
passively accept
In this age of vast changes, jobs too have been changing — both in their context and
the role
contents. It is time that you take ownership of your own career. Besides, for all such
assigned and
ownership of your career and for self-actualisation, role-crystallisation is essential
clarified (if at
which, in effect, goes beyond someone else doling out to you as to what you should,
all) to him by
people who are keen on ‘self-actualisation’, mere role-clarity will not do. Both for
and should not, do.
It calls for honest self-introspection with a view to identifying your inclinations,
others; he has to
strengths and potentials, and then going ahead with self-development. It also requires
take ‘ownership’
that you develop your subordinates too. When you are satisfied that you have done
of his own
your management — with courage of conviction — that you are ready and willing to
functions
functions..
offer wider and richer services. That, in a nutshell, is ‘role-crystallisation’.
the developments on yourself and your subordinates, you are ready to speak out to
And for acting on such role-crystallisation, it is not only you but your organisation as
well which shall come out the richer for it!
Introduction
F
or enabling a manager to perform consistently with optimum utilisation of his
potential, a professionally-awake organisation may do its best in arenas that lie
very much under its domain — by remaining agile in anticipating and managing
change, its strategic planning, its encouragement for creativity, its adherence to ethics,
and its readiness for technological advancements. It may also try its best to stay
adequately active on human resource development — by providing to its employees
timely and right inputs of training, and customer-market reflexes — in keeping with
the demands of the fast-changing times in which we live today. Assume too that the
HRD system also provides ‘role-clarity’ to all the key-players, if not to all employees.
* MD, ‘Aakankshaa’ Management Consultants, Pune
6
Although all these ‘inputs’ on the manager are
required and welcome, let us take due note of the fact
that these are inputs from sources external to the
manager; he is only a recipient of what others have
concocted for him. Personally, he has made no
and their implied compulsions, had not appeared on
the scene. The reason was the existence of that handful
of managers, who were particularly imbued with the
inner urge for self-actualisation. Such managers have
always required — whether they are aware of it or not
contribution of his own to give shape to himself!
- inputs from themselves in order to reach the stage of
‘self-actualisation’. And that input, again, is ‘rolecrystallisation’, as distinct from — and beyond - mere
role-clarity.
In the current situation when changes at fast pace and
on mind-boggling scale have been taking place, we
already see that the context as well as the contents of
many jobs is disappearing due to technological
changes and fast obsolescence of products, work
methods, and services. Employees at almost every
level are having to unlearn much of what they were
experts in, and come up with newer combinations of
knowledge and skill — if they wish to stay on or grow
in their career.
Yet another factor that has been compelling the
changes in the context and contents of jobs is the
ongoing movement for replacing the pyramid
organisation with flatter structure. As organisation
structures are flattened, decentralised, and turned
upside down, managers often have to rethink in
fundamental ways as to what they themselves and
their roles are going to be, or should be.
This can be an extremely challenging task: How can
you learn to see yourselves a new? How can you find
fresh ways of thinking, behaving, and communicating
with those you work with?
These require managers at all levels to embrace much
wider span of duties with greater degree of
responsibility and authority. Under these
circumstances, it will not do for a manager to passively
accept the role assigned and clarified (if at all) to him
by others; he has to take ‘ownership’ of his own
functions. This means his taking the initiative to give
such shape to his own role that will enable him to
perform to his full potential, in his own unrelenting
judgement. This is the initiative, which introduces the
phenomenon of role-crystallisation -- taking it beyond
mere role-clarity!
In a sense, the element of role-crystallisation has
always been present -- even during the days when
technological changes on the current scale and pace,
GROWTH
Vol. 36 No. 2
July-September 2008
We shall delve deeper into this here. First, let us
understand the connotations of ‘role clarity’, as
distinct from ‘role crystallisation’.
Role : Its implications
The Dilemma: Whenever a manager moves up the
ladder of his career, he is torn between:
a) His realisation and desire, on the one hand, to
function in a more significant and different
manner than he has done so far, so that his
contributions may be seen to be commensurate
with the higher position he now occupies; and
b) His failure many times ‘at least initially’ to come
up with bright enough and easily practicable
ideas as to what really he could do about it.
The result: Usually, he is left to his own devices; and
he sinks even deeper into doing those very things,
which he believes himself to be an expert on. Being
unable to rise above, he continues to do what he had
been doing so far. Thus, a feature that gets added to
his ‘style’ is that he now becomes even more fanatic
about perfection in what he does. In effect, he fails to
bring about real up-gradation in himself; he bids goodbye to delegation to his subordinates, and thus puts
everything and everybody into disarray. He digs
deeper into his narrow, unidimensional role, and fails
to rise to the new and higher managerial role expected
of him.
Role-Clarity
This is essential for every performer — not only for
those who have moved up the ladder but also for those
who are active about accomplishing their assigned
tasks. It must provide advice or information as to [i]
what one is expected to do or achieve [ii] under what
7
limitations or with what facilities, and [iii] what are
the standards of his/her current performance.
What should be your efforts ?
Even for doing the above-stated, you — the performer
— need a broader view of the jobs surrounding yours.
And irrespective of whether you are on a senior position
or not, you should keep trying to get out of the tunnel;
you should take ‘a seat on the helicopter’ and get a
‘perspective view’ of your job in relation to the total
organisational objectives, and to other related jobs.
You must always try to step back from the humdrum
of the day-to-day chores. And you should develop the
insight to think through your job in order to get to the
purpose behind what you are doing, and what you may
do to make it more purposeful so that it establishes
you in your organisation as an undeniably useful
performer and adds to your go-getting self-esteem,
among other things.
Where does it ultimately take you ?
In the ultimate analysis, the recommendations made
above can take you to a state where your efforts are
not confined only to finding out what your role is, but
are extended to giving shape to the role you ought to
play at the work place!
However, there are certain inherent situations in most
organisations that act as impediments to your
attaining such a position. They are:
●
even at the overall organisational level (i.e. in
regard to the broad sectors into which the
organisation is divided), very few roles are clearly
defined; and
●
even if somewhere, some time, they had been
defined, very few are truly valid today, and lived
up to in practice.
Such impediments lead to the following conditions
that are fairly rampant in most organisations:
because of practical difficulties or ego problems
at inter-personal levels [which, incidentally, are
at the root of inter-departmental conflicts too].
‘Primary Functions’, ‘Key-result areas’ and ‘targets’
We are not talking about job-descriptions here. They
become out-dated even the day after they are writtenup! Besides, they (i) create problems of restrictive
rigidities and (ii) harbour possibilities of one party
taking undue advantages of the other.
What we are talking about is identifying the ‘primary
functions’, ‘the key-result areas’ and the ‘targets’
inherent in each job. ‘Key-result areas’ and ‘targets’
are essentially related to a task or a cluster of tasks;
they assume newer dimensions and urgencies in
relation to the situation surrounding the task or tasks.
But ‘the primary functions’ are related to a job, whose
primary function hardly undergoes much change with
passage of time or in relation to the tasks assigned
under the job. For example, the ‘primary function’ of
a Finance Manager will almost always be to “take
timely measures and care to ensure the financial
health of an organisation” — by ensuring that the right
amount of money, at the right cost, is available for
funding the necessary activities of the organisation.
The life cycle of ‘primary function’ may well be ten
years or so. On the other hand, ‘the key-result area’,
under the Finance Manager’s job, may well change
every two-to-three years, depending on what the
current situational urgencies are. For example, for the
first two or three years, raising fund may be the keyresult area, for the next few years, greater control on
expenditure or on leakage/pilferage of funds, and
during the next few years, collection of dues from
customers may assume greater importance. ‘Targets’,
on the other hand, have a much shorter cycle of a year
or so during which certain stipulated, pre-agreed
results are required to be achieved.
These are the issues that ‘role’ is concerned with. What
8
●
The corridors of organisations keep resounding
with the spoken or unspoken statements to the
effect: “This is not my job!” or “Is this also my
job?”
●
Where pains were taken to define the roles, lot of
distortions might have crept in by now — either
you should seek to know with clarity is your role on a
given job, or in a given situation. In particular, you
must insist on obtaining the ‘primary functions’ of
your job since that determines the contribution you
can — and are expected to — make by managing in
your own ways the activities contained in your job.
If ‘Self-Actualisation’ is your goal,
begin with ‘Role Crystallisation’
Clarity of role is very crucial for nurturing your {i} selfconfidence, {ii} performance, and {iii} progress in the
organisation.
A pertinent counter-question at this point from you
might be: “Why go into all this rigmarole? Why not stick
to: “Chalta Hai” {Let things be} culture?”
It is also crucial for giving shape to your attitude
towards your superiors and subordinates; it
determines whether your inter-personal relationships
would become positive or negative. In the absence of
role-clarity, even persons with brilliant past records
of performance have been known to degenerate into
There are two compelling answers — one very downto earth, the other related to your self-esteem:
●
rendering them as mediocre members of the team or,
in some cases, to end up as disgruntled and bitter.
They become cynical, they are devoid of selfconfidence, and they begin to act as dead weights in
the organisation.
1. Role-crystallisation
Role-clarity vs. Role-crystallisation
The down-to-earth answer: “Who knows what
your job will look like after cataclysmic changes
sweep through your organisation or industry,
and they engulf the very company you work for?
Who knows whether your job will even exist, and,
frankly, who cares other than you? The reality
in today’s, and tomorrow’s, ambience is that
nobody owes you a career; your career is literally
your business. You are in competition with
millions of employees like you; and you need to
‘build up and take ownership’ of your career,
your skills and the timings of your moves.
So far we have described and analysed what ‘role’ and
It is your responsibility to protect this personal
‘role-clarity’ mean. We have also considered the
business of yours from harm and to position it to
benefit from the changes in the environment. Nobody
else can do that for you.”
implications of what can happen when roles are not
clarified. It is worth noting that what we have
concentrated on so far are the passive aspects of what
others do, or don’t do, about your role; we have not
yet discussed what you can, and ought to, do to give
substance and shape to your own role.
“What you can do to give shape to the role you should
like to play” is a far more important and promising
realm, from the point of view of both your professional
●
The self-esteem answer: Perhaps this is even
more compelling, with a stamp of permanency
about it. All said and done, deep down, we do
crave for a ‘calling’ in our job; we are not just
after a bundle of tasks, the performance of which
neither adds to our self-esteem nor to the esteem
in which others hold us. Usually, we are stuck
questions:
with jobs, which are too small for our spirit. We
do want - actually, we do need — to express
ourselves
in
terms
of
satisfying
accomplishments, our style of performance, the
expertise we bring to the ways in which we do
our jobs. We do wish to leave behind an imprint
Why should you depend on others to dole out your
of our personality on the jobs we handle.
roles to you? And why should you remain shackled by
It is for these reasons we have to give serious thought
to how we can ‘crystallise’ our role — unless we are
made of a stuff which keeps us content to remain
insensitive to the imperatives described above.
satisfaction and the organisation’s benefits. In other
words, the issue before you is: “What can I do to
crystallise my role?”
Let me shake you up - tickle you — with the following
the boundaries set by others in regard to your roles?
Why shouldn’t you break through such arbitrary
boundaries, and establish your own roles in terms of
the expertise, temperament, enthusiasm, sense of
values, priorities and leadership qualities that you
How do you go about crystallising your role ?
possess or wish to develop? In short, why shouldn’t you
Introspection: What do you do to re-orient yourself ?
have the freedom to ‘express yourself’ through, and
When it comes to role-crystallisation, the ball moves
right into your court, as already implied in the
on, your own job?
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Vol. 36 No. 2
July-September 2008
9
foregoing observations. Since it is you who have to give
shape to your role, you have got to take a closer look
inside yourself. You have to find out not only what
features of management you are made of or are good
at, but what more you have to do to orient your
i)
managerial style in order to upgrade your capability
for giving shape to your own role.
‘supervised’ personnel are mostly knowledgeworkers, and in their own areas of operations,
they are likely to have far more knowledge and
expertise than their bosses can manage to have.
Bosses have got to recognise that their old
‘formal’ role is now an anachronism; they have
The areas in your inner self that require a closer look
are:
●
The factors which motivate you;
●
Your style of decision-making;
●
Are you assertive enough — and in the right
manner?
●
Your planning orientation.
The factors which motivate you
What usually motivate you might comprise the factors
to present themselves to their staff as
“resources”, as “trouble-shooters” and
“facilitators” who will have to tackle specific
problems, with maximum participation from
their staff and
ii) While subordinates, peers and superiors do look
up to you for exercising your authority
[otherwise they may laugh at you], they do not
accept your authority without subjecting your
decisions to their critical examination. All your
decisions are judged by others especially in the
light of the outcome of your decisions, and
eventually you earn their acceptance only if {a}
that are: result-oriented, job-satisfaction-oriented,
career-advancement-oriented, or a mix of these. Do
not import any value judgement here as to whether it
is right or wrong to have such orientations; just try to
obtain an objective picture as to what really motivates
you. Only if you find that the combination of factors
that motivate you is heavily parasitical {“what the
organisation can do for me”} in nature, you may have
to do some adjustment in yourself. If your motivation
weighs heavily toward extracting merely one-way
gains for yourself without a reasonable balance
between what you give to the job and what you take
out of the job, then there is — and should be — much
for you to worry about. You must snap out of this
fixation, otherwise, you will be in no position to give a
reasonable or workable shape to your role — to
‘crystallise’ your role.
Once you resolve this matter, go ahead and nurture
the factors that motivate you. But remember: the
important criterion, in the context of rolecrystallisation, is not what the job can do for you but
what you can do, or impart, to the job!
Your style of decision-making
You have also to examine critically the style of your
decision-making in the light of certain home truths.
They comprise a highly participative process:
10
For quite some decades, it was believed that topdown control was good for effective
management. Managers were fed on the belief
that they were “in charge”, and they acted
accordingly. Gone are those days. The
your decisions are found to be based on sound
judgements and {b} they [the decisions] turn out
to be successful most of the times.
True, none of us can claim to possess, or display, good
judgement all the time; and not displaying good
judgement at times should not discourage you. There
is a very wise and pertinent saying:
“Good judgement comes from experience; and
experience comes from bad judgement!”
What decisions are you after? The best, the
perfect, decisions ?
i)
No, what really works is the best-suited decision;
best-suited to the situation surrounding the
issues, to the temperament and level of
enthusiasm of the implementers, to the
emotional or vested-interest-profile of the people
who are going to be affected by your decision.
And this can be taken care of only when you
combine in yourself the reflexes and habit of
If ‘Self-Actualisation’ is your goal,
begin with ‘Role Crystallisation’
doing wide-spread consultations at the initial
stage, and of the courageous one-man decisiontaking that you have to do at the subsequent stage.
ii) While it is essential that intense and wide-spread
consultations take place at the initial decisionmaking stage, every body wishes that, finally, it
is you, their leader, who must make up your mind
and take your own decision. You have to live up
to that.
iii) The crucial requirement is that a leader must
take decision, and take it himself — at his own
risk and responsibility. Dilly-dallying or seeking
a ‘compromise’ or a ‘consensus’ decision does
not work.
Are you assertive enough — and in the Right
manner ?
Why is it Necessary ?
In a nutshell, it is essential for your self-respect — for
ensuring that you continue to have a healthy and
positive approach toward your work, your colleagues
and your workplace. In specific terms, it helps you to:
●
avoid the possibility of your being exploited by
others;
●
protect yourself from feeling let down;
●
face life with confidence;
●
get what is legitimately yours, and
●
give to others what they deserve.
You must remember that the people you deal with
generally fall into two categories: {i} the people with
difficulties, and {ii} the people who are difficult. Those
“with difficulties” deserve your constructive help,
leading them to self-dependence; and those who “are”
difficult need to be made to reckon with your
assertiveness!
Assertiveness is not just getting your own way and
always winning. It must not be confused with
‘aggressiveness’ or ‘arrogance’, nor is it just crude
boldness, nor manipulation of others for bringing
them round to what you want.
Assertiveness means being confident, and positive
about yourself while respecting others. It means
GROWTH
Vol. 36 No. 2
July-September 2008
remaining cool and composed, having the ability to
prevent yourself being exploited by others, and it
requires your developing the art of saying “No” without
being rude.
Suggested steps for Developing Assertiveness
1. Listen actively;
2. Give due consideration to what is being said to
— or asked of — you, with empathy with a view
to agreeing if at all possible;
3. But don’t agree simply because it is polite or
more tactful to do so. Your agreement must be
based on merits;
4. In case you find you cannot agree, be very critical
on yourself to demand from you a truly
convincing reason as to why you do not —
cannot— agree;
5. Put yourself in a position of the other person, and
see whether you can say “No” — not only on the
basis of aggressiveness, but on ‘reason’ and
‘reasonability’;
6. The acid test of assertiveness: Even the person to
whom you say “No” should finally appreciate
(though he may not agree) why you had to say
“No”!
{Note: In the light of the advice offered above, just recall
to your mind the ongoing war of nerves going on now
[August-September 2008] between the West Bengal
Government and Trinamool Congress over the allotment
of land for ‘Tata Motors’ ‘Nano’ Project in Singur}. This
is a typical and eye-opening example in which the
Government took what it considered to be the ‘the Best
Decision’ — not the ‘Best-Suited Decision’. The havoc
created by this unintentional neglect of the crucial
element in decision-making explained above is there for
everybody to see! While the Government has lost its face
in a very frustrating manner, industries in general have
started suffering from a creeping loss of trust as to
whether they should return to or go to West Bengal for
their very promising proposed projects. And above all,
grave embarrassment has been caused to the
Honourable Governor of West Bengal for all his
painstaking, genuine efforts to mediate in the matter!
All this because, in all honesty, the ‘best’ - not the ‘bestsuited’ decision was taken.}
11
Your Planning Orientation
●
The better you plan, the more crystallised your role
becomes. Some of the questions you must keep asking,
in order to prevent yourself from becoming
complacent, are:
Enriching first the repertoire of your own
knowledge and skills
●
Clarifying roles to your subordinates
●
Enriching their jobs
●
Delegation and
●
Asking for roles commensurate with what you
finally crystallise
●
●
Are you aware of the latest knowledge/
technology relevant to your activities? When is
that flash point likely to arrive beyond which you
cannot go on with your outdated existing
knowledge/technology?
What should be your plans for [a] disposal of the
Enriching first the repertoire of your own
knowledge and skills
■
●
Role-crystallisation does not mean your coming
up one fine morning to your boss and saying:
“These are the functions I have decided I shall
perform from now on!”
●
Role-crystallisation
existing equipment or methods, and [b]
training/retraining of your people to prepare
them for the new technology?
●
Are your subordinates suffering from monotony,
boredom, job irritation or mis-information?
What should you do now onwards to take care
of these?
●
Do you relate yourself to the kinds of people who
work with you?
●
How much tension are you subjecting yourself
to? Why? What can you do to reshape your role
in order to minimize these tensions?
If you habituate yourself to asking these questions
constantly, your own fund of experience will produce
honest, workable answers. And it is these answers that
will provide a rich guidance about the lines on which
you ought to crystallise your role.
Extroversion: What do you do for Others ?
We have so far discussed the necessity and benefits of
‘introspection’ in the context of your rolecrystallisation. But you play your roles essentially by
interacting with others, don’t you? Therefore, your role
crystallisation must include ‘extroversion’ — your
efforts to relate yourself to others by reorienting your
relationships with them. And your relationships with
others must be shaped in terms of your workrelationships — not merely on your personal rapport,
since most of your interactions are around the work
you and they do.
Some important aspects that need special attention
and efforts from you are:
12
does
entail
some
preparatory work on yourself. First, determine
what combination of functions you believe you
can best handle — taking into account your
current skills, inclinations and efforts you make,
or are willing to put in. This combination of
functions could well be within the logical ambit
of your current job.
But look beyond:
i.
Take note of the emerging jobs that your
organisation and you will soon have to take up;
ii. Also, take note of what you have to learn and
unlearn;
iii. And for such new jobs do identify and try to
master the combination of functions that you
may be required to perform.
●
However, before you do so, you have to be
honestly satisfied that you do have the requisite
knowledge, skill and capability for performing
the new combination of functions. What efforts
have you been making for acquiring the new
skill? Have you done enough, or do you still have
some milestones to cross? If yes, work diligently
to acquire adequate expertise till you are
satisfied.
●
Once you are satisfied, you have to make known
to your boss and others concerned as to what
functions you would like to perform. This has
If ‘Self-Actualisation’ is your goal,
begin with ‘Role Crystallisation’
become all the more relevant today in the light of
the changes in jobs, job contents, changes even in
the production profile of your company itself
brought about by technological advancements
and market-driven changes in products, work
methods, and services.
●
As mentioned earlier, the time has come when
you have to take ownership of your own career.
Some Interesting Cases:
Here are a couple of cases I was personally involved
with in a multinational organisation:
Case I: The Case of a brilliant engineer
This young man who had brilliant academic records
at an IIT was recruited as a Management Trainee and
assigned to the Production Department in a large
factory. During the first two years, his annual
performance reports were excellent, and his boss used
to talk about the employee in raptures. But come the
end of the third year, the same boss saw me (I was the
Personnel Director) specifically with the request that
the said employee be removed from his department.
His reasons: the employee had turned totally
indifferent to his job; he had become a dead-weight
and a bad example in the department. When I asked
the employee why his performance had declined so
steeply, he said that right from the beginning he was
end of two months, the Marketing Department eagerly
absorbed the employee on a permanent post.
After some ten years of his success-records, that
employee was elevated to the Board of Directors in
Marketing!
Case II: The Case of a much-harassed typist
There was a typist in one of the sections of the Finance
Department at the Head Office. Separated from her
husband, she depended on her job to support herself and
her two children. She tried her best to prove a good typist
in order to retain her job. But her boss, a rigid stickler for
thoroughness and a hard task-master, always found
some fault or another in her work; and he would often
become nasty to her. She told her boss that she was fed
up with the routine chores, and wanted more challenging
tasks. She had told him she had passed stenography and
secretarial examinations at her own expense and she was
even willing to do his secretarial job without any
corresponding increase in her salary. But her boss had
laughed her off. I later came to know that she had started
seeing a psychiatrist because of the stress and agony
caused to her by her boss.
records substantiated his assertion. He went on to say
that he had already done a correspondence course in
marketing on his own time and at his own expense;
and he was, in fact, considering taking up an
interesting job offer from some other company.
The interesting development that amused me was that
both the boss and the typist saw me separately within
two days — each asking to be relieved of the other!
During my investigative chat with the typist, I learnt not
only about her consultations with a psychiatrist but also
about her great desire to use her secretarial expertise.
She admitted that she often failed to do the follow-up
jobs of her boss; but added that these failures were due
to her constant state of anxiety and stress, and the
monotony generated by the mere typing work she had
to do. She urged upon me that she be given a widerspectrum job on a trial basis involving planning,
organising, co-ordinating — in addition to typing [even
stenography] functions. I was not so sure — but the
enthusiasm coupled with self-confidence on her part
encouraged me to take a risk with her.
I got in touch with our Marketing Department and
offered this young man’s services for a trial period of
three months during which the payroll cost of this
employee would be borne by the Personnel
Department. Within a month, glowing reports began
coming in from the employee’s new boss; and at the
Just at that time our company was getting ready to host
a very important seminar with participants numbering
twenty or more coming from foreign countries. I
arranged for her to be included, on a trial basis, in the
team of lady secretaries. Within two days of the
commencement of the seminar, I started receiving
assigned duties he had no interest in. He reminded
me that, during the final interviews for selection, he
had clearly stated that he would prefer to do technomarketing jobs. But the management placed him in a
factory, instead; and he was now unable to maintain
any interest in the tasks assigned to him. The interview
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Vol. 36 No. 2
July-September 2008
13
unsolicited praise for this lady for her enthusiasm,
competence, amiability, faultless co-ordination of
secretarial, and travel needs, etc. And at the seminar
dinner on the final day, the participants made a special
mention of this lady’s performance, and they even gave
her a gift! Later on, she rose to become the personal
secretary of one the Directors of the Company.
In both the cases, the following inherent lessons are
worth noting:
●
●
●
The persons concerned were misfits in their
assigned jobs, despite their roles being fairly-well
clarified;
Both of them had clear vision of what they were
more suited to do, and would like to do;
Having known this, they had not sat idle despite
the agony and stress they suffered by continuing
to do jobs they knew they were not cut out for.
They had gone ahead and equipped themselves
with the required knowledge and expertise. Now
they were just rearing to go — making their own
efforts to create the chance to practise and thus
refine their skills;
●
When the time of reckoning came, they spoke
out with assertiveness and with confidence
despite the risk involved, and asked for a chance
to prove themselves. In other words, they took
ownership of their career and they crystallised
their role at their own initiative. They were no
longer passive recipients of roles others would
dole out to them.
It is very important that the top management remains
receptive to such signals from employees who are
seeking to crystallise their roles, and who have the
courage of conviction to take up the matter with their
seniors. Any attempt to ignore, downplay, or browbeat
such attempts by the employees can prove to be
demoralising for larger number of employees, besides
depriving the organisation of excellent opportunities.
that your subordinates need to be clear about the roles
you expect them to play.
This you can achieve by means of a simple but
unconventional exercise. May be, once a year, you
could invite your subordinates, once at a time, and ask
each of them to place himself mentally in your
position, and then describe to you what he perceives
to be:
●
his boss’s role, in terms of his priorities, authority
and constraints
●
your role, in terms of your boss’s priorities,
authority and constraints
●
your boss’s expectations from you, in terms of his
priorities, authority and constraints.
Ask your subordinate to describe the above in the
sequence given above, and do your best to put him at
ease, because he will most likely be very reluctant to
offer such descriptions before you. But once he opens
up and offers his perceptions on the above-mentioned
roles, you will discover surprising gaps between his
perceptions and the realities. This gives you a neverbefore opportunity to clarify the position and to clear
your subordinates’ misunderstandings. And this
action on your part will almost automatically clarify
the roles — not only your subordinates’ but yours as
well, in concrete and actionable terms!
A very useful by-product of this exercise is that setting
targets with mutual agreement will emerge as a natural
corollary.
Enriching their jobs
Enrichment of your subordinates’ jobs leads to
reinforcing team spirit as well as to crystallisation of
your role. It is very important that your people are
protected from boredom, monotony and a grudging
feeling that their talents are not being fully utilised. As
mentioned earlier, every one craves to feel that his job
is not just a bundle of tasks but it is a ‘calling’. This
14
Clarifying Roles to Your Subordinates
spirit of ‘calling’ is sustained as long as the job presents
Having done your ‘home work’ on yourself, you now
challenges — howsoever small they may be — for
come to the stage of what you should do to your
subordinates — as a preparation for crystallising your
roles. Before you can clarify your roles, you must realise
creativeness, innovations, overcoming problems on
one’s own, and the resultant recognition and career
advancements one may get.
If ‘Self-Actualisation’ is your goal,
begin with ‘Role Crystallisation’
You may feel exasperated that it is not within your
power to change the nature or structure of your
subordinates’ jobs; but such exasperation does not
hold much water. In fact, we are not even being
suggesting that you change the nature or structure of
the jobs. What you need — and is certainly possible
for you — is to add progressively, through delegation,
small doses of tasks or methods of performance that
would stretch the existing capabilities or skills of your
subordinates; this itself can go a long way to add zest
to their working. It is undoubtedly in your hands to
offer guidance, skill-support, encouragement and
recognition to your subordinates. It is just this
approach on your part, which will protect your
subordinates from the corroding effects of monotony,
boredom and under-utilisation.
Actually, a little deeper thinking will lead you to the
realisation that finding out new ways to enrich the jobs
of your subordinates is more a challenge to you than to
your subordinates! It dares you to remain innovative
on task assignments on an ongoing basis. By accepting
— and acting upon — this challenge, you also pave the
way to greater team spirit and effectiveness of your
subordinates on the one hand, and to greater
crystallisation of your own role, on the other.
Delegation
Please try to give honest answers to these questions:
i.
“Do you delegate?”
ii. “Do you delegate enough?”
iii. “What, in the name of delegation, do you pass
on to your subordinates?”
Here are some specific criteria for your consideration
while answering these questions:
●
Do you ‘delegate’ tasks that are interesting and
important? Or do you appropriate all such tasks
for yourself?
●
Are the tasks that you ‘delegate’ uninteresting,
repetitive, risky, unglamorous, which you are
cunning enough to dump on your subordinates?
●
Do you — or are you prepared to — invest your
time and efforts on your subordinates to help
them tackle the newer and difficult tasks?
GROWTH
Vol. 36 No. 2
July-September 2008
●
Do you ‘budget’ for mistakes, which your
subordinates are likely to make while performing
delegated tasks, as a necessary price for their
learning to accomplish newer and more
challenging tasks?
●
Do you think you have genuine concern for
imparting superior knowledge, skill and selfconfidence to your subordinates?
After you come up with your honest answers to these
questions, you are ready to ‘crystallise’ your stand on
delegation. The clearer you are about delegation, and
the more prepared you become to delegate tasks in
the right sense, the better shall be the roles of your
subordinates, and healthier shall be your ‘crystallised
role’.
2. Conclusion
Even where almost all the basic principles of
management are put into operation, individuals in the
organisation still may lack - and require — a clear sense
of direction. It is this sense of direction among the
individuals that ensures that tasks and assignments will
be accomplished — properly, within desirable cost, on
time and efforts. Therefore, a clear and easily
understandable structuring of roles is imperative.
Without that, there can be no certainty that your people
are going to achieve targets or achieve them every time.
In any case, without role-clarity even the high-fliers
flounder and end up as nervous wrecks.
While role-clarity is desirable, it fulfils only a part of the
requirement. Role crystallisation represents the “next”
milestone — beyond the one where someone else tells
you what your role is; and that is where you are ready
to achieve ‘self-actualisation’. It is actually the result
— the expression — of your urge to take ownership of
your job so that you can contribute your best in terms
of your expertise, temperament, enthusiasm, sense of
values, priorities and leadership qualities. You alone
know best what your potentials are.
Many of you may ask why at all we should go out of
our way to ‘contribute’ beyond what our ‘clarified’ role
requires. Even a decade ago, the only reason, which
was offered, was that those {few} who have the inner,
compulsive urge for self-actualisation would naturally
15
like not to be shackled by the role assigned to them.
Instead of fitting themselves into their assigned role,
they would like the role to fit into them.
While this reason still holds good, another very real
reason has come into being in today’s ambience. Due
to the great changes — already here and now — in
technology, job profile and even your company’s
products profile, there is no guarantee that your current
jobs will exist. Nor is there any guarantee that your
employer will, or can, take care of your career. For this
reason as well, you will have to ‘take charge’ of your
own career. That means not only taking charge of the
career you have or you wish to have, but to give shape
to the very role you play so that your career is ensured.
These observations apply not only to the seniors; they
apply to all levels of managers. What all managers need
is to play a pro-active role in giving shape to the role
they would like to play — in consonance with their
talent, their temperament, and their sense of values.
16
you are sound on these factors, no one will take you
seriously when you try to give shape to your role.
It requires you to willingly embark upon an ‘agniparikshaa’ that takes you through the chemical
process of sublimation of your faculties and qualities.
Such sublimation, after the cooling-off process, leads
to your getting ‘crystallised’, which ultimately converts
you into a jewel-like substance and imparts to you a
permanent lustre! These shall stand you in good stead
even if/when all kinds of cataclysmic changes
surround you.
However, it is not enough that you do things to yourself
to expand your capabilities; you must also do likewise
to your subordinates for enriching them and their jobs.
Your people too must be built up to their full potential,
and they must be enthusiastic enough to offer you
their willing support in your efforts to play your role
‘crystallised’ by you. It is in this context that we
recommend that you clarify to your people the
This is something each manager alone can do on his
own; no one else can design this and tell him to act
upon it. You yourself have to ‘craft’ the crystallisation
of your role, at your own initiative.
interdependence of all roles in your department,
enrich their jobs, and develop them through
delegation.
Essentially, role crystallisation is a function of selfdevelopment. Unless you ‘upgrade’ yourself, how can
you justifiably take a position that your current role is
not big or suitable enough for you? Initially, and in
large measure, it calls for your efforts to refine and
upgrade yourself to your fullest potential — for its own
sake. Earning promotions or ensuring career-
inputs on yourself and on your people, you are in a
position to give a crystallised shape to your own role,
which, automatically, includes the role of your team.
Having done so, you must speak out, and ask for a
chance to prove yourself on the new role you wish to
play. And during the trial period, you must do your
Only after you have made these ‘developmental’
positioning will take care of itself, in due course.
best to master the required skill. This is the crux of the
exercise on role-crystallisation.
What it boils down to is that you shall have to begin
with auditing and re-orienting yourself. It is this need
for self-development that gives relevance to the
Role-crystallisation {even role-clarity} is not a process
that others will arrange and offer to you. You have to
reach out, and create the ambience in which your roles
recommendations that you do introspection to find
out how you stand on self-motivation, decisionmaking, assertiveness and planning — and then reorient yourself to rise to your full potentials. Unless
become clear; and, beyond that they are crystallised
in consonance with your personality make-up.
As a result, it is you and your organisation as well that
shall come out the richer for it!
If ‘Self-Actualisation’ is your goal,
begin with ‘Role Crystallisation’
Feature Article
Milestone Events Towards Better Resource
Planning and A Pragmatic Organisational
Approach in Implementing ERP
Dr. Onkar Nath Dutta*
ABSTRACT
Computers and Information Technology have contributed lot in improving the
efficiency of different aspects of the organisation. In these efficiency improvement
endeavour there had been few milestone events towards better resource planning and
those have been discussed in this paper. Supply Chain Management (SCM) and
Enterprises Resources Planning (ERP) are the latest techniques in this series have
encompassed almost every aspect of the organisation. ERP has already been
ERP
implemented in number of organisations in India, but due to wrong implementation
essentially
plan, some organizations could not derive the desired results. Taking the clue from
makes sure that
those failures a logical implementation steps have also been suggested in this paper.
a firm’s
Introduction
manufacturing
I
decisions are
made taking into
account their
impact on the
supply chain both upstream
and down
stream
stream..
n this competitive world, the profit is achieved mostly by cutting cost and not by
increasing price. Accepting a technology, cutting cost is possible only by efficient
utilisation of resources which in turn is possible by taking right decision by
processing right information at right time and also taking action on them at right
time. With the advent of computer and Information Technology (IT), there has been
a sea change in the data collection and processing techniques. As a result, efficiency
of organisations have improved manyfold. In this journey of efficiency improvement
by proper planning implementing and controlling the resources, the first name that
comes is Material Requirement Planning (MRP) and the latest till date is Enterprises
Resources Planning (ERP). The present paper primarily traces the foot print of the
Journey from MRP to ERP.
Material Requirement Planning
Material requirement planning (MRP) is an inventory control process carried out
with the help of computer to estimate time phased requirements of assembly,
subassemblies and components that are used for manufacturing product on
assembly line principles. Primarily IBM developed this in 1960. Japanese were first
to introduce the technique in industry, but its large scale implementation started
around 1970 in USA. MRP technique begins with exploding the end product and
developing the tree of assembly, subassemblies and components, known as Bill of
Material (BOM). The demand of end product obtained from Master Production
Schedule (MPS) when collated with BOM, gives the gross material requirement,
which is converted to net material requirement by deducting the materials already
* Management Consultant and Management Educator, Ranchi
GROWTH
Vol. 36 No. 2
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17
in hand and in the pipe line. The purchase orders for
each material are then released as per their lead-time.
This system cuts down the inventory and reduces
delivery period.
Manufacturing Resources Planning
Manufacturing Resources Planning (MRPII) is an
extension of MRP to the control area and encompasses
all the resources required for manufacturing. In the
1980’s this had been attempted when marketing and
purchase information had been integrated with MRP,
BOM and details were shared with engineering
information, order release and order receipt where
tried to be integrated with billing and accounts
payable. With the increase in computing power,
software capabilities, storage etc. and by providing
numerous feed back loops between different modules
planning on a piecemeal basis has been reduced.
Supply Chain Management
Global competitiveness and the expectations of
shareholders for high returns have shifted corporate
thinking from physical distribution management to
integrated logistic management and finally to Supply
Chain Management (SCM). SCM encompasses all the
facilities, functions and activities in procuring,
producing and delivering product / Service from
supplier’s end to customers end. SCM performs two
distinct functions.
Physical function
The most visible part, which includes procurement
and conversion of raw material into parts,
components and finished goods and transporting all
of them from one point in the supply chain to the next.
Market Mediated Function
Less visible but equally important whose purpose is
to ensure that the variety of product reaching the
market place matches with the consumer’s
requirements.
Uncertainties
Now uncertainties like wrong forecast, poor quality of
inputs, machine breakdown, late deliveries etc. have
made the supply chain a complex one. Organizations
try to cope with these uncertainties by increasing the
18
inventory, which means cost. They want that the
suppliers will maintain the inventories and supply the
items as and when required. This means shifting the
inefficiency from one stage to the other. So instead of
stand alone, if the suppliers, manufacturers and
distributors work together by sharing information, the
inherent uncertainties may be reduced considerably.
SCM & ERP
Integration right from suppliers to customers as a part
of Chain and establishing planning and control
system, as an integrated one is a complex process. This
may be achieved by installing Enterprises Resources
Planning (ERP). The term ERP was first coined by
Gartner group of Stanford, Connecticut. It is neither a
conceptual break through, nor trully a new idea. ERP
essentially makes sure that a firm’s manufacturing
decisions are made taking into account their impact
on the supply chain - both upstream and down stream.
ERP packages aim to provide single integrated
software system handling a host of corporate
functions, including finance, human resources,
materials managements, sales and distribution. Other
tools which are also available with ERP like generating
web interfaces, coding and programme generation for
specialized requirements, report generation, data
import / export and a library of best practices from
which the best process for implementation, may be
chosen. The thoroughness of ERP packages is also
revealed by their multilingual capabilities as well as
their ability to work across different time zones and to
cope with multiple currencies. These characteristics
are very much desired by large organizations who want
to expand their activities throughout the world.
SCM Integration Strategies
In traditional management suppliers, manufacturers
and distributors operate independently maintaining
confidentiality of their critical information. But in SCM
they are linked in the form of a chain to develop and
deliver products as a single organization. So, SCM
requires there types of integration :
●
Information Integration
●
Decision Integration
●
Financial Integration
Milestone Events Towards Better Resource Planning and
A Pragmatic Organisational Approach in Implementing ERP
Barring the first, the other two are conceptual and will
be dealt towards the end.
Information Integration
The input of ERP is the information gathered through
Electronic Data Interchanges (EDI). The customers
send their orders via EDI directly to order processing
centre, which automatically generate appropriate
materials requirement and releases order as per
production requirement. A computerized scheduler
places required production line in the Master
Production Schedule (MPS). MPS then taking into
account the material inventory manufactures product
with computer control. The output is automatically
distributed to the warehouses in least cost and high
customer service configuration. Every link in the
the channelled BPR would be the best, because the
customer relation would be reduced. Process mapping
with VA (Value Added), NVA (Non Value Added) and
NNVA (Necessary but Non Value Added) are the frame
work of BPR.
Step 3. Some preliminary action
●
be free from any day to day responsibilities of
the organization.
●
Collect details from other companies, who have
already implemented ERP : Self explanatory.
●
Hire a consultant : The consultant’s relevant
expertise in the areas of ERP implementation will
help in identifying critical activities. The
coalition team will work hand in hand with the
consultant and when the consultants will go, the
coalition team will act as internal consultant.
supply chain uses the same computer data and thus
facilitates integration.
Implementing ERP
Step 1. Organizational Readiness
ERP encompasses people, procedure, and ideologies of
the entire organization. It brings forth a radical change
throughout the organization. So the organization must
●
be ready to accept the change. If it is an old organization
having its strong cultural identity, the top management
must spend a good amount of time to infuse the sense
of urgency in implementing ERP.
Step 2. Business Process Reengineering
Prior to the implementation of ERP, an organization
should undergo Business Process Reengineering
(BPR). BPR is defined as the fundamental rethinking
and radical redesign of business processes to achieve
dramatic improvement in critical areas like cost,
quality service and speed. There are three distinct ways
by which this may be achieved :
Make an inventory : All ERP softwares are
generally organized in the form of functional
modules. Each module has several sub-modules
and detailed menus. They collectivley offer the
required functionality. So right at the beginning
make an inventory of different alternatives,
which may perform the desired functions.
Step 4. Plan for implementing ERP
●
Decide the objective (Vision) : Without a sensible
vision, an ERP implementation can easily
become a list of confusing and incompatible
projects.
●
Set realistic goals : ERP is not a panacea, so the
goals must be realistic
●
Develop a Time-Cost Budget : Implementation
of ERP is a costly proposition. Considering the
potential gain a time-cost budget must be
formulated.
1. Pure BPR : means undergo BPR befoe
implementation of ERP.
2. Channelled BPR : means undergo BPR alongwith
implementation of ERP.
Form a powerful Team : form a guiding coalition
team (not of a single senior officer) comprising
of a group of responsible people and they should
Step 5. Execution Plan & Implementation of ERP
3. Pure ERP : means map the current process on to
the ERP, then reengineer as and when needed.
●
Develop a micro plan for execution and periodic
progress control system
The third option is rarely followed and the second
option is followed mostly. But pure BPR followed by
●
Assign implementation responsibilities for each
micro action
GROWTH
Vol. 36 No. 2
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19
●
Prepare an exit plan : ERP implementation is
costly complex and risky. So, there must have
some exit plan, if situation goes out of hand.
●
Implement the system
Conclusion
The above mentioned steps are very vital and any
deviation may lead to failure. To get the maximum
benefit of integration apart from imformation
integration by ERP, decision integration and financial
intergration as mentioned earlier should also be
carefully considered.
●
Decision Integration : The various partners of the
supply chain system operating as a whole,
should have a joint decision making process,
where they would decide about inventories,
distributions, different trade-offs etc. Even the
pricing policies also may be discussed. If
decision integration fails, in spite of best ERP
package, the system may fail.
●
Financial Integration : Some financial stake of
each partner with the others may keep them
together. If the supplier has some shares with the
20
manufacturer and distributor companies and
vice-versa, then right functioning of the system
becomes the common concern. The fear of
failure will keep them together.
Combining SCM and ERP, it may be mentioned that
SCM is the process of planning, implementing and
controlling efficient and cost efficient and cost
effective flow of physical resources like raw materials,
work in progress, finished goods etc. from the point
of origin to the point of consumption as per
customer’s requirement and to provide a seamless
information system to support the various functional
business modules ERP has proved its importance as a
power tool.
References
1.
ERP an Integration of People, Process and Technology
through Effective Management of Change. ‘Data Quest’
September 1997.
2.
‘Pit falls in ERP Business India, June 16, 1997.
3.
Russel Rorbrita and Taylor, barnart W III Operation
Management, Prentice-Hall International 1998.
4.
Operation Management Theory & Practice-B. Mahadevan Prentice Hall 2007.
Milestone Events Towards Better Resource Planning and
A Pragmatic Organisational Approach in Implementing ERP
Feature Article
Attrition - A Bigger Challenge for HR in
Steel Industries for the Coming Years
S. K. Panda*
ABSTRACT
Staff attrition (or turnover) and absenteeism represent significant costs to most
organizations. It is odd, therefore, that many organizations neither measure such
costs nor have targets or plans to reduce them. Many organisations appear to accept
Selection
them as part of the cost of doing business - a sign of increasing job mobility and
process needs to
be mapped
decreasing staff loyalty perhaps, a matter to be regretted but just ‘one of those things.’
They add a sum in their budgets for ‘temp staff’ and ‘recruitment’ and forget about it.
However, it seems to be one of the areas in which HR can make a difference - and one
that can be measured in quantifiable, financial terms against targets.
correctly to
The present global steel scenario experiences consolidation through capacity
ensure that
expansion, acquisition and merger in order to grab a major chunk of market share in
employees stay
the steel sector. As per a report of the Planning Commission it is indicated that the
in organization
will be producing 100 MT of steel by 2020. Such a volume of steel production demands
for a longer
plentiful availability of raw materials like iron ore, labour, land, infrastructures and
period. This
are attracting global players like Posco, Mittal Arcelor to India. The existing domestic
helps to have the
players are also trying to cash in on the available opportunities to expand their existing
right person in
shall pound upon the human resources of existing steel makers. The available
steel demand will grow approximately to 52 million tones (MT) by 2011, and India
other requirements, which are available abundantly in our country and these factors,
production capacity. In the above scenario it is quite obvious that the new players
manpower in steel sector are experienced, trained and accustomed to good work
the right job.
culture. Even then given the chance they may like to hop existing job for a better-
This reduces
negotiated value. While the high level of economic/industrial activities and shortage
post recruitment
of skilled personnel have made job hopping easier, the underlying causes of high
attrition as perceived are under development, and underutilisation of a workforce
dissonance in an
that has high career aspiration.
employee
employee..
Here, in reference to the steel sector an effort has been made to discuss attrition in
general to gather an idea as to the ways to be adopted in making strategies to minimize
attrition or retaining talent.
Why attrition is a major challenge ?
I
n an industry, the management makes careful planning for recruitment of
manpower, train them, nurture, develop, motivate and provide good work culture
for utilizing them in their establishment. If the man leaves the organization the loss
to the management comes in various ways direct and indirect.
While taking a cue from the IT industries, it is seen that when nos. of IT companies
in India are in operation, attrition rate is posing a challenge before the management.
* AGM , ICLC, Rourkela Steel Plant, Rourkela
GROWTH
Vol. 36 No. 2
July-September 2008
21
It is apprehended that the rate of employee attrition if
left unattended now, would pose a serious challenge to
the industry in the future. In the IT industries, with
demand set to grow, the focus needed to be on greater
investment to enhance supply of skilled manpower
which at present is limited. The investment was
required to reorient the education system, to improve
various aspects of training and development. Attrition
is not a unique phenomenon to the IT industries. It is
present in all types of industries worldwide. The
pressure of attrition in IT industries is most because the
growth rate is also higher. Sometimes it is presumed
that the rate of attrition is not high in IT because of the
trend that one of the employees switching over from
one IT company to another and not exiting the industry.
But even then the trend is to be arrested within the
company and the problem needs to be addressed to.
When coming to steel sector we see that the steel
companies are concentrated within mostly six states,
that is West Bengal, Bihar, Jharkhand, Chhatisgarh,
Orissa and Andhra Pradesh due to proximity of raw
materials. After the economic liberalization initiated in
the year 1993 many companies have started setting up
steel plants in these states, which includes some global
players. No doubt, they have to depend mostly on the
existing skilled and trained manpower. It is seen in the
case of Oil and Natural Gas Limited that the company
had made a lot of investment and efforts imparting
training to it’s staff engaged in rigging and drilling
activities. When Players like Reliance, Essar etc. came
into the same field, employees jumped to other
company. Although initially ONGC had trained more
than required no. of manpower but, when the attrition
rate became alarming, they inducted even separated
employees on terms.
Now, when there is a higher demand of steel and
higher growth rate for steel sector is envisaged, it is
also anticipated that attrition may be higher in key
category of manpower whether engineers or
technicians. As the Indian Industrial scenario is going
to witness double digit growth, it means huge
opportunities for players across the industries and
employment prospects for employees.
It is a fact that, every industry from auto industries to
airlines has new players in the field. When there is
22
competition, the first reaction of the existing players
is to plan protection strategies for their product and
market share. But as talent becomes increasingly
scarce perhaps they need to pay more attention to
training employees.
It is obvious that when skilled, trained and experienced
hands are available in the existing companies, the new
players in this geographical area shall like to hijack
people rather than investing in recruiting fresh hands
and imparting them training.
What is attrition ...
Before proceeding further let us have a look at the
basics of the subject of discussion.
Attrition and turnover are two terms used
concurrently, which have the similar meaning and is
referred to the nos. of employees leaving the
organization by the nos. of employees in a specified
period multiplied by hundred. The subject is also
discussed in the terms of retention of talents.
Measuring employee turnover
Most organisations simply track crude turnover rates
on a month-by-month or year-by-year basis.
Mathematically it is seen as :
Total number of leavers over period x 100, divided by
average total number employed over period.
There is no set level of employee turnover above
which effects on the employing organization become
damaging. Everything depends on the type of labour
markets in which you compete and the nature and
criticality of skills the employees possessing. Where
it is relatively easy to find and train new employees
quickly and at relatively little cost (i.e. where the
labour market is loose), it is possible to sustain high
quality levels of service provision despite having a
high turnover rate. By contrast, where skills are
relatively scarce, where recruitment is costly or where
it takes several weeks to fill a vacancy, turnover is
likely to be problematic from a management point
of view. This is especially true of situations in which
you are losing staff to direct competitors or where
customers have developed relationships with
individual employees, as is the case in many
professional services organizations.
Attrition - A Bigger Challenge for HR in
Steel Industries for the Coming Years
Sometimes employee turnover positively benefits
organisations. This happens whenever a poor
performer is replaced by a more effective employee, and
can happen when a senior’s retirement allows the
promotion or acquisition of welcome ‘fresh blood’.
Moderate levels of staff turnover can also help to reduce
staff costs in organizations where business levels are
unpredictable month on month. In such situations
when business is slack it is straightforward to hold off
filling recently created vacancies for some weeks.
Cost of employee turnover
It is possible to compute a ‘not less than’ figure very
easily by working out what it costs on average to
replace a leaver with a new starter in each of the major
employment categories. This figure can then be
multiplied by the crude turnover rate for the staff
group to calculate the total annual cost of turnover.
The major categories of costs to take account of are :
●
administration of the resignation
●
recruitment costs
●
Selection costs
●
cost of covering during the period in which there
is a vacancy
●
administration of the recruitment and selection
process
●
induction training for the new employee.
Many of these costs consist of management or
administrative staff time (opportunity costs) but direct
costs can also be substantial where advertisements,
agencies or assessment centres are used in the
recruitment process.
More complex approaches to turnover costing give a
more accurate and invariably higher estimate of total
costs. A widely quoted method involves estimating the
relative productivity of new employees during their
first weeks or months in a role and that of resignees
during the period that they are working their notice.
to dissatisfaction in their present jobs to seek
alternative employment.
Sometimes it is a mixture of both pulls and push
factors. For a fourth group reasons for leaving are
entirely explained by domestic circumstances outside
the control of any employer, as is the case when
someone relocates with their spouse or partner.
A resume containing several changes of jobs would have
been tossed into the dustbin, 10 years ago. With four
different jobs in the space of six years, the applicant
would have most likely been seen a rolling stone, an
unreliable job hopper. Instead, the applicant’s career
is flourishing. He’s moved in and out of well-known
firms, in the IT space, gathering stock all the way. And
each one of his past employers has given him a good
reference. And this is the scenario today.
Yes, the 90s IT industry, completely changed the rules
for how long employees stay at their jobs - or even how
long employers expected them to stay. Now, of course
attritions is gaining critical mass.
It is possible that today an IT professional joined as a
trainee may become a senior reporter of a major daily
after changing, jobs eight times in three years and a
caller in BPO becoming head of IT sales dept. after
changing jobs six terms in 6 years. One couldn’t expect
growth as fast as this, if stayed longer with any. And if
one gets an opportunity, why miss it as perceived by
leavers.
It’s a great time to be an employee today. With the
market throwing job opportunities by the score every
milinano-second, everyone wants a share of the pie.
But, the bad news for employers is that job mobility is
likely to get even more pronounced. The attrition
numbers reflect a sea change in people’s attitudes
about their careers and changing jobs. The days are
gone when many people could expect to spend their
entire career in a single company, slowly moving up
the ladder, and retiring with a fat pension. “The regard
Employees resign for many different reasons.
that people had for these values has vanished now.
Sticking with the same organization is, most of the
times, looked down upon.
Sometimes it is the attraction of a new job or the
prospect of a period outside the workforce, which
‘pulls’ them, on other occasions they are ‘pushed’ due
Today’s youngsters want to enhance their standard
of living and manage their own career in real time. A
survey reveals 24 per cent of the graduates from
Why do people leave organizations ?
GROWTH
Vol. 36 No. 2
July-September 2008
23
premier B-schools like IIMs, XLRI and Jamnalal Bajaj
Inst. quit their first jobs within 12 months of being
hired owing to a mismatch in the salary received and
that assured. It’s peer pressure besides monetary
satisfaction that motivates the job-hopping
psychology according to survey.
What’s more, the red flag that has been raised, isn’t
likely to be lowered anytime soon. “This switching will
continue for at least the next five years and the biggest
chunk of hoppers is the one with five-10 years of
experience as felt by an HR survey. There are a lot of
fresh graduates who switch several jobs withing the
first few years. This is because they are not mature
enough to realize what they want. So they first take up
a job and after gathering experience move on to make
a career.
But how does this reflect on your CV ? What message
does it sent across to your prospective employers ?
“Cases of people changing three-four jobs in a year is
nothing new and agri-business is the worst hit in this
regard. For this very reason Reliance Retail hired twice
it’s requirement. If the demand is X, companies hire
1.3X. Sectors like agribusiness and IT where the blow is
felt the most, job-hopping doesn’t reflect badly in a
resume. Unlike few years back, when job-hopping was
not seen in a good eye, today consistency is not an issue.
Job-hopping becomes inevitable in volatile industries
such as media, retail and IT, but hopping from one job
to another in rapid succession can have hidden
consequences. There are a few drawbacks of the
practice.
As for example, these rolling stones fail to acquire indepth knowledge of any particular field and remain
unexposed to the nuances of running a business”.
The demand-supply gap is so huge that companies
today are busy attracting the best of the lot, not focusing
on the growth trajectory of the employee. “While the
Indian companies have come to terms with it, MNCs
do look at it suspiciously. This is because they haven’t
seen such rapid changes in their respective countries.
A resume full of short stints might be looked at
suspiciously and lead the employer to believe that
either you are unable to get along with your co-workers
24
or have no willingness to learn and grow. “Right now
the hoppers are enjoying the ride as companies need
more and more people and are willing to overlook the
stability factor. But once the economy stabilizes, which
it is bound to, at some point of time, it’s the sturdy
folks who likely to survive.
Some studies strongly suggest that push factors are a
great deal more significant in most resignations than
most managers appreciate. It is relatively rare for
people to leave jobs in which they are happy, even
when offered higher pay elsewhere. Most staff have
little or no preference for stability.
It is important to appreciate that the reasons people
give for their resignations are frequently untrue or
only partially true. The use of exit interviews is
widespread yet they are notorisously unrealiable,
particularly when conducted by someone who may
later be asked to write a reference for the departing
employee. They are reluctant to voice criticism of
their managers, colleagues or the organization
generally, preferring to give some less contentious
reason for their departure.
Diagnosing the key drivers of turnover is crucial if one
has to reduce employee turnover. An incorrect
diagnosis and the intervention is highly unlikely to
succeed.
Having analyzed the available data on retention and
turnover, one should have a good idea on those
specific groups one wishes to investigate, to see if one
can establish the key drivers of turnover, and put in
place appropriate solutions.
There are several different approaches to information
gathering. It is usually best to use a combination,
providing both qualitative and quantitative data.
Some time it is recommended depending upon the
precise circumstances : conducting a small number
of interviews followed by two more focus groups then
a questionnaire to a wider audience and perhaps a
survey if appropriate.
Interview
A good way of discovering relevant information is
through one to one interviews. For an interview to be
effective a neutral third party should conduct it.
Attrition - A Bigger Challenge for HR in
Steel Industries for the Coming Years
Focus Groups
5.
Work-life balance
Using an identified focus group can be an appropriate
way of discovering some of the key drivers of turnover.
6.
Learning new skills
7.
Appreciation
It is a good way to acquire qualitative information,
rather the quantitative data that a survey produces.
Focus groups are inexpensive when compared to say
interviews and take less time to prepare.
8.
Recognition
9.
Relationship with colleagues
A focus group provides an opportunity for a small
number of people to discuss issues relating to
employee turnover retention. An added benefit of
focus groups is that they can be used to generate new
ideas, discussing possible solutions as well as
diagnosing causes.
10. Company’s values
11. Leadership
12. Salary
13. Benefits
14. Job security
15. Stress
16. Team working
Questionnaires
17. Communication
Questionnaires are commonly used as part of the
18. Giving back to the community
information gathering process. They are a reasonable
way of obtaining relevant information, though response
rates are often disappointing. Questionnaries need to
be designed carefully to be effective.
19. Delegation
Attitude Surveys
The use of surveys to measure employee engagement
or commitment is gaining in popularity.
The research suggests commitment is a reasonable
predictor of turnover if considered across a large
enough group. Unfortunately surveys are not always
reliable and response rates are sometimes
disappointing.
One difficulty with attitude survey knows which areas
to focus upon. It is usually sensible to conduct some
form of qualitative information gathering beforehand,
in order to get an idea of which issues you should be
asking about.
Surveys tend to ask the importance of each issue, in
addition to rating how the company is performing on
that issue.
Retention surveys will usually find about some of the
following :
1.
Resources to do the job
2.
Career development
3.
Relationship with manager
4.
Meaningful work
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20. Everyday experience
Exit Interviews
Exit interviews are used by the majority of companies.
They tend to be conducted just before and employee
leaves, though some firms wait until after the
departure. Exit interviews will normally to be done in
the form of a questionnaire, though one to one
interviews are also used. Recent years have seen the
appearance of internet based exit interview
questionnaires. In exit interview one can feel the pulse
of the departing employee and it is helpful in
ascertaining the cause of departure.
How organizations retain talents
Retaining employees is a big challenge today. Some
organizations try to hold on to departing employees
by countering. However, some organization believe in
the anti terrorist policy like “With terrorists no
negotiation..” It is definitely a serious topic so far the
management of top organizations are concerned.
Experts, however, says the best way to retain skilled
workers is to continually check that salaries are
competitive and make sure individual employees feel
challenged check that salaries are competitive and
make sure individual employees feel challenged and
appreciated. This is an interesting study to take note
how different companies are forming their strategies
25
in order to retain their employees. “The companies are
trying different techniques to retain executives by
creating growth opportunities. They designate people
to run various units of the business, making it look like
they are running their own business. The whole
organizational structure is changing due to this.
How does one justify frequent job-hopping ? Move from
one job to another, but only for the right reasons. If a
person is growing within an organization before making
a move, switching is all right. However, the mentality
of moving out only to gain a higher position is wrong.
The case analyzes the management of human resource
in the IT industry with a special emphasis on the factors
responsible for the high rate of employee turnover in
the industry. The IT industry, being a knowledge-based
sector, requires a workforce that is highly competent.
Also, the demanding nature of work in the industry
requires effective strategies to retain its workforce. With
growing demand for Indian IT professionals overseas
and with multinational IT companies establishing their
offices in India, retention becomes very difficult. To
handle the challenge, companies have started using a
variety of retention tools such as Employees Stock
Options Plan (ESOPs) and RSUs.
They have also taken other initiatives like improving
the work-life balance of their employees, encouraging
learning and development, developing a positive
organization culture, etc. to retain their employees.
The case examines the retention tools used by Indian
IT companies to combat attrition. It ends with the
discussion on the challenges the Indian IT industry
faces in the future in view of the growing need to retain
its talent pool.
Attrition in Tata Steeel is around 5 per cent, which is
within acceptable limits in the industry. The
management of Tata Steel believe that the value and
work culture is a strong bond betwen the employees
and the company which is regarded by the employees.
However, that recruiting freshers is no longer an easy
task they have taken attrition seriously. Talented
yougsters now have different options and they no long
accept jobs blindly. Tata Steel, however, has consciously
refrained from joining a salary war. Tata Steel
management feels that, while people are looking for
26
money, they actually want value addition to themselves.
Retaining people has so far been the least of its worries.
Tata Steel has been served by several generations of
loyal people, content with the township and culture of
the company. But now with increasing competition, the
company is exploring ways of retaining people it values.
Six sigma what is started as a tool used mostly in
manufacturing and production outfit has found its
way into the service sector and it has resulted in huge
saving and better process evolution in the service
industry as well. Six sigma has a very objective and
logical approach which is based on statistical analysis
of data and gives a great deal of inputs on how can
things be done better, quicker easier and cheaper. A
process that performs at six sigma only 3/4 defects out
of every million opportunities. The tool therefore
enables professionals to employ this approach and
generate quality consciousness.
Six sigma helps in conducting Voice of Employees
(VOE) survey capturing all the important aspects
driving employees satisfaction leading to retention.
Use of six sigma methods to make human resource
process more effective and error free. Organization
come of with many retention strategies, but the
question remains whether the strategies address the
root cause as to why people leave organization.
Six sigma provides the framework for identifying
probable cause; collecting data on them and through
statistical analysis discover the most probable causes
that would lead to defects in a process.
Every root cause is validated for its impact on
satisfaction level so that company resources, time
money and people are aligned to work on a prioritized
list of actions. These actions and thereby improvements
are monitored and tracked through data.
Selection process needs to be mapped correctly to
ensure that employees stay in organization for a longer
period. This helps to have the right person in the right
job. This reduces post recruitment dissonance in an
employee. The company lists quantifiable objectives
within a month of the associates joining and this helps
the associates really understand the direction and
expectation of the team.
Attrition - A Bigger Challenge for HR in
Steel Industries for the Coming Years
Getting the right job description from the head of
department helps the HR department to narrow down
on candidate.
Companies discover, staff loyalty must be ensured
through a multidimensional approach. The challenge
is how to keep employees motivated and loyal.
Is it through ?
Better compensation,
Improved opportunities for growth
Superior organization values and culture
Or mixed of all these.
Some results of studies conducted in these area gives
an idea as to what people look for in their jobs. These
are three values that adds in a job which rare.
1. Economic
2. Social
3. Educational
Efforts at retention must revolve round these three
factors.
At junior level it is economic value add (Monetary
benefits).
At the middle level it is career growth and at the higher
echelon of the career ladder it is the sense of
contribution to the organization that matters most.
Compensation and promotion policy do not depend
on hierarchy alone. Companies like Microsoft and GE
will promote even an average accountant to the post
of Manager and pay him similar amount because he
has potential to out perform an outstanding
accountant in the same managerial position. This does
not mean that the outstanding accountant should be
ignored, but the career ladder for him may possibly
lie side ways rather than had upward. One solution
they adopt is moving away from the culture of rigidly
hierarchical structure.
Microsoft has created a separate status scale for it’s
software engineers who can get higher compensation
and external profile than managers, the idea being that
managers gain promotions as they take on more
peoples and greater responsibilities, and software
engineers gain in status and pay as they demonstrate
brilliance. The company believe that the old corporate
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ladders that stretches to the executive suite need not
be available to everybody.
Concept of entrepreneurs to stop people from
moving out
Young and bright managers are put in independent
charge of strategic business units. While a complete
independence in decision-making is allowed
throughout the year the board takes stock at the end
of the year. Coca Cola company has used this concept
all over the world.
Coca Cola found that entrepreneurs fill the corporate
office with the entrepreneurial spirit that is necessary
to invigorate a corporate culture.
Money as a motivator
Money remains a darn good motivator especially as
an immediate deterrent to departure. When company
knows rivals are approaching a quick mid term
appraisal with announcements of better salaries is a
good short-term strategy.
Condition applies that work culture of the
organization should be favourable. The pay hike
should be teamed with carrier development initiative
and employees should feel that they are wanted. The
hike need not necessarily be substantial if employees
are already motivated and engaged, then a nominal
increase sends a right signal.
When competition-increasing organization needs to
do a climate survey. If moral of employees is high then
a raise in salary will work as an exit barrier.
Maruti organization believes that money is a good
retention tool. Air India also believes in the same line.
During the period 2002 to 2004 there was progressive
increase in rate of attrition in the Maruti organization.
They undertook a extensive study of pay scale in both
auto engineering and non engineering areas and
restructured the compensation plan and career
growth policies. Changes were communicated to
employees. Personal touch was important. Potential
target was communicated personally and on one to
one basis and the result was positive, encouraging.
One of the top Indian private bank believe in wishing
all the best to the out going employees who had a good
offer in their pocket.
27
ESOP (Employees Stock Option Plan)
Brand Power
Employees are allotted share of companies at a price
less than the prevailing market price with the believe
that there will be a bond of ownership between the
When people look up to an organization as a brand
they are eager to work with the same and are eager to
stay with the organization longer. This is the belief of
company and the employees so that they shall not
leave. There will be prospect of appreciation in the
value of stock in future by which the employees shall
be benefited in the long run.
organization like ICICI Bank and Tata Steel also
believes in the same philosophy.
Lump sum pay system
Some companies pay a lump sum amount like thirteen
months pay to those employees who complete five
years service with the company. Some companies
adopt the policy of Long Service Award wherein an
employee completing 25 years continuous service is
awarded in a grand manner in cash and/or kind. But
this is not an effective tool against attrition.
Recruitment policy
The CMD of an organization believes “you don’t start
building a brand like “Dettol” after the competitor
arrives at your door step or when it is about to arrive.
You begin much before. In HR you must have a long
term strategies.”
In Maruti they were recruiting from top B schools.
They leave for better prospects leaving a vacuum
behind. Now they have started recruiting simple
graduates and train them under buddy and mentor
system. In this system all new employees are assigned
to buddies who are four to five year seniors. The
buddies help the new recruits understand the working
in the organization and make friends. They help if he
is to settle in quickly and comfortably. After an year in
the organization a D™eputy General Manager is
assigned to take over as a mentor. Management
gradutes have strong career aspiration for which they
have a tendency for leaving the organization non
management graduates who are custom trained in this
fashion learn a lot more and hence stay with the
company for a longer period.
In a similar fashion Air India used to recruit fresh
engineers and train them as flight engineer, provide
them further training in exchange of service for a
period of seven years.
28
Employee’s Career Anchor
Career Anchor is one’s occupational self concept
comprising self perceived talent and abilities based on
actual successes in a variety of work settings; self
perceived motives and needs based opportunities for
self tests and self diagnosis in real situation and on
feedback from others; and self perceived attitudes and
values based on actual encounter between self and the
norms and values of the employing organization and
work setting. This anchor could arise from managerial
aspiration where people like to administer to
technical/functional aspiration where people are
more attentive towards the details of their craft,
stability,
autonomy/independence
and
entrepreneurial creativity; among others. Anchor is a
stabilizing force, to make a choice. However, there’s
usually a mismatch between individual’s career
anchor and the kind of career path an organization
provides. The relation between organization and
employees also needs be looked at from an
increasingly symbiotic perspective.
Some companies believe that understanding a person’s
career anchor could be a way to bridge the gap between
what is planned for him and what the inner person will
accept. A good understanding of career anchor can
strengthen and last long the psychological contract
between the employee and the employer.
OJT
In order to curb attrition, many organizations are using
innovative retention tools, like on the job training
(OJT) to facilitate employee’s engagement. An
individual studies hard to get a better job. After finishing
education gets job then enhances knowledge and
enhances skill. Regular enhancement of skill sets of
employees is absolutely mandatory, as the corporate
sector today demands more from employees. They
assume various roles within a company; work in various
Attrition - A Bigger Challenge for HR in
Steel Industries for the Coming Years
projects and various capabilities. Updating skills also
provides employee’s intellectual food to take on various
challenges at work place. They adopt the method of elearning and VODs (Videos on demand) system. As a
retention tool it serves the purpose, as employees have
the urge to learn more. And it excites employees too as
it helps them in learning new skills and in turn makes
them stick to the current employer.
More than carrot some stick principles
Although many companies were following bond
system, now the system is not in use but has taken the
form of other derivatives like legal contract. This is to
prevent senior managers from joining the rival
organization for a predetermined period typically two
years after resigning from the organization. This is for
peoples having access to sensitive information.
Early warning system to check attrition
Now many top IT companies have devised an early
warning system (EWS) to track employees behaviour
and predict their likelihood of leaving. In an attrition
forecasting system which is an IT based system
identifies 50 triggers that may lead to an employee
leaving. The software tracks their behaviour and shows
events such as fluctuating productivity, increased
absenteeism rejection of internal job posting, drop in
call quantity, increased off phone time et al. keeping
these in mind, the team leader then enter qualitative
information on a weekly basis after meeting each
employees.
The data indicates the employees’ likeliness to leave
with a schedule of red, amber or green indicator. Red
means the employee is likely to quit within 30 days,
amber indicates he is at risk of quitting, and green
indicates he is satisfied.
One IT company Convergys Corporation employing
more than 70,000 peoples in over 75 centres all over
the world have evolved a EWS for controlling attrition.
Masterminds at Convergys have figured out about 50
distinct triggers, which could e as small as hygiene
issues that lead to employee attrition. They use
propriety software that tracks employees behaviour
and indicates things like fluctuating productivity,
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July-September 2008
absenteeism and myriads of other indicators. The
system has helped convergys contact centre to reduce
attrition by 15% to 25%. At Genpact, employees have
to go through a mandatory session with term leader
every month. The team leader assesses the
information and is able to identify a potential
employee who may quit.
In Wipro a system to identify quitter is what is called
People’s Pulse is in practice. Of course, identifying the
employee is just the beginning. The HR dept has to
work out solution. For every possible employee on the
verge of quitting. Some organization has tailor made
solution depending upon what is bothering them. The
company then offer them job rotation, job
enhancement, job enrichment, relocation, team
building exercise etc.
Convergys has a team leader transformation
programme with an emphasis on training the team
leaders to improve their people management skill. It is
felt that the employees with more effective managers
have higher job satisfaction and are less likely to quit.
EWS system has helped Infosys BPO to bring down
attrition rate considerably. It is also felt that such tools
will not be effective unless an emotional touch is added
to it. The management needs to bond with their
employees emotionally. So, they have a business HR
team on every floor, which acts as a help and
counselling desk where gents can discuss various issues.
Besides, in Infosys they have introduced the
performance based scheduling programme. Under
this high performers are given the chance to choose
their work schedule of their choice. This motivates
agents to work hard and also helps reduce the number
that leaves because of odd working.
In order to meet the demand of business growth in steel
industries, rate of attrition is one of the major parameter
requires to be monitored and controlled rather than
allowing intruders to drill a hole in our human capital.
Reference
1.
Various news articles published in Business Standard,
Economic Times etc.
2.
Peters Capelli’s - a market driven approach to retaining
talents (HBR-2000)
29
Feature Article
Training for Business Excellence
Dr. T. Ghoshal*
ABSTRACT
Training is considered to be very important for enhancing competence of the
workforce. With the increasing completion in business these basic assertion about
training as a potent instrument for organizational growth is being debated. Training
is understood for condition the mind to achieve a pre-defined standard of performance
consistently. It is also believed that training enables people to acquire or reinforce
Though the
quantification of
knowledge and skills for improving performance and therefore is an essential aspect
of competence enhancement. However, often training is regarded a panacea for all
unresovable organizational problems and it is there that managers make a mistake.
effectiveness of
It must be understood that while training is a necessary precondition for delivering
training has
certain output, it may not be a sufficient condition for performance excellence. Perhaps
always been
In this article, an attempt has been made to have a threadbare analysis of the issue
difficult to
and find out some rational pointers that could be beneficial to organizations.
ascertain, here
has always been
a faith on
training as one
of the essential
components for
organizational
success
success..
the only way to understand its periphery is to understand the ‘limits from training’.
F
or long, organizations have believed training to be a potent tool for enhancing
employee competence at the workplace. Considering people to be the most
important resource, there has always been an emphasis to training people to bridge
the competency gaps that may arise in the organization from time to time. “Though
the quantification of effectiveness of training has always been difficult to ascertain,
here has always been a faith on training as one of the essential components for
organizational success.” In recent times, the role of training is often been debated.
One school of thought believe that the principle task of organization is to deliver
results; that employees are expected to possess a certain set of competencies when
they join an organization and should be able to perform as per the tasks assigned to
them. Proponents of this belief are of the opinion that as and when there is a change
of technology or process or a new knowledge is required, employees concerned should
be exposed to requisite training so that they can update themselves and deliver results
as per the expectations of the company. Another school of thought consider training
as a tertiary activity; they believe that training is a ‘nice to do’ thing and that people
should be trained because it is part of their procedure. There is a third view also on
training which views training as a component of overall strategy of the company and
as an instrument for gaining and sustaining competitive edge.
As business becomes increasingly competitive, these basic premises about the
training are being debated. What is training, what is its role in business, can training
deliver results? What kind of results can be expected from training? What is
trainability? etc. Perhaps a threadbare analysis of the subject would lead to some
rational pointers that could be beneficial to organizations.
* AGM (Acad) & Sr. FM, MTI, SAIL, Ranchi
30
What is Training?
Training as a competency-enhancing tool, is
understood to be initiated for conditioning the mind
to achieve a pre-defined standard of performance
consistently. Training is a competence building
activity that enables people to acquire or reinforce
knowledge and skills for improving performance.
Thus training being an essential aspect of
competence enhancement, perhaps the first step
towards exploring the notion of ‘competence’ itself.
Competencies are general descriptions of abilities
necessary to perform successfully in any organization.
The competency profile includes a set of knowledge,
skills and attitudes expressed in behavioural terms. A
job competency, thus, is an underlying characteristic
of an employee, which results in superior performance
on his job and needs to be enhanced on a continual
basis to stay in touch with the times. An individual
must possess requisite knowledge in his work area and
should be able to put it to necessary application. An
individual must also possess necessary skills that
would help him to perform his job as per the
expectations of the organization. Above all, he should
have a positive predisposition of mind that would
always propel him towards contributing positively to
the organization, in whatever manner he could. In
tandem, these three elements constitute the core of
competence of an individual that helps him in
excelling in his place of work.
Precisely, the ‘Training and Training System’ bridges
the yawning gulf between dreams and reality of every
organisation. Training, besides, bridging the gulf
between the process of employment and day-to-day
working, it keeps the employees abreast of the
organisation and fosters camaraderie. Basically, the
training is a learning process, which modifies the
behaviour through experience.
Observation suggests that most often than not,
organizations seek to enhance employee competence
by resorting to training. Training is expected to deliver
results at the workplace, many a times
instantaneously. Whenever training given to people,
a set procedure is followed that includes review and
corrective and preventive actions too. However, when
the impact of training is reviewed, the results are often
disappointing. What could be the possible reasons for
GROWTH
Vol. 36 No. 2
July-September 2008
the same? Perhaps the only way to understand the
underlying reasons for the same is to understand the
‘limits from training’.
Performance Excellence
While training is a necessary precondition for
delivering certain output, it may not be a sufficient
condition for performance excellence. Yvonne
McLaughlin (1988) suggests that competency to be just
one components for ensuring performance at work
that could be addressed through training; others being
individual motivation and organizational support.
Motivation is a concept used to describe the factors
within an individual, which arouse, maintain and
channel behaviour towards a goal. While it is easy to
see the things that a person does, it is much harder to
guess at why they are doing it. Since it is part of a
manager’s job to get their work done through others,
managers need to understand why people do things
(that is, what motivates them?) so that s/he can
convince their employees to work towards the goals
of the organization.
Basically the two general approaches to motivational
theory: Content Theories - what makes people
succeed; what turns them on or off, and Process
Theories - how and by what goals people are
motivated need to be re-looked while deciding about
a training intervention for competency
enhancement. The Content Theories suggest that
people have certain needs and/or desires, which have
been internalized. (This means that as we have grown
up we have learned that these are things that we want
and need and we come to believe it so strongly that
we think that it is a natural thing to want these
things.) These theories look at what it is about certain
people that make them want the things that they do
and what things in their environment will make them
do or not do certain things. Maslow’s and Hertzberg’s
theories of motivation point to certain facets of needs
that also need to be looked into as factors having
influence on employee motivation. These factors
could be either in terms of hierarchy of needs or
within a job, which allow for such things as
achievement,
responsibility,
recognition,
advancement, challenge. Training may not always
influence these factors significantly though may have
31
some effect to a greater or a lesser degree.
Organizational support is another significant factor
that affects performance at the workplace. By
organization support is meant the emotional material
and process support that encourages individual to
perform to the best at the workplace. While necessary
infrastructural support is needed, the emotional
support from his team would enthuse him to perform
well. This may not necessarily happen with training.
Mckinsey’s 7 S Framework and Crystal Model
(Ghoshal T: 2004) substantiate the same and reaffirm
that systems, structure, processes and strategies also
have their influence on the quality of employee
performance and need to be looked in that
perspective.
The various factors affecting performance at the
workplace and their inter-relationship with each other
is depicted below:
A Model for Ascertaining Training Interventions
solution would lead managers to understand whether
the solution to the problem is training or non-training
solution. If it is a non-training solution then necessary
action is expected to eliminate the problem. However,
if it is perceived that training could help in reaching
to a solution, then necessary training interventions are
initiated.
Issues in Training
It is therefore necessary to take a holistic view of
enhancing organizational effectiveness the issue of
enhancing organizational performance and relate it
to the related contributory factors. It also necessary
to design a modality that could help managers to
understand the periphery of training. Following Model
may help to understand the situations in which
training interventions could be of help to managers.
As is indicated in the Model, the first and foremost task
is the recognition that a problem exists at the
workplace. Once there is an acceptance of the fact of
a problem existing, the root cause of the problem is
identified and due deliberation about a possible
32
Even when training has been identified to be necessary
for addressing organizational problems, it is important
to identify the enablers that facilitate training and
delivers the desired results. The major issue in training
relates to the degree of commitment to training.
Commitment emanates from conviction that training
is an important activity and involves every one in the
organizational hierarchy and also in the training setup. Commitment has to be visible at every stage of the
training process right from the identification of correct
training needs to selection to participants, designing
of appropriate training programmes and maintaining
the quality of training and support services.
Commitment to Training
The efficacy of training could be directly related to the
level of organizational commitment have towards
training. There should be a conviction about the
importance of training for organizational growth. This
conviction should emanate both from the trainee as
well as the superiors responsible for continual
improvement in output of their departments. Unless
senior managers who nominate people for training do
not have faith that training can deliver results; the
results would be detrimental. Similarly, people,
nominated for training must have the belief that
Training for Business Excellence
“Continuous Sharpening the Saw”, as Steven Covey
has put it, is a definite contributory factor for
improvement of performance at the workplace.
Selection of Participants for the Programme:
It has been seen that often the employees nominated
for training programmes are either not inclined to
learn or are not responding to training. This is due to
the fact that often training needs of employees, are
either wrongly ascertained or they are separable.
Training should be part of the total HRD plan and must
address to the strategic focus of the organization.
Availability of a Customized Programmes
Unless a customized training programme is designed
on the basis of the training needs of the customers,
content of the programme would not be able to focus
on core issues required to address the problems of the
workplace and participants would lose interest. Hence
there is a need to comprehend the needs of the
organization and design appropriate training modules
that could help in enhancing their competence levels.
Sustaining Productivity
Sustained superior corporate performance is based on
the ability to manage the tension between two
symbiotic forces: the need for ongoing productivity
through constant rationalization in existing activities,
and the need for growth and expansion through
continuous revitalization of strategy, organization and
people. In the words of Jack Welch, “To me, quality
and excellence means being better than the best... if
we aren’t better than the best, we should ask ourselves
‘What will it take?’, then quantify the energy and
resources required to get there. If the economics, the
environment or our abilities determine that we can’t
get there, we must take the same spirited action to
disengage ourselves from that which we can’t make
better than the best.”
In a changing world in which human and intellectual
capital are increasingly replacing financial and
physical capital as the key scarce resource, many
Indian companies have recognized the need to
fundamentally rethink their policies for developing the
best talent. In most cases, however, all that has really
happened is a start and much needs to be done in this
respect. Though it is difficult to evaluate the impact of
GROWTH
Vol. 36 No. 2
July-September 2008
training in quantifiable terms, there are evidences that
competence has enhanced in most cases after
exposure to training. The reason is could be directly
related to the organizational thrust on training,
availability of training and urge of people to learn.
Not by Training Alone
Possibly training alone cannot not always deliver
results; there are other contributory factors also that
complement training in achieving relative degrees of
success in organizational endeavours. What is training
and why it is necessary? What are the limiting factors
of training? What are the other contributory factors
that also affect organizational performance? As
business is able to invest lesser limited time and
resources on training, there is an attempt to explore
answers to these and many more similar questions
that might help organizations to understand the basic
issues related to their success in the marketplace.
Generally there is a common belief that training can
address all organizational problems. In reality there is
a need to understand that training is not a panacea
for all problems. There are certain problems that have
a non-training solutions too. This might include
administrative decisions. Training would be successful
only if the learner is eager to learn and apply his
learning to enhance his performance, environment is
conducive for learning and organization per se has the
conviction that training is the life-blood of an
organization.
The Road Ahead
Today, there is an urgent need to rethink training as
an integrated part of the total organizational strategy.
It is just not a nice to do thing, but as something that
is necessary for sustaining and enhancing the
competitive edge of the organization. When Peter
Senge talked about the competitive advantage in the
21st century depending upon the strength of human
resources, what meant was the reinforcement of the
capabilities of people in the organization that cannot
be copied and which can create a unique differential
advantage for growth. Nowadays, training plays a
pivotal role in the performance management process,
which is integrated in every organisation and is being
used to make sure that the employees are working
33
towards the organizational goals. It means, taking an
integrated, goal oriented approach to assigning,
training, assessing and rewarding employees’
performance. Taking a performance management
approach to training connotes, making the effort
sensible in terms of what the organisation wants from
each of its employee to contribute in achieving the
organisational goal. Knowing how the future of learning
is going to develop is invaluable for any organisation
involved in the provision of training and development.
In order to predict the future of learning, it’s important
to look at the key developments so far. There are three
significant trends that will influence the future of
learning:
●
Granularity of training - how it is broken down
●
Integration of different training units into a
coherent programme
●
Individualization of learning programmes
Trends like this will help to explain why the training is
booming. The fiercely competitive organisations
require a staunch devotion towards excellence and the
ability to see the big picture that affects the changing
face of organisation. They move from security to pay
for performance in knowledge - intensive work
environments that demand adaptability, innovation
and flexibility.
Employees must continue to experience newer vistas
in training. At the same time, organisations must
resolve some of the more intractable problems
confronting the practice of training and training
system, such as finding resources for staff
development and managing cover and release from
work site for training. If broader development
opportunities are to be made available to employees
that provide few inherent opportunities for learning and
career development, more imaginative and innovative
approaches may be required. Therefore, issues like job
design, development of occupational progression
routes and employees’ entitlements to learning should
be assessed. This raises fundamental issues relating to
the organisation of work and the management of
working time that go to the core of the relationship
between management and employees.
34
A sound training module and a strong healthy
environment are the sources, which guarantee for
attaining the objectives. These are vital not just to
keep an organisation alive and healthy but also agile
and efficient. Today’s world of knowledge based
organisation emphasize the ability to forecast and
adopt.
Bibliography
1.
Armstrong, Michael (2006). A Handbook of Human Resource
Management Practice, 10th edition, London: Kogan Page.
2.
Bradford, D.L. & Burke, W.W. (eds), 2005, Reinventing
Organization Development. San Francisco: Pfeiffer.
3.
Kurt Lewin (1958). Group Decision and Social Change. New
York: Holt, Rinehart and Winston, 201.
4.
Legge, Karen (2004). Human Resource Management :
Rehetorics and Realities, Anniversary Edition, Basingstoke:
Palgrave Macmillan.
5.
Richard Arvid Johnson (1976). Management, systems, and
society : an introduction. Pacific Palisades, Calif. : Goodyear
Pub. Co., 219-222.
6.
Richard Arvid Johnson (1976). Management, systems, and
society : an introduction Pacific Palisades, Calif.: Goodyear
Pub. Co., 223-229.
7.
Richard Arvid Johnson (1976). Management, systems, and
society: an introduction. Pacific Palisades, Calif.: Goodyear
Pub. Co., 224-226).
8.
Richard Beckhard (1969). Organization development :
strategies and models. Reading. Mass.: Addison- Wesley, 114.
9.
Smit, Martin E.J.H. (2006). “HR, Show me the money;
Presenting an exploratory model that can measure if HR adds
value”.
10. Towers, David. “Human Resource Management essays”.
Retrieved on 2007-10-17.
11. Ulrich, Dave (1996). Human Resource Champions. The next
agenda for adding value and delivering results. Boston, Mass.
Harvard Business School Press.
12. Wendell L French; Cecil Bell (1973). Organization
development: behavioral science interventions for
organization improvement. Englewod Cliffs, N.J. : PrenticeHall.
13. Wendell L French; Cecil Bell (1973). Organization
development: behavioral science interventions for
organization improvement. Englewood Cliffs, N.J.: PrenticeHall, chapter 8.
14. Wilkinson, A. (1988). “Empowerment: theory and practice”.
Personnel Review 27 (1):40-56.
Training for Business Excellence
Reader’s Forum
Mentoring: An Effective Tool for Organizational
Excellence
Dr. Binod Kumar Singh*
ABSTRACT
There are many perspectives on the definition of mentoring, especially since the
relatively recent popularity of personal and professional coaching. Traditionally,
Mentoring can
mentoring might have been described as the activities conducted by a person (the
mentor) for another person (the mentee) in order to help that other person to do a job
be an exciting,
more effectively and/or to progress in their career. The mentor was probably someone
stimulating
who had “been there, done that” before. A mentor might use a variety of approaches,
eg, coaching, training, discussion, counseling, etc. Today, there seems to be much
journey of self-
ongoing discussion and debate about the definitions and differences regarding
discovery and
coaching and mentoring.
development,
Introduction
which opens up
entoring is a tool where the organizations can use to nurture and grow their
people. It is an effective strategy that is helpful in building professional,
technical and management skills and employee confidence through cooperative and
new
opportunities for
personal
fulfillment and
achievement..
achievement
M
collaborative effort. It can reduce the fear and anxiety of the employees and can
develop a culture of high performance by ensuring support and their contribution.
Objective
1. To determine the role of mentor
2. To determine functioning of various mentoring program for the development
of organization
3. To determine the relationship between organizational culture and mentoring
Phases of Mentoring
There are four phases in a mentor relationship
1. Initiation: It is a type of mentoring where the mentor and the mentee initiate
the relationship with each other
2. Cultivation: It is a type of mentoring where the mentor and mentee develop a
climate for better relationship
3. Separation: It is a type of mentoring where as soon as the objective is fulfilled
the relationship is to be subjected to gradual separation
4. Redefinition: It is a type of mentoring where the goals and objectives are
redefined and go for further tasks
* Faculty Member, AIBM Ranchi Campus, Arya Business Centre, Ranchi
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Vol. 36 No. 2
July-September 2008
35
Mentoring Program
Mentoring can be an informal practice or a formal
program. The main objective behind the mentoring
program in industry is to focus on establishing a
mutually beneficial relationship between
management and workers to enhance an
organization’s ability to align employees’ career
development with the goals of the organization. There
are certain assumptions that form the foundation for
a solid mentoring program. They are as follow:
●
Faculty Member, AIBM Ranchi Campus, Arya
Business Centre, Ranchi
●
Intentional learning is a stone that forms the base
of a corner of a building-The mentor’s job is to
promote deliberate learning, which includes
capacity building through methods such as
instructing, coaching, providing experiences,
modeling and advising.
●
●
●
●
Both failure and success are powerful teachersMentors, as leaders of learning experience, needs
to share their experiences of failure and success.
Both types of experiences give valuable
opportunities for analyzing individual and
organizational realities.
Leader need to tell their stories-Mentors who can
talk about themselves and their experiences
establish a close and harmonious relationship in
which there is common understanding that
makes them “learning leaders.”
Timely ripe- When Mentoring works, it taps into
continuous learning although is not a continuous
event, or even a string of discrete events. Rather,
it is the synthesis of ongoing events, experiences,
observations, studies, and thoughtful analyses.
Mentoring is a joint venture-Successful
mentoring means sharing responsibility for
learning. Successful mentoring begins with
setting a contract for learning around which the
mentor, the protégé, and their respective line
managers are aligned.
Steps for Mentoring Program
1. Make a committee of employees to design the
program.
36
2. Announce the program, and invite mentors and
employees to separate meetings.
3. Employee orientation sessions are conducted to
describe
the
program
and
roles
and
responsibilities emphasizing benefits and value
to each participant.
4. Introduce the program to managers and senior
employees.
5. Appoint a mentoring coordinator who can serve
as a resource for both the employee and the
individual mentor within your organization
(perhaps someone from Human Resources).
6. Train mentors and employees separately.
7. Make the employees aware of their ‘mentors’ in
their work.
8. Consider employees preferences in mentor
selection.
9. Pair mentors and employees.
10. Mentors and employees hold an initial meeting
and negotiate a contract.
11. Selected assessments will be recommended and
can be chosen by the organization for use in the
mentor/mentee training.
12. Training workshops to be held for potential
mentors and mentee’s, which include
presentation with overhead transparencies,
workbook for each participant, small group
exercises, and demonstration video.
13. Ongoing consultation to provided during the
mentoring process to ensure success and goal
attainment.
14. Mentors and employees should be mutually
evaluating the relationship periodically as per
their agreement.
Benefits of Mentoring Program
1. Imbue with new life and vitality in employee’s
morale and interest and on management.
2. Imbue with new life and vitality in employers
confidence
and
interest
in
work
accomplishment
Mentoring: An Effective Tool for Organizational Excellence
3. Facilitate fulfillment of own developmental
needs
4. Chance for mentors to evaluate themselves in
the leader/coach roles leading to increased selfawareness
5. Professional assistance on work projects
6. Opportunity to assist organization and enhance
mentee’s growth
Developing Purpose
The Mentoring for change model provides a framework
and methodology for mentoring. This model has four
elements of the mentoring process such as Freeing Up,
Envisioning, Implementing, and Sustaining. Figure1
shows that the corresponding elements of mentoring
on purpose are Satisfying Needs, Uncovering Purpose,
Being Purposeful, and Realizing Purpose.
7. Reduced recruitment and selection costs as a
result of higher employee retention
8. Progress towards diversity
opportunity in the workplace
and
equal
9. Improved communication between separate
areas of the agency
10. Support networks for employees in times of
organizational change, and managers with
enhanced people management skills.
Organizational Culture and Mentoring
Organizational culture is the adhesive substance that
binds the members together. Member’s behavior is
the resultant manifestation of the weak and strong
culture existing within the organization. A strong
culture, which supports the democratic leadership,
encourages mentor carrying relationship within the
organization. It develops high trust and confidence
between managers and workers and employers and
subordinates within the organization. It removes the
fear and anxiety among members and develops a
collaborative and experimentation organizational
culture. Effective mentoring requires the mutual
understanding and involvement of both employees
and employers at work place.
Being Purposeful
Each person being purposeful. Purposefulness can
also be described as willfulness. Each purposeful
person has the following qualities:
1. energy, dynamic power, intensity
2. mastery, control, discipline
3. concentration, attention, focus
4. determination, decisiveness, resoluteness,
promptness
5. persistence, endurance, patience
6. initiative, courage, daring
Mentoring on Purpose
Mentoring can be an exciting, stimulating journey of
self-discovery and development, which opens up new
opportunities for personal fulfillment and
achievement. It involves a journey into the unknown
and into unfamiliar ways of being and doing. Thus the
main purpose of mentoring is to create and then
sustain change in the face of the many forces, which
may pull us back.
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Vol. 36 No. 2
July-September 2008
7. organization, integration, synthesis
We have,
Purpose + Presence = Purposefulness
Presence is the ability to be with another person with
such inner self-knowledge that the other person is able
to ponder the depths of who he or she is with
awareness and clarity. It is the single most important
skill the mentor requires. Marianne Williamson
37
describes presence rather more poetically: “We are all
born to shine, as children do. We were born to make
manifest the glory of god that is within us. It’s not just
in some of us; it’s in everyone. And as we let our own
light shine, we unconsciously give other people
permission to do the same. As we are liberated from
our own fear, our presence automatically liberates
others.” (Williamson 1992) This is also an excellent
description of the essence of mentoring.
Conclusion
Mentoring is an important tool for the development
of any organization. This can be done through the
various mentoring program. Mentoring program
guides the organizations to achieve their goals. It is
also helpful in developing a purposeful organizational
38
culture so that each organization can easily achieve
their respective goals.
References
●
Phillip Johnes L (1982) ‘Establishing a formalized mentoring
program’, Training and Development Journal, Vol: 37 No. 2,
PP-40-42.
●
Philip Johnes (1982) ‘Mentors and Protégés’, How to establish,
strengthen and get the most from a mentor protégé
relationship. New York: Arbor House.
●
Turner M H M, 1996, “Executive Mentoring”, Counseling at
Work, 12.
●
Woodlands group (1980) ‘Management Development Roles:
Coach, Sponsor and Mentor. Personnel Journal, 1980, Vol.
59, No. 11 PP-918-921.
●
Williamson M, 1992, “A Return to Love”, Harper Collins.
Mentoring: An Effective Tool for Organizational Excellence
Case Study
Training Climate Survey: A Study on Public
Sector Organizations in West Bengal
Rita Basu*
ABSTRACT
The objective
objectivess
human resources of the organization to attain the organizational goals. An objective
of any HRD
of any HRD effort is to build the human competencies, to build a climate to improve
effort is to build
to be a key determinant of competitive success. It is due to the compulsive forces of
competencies, to
private, public and multinational enterprises. The general perception is that in certain
to improve
organizations, which are for the time being under lesser stress or competition (like
government) than any corporate organization, training is more of a “showpiece”
employee
element and is devised without much consideration to the organization and
satisfaction with
development’,
‘climate
building’
and ‘innovative
development’
development’..
newly emerged market - oriented economy that the human resource development
(HRD) function started receiving greater recognition and importance in the Indian
build a climate
‘competency
employee satisfaction with work i.e. “competency development”, “climate building”
and “innovative development”. Among all other activities of HRD Training is claimed
the human
work i.e.
Human Resource Development (HRD) plays an important role in harnessing the
operational analysis. Thus the objective of study was to find out systematically the
attitude and perception of people who are directly involved with the present
organization’s training activities and also to assess the situation in which this type of
activity prevails. With the help of a structured close ended questionnaire consisting
of 11 items data were collected with face-to-face interview from two public sector
organizations situated in West Bengal. It was found that even though the fulfillment
of organizational objective is perceived as the aim of any training programme, the
training is considered as the responsibility of HR department only; its role within the
organization is perceived like the role of other functional departments but not as a
support system for the organization. It may be concluded that if a conducive
organizational climate could be created then it may help to produce an effective
learning climate for an organization.
INTRODUCTION
Individuals in organization
A
ny organization consists of individuals. Their formal or informal relations with
one another; relations between the work-groups or occupational clusters; the
effectiveness of these groups and individuals in accomplishing the tasks designated
to them; their dealings with the outside agencies, organizations and persons; their
motivation and their working conditions - all these vitally affect the overall
performance of the organization. In fact much more than equipments, machinery
building, furniture and fixtures, an organization’s identity & performance are mainly
dependent on the human resources, which it procures, maintains, develops and
utilizes to accomplish the goals of the organization.
* Sr. Lecturer, Instt. of Business Management, NCE Bengal, Jadavpur University, Kolkata
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July-September 2008
39
Every organization has a set of objectives, which may
or may not be formally stated, or even consciously
known. Where the systematic corporate planning
procedures are not observed, the top management has
in their minds some goals which they’d like to achieve,
●
Develop the individual to realize his potential to
the maximum extent
●
Develop the individual capabilities to perform
his present job better
●
Develop the capabilities to handle the future
likely roles
●
Develop and maintain a high motivation of
employees
most through their specific tasks towards
accomplishing the overall corporate objectives.
●
Strengthen superior - subordinate relations
●
Strengthen team spirit among different teams
Each human being has the potential to do multiple
things. To enable every person to understand, develop
●
Promote climate and organizational health
although these may or may not be announced or shared
with all others. Whatever be the position in this respect,
these objectives or goals are to be mainly achieved with
the help of the personnel employed, both managerial
& non managerial. In other words, they are to be guided
& developed in such a manner so as to contribute the
and utilize his or her potential, organization and
nations should provide a developmental climate as
well as opportunities. Since in the rapid changing
scenario most of the organizations today are more
concerned for survival and development through
profit maximization, the human process is the most
significant and relevant resource to mobilize all other
resources effectively. With a view to focus attention
on development of the organization, the HRD
movement started.
Role of HRD
HRD plays an important role in harnessing the human
resources of the organization to attain the
organizational goals. Their success would depend
primarily on the quality and the number of personnel
procured by the organization, the way they are utilized
& the extent to which tools & methods are developed
for achieving the corporate objectives through human
action. All these factors depend on the quality of
resources in the organization.
In a developing country like India, it is obvious that
we have willingly or unwillingly found ourselves
staying always a few yards behind the developed
countries. However, the ever broadening scope of
HRD has already started opening up new vistas for
achievement and given the enormous chunk of
unutilized or under utilized man power in our country,
the future only appears to be positive irrespective of
the challenging roots to success.
40
According to Rao, T V (1989), the goals of HRD are:
development.
In discussion of the result of HRD Audit in business
improvement, Rao (1999) highlighted factors like focus
on human resources and human competencies, better
recruitment policies and more professional staff, more
planning and more cost effective training. It can be
said that the objectives of any HRD effort is to build
the human competencies, to build a climate to
improve employee satisfaction with work i.e.
“competency development”, “climate building” and
“innovative development”. All these processes are
accomplished through different sub systems of HRD
like Management Development, Performance
Appraisal, Training, Counselling, Career Development
etc. In this study, organizational training is the focal
point of discussion.
Organizational Training
Organizational training is the most important
function that directly contributes to development of
HR. Training is essential because technology is
developing continuously at a very fast rate and
systems and practices often get outdated very soon.
Organizations, which do not develop mechanisms to
catch up with and use the growing technology, soon
becomes obsolete. Besides, there is also a need to
change the mindset of the people in the
organizational setting in each and every aspect so
that they are ready to utilize their potentials. A totally
developed individual in the organization can
effectively contribute to its growth.
Training Climate Survey: A Study on Public Sector
Organizations in West Bengal
The Department of Employment Glossary of Training
Terms (1971) defines training as the systematic
development of attitude, knowledge, skills, behaviour
required by an individual to perform adequately a
given task.
The training and development of staff has symbolic
dimensions:
According to Armstrong (2001), effective training can:
2. It may serve as recognition for effort and a signal
of value to organization
●
Minimise learning costs
●
Improve individual, team and corporate
performance in terms of output, quality, speed
and overall productivity
●
●
Improve operational flexibility by extending the
range of skills possessed by employees (multiskilling)
Attract high quality employees by offering the
learning and development opportunities,
increasing their levels of competence and
enhancing their skills, thus enabling them to
obtain more job satisfaction to gain higher
rewards and to progress within the
organization
●
Increase the commitment of employees by
encouraging them to identify with the mission
and objectives of the organization
●
Help to manage change by increasing
understanding of the reasons for change and
providing people with the knowledge and skills
they need to adjust to new situations
●
Help to develop a positive culture in the
organization, one, for example, that is oriented
towards performance improvement
●
Provide higher levels of service to customers
As mentioned by Rao (1999), The Round Table
Conference held in 1994 on “HRD Implications of
Business Restructuring” recommended that for getting
the best result following principles related to training
may be evaluated:
●
●
Training should be need based. Multiple
mechanisms should be used to determine the
training needs
Training methods and delivery should be given
adequate attention to make them more effective
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Vol. 36 No. 2
July-September 2008
1. It may be regarded as a reward, giving status
where there was previously little scope to
develop
3. It may indicate suitability for promotion
Equally it may be perceived as a threat, an indicator
of poor performance or the forerunner of work
intensification.
The structure of training function determined by its
status and remit, may be said to reflect a company’s
commitment to its employees’ long term development
and within this paradigm, training is claimed to be a
key determinant of competitive success (Bennet,
Ketchen and Blauton Scholtz, 1998, as mentioned by
Rainbird, 2000). The training function, furthermore,
may play an important socialization role to reinforce
company culture through company specific
programmes, promoting the general HRM goals of
commitment, flexibility, quality and strategic
integration (Guest 1987, as mentioned by Rainbird,
2000).
The first pre requisite for the success of training and
development in any organization is the management’s
active interest and support for these activities. Guthrie
and Schwoerer (1994) in their study on 380 managers
and supervisors found that self-efficacy and
managerial support positively influence training
utility. Training utility perception and span of control
both directly and positively influence the reported
need for training in management skills.
In India the top management in many organizations
looks to training as a low priority and dispensable item.
Imparting of training without reference to the analysis
of company’s objectives, manpower inventory and
gaps in the organizational structure is likely to result
in many of the needs of the organization being left
unattended in the company’s training and
development programmes. The trained employees
and managers in consequence may be caught
completely unaware when they are required to meet
41
certain problems which arise from gaps in the
organization or when they are to respond to the steps
taken in fulfillment of some of the broader objectives
of the company.
Yadapadithaya (2000) in his article ‘Training and
Development in India’, said that the Indian corporate
sector did not evince much interest in training and
development of its HR until 1991. On July 24, 1991 the
Govt. of India introduced its New Industrial Policy
Resolution thereby liberalizing, privatizing and
globalising the Indian Corporate sector. It is due to the
compulsive forces of newly emerged market-oriented
economy that the human resource development
(HRD) function started receiving greater recognition
and importance in the Indian private, public and
multinational enterprises.
Yadapadithaya conducted a research study of HRD
policies and practices of 252 Indian industries (127
private, 99 public and 26 multinational enterprises)
during 1999. As far as the training function is
concerned, these sample organizations shifted their
focus from target-based to need-based trainings; form
considering training as expenditure or a paid
perquisite to the employees to recognizing training as
an investment in the human capital. The major
objectives of training and development as reported by
these organizations were:
●
Prevention of organizational and individual
obsolescence.
●
Modification of desirable knowledge, skills and
attitudes for improved effectiveness.
●
Adaptive strategies adjustment with social and
technical changes.
●
Promotion of value-oriented towards quality,
cost, customer’s commitment and excellence.
●
Transfer of organizational vision, mission, and
philosophy by developing new cultural
attribution.
Today most of the resources and particularly time are
scarce and have to be used rationally. Only with the
judicious use, timely intervention and conformity with
organizational objectives, learning and development
through training be achieved to the fullest possible
extent.
42
The workplace is enormously significant as a site of
learning, both for accessing formal learning
opportunities and for many informal learning
opportunities which result from the nature of work
and from social interaction with work groups. But
primary purpose of an organization is not learning, but
the production of goods and services, involving
creation of profit in the private sector, or delivery
within budget in the case of the public sector. The
nature of financial markets, competitive strategy,
organizational structures and labour market
deregulation has all been identified, as contribution
to an environment in which there is distinctiveness to
employers to invest in workforce development. So, at
the level of workplace, issues relating to the
management, socialization and control of workforce
compound workplace-learning strategies.
Training and retraining are responses to particular
operational needs and therefore are largely reactive
and determined by the market demand, rather than
being focused on transferable skills. Such training
policies may be developed at business unit level
without forming part of an organization wide training
strategy. Where the focus of training is on technical
competence, this is more likely to be reflected in low
status training personnel. As Pettigrew, Sparrow and
Hendry (1988, as mentioned by Rainbird, 2000)
remark, ‘apart from the likely competence of training
personnel this critically affects the image its activities
have’. Thus the more the firm develops the training
function within production logic, the more the
contents of trainer training will remain technical and
contain few pedagogical or relational features. ‘Unless
the training specialist can avail himself of a complete
analysis of a company’s mechanics ... training functions
will only revolve around mechanistic techniques and
fall in the objective of developing human resources in
line with a company’s corporate policy’ (Jaap and
Watson, 1970, as mentioned by Rainbird, 2000).
Retroactively the objective of training is to focus
specifically on the gap between current and required
performance. So it needs to be expressed in
behavioural terms that make them measurable and at
the same time to be achievable, realistic and also
challenging in changing scenario. Proactive stances are
Training Climate Survey: A Study on Public Sector
Organizations in West Bengal
the identification of the range and extent of training
needs and expressing them precisely and analysis of the
best processes to fulfill the training needs. As change is
a continuous process no system can be characterized
as full proof or static, but requires updating and
Myth 4: Real learning takes place in the classroom.
Myth 5: There is a direct correlation between
management education and business improvement.
To overcome such problems he called some actions:
modification depending upon the situation and
available time which is achievable through effective
evaluation system. Training as a system, requires the
same for survival and growth.
1. Make participants responsible for identifying
and consulting the stakeholders who stand to
benefit from training and development they are
Also Rae (1999) consolidated certain reasons given by
the members of the organization except training
department for not evaluating training programme by
them is:
2. Encourage them to identify how they are
currently adding value for themselves, their jobs,
1. It is not really possible to measure the results of a
training programme. Either believes that it’s
successful or you don’t.
2. Trainers know without all these forms whether
their training course has been successful.
3. Evaluation only really refers to technical training
where there is a definite, measurable end product.
4. Evaluation is the responsibility of the training
department, the trainer, the training department
and personnel.
5. Nobody (customer / boss) has asked me to
evaluate the programme, so no one is interested.
6. The client didn’t raise evaluation.
7. Evaluation takes up so much of time yet to
implement change.
8. It is enough to make an evaluation by
questionnaire survey at the end of training.
Hale (2003) identified certain myths in relation to the
training activity in organization.
Myth 1: Learning is the responsibility of trainer - to
protect the role of the training professional.
Myth 2: Course proves learning - scientific and
statistical measurement is the best way of proving
effectiveness of training.
Myth 3: Good course evaluation means learning - the
reaction level (Kirkapatrick’s Level 1) is usually tackled
through end of course evaluation questions.
Happiness does not necessarily mean learning.
GROWTH
Vol. 36 No. 2
July-September 2008
taking part in.
team and organization before, during and after
a training and development process.
3. Help them to capture learning that is taking
place in the job situation through effective
facilitation, learning and peer learning sets.
4. Transform the training department from a team
of officers and administrators into a team of
consultants and facilitators with the political and
business skills to the wheel of learning.
5. Ensure trainers’ practice what they preach by
showing their learning based on their work
activities.
6. Support informal learning process such as
coaching and mentoring without introducing
rules, forced relationships and bureaucracy.
7. Interchange people between staff HR and
training function and business function.
8. Establish a system of evaluation through
accreditation that assesses outputs from
learning not just input.
9. Identify the vital business questions that should
be tackled and support individuals and teams in
tackling these questions.
10. Keeps asking others and yourself how you/they
are adding value at a personal, team and
organizational level.
Yadapadithyaya and Stewart (2003), in their crossnational study on India and Britain highlighted that
Britain’s movement in
●
Delegating responsibilities
●
Line manager taking responsibility in involving
individual employees
43
Concerning with business result from training
and development. India is yet to think in that
direction.
directly involved with the present organization’s
training activities and also to assess the situation that
prevail this activity.
As training plays a vital role, not only in retraining for
process development but also in securing the
There were opportunities to interact and discuss with
the people of the organizations A & B (introductions
are given below) in relation to their views about the
HRD activities of their organization giving special
emphasis on training. This created some sort of
feelings which does not exactly match with the
●
corporate goals of commitment, flexibility and quality.
It therefore becomes crucial to integrate the training
function into mainstream business activity rather than
maintain it as a peripheral activity. Thus the principal
policy or goal of HRM is considered here to be the
concept of strategic integration.
theoretical or ideal views about the activities of
training in organization.
Objective of this Study:
Determination of Factors:
A fairly large share of expenses of any organization
The literature survey helps to identify the following
factors for the preparation of questionnaire.
normally goes for training and development of its
employees. But a vital question that now in each step
of such expenditure and effort is its ultimate worth. The
point is do training programme fulfill their purpose? Is
knowledge gained through training applicable and
useful and used in the organizational spectrum?
●
As organization is considered as a system where all the
functions and activities are linked in such a manner
so that process of all functional area totally contribute
for running the system, so at the same time each and
every functional areas should receive feedback to
realise its stance in relation to the organization. In this
sense the organizational training function as one of
the component of the total system of the organization
must be linked with the organization in such a manner
so that their policy, goals, strategy should be tuned
with the whole organizational activities. It can be said
i)
may be just a perception.
Thus the objective of study was to systematically find
out the attitude and perception of people who are
44
To establish what the present practices are
ii) To project what the desired results should be
iii) To provide the basis for cost justification of
training
●
Kind of pre course briefing - System for
developing the total awareness about the
programme before the onset of the programme
for the level of acceptance or to make
comments for modification. In reference to
“The Law of Readiness” described by E L
Thorndike’s
‘Stimulus-ResponseReinforcement Theory’ learning will take place
when a modifiable connection is ready to act
to do and so satisfying.
that organizational climate should be such that apart
from the officially declared common goal, a feeling of
belongingness, feeling of togetherness exist in all over
the organization.
The general perception is that in certain organizations,
which are for the time being under lesser stress or
competition (like government) than any corporate
organizations, training is more of a “showpiece”
element and is devised without much consideration
to organization and operation analysis. This however
Justification of selection of trainees for a
particular programme - How far it is linked to
meet the organizational effectiveness. According
to Mitchell(1998) training need analysis
performs three distinct functions:
●
Aim of programme - Fulfillment of training
needs. As mentioned by Mitchel (1998), that
McGhee and Thayer (1961) suggested analysis
of training needs at three levels:
i)
At the organizational level - to fulfill the
objectives of the organization
ii) At job or functional level - standards require
for a particular level
Training Climate Survey: A Study on Public Sector
Organizations in West Bengal
iii) At personal level - to focus on how well a
particular employee is carrying out the
various tasks.
●
Primarily the aim of any programme in the
organization is mainly to make compatibility of
the organization as a whole. The need of the
programme, types of content, mode of delivery
etc. is best suggested, or selected and or designed
by the particular department to whom the
programmes are assigned. Hence there is an
important role of the departmental head in this
individual needs with organizational needs.
●
System of pre-programme evaluation or cost
benefit analysis - There is a need to analyse task.
It defines the top and bottom ends of the gap in
performance between existing level and the
desired level. Smith (2004) noted that ROI for
training = cost of HRD / operational
context. Valle, Martin, Romero and Dolan (2000)
conducted a study on senior executives and
Senior H R Officers of 65 Spanish organizations.
They found to the assertion that companies
adopting a particular type of training strategy or
policy have a high degree of internal consistency
effectiveness
●
Feedback to trainers - Bee (2000) mentioned
that the work of Kirkapatrick (1967) and Warr,
Bird and Rackham (1970) on model of
evaluation:
i)
amongst the training objective sought. It is
relevant that emphasis was on enhancement of
individual specialized skills for improvement of
productivity. Result also indicated that while the
theory suggests that organizations that have
their HR training fit (contingent) on their
Reaction level measures what the delegates
think or feel about the training.
ii) Immediate level measures what the
delegates learned from the course.
business strategy are more effective, there is
limited level of training policy and business
strategy.
iii) Intermediate level measures the effect of the
training on job performance.
iv) Ultimate level measures the effect on
organizational performance. It is expected
that in any organization the objective is to
fulfill the goal of the organization.
●
Opportunities for application - Training is not
considered as a separate or isolated entity.
According to the training objective, the training
department should provide a wide variety of
training services to satisfy the needs of all staff
●
Responsibility of training cost justification Training system is a support system for
fulfillment of organization’s primary objectives.
So total cost of training is apportioned to the
different sub functional heads those are
benefited from it.
GROWTH
Vol. 36 No. 2
July-September 2008
Assessment of functions of training department
for the benefit of organization - Role of training
function for effectiveness of organization. Rae
(1999), as mentioned above, identified certain
reasons for not evaluating training.
●
Place of training - Training is not considered as
a separate function but it is intermingled with
the continuous systematic development of any
activity.
●
Linking of training to organization goal - To
fulfill the organization’s objectives. According to
and management within the organization.
●
Role of line manager / functional manager Training programmes are designed for the
development of the organizational people to
fulfill the work assigned by their respective
functional departments for the effectiveness of
Mitchell (1998) training objectives should
support the achievement of corporate objectives
in line with the business plan.
Identified factors are categorized accordingly:
45
Table I : Factors and the Categories of the Items for Survey
Sl No
Factors
Categories
1.
Justification of Selection of trainees
for a particular programme
Not known
Feeling good
Result good
2
Kind of pre course briefing
Time, location and
general aim
Detailed topics,
objectives
Training objectives in
relation to organization
objectives
3
Aim of programme
Individual
development
Group / functional
development
Organizational
Development
4
System of Pre Programme
evaluation or cost benefit analysis
Nil
For specific
programme
Regularly
5
Feedback to trainers
Feel good
Training Reaction
Sheets
Job behaviour
6
Opportunities for application
Not enquired
Reaction level
Job application
7
Responsibility of training
cost justification
The training
Department
Various other
department
Functional department
8
Role of line manager/
functional manager
Nil
Some inputs
Mostly
9
Assessment of the functions of
training department for the benefit
of the organization
Not assessed
Assed for few
Programme
Regularly assessed
10
Place of training
Training
department
Functional
department
On the job
11
Linking of training to
organization goal
Nil
Linked with HR
strategy
Linked with
Organizational Strategy
About the organizations on whom the study
was conducted
is spread out all over the state. It follows decentralized
systems with only some key technical and administrative
Organization A
matters being handled at the central level. The head office
primarily deals with the policy matters and gives
administrative directives and guidelines.
The State Government Act for production and
distribution of energy enacted this board. To enable the
board to function effectively there are about 40000
employees under various department. For the purpose
of ensuring efficient functioning of the employees and
to appraise them with the latest techniques, the board is
equipped with a Human Resource Development
Department. The HRD department as per their activities
regularly reviews & improves the content on the basis of
46
A chairman appointed by the State Government heads
the organization and he is directly answerable to the
said department of the State Government. It has no
separate HRD Department. The administrative set up
interaction with participants to enable enrichment of job
situation & ensure effective, efficient working of people
for the betterment of the organization.
headed by a Sr. Personnel Manager is responsible for
the observance of the HRD as well as personnel
functions. There is no separate training department.
Almost all training programmes are conducted at
locations outside the organization i.e. in collaboration
with other organizations.
Organization B
METHODOLOGY
This organization is chiefly formed to preserve and
maintain the quality of our environment. The
organization, for the purpose of effective performance,
Questionnaire Design
From general study about the understanding of
attitude and perceptual factors in relation to training,
Training Climate Survey: A Study on Public Sector
Organizations in West Bengal
SURVEY RESULT
Table II A: Organization A - Frequency of responses and value of x2 (Sample size 23)
Sl No
1.
2
3
4
5
6
7
8
9
10
11
GROWTH
Items Description
Categories / frequency / Percentage of Responses
Remarks
X2=1.66
Justification of Selection
Not known
Feeling good
Result good
of trainees for a particular
5
8
10
H0 :
programme
22
35
43
accepted
Kind of pre course briefing
Time, location and
general aim
Detailed topics,
objectives
Training objectives in
relation to organization
objectives
X2=4.52
H 0:
accepted
11
9
3
Aim of programme
48
39
13
Individual
development
Group /
functional
development
Organizational
Development
1
4
18
X2=21.5
H 0:
rejected
4
17
78
System of Pre
Programme evaluation
Nil
For specific
programme
Regularly
or cost benefit analysis
9
8
6
39
35
26
Feel good
Training
Reaction Sheets
Job behaviour
4
12
7
17
52
30
Not enquired
Reaction level
Job application
11
3
9
48
13
39
The training
Department
Various other
department
Functional
department
X2=17.30
H 0:
17
4
2
rejected
74
17
9
Nil
4
Some inputs
13
Mostly
6
17
57
26
accepted
Assessment of the functions
of training department for
the benefit of the organization
Not assessed
8
Assed for few
Programme
3
Regularly
assessed
12
X2=5.3
H 0:
accepted
35
13
52
Place of training
Training
department
Functional
department
On the job
X2=20.9
H0 :
18
2
3
rejected
78
9
13
Nil
Linked with
HR strategy
Linked with
Organizational Strategy
3
14
6
13
61
26
Feedback to trainers
Opportunities for
application
Responsibility of training
cost justification
Role of line manager /
functional manager
Linking of training to
organization goal
Vol. 36 No. 2
July-September 2008
X2=0.61
H0:
accepted
X2=4.26
H0:
accepted
X2=4.52
H0:
accepted
X2=5.8
H0:
X2=5.43
H 0:
accepted
47
Table II B: Organization B - Frequency of responses and value of x2 (Sample size 16)
Sl No
1.
2
3
4
5
6
7
8
Items Description
10
11
48
Remarks
X2=6.51
Justification of Selection
Not known
Feeling good
Result good
of trainees for a particular
4
10
2
programme
25
62.5
12.5
rejected
Kind of pre course briefing
Time, location and
general aim
Detailed topics,
objectives
Training objectives in
relation to organization
objectives
X2=9.13
H0:
rejected
3
11
2
18.75
69.25
12.5
Individual
development
Group /
functional
development
Organizational
Development
0
7
9
0
43.75
56.25
System of Pre
Programme evaluation or
Nil
For specific
programme
Regularly
cost benefit analysis
4
6
4
25
37.5
25
Feel good
Training
Reaction Sheets
Job behaviour
X2=26.4
H0:
1
15
0
rejected
6.25
93.75
0
Opportunities for
Not enquired
Reaction level
Job application
application
10
4
2
62.5
25
12.5
rejected
The training
Department
Various other
department
Functional
department
X2=21.14
H0:
1
14
1
rejected
6.25
87.5
6.25
Nil
Some inputs
Mostly
Aim of programme
Feedback to trainers
Responsibility of training
cost justification
Role of line manager /
functional manager
9
Categories / frequency / Percentage of Responses
H0:
X2=8.4
H0:
rejected
X2=2.01
H0:
accepted
X2=6.5
H0:
X2=8.44
0
10
4
H0:
0
62.5
25
rejected
Assessment of the functions
of training department for the
Not assessed
Assed for few
Programme
Regularly
assessed
benefit of the organization
9
3
2
56.25
18.75
12.5
Training
department
Functional
department
On the job
X2=21.5
H0:
14
2
0
rejected
87.5
25
0
Nil
Linked with HR
strategy
Linked with
Organizational Strategy
4
8
4
25
50
25
Place of training
Linking of training to
organization goal
X2=5.6
H0:
accepted
X2=2.01
H0:
accepted
Training Climate Survey: A Study on Public Sector
Organizations in West Bengal
DATA ANALYSIS AND INTERPRETATION
Table III: Data Analysis -On the Basis of Significant Items
Sl No
Factors
Organization A
Results
1.
Justification of Selection
of trainees for a particular
programme
2
Kind of pre course
briefing
3
Aim of programme
4
System of Pre Programme
evaluation or cost benefit
analysis
5
Feedback to trainers
6
Opportunities for
application
7
Responsibility of training
cost justification
8
Role of line manager /
functional manager
9
Assessment of the functions
of training department for the
benefit of the organization
10
Place of training
11
Linking of training to
organization goal
Organization
development
The training
department
The training
department
literature survey and experiences as a facilitator in
different training programmes, the questionnaire was
considered. This is a structured close-ended
questionnaire consisting of 11 items
On whom the Survey was Conducted
Survey was conducted in the two organizations A & B.
Responses were obtained from officers and executives
of these two organizations who were directly or
indirectly involved with some training or
developmental programme in the recent past.
Procedure
Data Collection
With the help of a structured close ended
questionnaire consisting of 11 items data were
GROWTH
Vol. 36 No. 2
July-September 2008
Remarks
Though fulfillment
of organizational
objective is the aim
of any training
programme, but
training
is
considered as the
responsibility of HR
only. Its’ role within
organization are like
other functional
departments but
not as a support
system for the
organization. Any
return
on
investments
is
accountable to the
training department
only.
Organization B
Results
Feeling good
Remarks
Not linked with
organizational
development
Detailed topics and
objectives
Organization
development
Training reaction
sheets
Various other
department
Some inputs
The training
department
Though fulfillment
of organizational
objective is the aim
of any training
programme, but
training is
considered as the
responsibility of
HR only. Its’ role
within
organization are
like other
functional
departments but
not as a support
system for the
organization. Any
return on
investments is
accountable to the
training
department only.
collected with face-to-face interview from two public
sector organizations situated in West Bengal.
Data Analysis and Interpretation
On the basis of the number of respondents for the
survey, frequencies of responses and the percentage
of responses are calculated for each category.
To verify whether these results indicate a significant
trend of opinion, chi-square (x2) testing for each item
for each group was done. This testing was done to find
the divergence of observed results from those
expected.
If we repeat the experiment only once in 20 trials a
chi-square (x2) calculated value would reflect that the
null hypothesis is true. Here results may be marked
“significant” at the 0.05 levels. Therefore the
49
divergence of the observed from the expected results
is solely by sampling fluctuations. We reject the “equal
answer’ hypothesis and conclude that our group really
favours the propositions.
So our null Hypothesis is
H0: = There is no significant difference existing for
different categories of responses.
Degrees of freedom (df) = 2
Table value at 0.05 level = 5.991
On the basis of that, the acceptance or rejection of null
hypothesis conclusion is made on the training climate
of the organizations.
CONCLUSION AND REMARKS:
There is a need to create general awareness about the
role of training in organization. If it is linked with
organizational objectives then automatically the
members of the organization can realize its
effectiveness and its relationship with functional areas
of the organization. Then a standard HR strategy will
be effective for determining and creating training
climate.
It is not only the standard HR strategy, which
determines the effective training climate, but what
exactly an individual wants from the organization or
what they are capable to express. Awoniyi et al (2002)
assessed five aspects of environment with a sample of
293 from a training institute. These five aspects were:
supervisory encouragement, sufficient resources,
worker’s perceived freedom, workload pressures and
perceived worker’s creativity. It was found that
individuals transfer their training to the job when their
‘real’ environment matches or fits the preferred ‘ideal’
environment. In addition to that they also found that
the traditional criteria of hiring people whose skills
match the job, organization might consider creating
environments to match the employees’ needs.
It can also be said that if a conducive organizational
climate could be created then it may help to create an
effective learning climate for an organization.
McDougall and Beattie (1998) in their article explored
key issues in training and development related to the
interaction of individual and organizational learning.
50
They found a range of factors including positive
learning climate, active informal learning by individual
and effective communication of skills and knowledge.
It is not irrelevant to mention that as organizational
climate has certain impacts as well as determine the
training function so training also has certain impacts
on organizational climate. Moxness and
Eilertsen(1991) in an explorative study tried to find out
how management training for supervisors were to
change the organizational climate in a direction that
would facilitate learning at work. Supervisor perceived
that training programme did change the
organizational climate but in an apparently negative
direction, as because the supervisor increased
awareness of organizational climate was on the
theoretical basis. So apart from the climate content,
the training programme needs to be realistic
considering its necessity or application orientation,
considering cost benefit analysis and also considering
the need of the programme for the particular person
or group of persons.
References
●
Armstrong, Michel; A handbook of Human Resource
Management Practice; Kogan Page; 8th ed; U K; 2001.
●
Awoniyi, Enoch A., Griego, Orlando V. and Morgan, George
A.; Person environment Fit and Transfer of Training;
Interational Journal of Training and Development; Vol 6; Issue
1; 2002; pp 25-35.
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Bee, Frances Ronald; Training Needs Analysis And Evaluation;
Institute of Personnel Management; London; 2000.
●
Carry, Sonia; The Organization of Training Function in large
Firms; Training in The Workplace; Rainbird, Helen (ed);
Macmillan Press Ltd; London; 2000.
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Guthrie, James P and Schwoerer, Catherine E; Individual and
contextual influence on self-assessed training needs; Journal
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Holly, Lesley and Rainbird, Helen; Workplace Learning and
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Hale, Richard; How training can add real value to the business:
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McDougall, Marilyn and Beattie, Roma S; The missing link?
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Training Climate Survey: A Study on Public Sector
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organizational learning; International Jopurnal of Training
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Mitchell, Garry; The Trainer Handbook; 1998; The American
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Rao, T V; HRD Audit, Evaluating the Human Resource
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international Journal of Training and Development; Vol 4;
Rao, T V, Verma, K K, Khandelwala, Anil K; Alternative
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Approaches and Strategies of Human Resource Development;
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Smith, Mike(ed); Analysing Organizational Behaviour;
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Learning: Introduction; Training in The Workplace; Rainbird,
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Vol. 36 No. 2
July-September 2008
51
Article Digest
Social Intelligence and the Biology of
Leadership
Daniel Goleman*
Richard Boyatzis**
Leading
effectively is, in
other words, less
about mastering
situations-or
even mastering
social skill setsthan about
developing a
genuine interest
in and talent for
fostering
positive feelings
in the people
whose
cooperation and
support you
need
need..
I
n the past five years, research in the emerging field of social neuroscience-the
study of what happens in the brain while people interact-is beginning to reveal
subtle new truths about what makes a good leader. The salient discovery is that
certain things leaders do-specifically, exhibit empathy and become attuned to
others’ moods-literally affect both their own brain chemistry and that of their
followers. Researchers have found that the leader-follower dynamic is not a case of
two (or more) independent brains reacting consciously or unconsciously to each
other. Rather, the individual minds become, in a sense, fused into a single system.
Great leaders are those whose behavior powerfully leverages the system of brain
interconnectedness. A potent way of becoming a better leader is to find authentic
contexts in which to learn the kinds of social behavior that reinforce the brain’s
social circuitry.
Leading effectively is, in other words, less about mastering situations-or even
mastering social skill sets-than about developing a genuine interest in and talent
for fostering positive feelings in the people whose cooperation and support you
need. A more relationship-based construct for assessing leadership is social
intelligence, which we define as a set of interpersonal competencies built on specific
neural circuits (and related endocrine systems) that inspire others to be effective.
What’s new about our definition of social intelligence is its biological underpinning,
by which we can explain how to translate newly acquired knowledge about mirror
neurons, spindle cells, and oscillators into practical, socially intelligent behaviors
that can reinforce the neural links between you and your followers.
Followers mirror : Their Leaders-Literally
Perhaps the most stunning recent discovery in behavioral neuroscience is the
identification of mirror neurons in widely dispersed areas of the brain, found by
Italian neuroscientists. There is now evidence that the brain is peppered with
neurons that mimic, or mirror, what another being does. This previously unknown
class of brain cells operates as neural Wi-Fi, allowing us to navigate our social world.
When we consciously or unconsciously detect someone else’s emotions through
their actions, our mirror neurons reproduce those emotions. Collectively, these
neurons create an instant sense of shared experience. The effects of activating neural
circuitry in followers’ brains can be very powerful.
In a recent study, two groups were observed: One received negative performance
feedback accompanied by positive emotional signals-namely, nods and smiles; the
52
other was given positive feedback that was delivered
critically, with frowns and narrowed eyes. In
subsequent interviews conducted to compare the
emotional states of the two groups, the people who
had received positive feedback accompanied by
social guidance system. Spindle cells trigger neural
networks that come into play whenever we have to
choose the best response among many-even for a task
as routine as prioritizing a to-do list. These cells also
help us gauge whether someone is trust-worthy and
negative emotional signals reported feeling worse
about their performance than did the participants who
had received good-natured negative feedback. In
effect, the delivery was more important than the
message itself. And everybody knows that when
people feel better, they perform better.
right (or wrong) for a job. Therefore, leaders should
not fear to act on those judgments, provided that they
are also attuned to others’ moods.
So, if leaders hope to get the best out of their people,
they should continue to be demanding but in ways that
foster a positive mood in their teams. There’s a subset
of mirror neurons whose only job is to detect other
people’s smiles and laughter, prompting smiles and
laughter in return. A boss who is self-controlled and
humorless will rarely engage those neurons in his team
members, but a boss who laughs and sets an easygoing
tone puts those neurons to work, triggering
spontaneous laughter and knitting his team together
in the process. Research shows that top-performing
leaders elicit laughter from their subordinates about
three times as often, on average, as do mid-performing
leaders.
The “Finely Attuned” Leader
Great executives often talk about leading from the gut.
Indeed, having good instincts is widely recognized as
an advantage for a leader in any context, whether in
reading the mood of one’s organization or in
conducting a delicate negotiation with the
competition. Leadership scholars characterize this
talent as an ability to recognize patterns, usually born
of extensive experience. Their advice: Trust your gut,
but get lots of input as you make decisions. Findings
in neuroscience suggest that this approach is probably
too cautious. Intuition, too, is in the brain, produced
in part by a class of neurons called spindle cells
because of their shape. They have a body size about
four times that of other brain cells, with an extra-long
branch to make attaching to other cells easier and
transmitting thoughts and feelings to them quicker.
This ultra-rapid connection of emotions, beliefs, and
judgments creates what behavioral scientists call our
GROWTH
Vol. 36 No. 2
July-September 2008
Such attunement is literally physical. Followers of an
effective leader experience rapport with her-or what
we call “resonance.” Much of this feeling arises
unconsciously, thanks to mirror neurons and spindlecell circuitry. But another class of neurons is also
involved: Oscillators coordinate people physically by
regulating how and when their bodies move together.
The same dynamic occurs when two cellists play
together. Not only do they hit their notes in unison,
but thanks to oscillators, the two musicians’ right brain
hemispheres are more closely coordinated than are
the left and right sides of their individual brains.
Firing Up Your Social Neurons
The firing of social neurons is evident all around us.
We once analyzed a video of Herb Kelleher, a cofounder
and former CEO of Southwest Airlines, strolling down
the corridors of Love Field in Dallas, the airline’s hub.
We could practically see him activate the mirror
neurons, oscillators, and other social circuitry in each
person he encountered. He offered beaming smiles,
shook hands with customers as he told them how much
he appreciated their business, hugged employees as he
thanked them for their good work. And he got back
exactly what he gave. Self-conscious attempts to display
social intelligence can often backfire. When you make
an intentional effort to coordinate movements with
another person, it is not only oscillators that fire. In such
situations the brain uses other, less adept circuitry to
initiate and guide movements; as a result, the
interaction feels forced. The only way to develop your
social circuitry effectively is to undertake the hard work
of changing your behavior.
Companies interested in leadership development
need to begin by assessing the willingness of
individuals to enter a change program. Eager
candidates should first develop a personal vision for
53
change and then undergo a thorough diagnostic
assessment, akin to a medical workup, to identify areas
of social weakness and strength. Armed with the
feedback, the aspiring leader can be trained in specific
areas where developing better social skills will have
the greatest payoff.
How to Become Socially Smarter
To see what social intelligence training involves,
consider the case of a top executive we’ll call Janice.
She had been hired as a marketing manager by a
Fortune 500 company because of her business
expertise, outstanding track record as a strategic
thinker and planner, reputation as a straight talker,
and ability to anticipate business issues that were
crucial for meeting goals. Within her first six months
on the job, however, Janice was floundering; other
executives saw her as aggressive and opinionated,
lacking in political astuteness, and careless about what
she said and to whom, especially higher-ups.
54
mental preparation activates the social circuitry of the
brain, strengthening the neural connections you need
to act effectively; that’s why Olympic athletes put
hundreds of hours into mental review of their moves.
Spending time with a living, breathing model of
effective behavior provides the perfect stimulation for
our mirror neurons, which allow us to directly
experience, internalize, and ultimately emulate what
we observe. Because our behavior creates and
develops neural networks, we are not necessarily
prisoners of our genes and our early childhood
experiences. Leaders can change if; they are ready to
put in the effort.
Hard Metrics of Social Intelligence
Our research has confirmed that there is a large
performance gap between socially intelligent and
socially unintelligent leaders. At a major national bank,
for example, we found that levels of an executive’s
social intelligence competencies predicted yearly
When her boss, Cavallo presented this performance
feedback as a wake-up call to Janice, she was of course
shaken to discover that her job might be in danger.
What upset her more, though, was the realization that
performance appraisals more powerfully than did the
she was not having her desired impact on other
people. Cavallo initiated coaching sessions in which
Janice would describe notable successes and failures
from her day. The more time Janice spent reviewing
these incidents, the better she became at recognizing
the difference between expressing an idea with
Hard-bitten executives may consider it absurdly
conviction and acting like a pit bull. She began to
anticipate how people might react to her in a meeting
or during a negative performance review; she
rehearsed more-astute ways to present her opinions;
and she developed a personal vision for change. Such
them directly with performance, the so-called soft side
emotional intelligence competencies of selfawareness and self-management. Social intelligence
turns out to be especially important in crisis situations.
indulgent and financially untenable to concern
themselves with such theories in a world where
bottom-line performance is the yardstick of success.
But as new ways of scientifically measuring human
development start to bear out these theories and link
of business begins to look not so soft after all.
Source : Harvard Business Review, September, 2008
Article Digest prepared by : Pranav Kumar, Sr. Manager
(Acad) & Sr. FM, MTI, SAIL
Social Intelligence and the Biology of Leadership
Book Review
Confronting Reality: Doing What Matters to Get
Things Right
Larry Bossidy*
Ram Charan**
T
his book by the authors of best seller “Execution” take another hard look at
how managers run business and identify a structured approach to realistically
assessing business reality and taking the appropriate actions.
Properly
designed, led
an initiative is a
The central part of their argument is that every business is like a game and for success
the manager has to understand the nature of the game his is playing. They have
given a method for identifying the nature of the game- the business model.
lever of cultural
The business model is a construct that consists of three main parts
and executed,
1. The external reality. For making a realistic assessment of the external reality,
the manager needs to study
change. It’s a
powerful
a. The broad business environment- existing and potential competitors,
economics, demographic and technological trends, regulatory issues and
technique for
the nature of changes occurring in the industry. Here the authors indicate
an interesting distinction between two types of changes- cyclical changes
and structural changes. Cyclical changes are changes due to the regular
boom and bust cycles that confront most changes and do not demand
any fundamental change in strategy, but structural changes are irreversible
changes that permanently change the nature of business or competition.
testing
organizational
capability and
unearthing
It is these structural changes that demand a rethink in terms of the way to
do business. These are the changes that demand a change in the business
model itself. The authors argue that many well performing companies have
withered away because of these structural changes that their managers
could not comprehend.
problems,
because it gives
a picture of how
people repond to
demands of
change in a
defined
context
context..
b. The financial history of the industry and its players- for calibrating the
attractiveness of the industry.
c. The customer base- an understanding of the set of customers a company
sells to regularly and why those customers prefer its products.
d. Root cause analysis- the underlying causes of the trends and issues that
affect the industry which requires answering questions like “why do some
players do better than others?”” how is the money made in this industry?”
and so on.
2. The financial targets- a consistent set of financial targets like operating margins,
cash flow, capital intensity, revenue growth and return on investment.
GROWTH
Vol. 36 No. 2
July-September 2008
55
3. Strategies, operating activities, people and
organization- after crystallizing the realities of
the external environment and linking them to
chosen set of financial targets, the manager has
to think operating activities, selection and
uncertainties which can cause major tremors in
any business’s environment. (the book predated
the baking crashes and the economic crash of
2008, so it was prophetic in that sense)
●
development of people and organizational
structure and processes for delivering the results
demanded by the business model. All these have
to work in concert.
overinvestment. As more capacity is being added
in developing countries, the obsolete capacity in
the developed world is not getting removed at
the same rate. On the contrary many players are
adding further capacities to gain from their new
efficiencies to beat the cost war. The overall
The fourth and critical element of running the
business model is iteration- the business model is
dynamic. A manager must regularly revisit the balance
between the three elements of the business model and
identify what needs to be changed in other elements
if any of the elements of the models has undergone a
change. E.g. how do strategies need to change if the
industry is undergoing a structural change and what
operational process need to change as a result. Regular
iteration also helps to identify areas of improvement
even if the basic model has not changed. Iteration is
also a process of identifying the trade-offs required for
higher efficiency.
The authors make a case for why it is important to have
a business model and keep revising it for its relevance.
They identify the major drivers of uncertainty in the
current business world and explain why competition
can come form anywhere and not just the traditional
competitors.
●
One world of business- globalization has
ensured that economies are not longer isolated
and changes in any one country have an impact
on others. This is a structural change, and not
going to go away. This has impact both on supply
chain and the demand. Both as workers across
the globe see opportunities for a better life
causing shifts in jobs and consumers across the
world aspire to, and have the means to get
products sourced form anywhere in the globe,
which shifts demand patterns.
●
A world awash in credit and risk capital- due to
sophistications in arbitratage and risk
distribution, the world is sitting on an
overinvestment bubble, as bankers reduce the
rigor which they asses risk. This throws up huge
56
Capacity that won’t go away- is related to
impact is hyper-competition which demands relooking at the rules of the game to find a new
source of competitive advantage. A case for
looking at the business model.
To be able to effectively confront reality and refine the
business model managers need to confront the six
habits of highly unrealistic leaders
●
Filtered information- missing critical information
because of looking at the world too much from
inside out rather than form outside in.
●
Selective hearing- most common reasons for
which are preconceived notions, arrogance of
past success and refusal to see a problem
because you cant see a solution.
●
Wishful thinking- which is at the root of much
selective hearing. It arises from the urge to see
things as you would like them to be, which takes
on the form of rhetoric that is not backed by any
facts or analysis.
●
Emotional overinvestment- people can
accomplish great things when they’re deeply
committed, but this may also blind them to the
weaknesses of their pet projects. Sometimes,
circumstances change and nobody has the
courage to say that the past drivers of success
no longer work.
●
Unrealistic expectations of capital marketssome times drive people to make unrealistic
promises, which they often keep by bending
their business totally out of shape. Failures of
corporate governance many a times arise from
such expectations.
Confronting Reality: Doing What Matters to Get Things Right
●
Buyers market- the rise of the killer
intermediaries- Contrary to what was expected
because of the internet boom, the intermediaries
between the consumers and the producers have
not disappeared, they have become stronger, in
the form of supermarket chains like WalMart.
This throws tremendous challenges on margins
as your key customers try to squeeze margins out
of the manufacturers and pass them on to
consumers in order to remain competitive. This
throws challenges of finding new ways of
retaining margins.
The book demonstrates application of the business
model with examples of organizations which have
managed transitions very well as well as those that
failed. It takes a case study approach by analyzing the
cases using the business model as the reference an
shows how the business model was applied. The cases
cited are known names like IBM, home Depot, 3M.
Cisco and Honeywell.
The book also provides guidelines to managers for
conditioning their culture for reality. The authors
argue that in order for organizations to succeed in
times of significant structural changes in their
environment, they need to change their business
models and for that the organization has to be ready
for major changes. So managers have to make their
organizations more capable of changing. To drive
significant changes, the authors use an initiative as a
building block. An initiative is a specific high-impact
project that requires cooperation across the entire
organization, such as ERP or Six Sigma. But it can be
more than a project. Properly designed, led and
executed, an initiative is a lever of cultural change. It’s
a powerful technique for testing organizational
capability and unearthing problems, because it gives
a picture of how people repond to demands of change
in a defined context- a sort of working model of the
whole organizations functioning. It focuses everyone
on a specific task and if the initiative runs into trouble,
of points to some things that have to improve. For
properly leading an initiative, managers have to:
●
Prepare the organization- Start with a small
initiative and succeed on it to build confidence
GROWTH
Vol. 36 No. 2
July-September 2008
and use it as a foundation for more complex and
difficult initiatives.
●
Identify what is the right initiative for your
organization- these could range from achieving
uniform IT technology and software, keeping
talent within the organization, streamlining the
supply chain etc. Initiatives should not be taken
up because others have taken them up, as it may
only lead to more cynicism and wait and watch
tactics. The improvements should be driven by
the priorities of your business model - critical
areas that affect the business’s ability to generate
cash earnings over time. The initiative should also
be something that the business can handle, as the
intiaives is not only improving results but also
traninig the organization for adaptation.
●
Learn the guts of the initiative- the leader should
know the operational aspects of the change he
is driving.
●
Invest your time and energy in the initiativepeople throughout the organization watch the
leaders every move
●
Pick the right people to implement the initiativethe natural choice is to pick is people who are
enthusiastic about the initiative, but also need to
make sure they are functionally suited to the job
●
Be courageous- since initiatives are likely to
change the way many people operate, resistance
is a natural reaction and some people may even
sabotage the initiative, the changes may create
perceived winners and losers and managers
have to be ready to face any backlash.
The book closes with the sort of leaders that are needed
for organizations to confront reality- people who have
business savvy, that is an appreciation of the business
model, a strong need to know tendency that keeps
them looking around corners for the next possible
challenge to the business model, the ability to find
clarity in complexity and the courage to change and
drive realism into the organization by talking straight
and doing what needs to be done.
Published by : Randomhouse, 2007
Book reviewed by : Sanjay Dhar, Sr. Manager (Acad.) & Sr.
Faculty Member, MTI, SAIL
57
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•Áœ∑§Ã◊ ‚ŒÈ¬ÿÊª ∑§⁄U ‚∑¥§ ∞fl¢ ß‚∑§ Á‹ÿ ©Uã„¥U ¬ÿʸ# ◊Êäÿ◊ ∞fl¢ øÈŸÊÒÁÃÿÊ° ©U¬‹éœ ∑§⁄UÊ߸ ¡Ê ‚∑¥§–
ÿ„UÊ° ¬˝◊Èπ ¬˝‡ãÊ ÿ„U ©U÷⁄U ∑§⁄U ‚Ê◊Ÿ •ÊÃÊ „ÒU Á∑§ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ÄÿÊ •Á÷¬˝Á⁄Uà ∑§⁄UÃÊ „ÒU? ß‚ Áfl·ÿ ¬⁄U •f¸
‡ÊÃÊéŒË ‚ ÷Ë •Áœ∑§ •flÁœ ∑§ ŒÊÒ⁄UÊŸ ‡ÊÊœ „ÈU∞ „Ò¥U ¡Ò‚ •’˝Ê„U◊ ◊Ê‚‹Ê ∑§Ë ŸË«U „UÊÿ⁄U•Ê⁄U∑§Ë Á‚fÊ¢Ã,
«Uª‹‚ ◊Ò∑§ª˝ª⁄U ∑§ Á‚fʢà X ∞fl¢ Y, »§«UÁ⁄U∑§ „U¡¸’ª¸ ∑§Ë ◊ÊÁ≈Ufl‡ÊŸ „UÊ߸Á¡Ÿ Á‚fÊ¢Ã, ∞À«U⁄U»§⁄U ∑§Ê
߸.•Ê⁄U.¡Ë. Á‚fÊ¢Ã, ◊Ò∑§‹‹ã«U ∑§Ë âÿÊ⁄UË •ÊÚ»§ ŸË«U˜Ô‚ ªÊ‹ ‚Á≈¢Uª âÿÊ⁄UË, ßÁÄ√Ê≈UË âÿÊ⁄UË, ÁflÄ≈U⁄U ’˝Í◊ ∑§Ë
∞∑§‚¬∑§≈¥U‚Ë âÿÊ⁄UË ßàÿÊÁŒ– ÿ„U ‚÷Ë Á‚fʢà ◊ÊŸfl •Á÷¬˝⁄UáÊÊ ∑§Ê ‚◊¤ÊŸ ∑§ Á‹ÿ ’ŸÊÿ ªÿ „Ò¥U– ôÊÊÃ
•Ê°∑§«∏UÊ¥ ∞fl¢ ‚ÍøŸÊ•Ê¥ ‚ ¬ÃÊ ø‹ÃÊ „ÒU Á∑§ ©U¬‹Áéœ ∑§Ê ÷Êfl ¬˝Êÿ— ¿U— ¬˝ÊÕÁ◊∑§ ‚ÍòÊÊ¥ ‚ •ÊÃÊ „ÒU—
v. ∑§Êÿ¸ ∑§Ë øÈŸÊÒÁÃÿÊ° — ∑§Êÿ¸ Á∑§‚ „UŒ Ã∑§ ∞∑§ ∑§ÊÁ◊¸∑§ ∑§ ôÊÊŸ, ÿÊÇÿÃÊ ∞fl¢ ŒˇÊÃÊ ∑§Ê ©U¬ÿÊª ∑§⁄UÃÊ
„Ò– ¡Ò‚ — ∞◊.≈UË.•Ê߸. ¬ÈSÃ∑§Ê‹ÿ ∑§Ê ∑¢§åÿÍ≈U⁄UÊ߸¡‡ÊŸ ©U‚ ∑§ÊÁ◊¸∑§Ê¥ Ÿ ⁄UÊÃ-ÁŒŸ ∞∑§ ∑§⁄U ¬Í⁄UÊ Á∑§ÿÊ–
‚≈U, ⁄UÊ°øË mÊ⁄UÊ Á÷‹Ê߸ ◊¥ Ÿÿ ⁄U‹ Á◊‹ ∑§Ë SÕʬŸÊ ∑§Ë ªß¸ ∞fl¢ Áfl‡√Ê ∑§Ë ¬˝◊Èπ ∑§ê¬ÁŸÿÊ¥ ‚ ©U‚
•Ÿ∑§ ∑§Êÿ¸ ¬˝Ê# „ÈUÿ Á¡‚‚ ‚‹ ∑§Ê ⁄UÊ¡Sfl ∑§Ë ¬˝ÊÁ# „ÈU߸–
w. Ÿÿ ŒˇÊÃÊ•Ê¥ ∑§Ë ¬˝ÊÁ# — ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á∑§‚ „UŒ ¬˝Á‡ÊÁˇÊà ∞fl¢ Áfl∑§Á‚à Á∑§ÿÊ ¡Ê ‚∑§ÃÊ „ÒU– ¡Ò‚ —
∑¢§åÿÍ≈U⁄U ‚ÊˇÊ⁄UÃÊ ∑§Ë •Êfl‡ÿ∑§ÃÊ Ÿ ≈UÊ߸¬⁄UÊ߸≈U⁄UÊ¥ ∑§Ë •Êfl‡ÿ∑§ÃÊ ∑§Ê ‹ª÷ª Ÿªáÿ ’ŸÊ ÁŒÿÊ „ÒU– •Ê¡
‚ÊˇÊ⁄U ∞fl¢ ÁŸ⁄UˇÊ⁄U ‚÷Ë ∑¢§åÿÍ≈U⁄U ◊¥ ŒˇÊÃÊ ¬˝Ê# ∑§⁄UŸ ∑§Ê Ãà¬⁄U „Ò¥U– ߢ≈U⁄UŸ≈U, ‹ÒŸ ∞fl¢ flÒŸ Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë
* ©U¬ ◊„Uʬ˝’¢œ∑§ (∑§ÊÁ◊¸∑§ ∞fl¢ ¬˝‡ÊÊ‚Ÿ), ∞◊.≈UË.•Ê߸., ‚‹, ⁄UÊ°øË
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ŒˇÊÃÊ ◊¥ flÎÁf ∑§Ë „ÒU ∞fl¢ ‚‹ ◊¥ •Áœ∑§Ê¢‡Ê ∑§Êÿ¸ SÕ‹Ê¥ ¬⁄U
©U¬‹éœ ÷Ë „ÒU– ∑§ÊÁ◊¸∑§ ŒˇÊÃÊ ’…∏UÊÃÊ „ÒU ÃÊ ÖÿÊŒÊ ‚¢ÃÈCÔU „UÊ
¡ÊÃÊ „ÒU ÄÿÊ¥Á∑§ ©U‚∑§Ë ◊Ê°ª ’…∏U ¡ÊÃË „ÒU–
∑¢§¬ŸË mÊ⁄UÊ ‚¢¬̋·áÊ, fl⁄UËÿ ¬˝’¢œŸ ∑§ ‡ÊéŒÊ¥ ∑§ ‚ÊÕ Á∑˝§ÿÊ ∑§Ë
‚¢ªÁÃ, flß ∞fl¢ ¬ˇÊ¬ÊìÍáʸ ⁄UflÒÿ ∑§Ë ∑§◊Ë ÷Ë ãÿÊÿ‚¢ªÃ ∑§Ê⁄U∑§Ê¥
◊¥ ◊„Uàfl¬Íáʸ „Ò¥U–
x. ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§⁄UŸ ∑§Ë ÿÊÇÿÃÊ — •ë¿U ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§
Á‹ÿ ¬˝Á‡ÊˇÊáÊ, ÁŒ‡ÊÊ, ‚¢‚ÊœŸ, ¬˝ÊÁœ∑§Ê⁄U, ‚ÍøŸÊ ∞fl¢ ‚„UÿÊª
∑§Ë •Êfl‡ÿ∑§ÃÊ ¡Ò‚— ∞◊.≈UË.•Ê߸., ⁄UÊ°øË ∑§ ‚¢∑§Êÿ ‚ŒSÿÊ¥ ∑§Ê
Œ‡Ê ∞fl¢ ÁflŒ‡Ê ∑§ ‹éœ¬˝ÁÃÁDÔUà ¬˝’¢œ ‚¢SÕÊŸÊ¥ ◊¥ ¬˝Á‡ÊÁˇÊà ∑§⁄U
©UŸ∑§Ë ∑§Êÿ¸∑ȧ‡Ê‹ÃÊ•Ê¥ ◊¥ ’…∏UÊûÊ⁄UË ∑§Ë ¡ÊÃË „ÒU ÃÊÁ∑§ fl ’„UÃ⁄U
…¢Uª ‚ •¬ŸÊ ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§⁄U ‚∑¥§–
‚„UÿÊª ‚¢’¢œË ∑§Ê⁄U∑§Ê¥ ◊¥ ‚„UÿÊªË ∑§◊¸øÊÁ⁄UÿÊ¥ ∑§ ‚ÊÕ ‚¢’¢œ,
∑§Êÿ¸ ÿÍÁŸ≈U ∑§ •¢Œ⁄U ≈UË◊fl∑¸§, ÁflÁ÷ããÊ SÕ‹Ê¥ ¬⁄U •flÁSÕà Áfl÷ʪÊ¥
∑§ •Ê⁄U-¬Ê⁄U ≈UË◊fl∑¸§ ∞fl¢ ¬Í⁄UË ∑¢§¬ŸË ∑§ •Ê⁄U-¬Ê⁄U ≈UË◊fl∑¸§–
y. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ∑§Êÿ¸ ∑§Ë ◊„UûÊÊ ∑§Ê ◊„‚Í‚ ∑§⁄UŸÊ — ß‚∑§Ê
‚¢ª∆UŸ, ª˝Ê„U∑§ ∞fl¢ ‚◊Ê¡ ∑§ ¬˝Áà ÄÿÊ ◊„Uàfl „ÒU– ‚‹ ◊¥ ¬˝’¢œ
¬˝Á‡ÊˇÊáÊ ‚¢SÕÊŸ ◊¥ ““‹ÁŸZª »˝§Ê◊ ߸ø •Œ⁄U”” ŸÊ◊∑§ ∑§Êÿ¸‡ÊÊ‹Ê•Ê¥
∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ¡ÊÃÊ „ÒU Á¡‚◊¥ ∞∑§ ∑§ÊÁ◊¸∑§ ∑§Ê Á¡‚Ÿ ©U‚
Áfl‡Ê· ˇÊòÊ ◊¥ ∑§Ê߸ ŸflËŸÃ◊ ∑§Êÿ¸ Á∑§ÿÊ „ÒU ©U‚ ¬˝SÃÈÃË∑§⁄UáÊ
fl⁄UËÿ ¬˝’¢œ∑§Ê¥ ∑§ ’Ëø ∑§⁄UŸ ∑§ Á‹ÿ •Ê◊¢ÁòÊà Á∑§ÿÊ ¡ÊÃÊ „ÒU–
ÿÈ⁄U∑§Ê »§Ê邸 ◊¥ ¬˝àÿ∑§ fl·¸ ““ߢS¬Êÿ⁄U ≈ÍU ∞∑§‡ÊŸ”” ŸÊ◊∑§ ∞∑§
¬ÈSÃ∑§ ∑§Ê ¬˝∑§Ê‡ÊŸ Á∑§ÿÊ ¡ÊÃÊ „ÒU ¡„UÊ° ©UŸ∑§ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ
ÁŸc¬ÊÁŒÃ ŸflËŸÃ◊ ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§Ê ©U¡Êª⁄U Á∑§ÿÊ ¡ÊÃÊ „ÒU–
z. ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§Ë ∑§º˝ ∑§⁄UŸÊ ÿÊ ◊ÊãÿÃÊ ŒŸÊ —
ªÒ⁄U-ÁflûÊËÿ (¡Ò‚ — •¬Ÿ ©UìÊ •Áœ∑§Ê⁄UË ÿÊ ª˝Ê„U∑§ ‚ ‚ÊœÊ⁄UáÊ
œãÿflÊŒ ¡Ò‚ ‚¢’ÊœŸÊ¥ ∑§Ê ¬˝ÿÊª) ÃÕÊ ÁflûÊËÿ (¡Ò‚ ∑§Êÿ¸ÁŸc¬ÊŒŸ ¬⁄U •ÊœÊÁ⁄Uà ¬ÊÁ⁄UüÊÁ◊∑§ •ÕflÊ ¬˝Êà‚Ê„UŸ, ¬È⁄US∑§Ê⁄U ÿÊ
¬˝ÊããÊÁÃ) ¡Ò‚ ∑§Ê⁄U∑§ ∑§ÊÁ◊¸∑§ ∑§ ∑§Êÿ¸ ÁŸc¬ÊŒŸ ∑§Ë ∑§º˝ ∑§⁄UÃ „Ò¥U
•ÕflÊ ◊ÊãÿÃÊ ŒÃ „Ò¥U ¡Ò‚ — ∞◊.≈UË.•Ê߸. ◊¥ ©UìÊ •Áœ∑§ÊÁ⁄UÿÊ¥
mÊ⁄UÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê √ÿÁÄàʪà ∞fl¢ ‚◊Í„U SÃ⁄U ¬⁄U ¬˝‡Ê¢‚Ê ∑§Ë ¡ÊÃË
„ÒU ∞fl¢ ’Ò∆U∑§Ê¥ ◊¥ ß‚∑§Ê ◊ÊãÿÃÊ ŒË ¡ÊÃË „ÒU Á¡‚‚ ŒÍ‚⁄UÊ¥ ◊¥
SflSÕ ¬˝ÁÃS¬œÊ¸ ∑§Ê Áfl∑§Ê‚ „UÊÃÊ „ÒU–
{. ∞‚Ë ∑¢§¬ŸË ∑§ Á‹ÿ ‚flÊ ŒŸÊ Á¡‚‚ ∑§ÊÁ◊¸∑§ ∑§Ê ªfl¸ „UÊ —
•¬Ÿ ©Ug‡ÿÊ¥, •¬Ÿ ©Uà¬ÊŒÊ¥ (©UŸ∑§Ë ªÈáÊflûÊÊ ∞fl¢ ª˝Ê„U∑§Ê¥ ∞fl¢
‚◊Ê¡ ¬⁄U ¬«∏UŸ flÊ‹ ¬˝÷Êfl), ©UŸ∑§Ë √ÿÊfl‚ÊÁÿ∑§ ‚»§‹ÃÊ, ©UŸ∑§
√ÿÊfl‚ÊÁÿ∑§ ◊ÍÀÿ (∑§ÊÁ◊¸∑§Ê¥, ª˝Ê„U∑§Ê¥, ÁŸfl‡Ê∑§Ê¥ ∞fl¢ ‚◊ÈŒÊÿ ∑§
‚ÊÕ √ÿfl„UÊ⁄U) ∞fl¢ ©U‚∑§ ŸÃÎàfl ∑§Ë ªÈáÊflûÊÊ ¡Ò‚ ∑§Ê⁄U∑§ ∑¢§¬ŸË ◊¥
∑§Êÿ¸⁄Uà ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ªfl¸ ŒÃ „Ò¥U ¡Ò‚ — ‚‹ ∞∑§ ¬˝ÁÃÁDÔUà ∑¢§¬ŸË „ÒU
∞fl¢ Áfl‡√Ê ◊¥ ßS¬Êà ©Uà¬ÊŒŸ ◊¥ •¬ŸÊ SÕÊŸ ⁄UπÃË „ÒU– •÷Ë ‚÷Ë
‚¢ÿ¢òÊÊ¥ ◊¥ ’«∏U ÁŸfl‡Ê ∑§ ‚ÊÕ ‚Ê◊ÊÁ¡∑§ ŒÊÁÿàfl ÷Ë ÁŸ÷Ê ⁄U„UË „ÒU
Á¡‚∑§ Á‹ÿ ∑¢§¬ŸË ∑§Ê ⁄UÊCÔ˛UËÿ SÃ⁄U ¬⁄U ¬È⁄US∑Χà ÷Ë Á∑§ÿÊ ªÿÊ „ÒU–
ß‚∑§ •‹Êfl ‚È⁄UˇÊÊ, •ÊŒ⁄U ∞fl¢ ◊ÊŸ-◊ÿʸŒÊ ∑§ ‚ÊÕ √ÿfl„UÊ⁄U,
‚Ȭ⁄UflÊ߸¡⁄UÊ¥ ∑§Ë ◊ÊŸfl-‚¢’¢œ ˇÊ◊ÃÊ, ‹Ê÷ ¬Ò∑§¡, ‡ÊÊ⁄UËÁ⁄U∑§ M§¬
‚ ∑§Êÿ¸ ∑§⁄UŸ ∑§ „UÊ‹ÊÃ, ∑§Ê◊ ∑§Ë ‚È⁄UˇÊÊ, flÊ¢Á¿Uà ∑§Ê◊ ∑§Ë ‚¢ÅÿÊ,
∑§ÊÁ◊¸∑§Ê¥ ∑§Ë πȇʄUÊ‹Ë ◊¥ ∑¢§¬ŸË ∑§Ë L§Áø, ◊„Uàfl¬Íáʸ ◊‚‹Ê¥ ¬⁄U
GROWTH
Vol. 36 No. 2
July-September 2008
•Ê¡ ÷Ë ßŸ ‚÷Ë ◊ÊÒÁ‹∑§ •Êfl‡ÿ∑§ÃÊ•Ê¥ ◊¥ ’Œ‹Êfl Ÿ„UË¥ „ÈU•Ê
„ÒU– ßã„U¥ ∑§⁄UŸ ∑§Ê Ã⁄UË∑§Ê Ã∑§ŸË∑§Ë, ‚Ê◊ÊÁ¡∑§ ¬Á⁄UfløŸ ∞fl¢ ÁflÁ÷ÛÊ
‚¢S∑ΧÁÃÿÊ¥ ◊¥ ∑§⁄UŸ ∑§Ê ÁflÁ÷ããÊ „UÊ ‚∑§ÃÊ „ÒU– ‹Á∑§Ÿ ∑§Ê⁄U∑§Ê¥ ∑§Ê
•Ê¡ ÷Ë ŸflËŸÃ◊ Ã⁄UË∑§ ‚ Œπ÷Ê‹ ∑§⁄UŸ ∑§Ë ¡M§⁄Uà „ÒU ¡Ê
∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ ¬‚¢Œ Á∑§ÿÊ ¡ÊÃÊ „ÒU–
„UÊ‹ „UË ◊¥ •ÊÿÊÁ¡Ã ŒË ª̋≈U å‹‚ ≈ÍU fl∑¸§ S≈U«UË (wÆÆ{), Á’¡Ÿ‚
≈ÈU«U ‚fl̧ (Ÿflê’⁄U wÆÆ|) ∞fl¢ Á’¡Ÿ‚ flÀ«¸U (•¬Ò̋‹ wÆÆ|) Ÿ
ÁŸêãÊÁ‹Áπà ∑§Ê⁄U∑§Ê¥ ∞fl¢ ∑ȧ¿U •Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§Ê ©U¡Êª⁄U
Á∑§ÿÊ „ÒU Á¡‚‚ ∑§ÊÁ◊¸∑§ •¬Ÿ •¬Ÿ ‚¢SÕÊŸÊ¥ ◊¥ ‚flÊ ¬˝ŒÊŸ ∑§⁄UŸ
◊¥ ªfl¸ ◊„U‚Í‚ ∑§⁄UÃ „Ò¥—
v. ©UìÊ ∑§ÊÁ◊¸∑§ ¡È«∏UÊfl SÃ⁄U — •ª⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ∑¢§¬ÁŸÿÊ¥ ∑§ ∑§ÊÿÊ̧
◊¥ •Áœ∑§ÊÁœ∑§ ∑§Êÿ¸ ∑§ ◊Êäÿ◊ ‚ ¡Ê«∏UÊ ¡Êÿ ÃÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë
∑¢§¬ŸË ’Œ‹Ÿ ∑§Ë ¬˝flÎÁûÊ ◊¥ ∑§◊Ë „UÊ ‚∑§ÃË „ÒU–
w. ÖÿÊŒÊ ‹øˋʬŸ ∑§ ‚ÊÕ fl΄UŒ ŒÊÁÿàfl — ∑¢§¬ÁŸÿÊ¥ Ÿ ◊äÿ◊
∞fl¢ ∑§ÁŸDÔU SÃ⁄UÊ¥ ¬⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê •Áœ∑§ ŒÊÁÿàfl ŒŸ ∑§Ê ∑§Êÿ¸ ‡ÊÈM§
Á∑§ÿÊ „ÒU ∞fl¢ fl ÁflÁ÷ããÊ ∑§ÊÿÊZ ∑§ ¬˝Áà ‹øË‹¬Ÿ ∑§Ê L§π •¬ŸÊ ⁄U„U
„Ò¥U– ‚flÊ̧ûÊ◊ ∑¢§¬ÁŸÿÊ¥ ∑§ •Áœ∑§Ê¢‡Ê ∑§ÊÁ◊¸∑§Ê¥ Ÿ ∑§„UÊ Á∑§ ©Uã„¥U
•àÿÁœ∑§ ŒÊÁÿàfl ÁŒÿÊ ªÿÊ „ÒU ∞fl¢ •Êfl‡ÿ∑§ÃÊ „UÙŸ ¬⁄U ©Uã„¥U ∑§Êÿ¸
‚ ¿ÈU^UÔË ÷Ë ŒË ¡ÊÃË „ÒU– ∑§Êÿ¸ ∑§Ê ‹øˋʬŸ ‚◊ÿ, ÉÊ⁄U ‚ ∑§Êÿ¸ ∑§Ê
ÁŸc¬ÊŒŸ ∑§⁄UŸÊ ∞fl¢ ““≈U‹Ë∑§êÿÍÁ≈¢Uª”” •Ê¡ •Ê◊ „UÊ ªÿÊ „ÒU–
x. ‹fl »§ÊÚ⁄U »§Ÿ — •Áœ∑§Ê¢‡Ê ∑§ÊÁ◊¸∑§ ∑§Êÿ¸SÕ‹ ¬⁄U ◊ŸÊ⁄¢U¡Ÿ ∑§
ÃàflÊ¥ ∑§Ë øÊ„U ⁄UπÃ „Ò¥U– ‚¢ª∆UŸ ß‚ •Ù⁄U •Áœ∑§ ‚ •Áœ∑§
ŸflËŸÃ◊ ¬fÁÃÿÊ° •¬ŸÊ ⁄U„UË „Ò¥U– ¡Ò‚ — ªÈª‹ ¡Ò‚Ë ∑¢§¬ŸË ∑§
∑§Êÿʸ‹ÿÊ¥ ◊¥ ÁflÁ÷ããÊ π‹Ê¥ ¡Ò‚ »È§≈U’Ê‹, ’Ê߸Á‚Á∑§‹ ⁄U‚ ßàÿÊÁŒ
∑§Ê ‚¡ÊÿÊ ªÿÊ „ÒU– ß‚Ë ©Ug‡ÿ ‚ ∞◊.≈UË.•Ê߸. ∑§ ‚÷Ë ∑§Êÿ¸∑˝§◊Ê¥
◊¥ ‚¢∑§Êÿ ‚ŒSÿ ◊ÒŸ¡◊¥≈U ª◊ ∞fl¢ ∞Ä‚⁄U‚Ê߸¡ ∑§Ê ©U¬ÿÊª ∑§⁄UÃ
„Ò¥U– ÿ„U π‹-π‹ ◊¥ ¬˝ÁÃ÷ÊÁªÿÊ¥ ∑§Ê ôÊÊŸ •¡¸Ÿ ∑§⁄UŸ ◊¥ ‚„UÊÿ∑§
„UÊÃ „Ò¥U– ß‚ ‚¢SÕÊŸ ◊¥ ∑§Êÿ¸⁄Uà ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ •ÊÿÊÁ¡Ã Á„UãŒË
¬πflÊ«∏U ∑§ ŒÊÒ⁄UÊŸ ÷Ë ∑¢§åÿÍ≈U⁄UÊ¥ ∑§ ◊Êäÿ◊ ‚ ÁflÁ÷ããÊ ¬˝ÁÃÿÊÁªÃÊ•Ê¥
¡Ò‚ — •ˇÊ⁄UÊ¥ ∑§Ê ◊‹, ‡ÊéŒÊ¥ ∑§Ê π‹, ¬˝‡ãÊÊûÊ⁄UË ¬˝ÁÃÿÊÁªÃÊ, Á„UãŒË
ªËà ¬„UøÊŸÊ¥, ߟÊ◊ ¬Ê•Ê ¬˝ÁÃÿÊÁªÃÊ ßàÿÊÁŒ ∑§Ê •ÊÿÊ¡Ÿ
¬˝ÁÃ÷ÊÁªÃÊ ∑§Ê ’…∏UÊÃÊ „ÒU– Á÷‹Ê߸ ߸S¬Êà ‚¢ÿ¢òÊ ∑§ ∞‚.∞◊.∞‚.v ◊¥ ““•Ê¬ ‚È⁄UÁˇÊà ⁄UÁ„Uÿ”” ŸÊ◊∑§ ‡ÊÍãÿ ŒÈÉʸ≈UŸÊ fl·¸ ∑§ ‹ˇÿ ∑§Ë
¬˝ÊÁ# ∑§ Á‹ÿ Áfl÷ʪ ∞fl¢ ©U‚ ‚„UÊÿÃÊ ¬˝ŒÊŸ ∑§⁄UŸ flÊ‹Ë Áfl÷ʪÊ¥
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∑§ Á‹ÿ ¬Í⁄U fl·¸ ÷⁄U ¬˝ÁÃÿÊÁªÃÊÿ¥ •ÊÿÊÁ¡Ã Á∑§ÿ ¡ÊÃ „Ò¥U– ß‚◊¥
∆U∑§Ê ◊¡ŒÍ⁄U ÷Ë ‡ÊÊÁ◊‹ Á∑§ÿ ¡ÊÃ „Ò¥U ∞fl¢ ÁflÁ÷ããÊ π‹∑ͧŒ ∞fl¢
¬˝‡ãÊÊûÊ⁄UË ¬˝ÁÃÿÊÁªÃÊÿ¥ •ÊÿÊÁ¡Ã ∑§Ë ¡ÊÃË „Ò¥U– ÁflÁ÷ããÊ ≈UË◊Ê¥ ∑§Ê
ߟ ¬˝ÁÃÿÊÁªÃÊ•Ê¥ ∑§ Á‹ÿ •¢∑§ ÁŒÿ ¡ÊÃ „Ò¥U ∞fl¢ ªÎ„U ≈UË◊Ê¥ ∑§Ê ߟ
¬˝ÁÃÿÊÁªÃÊ•Ê¥ ∑§ Á‹ÿ •¢∑§ ÁŒÿ ¡ÊÃ „Ò¥U ∞fl¢ ªÎ„U ‚îÊÊ ∞fl¢ ‚È⁄UˇÊÊ
∑§ Á‹ÿ ∑§Êÿ¸SÕ‹ ¬⁄U ÷Ë •¢∑§ ÁŒÿ ¡ÊÃ „Ò¥U ß‚‚ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê
◊ŸÊ⁄¢U¡Ÿ ÃÊ „UÊÃÊ „UË „ÒU ‚ÊÕ „UË ‚ÊÕ ŒÈÉʸ≈UŸÊ∞° ÷Ë ∑§◊ „UÊÃË „Ò¥U–
ÿÍ⁄U∑§Ê »§Ê’¸‚ ◊¥ ““ôÊÊŸ •Ê‹Á¢ ¬Ä‚”” ŸÊ◊∑§ ¬˝ÁÃÿÊÁªÃÊ ∑§Ê •ÊÿÊ¡Ÿ
∑§⁄UÃÊ „ÒU ¡„UÊ° ‚¢ª∆UŸÊà◊∑§ ‚◊SÿÊ•Ê¥ ∑§Ê π‹Ê¥ ∑§ M§¬ ◊¥ Á‹ÿÊ
¡ÊÃÊ „ÒU ∞fl¢ Œ‡Ê ∑§Ë ÁflÁ÷ããÊ ≈UË◊¥ ÷ʪ ‹ÃË „Ò¥U ∞fl¢ ¬Œ∑§Ê¥ ∑§ Á‹ÿ
¬˝ÁÃÿÊÁªÃÊ•Ê¥ ∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ¡ÊÃÊ „ÒU– ÿ„U •Ê‹¢Á¬∑§ π‹Ê¥
∑§ ‚◊ÿ •ÊÿÊÁ¡Ã Á∑§ÿÊ ¡ÊÃÊ „ÒU–
y. ‹Ê÷ ‚ʤÊŒÊ⁄UË ¬˝Á∑˝§ÿÊ — ∑§ÊÁ◊¸∑§ ∑¢§¬ÁŸÿÊ¥ mÊ⁄UÊ •Á¡¸Ã ‹Ê÷
◊¥ ‚ʤÊŒÊ⁄UË ∑§Ë øÊ„Uà ⁄UπÃ „Ò¥U– ∞‚Ë ∑¢§¬ÁŸÿÊ¥ ∑§ ∑§ÊÁ◊¸∑§ •¬Ÿ
‚¢ª∆UŸÊ¥ ∑§ ‹ˇÿ ÁŸœÊ¸⁄UáÊ ∞fl¢ ‹Ê÷ ◊¥ ‚ʤÊŒÊ⁄UË ∑§Ë ŸËÁÃÿÊ¥ ∑§Ê
ß‚∑§Ê üÊÿ ŒÃ „Ò¥U– ∑§ÊÁ◊¸∑§ ∑¢§¬ŸË ∑§Ë √ÿÊfl‚ÊÁÿ∑§ ŸËÁà ∞fl¢
◊È•Êfl¡ ∑§Ë ¬˝Á∑˝§ÿÊ ∑§Ê ¬Íáʸ M§¬ ‚ ¬Ê⁄UŒ‡Ê˸ øÊ„UÃ „Ò¥U– Á¡Ÿ
∑¢§¬ÁŸÿÊ¥ ◊¥ ∞‚Ê ◊„U‚Í‚ Á∑§ÿÊ ¡ÊÃÊ „ÒU ©U‚∑§ ∑§ÊÁ◊¸∑§ •Á÷¬˝Á⁄UÃ
„UÊÃ „Ò¥U–
z. ŸÃÎàfl ‚ ÁflE‚ŸËÿ Á∑˝§ÿÊ•Ê¥ ∑§Ë øÊ„Uà — ∑§ÊÁ◊¸∑§ •¬Ÿ
ŸÃÎàfl ‚ ©UìÊ Áfl‡fl‚ŸËÿÃÊ øÊ„UÃ „Ò¥U ¡Ê ∑§ÊÁ◊¸∑§ ¬fÁÃÿÊ¥ ◊¥
•¬ŸÊ ‚◊ÿ Œ ‚∑§– ŸÃÎàfl ∑§Ë Áfl‡√Ê‚ŸËÿÃÊ, ‚¢¬˝·áÊ ˇÊ◊ÃÊ
∞fl¢ ˇÊ◊ÃÊ ¬˝Œ‡Ê¸Ÿ ‚¢ª∆UŸ ∑§Ë ߸◊ÊŸŒÊ⁄UË ∞fl¢ Áfl‡√ÊÊ‚ ∑§ Á‹ÿ
◊„Uàfl¬Íáʸ „ÒU– ÿ„U Áfl‡√Ê‚ŸËÿÃÊ ‡ÊÊÿŒ ÁŸêãÊÁ‹Áπà ©U¬ÊÿÊ¥ ‚
’„UÃ⁄U …¢Uª ‚ ‚ÎÁ¡Ã „UÊ ‚∑§ÃË „ÒU—
∑§. Áfl‡√Ê‚ŸËÿÃÊ — ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ÿ„U Áfl‡√ÊÊ‚ „UÊŸÊ •Êfl‡ÿ∑§ „ÒU
Á∑§ ∑¢§¬ŸË ∑§Ë ªÁÃÁflÁœÿÊ°, ©U‚∑§ ◊ÍÀÿ, ŒÎÁCÔU ∞fl¢ ©Ug‡ÿ ÁŸfl‡Ê∑§Ê¥,
ª˝Ê„U∑§Ê¥, ∑§ÊÁ◊¸∑§Ê¥ ∞fl¢ ‚◊ÈŒÊÿ ∑§ Á„Uà ◊¥ „Ò¥U Á¡Ÿ◊¥ ©UŸ∑§Ë ÷Ë
ÁfløÊ⁄U ‚◊ÊÁ„Uà „Ò¥U ¡Ò‚ — ÇÀÊÒÄ‚ÊÁS◊Õ‹Ê߸Ÿ „UÀÕ ∑§ÿ⁄U ◊¥ ¬˝àÿ∑§
ÁÃ◊Ê„UË ◊¥ ÁflûÊËÿ ¬Á⁄UáÊÊ◊Ê¥ ∑§Ë ÉÊÊ·áÊÊ ∑§ ’ÊŒ ÁflûÊ ÁŸŒ‡Ê∑§
≈U‹Ë∑§Ê¢»˝¥§Á‚¢ª ∑§ ◊Êäÿ◊ ‚ ÁflÁ÷ÛÊ ◊ÈgÊ¥ ¬⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§ ¬˝‡ãÊÊ¥
∑§Ê ©UûÊ⁄U ŒÃ „Ò¥U– ¡ÊÚŸ‚Ÿ ∞¢«U ¡ÊÚŸ‚Ÿ ◊¥ ŒÍ⁄UªÊ◊Ë ⁄UÊ«U◊Ò¬ ◊ËÁ≈¢Uª
∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ¡ÊÃÊ „ÒU ¡Ê ∑¢§¬ŸË ∑§ ŒÍ⁄UªÊ◊Ë ‹ˇÿÊ¥ ∑§Ë
¬˝ÊÁ# „UÃÈ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ‚ ÁfløÊ⁄U •Ê◊¢ÁòÊà ∑§⁄UŸ ∑§Ê ∞fl¢ ’«∏U
¬Ò◊ÊŸ ¬⁄U ÁfløÊ⁄UÊ¥ ∑§ •ÊŒÊŸ-¬˝ŒÊŸ ∑§Ê ¬˝÷ÊflË Ã⁄UË∑§Ê „ÒU– Á»§Á‹å‚
‚Êç≈Uflÿ ⁄U ◊¥ ““∞Ä‚¬̋‚ ÿÊ⁄U‚À »§”” ŸÊ◊∑§ ∞∑§ »§Ê⁄U◊ ∑§Ë SÕʬŸÊ
∑§Ë ªß¸ „ÒU Á¡‚◊¥ ∑§ÊÁ◊¸∑§ •¬Ÿ ÁfløÊ⁄U ß‚∑§ ∑Ò§»§≈UÁ⁄UÿÊ ◊¥
©U¬‹éœ ‚»§Œ ‚ÍøŸÊ ¬≈UÔ˜≈UÊ¥ ¬⁄U Á‹π∑§⁄U √ÿÄàÊ ∑§⁄U ‚∑§Ã „Ò¥U–
ß‚∑§ •‹Êfl ∑§Êÿʸ‹ÿ ∑§ ¬˝àÿ∑§ Ë ¬⁄U ““flÊÚø ÁŒ‚ S¬‚””
ŸÊ◊∑§ ’Ê«¸U ©U¬‹éœ ∑§⁄UflÊÿ ªÿ „Ò¥U Á¡‚◊¥ ∑§ÊÁ◊¸∑§ •Õ¸¬Íáʸ
∞∑§ ¬¢ÁÄàÊ ∑§ flÊÄÿ Á‹π ‚∑§Ã „Ò¥U– »§«UÄ‚ ∑§Ê⁄U¬Ê⁄U‡ÊŸ ◊¥
60
Áfl‡√Ê÷⁄U ◊¥ ‹ª÷ª vwÆÆ ∑§Êÿ¸SÕ‹Ê¥ ¬⁄U »Ò§‹Ë ∑¢§¬ŸË Ÿ ŒÍ⁄U ∞fl¢
‚ÈŒÍ⁄U ÁSÕà •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹ÿ ∞»§∞Ä‚ ≈UË.flË. ŸÊ◊∑§ ∞∑§
ÁfløÊ⁄UÊ¥ ∑§ •ÊŒÊŸ-¬˝ŒÊŸ ∑§ Á‹ÿ ◊Êäÿ◊ Áfl∑§Á‚à Á∑§ÿÊ ªÿÊ
„ÒU Á¡‚◊¥ ©UŸ∑§ ÁfløÊ⁄UÊ¥ ∞fl¢ »§Ë«U’Ò∑§ ∑§ •ÊŒÊŸ-¬˝ŒÊŸ ∑§ •fl‚⁄U
ÁŒÿ ¡ÊÃ „Ò¥U– ߢ»§ÊÁ‚‚ ≈UÄãÊÊ‹ÊÚÁ¡¡ Á‹. ◊¥ ∑¢§¬ŸË Ÿ ©UlÁ◊ÃÊ
∑§ ˇÊòÊ ◊¥ ¬˝ÁÃ÷Ê ∑§ Áfl∑§Ê‚ ∑§ Á‹ÿ ““ÿ¢òÊ”” ““•ÊÚŸ ◊Ê’Ê߸‹
∞fl¢ ¬˝ÊÁ¡ÿÊŸ”” ŸÊ◊∑§ ‚¢SÕÊ•Ê¥ ∑§Ê ¬˝Êà‚ÊÁ„Uà Á∑§ÿÊ „ÒU Á¡‚◊¥
ߢ»§ÊÁ‚‚ ∑§ ÷ÍìÍfl¸ ∑§ÊÁ◊¸∑§ ¡È«∏¥U „ÈUÿ „Ò¥U– ߟ ∑§ÊÁ◊¸∑§Ê¥ Ÿ ߢ»§ÊÁ‚‚
∑§Ë ‚»§‹ÃÊ ◊¥ •¬ŸÊ ◊„Uàfl¬Íáʸ ÿÊªŒÊŸ ÁŒÿÊ „ÒU–
π. ‚ê◊ÊŸ — ‚¢ª∆UŸ ◊¥ ÷Œ÷Êfl ⁄UÁ„Uà flÊÃÊfl⁄UáÊ ∑§Ê ÁŸ◊ʸáÊ ¬⁄U◊
•Êfl‡ÿ∑§ „ÒU– ‚÷Ë üÊáÊË ∑§ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ©UÁøà ¬ÊÁ⁄UüÊÁ◊∑§, ¬˝Êà ‚Ê„UŸ
∞fl¢ ¬È⁄US∑§Ê⁄U ŒŸ ∑§Ê ¬˝ÊflœÊŸ ∑§ÊÁ◊¸∑§Ê¥ ∑§ ¬˝Áà ∑¢§¬ŸË ∑§ ‚ê◊ÊŸ
∑§Ê Œ‡ÊʸÃÊ „ÒU ¡Ò‚ — »§«UÄ‚ ∑§Ê⁄U¬Ê⁄U‡ÊŸ ◊¥ »§«UÄ‚ ∑§ flÊÿÈÿÊŸ ’«∏U
◊¥ ¡’ ∑§Ê߸ ŸÿÊ flÊÿÈÿÊŸ ‚ÁêêÊÁ‹Ã „UÊÃÊ „ÒU Ã’ ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê
•¬Ÿ ’ìÊ ∑§ ŸÊ◊ ∑§Ê ¡◊Ê ∑§⁄UŸ ∑§Ê ∑§„UÊ ¡ÊÃÊ „ÒU– ©U‚∑§ ’ÊŒ
‹ÊÚ≈U⁄UË ÁŸ∑§Ê‹∑§⁄U ∞∑§ ’ìÊ ∑§Ê ŸÊ◊ øÈŸÊ ¡ÊÃÊ „ÒU •ÊÒ⁄U ©U‚ ∑§ÊÚ∑§Á¬≈U
Áπ«∏U∑§Ë ∑§ ŸËø Á‹π ÁŒÿÊ ¡ÊÃÊ „ÒU– ◊Á⁄Uÿ≈U „UÊ≈U‹Ê¥ ◊¥ ©UŸ∑§
¬˝Œ‡Ê¸Ÿ ∞fl¢ ª˝Ê„U∑§Ê¥ ∞fl¢ ‚„UÿÊÁªÿÊ¥ ∑§ ¬˝Áà √ÿfl„UÊ⁄U ∑§ Á‹ÿ ∞∑§
∑§ÊÁ◊¸∑§ ∑§Ê ““◊Ê„U ∑§Ê ∑§ÊÁ◊¸∑§”” ∑§ M§¬ ◊¥ øÈŸÊ ¡ÊÃÊ „ÒU •ÊÒ⁄U
©U‚∑§Ê »§Ê≈UÊ ◊ÈÅÿ ‹ÊÚ’Ë ◊¥ ‹ªÊÿÊ ¡ÊÃÊ „ÒU– ÿ„U ∑§ÊÁ◊¸∑§Ê¥ ∑§
ÿÊªŒÊŸ ∑§Ê ◊ÊãÿÃÊ ŒŸ ∑§Ê ‚flÊ̧ûÊ◊ ©UŒÊ„U⁄UáÊ „ÒU– ∑¢§åÿÍ≈U⁄U ‚ʢ߂¡
∑§Ê⁄U¬Ê⁄U‡ÊŸ (߸.) ¬˝Ê.Á‹. ◊¥ ∑§¢¬ŸË Ÿ ∑§fl‹ ©UìÊ ‡ÊÒˇÊÁáÊ∑§ ÿÊÇÿÃÊ
¬˝Ê# ∑§⁄UŸ ¬⁄U •Êfl‡ÿ∑§ ÅÊø¸ ∑§Ê ÷ȪÃÊŸ ∑§⁄UÃË „ÒU ’ÁÀ∑§ ∞‚Ë
ÿÊÇÿÃÊ ¬˝Ê# ∑§⁄UŸ ∑§Ë •flÁœ ◊¥ •Êÿ •fl⁄UÊœ ¬⁄U fl⁄UËÿÃÊ ÁŸœÊ¸Á⁄UÃ
∑§ ‚◊ÿ ©U‚ ‚¢ª∆UŸ ∑§ •¢Œ⁄U ∑§Êÿ¸ •ŸÈ÷fl ◊ÊŸÃË „ÒU ∞fl¢ •äÿÿŸ
¬Í⁄UÊ „UÊŸ ¬⁄U ¬ÈŸ— ∑§Êÿ¸ ◊¥ ÿÊªŒÊŸ ŒŸ ∑§Ê •Ê‡√ÊÊ‚Ÿ ÷Ë ŒÃË „ÒU–
‚Ê‚∑§Ÿ ∑§êÿÈÁŸ∑§‡ÊŸ ≈UÄãÊÊ‹ÊÚÁ¡¡ Á‹Á◊≈«U ◊¥ ‚¢ª∆UŸ ∑§Ë ŸËÁÃÿÊ¥
∑§ •ŸÈ‚Ê⁄U, ∞∑§ ∑§ÊÁ◊¸∑§ mÊ⁄UÊ øÊ⁄U flcÊÊZ ∑§Ë ‚flÊ ¬Í⁄UÊ ∑§⁄UŸ ∑§
©U¬⁄Uʢà ¿U— ‚#Ê„U ∑§Ë •flÁœ ∑§ Á‹ÿ ¿ÈU^UÔË ‹Ÿ ∑§Ê ¬˝ÊflœÊŸ „ÒU
ÃÊÁ∑§ ∑§ÊÁ◊¸∑§ •¬Ÿ ∑Ò§Á⁄Uÿ⁄U ¬⁄U ¬ÈŸÁfl¸øÊ⁄U •ÕflÊ ¬ÈŸÁŸ¸ÿÊ¡Ÿ ∑§⁄U
‚∑¥§ •ÕflÊ •Ê⁄UÊ◊ ∞fl¢ Ÿfl¡ËflŸ ¬˝Ê# ∑§⁄U ‚∑¥§– ∑Ò§«U’⁄UË ß¢Á«UÿÊ
Á‹. ◊¥ fl⁄UËÿ ¬˝’¢œ∑§Ê¥ ∑§Ê ¬˝ÊããÊÁà ∑§ ¬‡ëÊÊà ©UŸ∑§Ë Ÿß¸ ÷ÍÁ◊∑§Ê•Ê¥
‚ •flªÃ ∑§⁄UÊŸ ∑§ ©Ug‡ÿ ‚ ∞∑§ ◊Ê„U ∑§ •¢Œ⁄U ¬ÈŸ•Ê¸ª◊Ÿ
∑§Êÿ¸∑˝§◊ •ÊÿÊÁ¡Ã Á∑§ÿ ¡ÊÃ „Ò¥U– „U◊Ê⁄U ‚¢SÕÊŸ ‚‹ ◊¥ ߸-z ∞fl¢
߸-} üÊáÊË ◊¥ ¬ŒÊÛÊÁà ∑§ ¬‡øÊà ߸∞◊߸ ∞fl¢ ∞∞◊¬Ë ∑§Êÿ¸∑˝§◊ ◊¥
÷ʪ ‹ŸÊ •ÁŸflÊÿ¸ „ÒU ÃÊÁ∑§ ©UŸ∑§Ê Áfl∑§Á‚à Á∑§ÿÊ ¡Ê ‚∑§–
ª. ‚◊ÊŸÃÊ / ¬Ê⁄UŒÁ‡Ê¸ÃÊ — ∑¢§¬ŸË ∑§Ë ‚÷Ë ŸËÁÃÿÊ¥ ∞fl¢ ÁŸÿ◊Ù¥
∑§Ê ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ‚◊ÊŸ ∞fl¢ ¬Ê⁄UŒ‡Ê˸ „UÊŸÊ •Êfl‡ÿ∑§
„ÒU– ∑¢§¬ŸË ◊¥ ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ∞∑§ ¬˝÷ÊflË Á‡Ê∑§Êÿà ÁŸflÊ⁄UáÊ
¬˝∑§ÊDÔU „UÊŸÊ ‚◊ÿ ∑§Ë ◊Ê¢ª „ÒU ¡Ò‚ — ’Ê∑§Ê⁄UÊ ߸S¬Êà ‚¢ÿ¢òÊ ◊¥
Áfl÷ʪËÿ ’¡≈U ¡Ê ¬˝’¢œ ÁŸŒ‡Ê∑§ ∑§ ‚◊ˇÊ ¬˝SÃÈà Á∑§ÿÊ ¡ÊÃÊ „ÒU
©U‚ Áfl÷ʪ ∑§ ∑§ÊÁ◊¸∑§ „UË ¬˝SÃÈà ∑§⁄UÃ „Ò¥U Ÿ Á∑§ Áfl÷ʪÊäÿˇÊ ∞fl¢
•Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§ ◊Êäÿ◊ ‚ •Á÷¬˝⁄UáÊÊ
fl⁄UËÿ ∑§Êÿ¸¬Ê‹∑§ªáÊ– ß‚‚ ∑§ÊÁ◊¸∑§ •Á÷¬̋Á⁄Uà „UÊÃ „Ò¥U ∞fl¢ •¬Ÿ
∑§Ê ÁŸáʸÿ ‹Ÿ ∑§Ë ¬˝Á∑˝§ÿÊ ◊¥ ‡ÊÊÁ◊‹ ◊ÊŸÃ „Ò¥U– »§«UÄ‚ ∑§Ê⁄U¬Ê⁄U‡ÊŸ
∑§Ë ŸËÁÃÿÊ¥ ∑§ •ŸÈ‚Ê⁄U ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚◊SÿÊ•Ê¥, Á‡Ê∑§ÊÿÃÊ¥ •ÕflÊ
Áø¢ÃÊ•Ê¥ ∑§ ÁŸ⁄UÊ∑§⁄UáÊ ∑§ Á‹ÿ •¬Ë‹ ∑§⁄UŸ ∑§Ê •Áœ∑§Ê⁄U „ÒU ¡Ê
¬˝’¢œŸ ∑§ ©UìÊ SÃ⁄UÊ¥ ¬⁄U ‚„UË …¢Uª ‚ ¬ÈŸ⁄UËÁˇÊà Á∑§ÿÊ ¡Ê ‚∑§ ∞fl¢
‚„UË ◊ÍÀÿÊ¢∑§Ÿ Á∑§ÿÊ ¡Ê ‚∑§– ÿ„U ¬˝Á∑˝§ÿÊ ‚‹ ◊¥ ÷Ë ‹ÊªÍ „ÒU–
≈ÒUÄ‚Ê¡ ߢS≈˛ÂU◊¥≈U ◊¥ ∑§Êÿ¸SÕ‹ πÈ‹ „Ò¥U, ‚◊ÊŸ •Ê∑§Ê⁄U ∑§ ∞fl¢ ‚◊ÊŸ
L§¬ ‚ ‚È‚ÁîÊà ÄÿÈÁ’∑§‹‚ „Ò¥U ∞fl¢ ÿ„UÊ¢ Ã∑§ ∑§Ë ¬ÊÁ∑Z§ª SÕ‹ ÷Ë
Á∑§‚Ë ∑§Ê Áfl‡Ê·ÊÁœ∑§Ê⁄U Ÿ„UË¥ „ÒU– ∑¢§åÿÍ≈U⁄U ‚Êߢ‚¡ ∑§Ê⁄U¬Ê⁄U‡ÊŸ ߸.
(¬˝Ê.) Á‹. ◊¥ ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚◊ÊŸ ◊ÊãÿÃÊ ∞fl¢ ¬È⁄US∑§Ê⁄U ÁŒÿ
¡ÊÃ „Ò¥U ∞fl¢ ∑§Ê߸ ÷Œ÷Êfl Ÿ„UË¥ Á∑§ÿÊ ¡ÊÃÊ–
ÉÊ. ªÊÒ⁄Ufl — ∞‚Ë ∑¢§¬ŸË ◊¥ ∑§Ê◊ ∑§⁄UŸÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ªÊÒ⁄Ufl ∑§Ë
’Êà „UÊÃË „ÒU ¡Ê •¬Ÿ Áfl‡Ê· ∑§ÊÿÊ¸ ‚ ‚◊Ê¡ ÿÊ Œ‡Ê ÁflŒ‡Ê ◊¥
¬˝ÁÃÁDÔUà „ÒU– ∑§ÊÁ◊¸∑§ ∞‚ ‚¢SÕÊŸ ‚ ¡È«∏U ⁄U„UŸ ◊¥ ªÊÒ⁄Ufl ◊„U‚Í‚
∑§⁄UÃ „Ò¥U– ¡Ò‚ — ‚‹ ∑§Ê ‚ÈŒÍ⁄U ª˝Ê◊ËáÊ ˇÊòÊÊ¥ ◊¥ ÁøÁ∑§à‚Ê ‚„UÊÿÃÊ
¬˝ŒÊŸ ∑§⁄UŸÊ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU– ¬˝’¢œ ¬˝Á‡ÊˇÊáÊ ‚¢SÕÊŸ ∑§ „UÊÚS≈U‹
∑§ ∑§◊⁄U ◊¥ •Ê¡ ∑§ ¡◊ÊŸ ◊¥ ÃÊ‹Ê Ÿ„UË¥ ‹ªÊŸÊ ‚¢SÕÊŸ∑§Á◊¸ÿÊ¥
∑§Ë ߸◊ÊŸŒÊ⁄UË ∞fl¢ ©UŸ∑§ ªÊÒ⁄Ufl ∑§Ê ¬Á⁄UøÊÿ∑§ „ÒU– Á÷‹Ê߸ ߸S¬ÊÃ
‚¢ÿ¢òÊ ∑§Ê ‹ªÊÃÊ⁄U ¬˝œÊŸ◊¢òÊË ∑§ ‚flÊ¸ûÊ◊ ߸S¬Êà ‚¢ÿ¢òÊ ∑§ ¬È⁄US∑§Ê⁄U
‚ ‚ê◊ÊÁŸÃ Á∑§ÿÊ ¡ÊŸÊ ‚¢ÿ¢òÊ ∑§ ∑§ÊÁ◊¸∑§Ê¥ ∞fl¢ ¬Í⁄U ‚‹ ∑§Á◊¸ÿÊ¥
∑§ Á‹ÿ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU– „UÊ‹ ◊¥ „UË ‚‹ ∑§Á◊¸ÿÊ¥ mÊ⁄UÊ ’«∏UË
‚¢ÅÿÊ ◊¥ ⁄UÊCÔ˛UËÿ üÊ◊ ¬È⁄US∑§Ê⁄UÊ¥ ∞fl¢ Áfl‡√Ê∑§◊ʸ ¬È⁄US∑§Ê⁄UÊ¥ ‚ ‚ê◊ÊÁŸÃ
Á∑§ÿÊ ¡ÊŸÊ ¬Í⁄U ‚‹ ∑§Á◊¸ÿÊ¥ ∑§ Á‹ÿ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU– ’Ê∑§Ê⁄UÊ
ßS¬Êà ‚¢ÿ¢òÊ ◊¥ ∑§Êÿ¸¬Ê‹∑§ ÁŸŒ‡Ê∑§ (‚¢∑§Êÿ¸) ∑§Ë •äÿˇÊÃÊ ◊¥
•ÊÿÊÁ¡Ã ’Ò∆U∑§ ◊¥ ∞∑§ ÿÊ ŒÊ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚¢ÿ¢òÊ ∑§ ¬˝Œ‡Ê¸Ÿ ∞fl¢
ÿÊ¡ŸÊ ¬⁄U ÁfløÊ⁄U-Áfl◊‡Ê¸ „UÃÈ •Ê◊¢ÁòÊà Á∑§ÿÊ ¡ÊÃÊ „ÒU ¡Ê ∑§ÊÁ◊¸∑§Ê¥
∑§ Á‹ÿ ªÊÒ⁄Ufl ∑§Ë ’Êà „ÒU ∞fl¢ ¬Ê⁄UŒÁ‡Ê¸ÃÊ ÁŒπÊÃÊ „ÒU–
æU. ‚πʬŸ (÷Ê߸øÊ⁄UÊ) — ∑¢§¬ÁŸÿÊ¥ ◊¥ ‚Ê◊ÍÁ„U∑§ ¬˝ÿÊ‚Ê¥ ◊¥ ÷Ê߸øÊ⁄U
•ÕflÊ ‚πʬŸ ∑§ ÷Êfl ∑§ Áfl∑§Ê‚ ∑§ Á‹∞ •Ÿfl⁄Uà ¬˝ÿÊ‚ ∑§Ë
•Êfl‡ÿ∑§ÃÊ „ÒU– ∞‚ ¬˝ÿÊ‚Ê¥ ∑§Ê ÁŸÿÊ¡Ÿ∑§Ãʸ mÊ⁄UÊ ◊ÊãÿÃÊ ŒŸÊ
ÁŸÃʢà •Êfl‡ÿ∑§ „ÒU– ¡Ò‚ ◊Êߢ«U≈˛UË ∑¢§‚‹Á≈¢Uª ◊¥ ¡’ ÷Ë ‚¢ª∆UŸ
∑§Ê߸ ŸÿÊ ª˝Ê„U∑§ ¬˝Ê# ∑§⁄UÃÊ „ÒU, ß‚ ∑§Êÿ¸ ◊¥ ‹ªÊ „ÈU•Ê ¬˝◊Èπ
∑§ÊÁ◊¸∑§ ÉÊ¢≈UË ’¡Ê∑§⁄U •ë¿U ‚◊ÊøÊ⁄U ∑§Ë ©UŒ˜ÉÊÊ·áÊÊ ∑§⁄UÃÊ „ÒU ‚÷Ë
∞∑§ ‚ÊÕ ¡◊Ê „UÊ∑§⁄U ≈UË◊ ∑§Ê ©U‚∑§ ¬˝ÿÊ‚Ê¥ ∑§ Á‹ÿ ’œÊ߸ ŒÃ „Ò¥U–
÷Ê߸øÊ⁄U ∑§Ë ÷ÊflŸÊ Áfl∑§Á‚à ∑§⁄UŸ ∑§ ©Ug‡ÿ ‚ ◊ÊL§Áà ©UlÊª,
‚‹◊ S≈UË‹ ∞fl¢ ‚‹ ÿÍÁŸ≈U˜‚, ⁄UÊ°øË ÁSÕà ‚÷Ë ß¸∑§Ê߸ÿÊ¥ ◊¥ ∞∑§
ÿÈÁŸ»§ÊÚ◊¸ ∞fl¢ ∑Ò¥§Á≈UŸ ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§ Á‹∞ ’ŸÊÿÊ ªÿÊ „ÒU–
ø. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ¬˝Áà Áø¢ÃÊ —
‚¢ª∆UŸ ∑§ ∑§ÊÁ◊¸∑§Ê¥ ∞fl¢ ©UŸ∑§ •ÊÁüÊÃÊ¥ ∑§ ¬˝Áà ¬˝’¢œŸ mÊ⁄UÊ Áø¢ÃŸ
∑§⁄UŸÊ •ÁŸflÊÿ¸ „ÒU ¡Ê ©UŸ∑§ √ÿÁÄàʪà ÃÕÊ ¬ÊÁ⁄UflÊÁ⁄U∑§ Áfl∑§Ê‚ ◊¥
‚„UÊÿ∑§ „UÊªÊ– ß‚ ∑§Êÿ¸ ◊¥ ¬˝’¢œ∑§Ê¥ mÊ⁄UÊ ““¬‚¸Ÿ‹ ≈Uø”” ¡Ò‚Ë
GROWTH
Vol. 36 No. 2
July-September 2008
¬fÁÃÿÊ¥ ∑§Ê •¬ŸÊŸÊ üÊÿS∑§⁄U „UÊªÊ– ¬˝’¢œŸ mÊ⁄UÊ ‚÷Ë √ÿÁÄàʪÃ
∑§ÊÁ◊¸∑§Ê¥ ‚ Á‡ÊˇÊÊ, SflÊSâÿ, ∑§Êÿ¸ flÊÃÊfl⁄UáÊ ßàÿÊÁŒ ‚¢’¢œË Áfl·ÿÊ¥
¬⁄U ÁŸÿÁ◊à •¢Ã⁄UÊ‹ ¬⁄U ◊¢òÊáÊÊ ∑§⁄UŸË øÊÁ„U∞– ¬Í⁄U ‚‹ ◊¥ ¬˝ÊßÁ⁄UÁ≈U¡
»§ÊÚ⁄U ∞ćʟ fl∑¸§‡ÊÊÚ¬ ∑§ ’ÊŒ ‚ ∞‚ ©UŒÊ„U⁄UáÊ ’„ÈUà „Ò¥U •ÊÒ⁄U ß‚‚
∑¢§¬ŸË ∑§Ê ∑§Ê»§Ë ‹Ê÷ ÷Ë „ÈU•Ê „ÒU–
ÁŸc∑§·¸
•’ ßß ÁfløÊ⁄U Áfl◊‡Ê¸ ∑§ ’ÊŒ ‚◊ÿ •Ê ªÿÊ „ÒU Á∑§ „U◊‹Êª ∑ȧ¿U
ÁŸc∑§·¸ ¬⁄U ¬„È¢Uø ∞fl¢ ÿ„U Ãÿ ∑§⁄¥U Á∑§ Á∑§Ÿ-Á∑§Ÿ ◊„Uàfl¬Íáʸ ∑§Ê⁄U∑§Ê¥ ¬⁄U
‚¢ª∆UŸ ∑§Ê äÿÊŸ ŒŸÊ •ÁÕÊfl‡ÿ∑§ „ÒU– „U◊Ê⁄U ÁfløÊ⁄U ‚ ÁŸêãÊÁ‹ÁπÃ
∑§Ê⁄U∑§ „UÊ ‚∑§Ã „Ò¥U—
v. ‚„UË ∞fl¢ ¬Ê⁄UŒ‡Ê˸ ‚¢ª∆UŸ ∑§ L§¬ ◊¥ ¬„UøÊŸÊ ¡ÊŸÊ —
∑§ÊÁ◊¸∑§ Á¡‚ ‚¢ª∆UŸ ◊¥ ∑§Êÿ¸ ∑§⁄UÃ „Ò¥U ©U‚‚ fl Á’ŸÊ ÷Œ÷Êfl ∑§
¬Íáʸ ÁflEÊ‚ ∑§Ë •Ê‡ÊÊ ⁄UπÃ „Ò¥U– ÿ„U ‚¢÷fl „ÒU Á∑§ fl ©Uã„¥U ÁŒÿ
ªÿ ∑§Êÿ¸ ‚ ‡Êà ¬˝ÁÇÊà πÈ‡Ê Ÿ„UË¥ „UÊ ‹Á∑§Ÿ fl •¬ŸË ’ÊÃÊ¥ ∑§Ê
œÒÿ¸¬Ífl¸∑§ ‚ÈŸŸ ∑§Ë ¬˝’¢œŸ ‚ •¬ˇÊÊ ⁄UπÃ „Ò¥– •ë¿UË ∑¢§¬ÁŸÿÊ¥
◊¥ fl⁄UËÿ ¬˝’¢œ∑§ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ Á‹ÿ ªÿ ¬„U‹ ∑§Ê ÁŸÿÊ¡Ÿ∑§Ãʸ
∑§ ŒÎÁCÔU∑§ÊáÊ ‚ ŒπÃ „Ò¥U ∞fl¢ ©U‚ ¬⁄U ÁfløÊ⁄U-Áfl◊‡Ê¸ ∑§⁄UÃ „Ò¥–
‡ÊËÉÊ˝ ∞fl¢ ¬Ê⁄UŒ‡Ê˸ Á‡Ê∑§Êÿà ÁŸflÊ⁄UáÊ ÁflÁœÿÊ¥ ∑§Ë •Êfl‡ÿ∑§ÃÊ
„Ò¥U– •Êfl‡ÿ∑§ ‚ÍøŸÊÿ¥ ∞fl¢ ŸËÁÃÿÊ¥ ∑§Ê ‚÷Ë ∑§ÊÁ◊¸∑§Ê¥ ∑§ ‚ÊÕ
‚¢¬˝·áÊ ∑§⁄UŸÊ ¬˝◊Èπ „ÒU–
w. ∑§Êÿ¸-¡ËflŸ ‚¢ÃÈ‹Ÿ ∑§ flÊÃÊfl⁄UáÊ ∑§Ê ©UããÊà ∑§⁄UŸÊ —
‚»§‹ ‚¢SÕÊŸÊ¥ ∑§ ¬Ê‚ ‚÷Ë ‚ÈÁflœÊ•Ê¥ ‚ ÿÈÄàÊ ‚È⁄UÁˇÊà ∑§Êÿ¸
SÕ‹ „UÊÃÊ „ÒU ¡Ê •ë¿U ∑§Êÿ¸ ∑§Ê ¬˝Á⁄Uà ∑§⁄UŸ ∑§ Á‹∞ ©UÁøÃ
flÊÃÊfl⁄UáÊ ∑§Ê ‚ΡŸ ∑§⁄UÃÊ „ÒU– ‚¢SÕÊŸ ∑§Ê •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§
’Ëø ∞‚Ë ¬˝áÊÊ‹Ë ∑§Ê ÁŸ◊ʸáÊ ∑§⁄UŸÊ øÊÁ„U∞ ∞fl¢ ©Uã„¥U ©Uà‚ÊÁ„UÃ
∑§⁄UŸÊ øÊÁ„U∞ Á∑§ fl •¬Ÿ ∑§Êÿ¸ ¡ËflŸ ◊¥ ∞fl¢ √ÿÁÄàʪà ¡ËflŸ
◊¥ ©UÁøà ‚¢ÃÈ‹Ÿ ∞fl¢ ‚Ê◊¢¡Sÿ SÕÊÁ¬Ã ∑§⁄U ‚∑¥§– ∑¢§¬ÁŸÿÊ¥ ∑§
’Ëø ∑§Êÿ¸ ¡ËflŸ ‚¢ÃÈ‹Ÿ ∑§Ê ¬„U‹Í ∞∑§ ◊„Uàfl¬Íáʸ ÷Œ∑§ „UÊªÊ–
x. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ◊Ÿ ◊¥ ªÊÒ⁄Ufl ∑§Ê •ŸÈ÷fl ¡ªÊŸÊ —
‚»§‹ ‚¢ª∆UŸ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ◊¥ ªfl¸ ◊„U‚Í‚ ∑§⁄UŸ ∑§Ë ¬˝flÎÁûÊ
∑§Ê Áfl∑§Á‚à ∑§⁄UÃË „ÒU, ß‚‚ ∑§ÊÁ◊¸∑§ ¡Ê ÷Ë ∑§Êÿ¸ ‚ê¬ÊÁŒÃ
∑§⁄UÃ „Ò¥U ©Uã„¥U ◊„U‚Í‚ „UÊÃÊ „ÒU Á∑§ fl ¡Ê ∑§Êÿ¸ ∑§⁄U ⁄U„U „Ò¥U fl„U
‚ÊœÊ⁄UáÊ Ÿ„UË¥ „ÒU ’ÁÀ∑§ ÁflÁ‡ÊCÔU „Ò¥ •ÊÒ⁄U ©Uã„¥U •¬Ÿ mÊ⁄UÊ Á∑§∞ ªÿ
∑§Êÿ¸ ¬⁄U ªfl¸ ◊„U‚Í‚ „UÊÃÊ „ÒU– ¡’ ∑§ÊÁ◊¸∑§ •¬Ÿ ∑§Êÿ¸ ◊¥
•¬Ÿàfl ∑§Ê ÷Êfl ◊„U‚Í‚ ∑§⁄UÃÊ „ÒU ÃÊ fl„U Sflë¿UÊ ‚ •Áœ∑§
∑§Êÿ¸ ∑§⁄UÃÊ „ÒU– •Áèʬ˝Á⁄Uà ∑§ÊÁ◊¸∑§ •¬Ÿ ∑§Êÿ¸-‚¢S∑ΧÁÃ, ◊Í‹
◊ÍÀÿÊ¥ ∞fl¢ ŒÎÁCÔU ¬⁄U •àÿÁœ∑§ ªfl¸ •ŸÈ÷fl ∑§⁄UÃÊ „ÒU–
y. ∑§ÊÁ◊¸∑§Ê¥ ∑§ ôÊʟʸ¡Ÿ ∞fl¢ Áfl∑§Ê‚ ¬⁄U ÁŸfl‡Ê—
∑§ÊÁ◊¸∑§ªáÊ •¬Ÿ ∑§Ê •Êª ¬ÈŸ— ¬‡Êfl⁄U „UÊŸ ∑§ Á‹∞ ÿ„U •¬ˇÊÊÿ¥
61
⁄UπÃ „Ò¥U Á∑§ ©UŸ∑§ Á‹∞ ¬˝Á‡ÊˇÊáÊ ∑§Êÿ¸∑˝§◊ ÿÊ Áfl∑§Ê‚ ÿÊ¡ŸÊÿ¥
„UÊ¥– fl •¬Ÿ ‚¢SÕÊŸ ∑§ ÁflÁ‡ÊCÔU ∞fl¢ •ÁfÃËÿ »§ÊÿŒÊ¥ ∑§Ë ¬˝‡Ê¢‚Ê
∑§⁄UÃ „Ò¥U– ∞∑§ ∑¢§¬ŸË ◊¥ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ‚Ê◊ÊÁ¡∑§ ∑§ÊÿÊZ ∑§ Á‹ÿ
◊„UËŸ ◊¥ ∞∑§ ÁŒŸ ∑§Ê ÁflüÊÊ◊ ÁŒÿÊ ¡ÊÃÊ „ÒU ¡Ê •¬ŸË ßë¿UÊŸÈ‚Ê⁄U
‚Ê◊ÊÁ¡∑§ ∑§Êÿ¸ ∑§⁄U ‚∑¥§– ∑§ÊÁ◊¸∑§ ß‚‚ •Á÷¬˝Á⁄Uà „UÊÃ „Ò¥U ÃÕÊ
¬˝◊Èπ ŸÊªÁ⁄U∑§ ∑§ M§¬ ◊¥ ©UŸ∑§Ë ¬„UøÊŸ ’ŸÃË „ÒU ∞fl¢ ©UŸ∑§Ë
ŸÃÎàfl ˇÊ◊ÃÊ ∑§Ê ÷Ë Áfl∑§Ê‚ „UÊÃÊ „ÒU– ’„ÈUà ‚Ë •ë¿UË ∑¢§¬ÁŸÿÊ°
•¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ mÊ⁄UÊ ©UìÊ Á‡ÊˇÊÊ ¬˝Ê# ∑§⁄UŸ ¬⁄U ©U‚∑§ πø¸ ∑§Ê
Sflÿ¢ fl„UŸ ∑§⁄U ‹ÃË „ÒU, •ª⁄U ©UìÊ Á‡ÊˇÊÊ ¬˝Ê# ∑§⁄UŸ ∑§ ŒÊÒ⁄UÊŸ
∑§ÊÁ◊¸∑§ ∑§Ê ‚flÊ •fl⁄UÊœ „UÊÃÊ „ÒU ÃÊ ©U‚∑§Ë fl⁄UËÿÃÊ ∑§Ê ∑¢§¬ŸË
◊¥ ’ŸÊÿ ⁄UπŸ ∑§ Á‹∞ ‚Áfl¸‚ ’˝∑§ ∑§Ë •flÁœ ∑§Ê ∑§Êÿ¸•ŸÈ÷fl ∑§Ë ÿÊÇÿÃÊ ◊ÊŸ ‹ÃË „ÒU ∞fl¢ ©U‚ •Ê‡√ÊÊ‚Ÿ ŒÃË „ÒU Á∑§
∑§Ê‚¸ ¬Í⁄UÊ ∑§⁄U ‹Ÿ ∑§ ’ÊŒ ©U‚ ©UÁøà ∑§Êÿ¸ Á◊‹ ¡ÊÿªÊ– ¡Ê
∑§ÊÁ◊¸∑§ ¬Ë.∞ø.«UË. ∑§⁄UÃ „Ò¥U ∑¢§¬ŸË ©UŸ∑§Ê Ÿ Á‚»¸§ »§Ë‚ ∞fl¢
•ãÿ πø¸ fl„UŸ ∑§⁄UÃË „ÒU ’ÁÀ∑§ ©Uã„¥U ∑§Ê‚¸ ∑§Ê ¬Í⁄UÊ ∑§⁄UŸ ∑§Ë
•Êfl‡ÿ∑§ÃÊ•Ê¥ ∑§ Á‹∞ ¿ÈU^ÔUË ÷Ë ŒÃË „ÒU–
z. ∑§ÊÁ◊¸∑§Ê¥ ∑§Ë ¬Á⁄UflÁøà •¬ˇÊÊ•Ê¥ ∑§ •ŸÈM§¬ ©UûÊ◊ ∞fl¢ ŸflËŸ
¬˝∑§Ê⁄U ∑§ ∑§Êÿ¸ ∑§Ê Á∑˝§ÿÊãflÿŸ —
¡Ê ∑¢§¬ŸË ŸflËŸÃ◊ ¬fÁÃÿÊ¥ ∑§ ¬Õ ¬⁄U •ª˝‚⁄U „Ò¥U ©UŸ∑§ fl⁄UËÿ
¬˝’¢œ∑§Ê¥ ‚ Á◊‹ŸÊ ∞fl¢ ’Êà ∑§⁄UŸÊ ‚„U¡ „UÊÃÊ „ÒU– ¡’ ∑¢§¬ŸË ∑§Ê
¬˝’¢œŸ •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ÁŸáʸÿ ∑§Ë ¬˝Á∑˝§ÿÊ ◊¥ ‚ÁêêÊÁ‹Ã ∑§⁄UÃË
„ÒU ÃÊ fl •¬Ÿ •Ê¬ ∑§Ê •Áœ∑§ ‚ê◊ÊÁŸÃ ◊„U‚Í‚ ∑§⁄UÃ „Ò¥U, ß‚‚
©UŸ∑§ ∑§Êÿ¸ •âÊflÊ ∑§Êÿ¸ flÊÃÊfl⁄UáÊ ¬⁄U ‚∑§Ê⁄UÊà◊∑§ ¬˝÷Êfl ¬«∏UÃÊ „ÒU–
∑§ÊÁ◊¸∑§Ê¥ ◊¥ ÿ„U œÊ⁄UáÊÊ SÕÊÁ¬Ã „UÊŸË øÊÁ„U∞ Á∑§ ¬˝’¢œŸ ∑ȧ‡Ê‹,
߸◊ÊŸŒÊ⁄U ∞fl¢ ŸÒÁÃ∑§ ◊ÍÀÿÊ¥ flÊ‹Ê „ÒU– ¬˝’œ¢ Ÿ ¡’ •¬ŸË ¬˝ÁÃ’fÃÊ•Ê¥
∑§Ê •ŸÈ¬Ê‹Ÿ Ãà¬⁄UÃÊ ‚ ∑§⁄UÃÊ „ÒU ÃÊ ©U‚ Áfl‡√Ê‚ŸËÿÃÊ ∑§Ê ‹Ê÷
¬˝Ê# „UÊÃÊ „ÒU– ŸflËŸÃ◊ ∑¢§¬ÁŸÿÊ¥ ∑§ fl⁄UËÿ ¬˝’¢œ∑§ Á’ŸÊ ∑˝§◊ ∑§
øÈŸ ªÿ ∑§ÊÁ◊¸ÿÊ¥ ‚ •ÊÒ¬øÊÁ⁄U∑§ ∞fl¢ •ŸÊÒ¬øÊÁ⁄U∑§ ’Ò∆U∑¥§ ’⁄UÊ’⁄U
∑§⁄UÃ ⁄U„UÃ „Ò¥U– •ë¿U ¬˝’¢œ∑§ ∑§ÊÁ◊¸∑§Ê¥ ∞fl¢ ‚¢SÕÊŸ ∑§Ê Áfl¡ÿË
¬Á⁄UÁSÕÁà ◊¥ ⁄UπŸ ∑§ Á‹∞ ∑§ÊÁ◊¸∑§-¬˝ÁÃ÷ÊÁªÃÊ ∑§Ê ¬˝Êà‚ÊÁ„UÃ
∑§⁄UÃ ⁄U„UÃ „Ò¥U– ∑§ÊÁ◊¸∑§ªáÊ •¬Ÿ ¬‚¢Œ •ÕflÊ ¬˝÷Êfl ∑§ Á∑§‚Ë ÷Ë
ˇÊòÊ ◊¥ ‚ȤÊÊfl Œ ‚∑§Ã „Ò¥U– ©UŸ∑§ Áfl¡ÿË ‚ȤÊÊfl ∑§Ê øÿŸ ∞fl¢
◊ÍÀÿÊ¢∑§Ÿ ∑§⁄U ©U‚∑§Ê ∑§ÊÿʸÁãflà ∑§⁄UŸ ∑§Ê ◊ʪ¸ ¬˝‡ÊSà Á∑§ÿÊ ¡ÊÃÊ
„ÒU– ∑¢§¬ŸË ∑§ fl⁄UËÿ ¬˝’œ¢ Ÿ ∞fl¢ ŸÃàÎ fl ∑§ Á‹∞ ÿ„U ∑§Ê»§Ë ◊„Uàfl¬Íáʸ
„ÒU Á∑§ fl •¬Ÿ ∑§ÊÁ◊¸∑§Ê¥ ‚ ‹ªÊÃÊ⁄U »§Ë«U’Ò∑§ ‹Ã ⁄U„¥U, ‚ê¬̋·áÊ
’ŸÊÿ ⁄Uπ¥ ∞fl¢ ©UŸ∑§Ë ©UÛÊÁà ∞fl¢ ‚Èπ— ŒÈπ ◊¥ „UÊÕ ’°≈UÊŸ ∑§ Á‹∞
‚ŒÒfl ÁŒ‹øS¬Ë ∑§ ‚ÊÕ Ãà¬⁄U ⁄U„¥U–
{. ‚ÊÒ„UÊŒ¸¬Íáʸ ∑§Êÿ¸ SÕ‹ ∑§Ê ÁŸ◊ʸáÊ—
÷Ê߸-øÊ⁄U ∑§Ë ÷ÊflŸÊ ‚ •ÊÃ-¬˝Êà ∑§Êÿ¸SÕ‹Ë Á∑§‚Ë ÷Ë ‚¢SÕÊŸ
∑§Ê ◊„Uàfl¬Íáʸ •ÊÿÊ◊ „UÊÃÊ „ÒU– ∑§ÊÁ◊¸∑§ •¬Ÿ ‚¢SÕÊŸÊ¥ ◊¥ ¬˝Êÿ—
◊„Uàfl¬Íáʸ •fl‚⁄UÊ¥ ¬⁄U Áfl‡Ê· ‚◊Ê⁄UÊ„U ∑§Ê •ÊÿÊ¡Ÿ Á∑§ÿÊ ∑§⁄UÃ
62
„Ò¥U Á¡‚‚ ©Uã„¥U ÿ„U ◊„U‚Í‚ „UÊÃÊ „ÒU Á∑§ ©UŸ∑§Ê ∑§Êÿ¸ SÕ‹ ∑§Êÿ¸
‚ê¬ÊŒŸ ∑§ Á‹∞ ◊ÒòÊˬÍáʸ SÕÊŸ „ÒU– ß‚∑§ »§‹SflM§¬ ∑§ÊÁ◊¸∑§ªáÊ Ÿ
∑§fl‹ ÁflÁ‡Êc≈U ’ÁÀ∑§ ¿UÊ≈U-¿UÊ≈U •fl‚⁄UÊ¥ ∑§Ê ÷Ë ©Uà‚Ê„U¬Ífl¸∑§ ◊ŸÊÃ
„Ò¥– „U◊Ê⁄U Œ‡Ê ∑§ ‚◊Sà ÷ʪÊ¥ ◊¥ ∑§Ê߸ Ÿ ∑§Ê߸ œÊÁ◊¸∑§ ‚◊Ê⁄UÊ„UÊ¥ ∑§Ê
•ÊÿÊ¡Ÿ ’«∏U œÍ◊-œÊ◊ ‚ Á∑§ÿÊ ¡ÊÃÊ „ÒU– ∞‚ •fl‚⁄UÊ¥ ¬⁄U ∑§ÊÁ◊¸∑§
•¬Ÿ ‚„U∑§Á◊¸ÿÊ¥ ∑§ ÉÊ⁄U ¡Ê∑§⁄U ∞∑§ ŒÍ‚⁄U ‚ Á◊‹Ã „Ò¥U Á¡‚‚ •Ê¬‚Ë
◊‹ ¡Ê‹ ’…∏UÃÊ „ÒU– ∑§Êÿ¸ SÕ‹ ∑§Ê •ÊÒ⁄U ©Uà‚Ê„U¬Íáʸ ’ŸÊÿÊ ¡Ê
‚∑§ÃÊ „ÒU ÿÁŒ fl„UÊ° ‚◊ÿ-‚◊ÿ ¬⁄U ©U‚ ‚¡ÊÿÊ ¡Êÿ, ∑§ÊÁ◊¸∑§Ê¥ ∑§
’Ëø Á◊CÔUÊÛÊ ÁflÃ⁄UáÊ Á∑§ÿÊ ¡Êÿ ∞fl¢ ÁflÁ÷ããÊ ¬˝∑§Ê⁄U ∑§ π‹Ê¥ ∑§Ê
•ÊÿÊ¡Ÿ „UÊÃ ⁄U„U–
ÿÁŒ ∑§ÊÁ◊¸∑§Ê¥ ◊¥ Áfl‡√Ê‚ŸËÿÃÊ ∞fl¢ ÷Ê߸øÊ⁄U ∑§Ê ÷Êfl „UÊ ÃÊ ©UŸ◊¥ •ÊŒ⁄U
∞fl¢ ªfl¸ ∑§Ë ◊ÊŸÁ‚∑§ •flœÊ⁄UáÊÊ ◊¥ •àÿÊÁœ∑§ flÎÁf „Uʪ Ë– •Ê¡ ∑¢§¬ÁŸÿÊ,¥
‚¢SÕÊŸÊ¥ ∑§Ë ‚’‚ ’«∏UË øÈŸÊÒÃË ¬ˇÊ¬Êà ‚ ¬⁄U flÊÃÊfl⁄UáÊ ’ŸÊŸ ∑§Ë „ÒU–
¬˝àÿ∑§ ∑§ÊÁ◊¸∑§ ‚¢ª∆UŸ ◊¥ ’⁄UÊ’⁄UË ∑§Ê ◊ÊÒ∑§Ê, •¬ŸË ÁflÁ‡ÊCÔU ¬„UøÊŸ ∞fl¢
∑¢§¬ŸË ∑§ ‹Ê÷ ◊¥ ©UÁøà ÷ʪˌÊ⁄UË ∑§Ë •¬ˇÊÊÿ¥ ⁄UπÃÊ „Ò– ∑§ÊÁ◊¸∑§ ∑§
¬˝ÁÃ’fÃÊ ∞fl¢ ˇÊ◊ÃÊ ‚ „UË ¬Á⁄UáÊÊ◊ ¬˝Ê# „UÊÃ „Ò¥U ∞fl¢ ∑¢§¬ÁŸÿÊ° ŸflËŸÃ◊
∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§Ê Á∑˝§ÿÊÁãflà ∑§⁄UŸ ∑§ Á‹∞ ∑§Á∆UŸ ¬˝ÿÊ‚ ∑§⁄U ⁄U„UË „ÒU–
∑¢§¬ŸË ∑§ •Ê∑§Ê⁄U •ÕflÊ ÷ÊÒªÊÁ‹∑§ ÁSÕÁà ‚ ©U‚∑§ ‚ÈœÊ⁄U ∑§Êÿ¸∑˝§◊Ê¥
◊¥ ∑§Ê߸ ’ÊœÊ Ÿ„UË¥ •ÊŸË øÊÁ„U∞ ’ÁÀ∑§ Á∑§‚ Ã⁄U„U ‚ ∑§ÊÁ◊¸∑§Ê¥ ◊¥ ∑§Ê◊
∑§ ¬˝Áà ‹ªÊfl, Áfl‡√ÊÊ‚ ∑§Ë ÷ÊflŸÊ, ªfl¸ ∞fl¢ ÷Ê߸ øÊ⁄U ∑§Ë ÷ÊflŸÊ
’…∏UÃË ⁄U„U, ß‚∑§ Á‹∞ ÁŸàÿ Ÿÿ-Ÿÿ ¬˝ÿÊª „UÊÃ  ⁄U„UŸÊ øÊÁ„U∞– ∑§◊¸øÊÁ⁄UÿÊ¥
◊¥ Áfl‡√ÊÊ‚ ∑§Ë ÷ÊflŸÊ Ã’ „UË •Ê∞ªË ¡’ ¬˝’¢œŸ ∑§Ë ◊ÊŸÁ‚∑§ÃÊ,
¬ˇÊ¬Êà ‚ ¬⁄U, ∑§ÊÁ◊¸∑§Ê¥ ◊¥ ©Uà‚Ê„Uflœ¸Ÿ, ∞fl¢ ß‚ Ã⁄U„U ∑§Ê flÊÃÊfl⁄UáÊ
’ŸÊŸ ∑§Ë ∑§ÊÁ‡Ê‡Ê ∑§Ë ¡Ê∞ªË ¡„UÊ° ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê ◊„U‚Í‚ „UÊ Á∑§ ©Uã„¥U ÷Ë
©UŸ∑§Ê •ÊŒ⁄U ¬˝Ê# „Ò– ÿÁŒ ∑¢§¬ŸË ∑§ ∑§◊¸øÊ⁄UË πÈ‡Ê „Ò¥U ÃÊ ©UŸ∑§ mÊ⁄UÊ
ª˝Ê„U∑§Ê¥ ∑§Ê ÷Ë πÈ‡Ê ⁄UπÊ ¡Ê ‚∑§ÃÊ „ÒU ¡’ Ã∑§ ©U‚ ©U‚∑§ ∑§ÊÁ◊¸∑§Ê¥ ∑§Ê
Áfl‡√ÊÊ‚, ©Uà‚Ê„U, ©UŸ∑§Ë ∑ȧ‡Ê‹ÃÊ ¬˝Ê# Ÿ„UË¥ „UÊ– ÿ„U Ã’ „UË ‚¢÷fl „ÒU
¡’ ‚¢SÕÊŸ •¬ŸË ∑§◊¸øÊÁ⁄UÿÊ¥ ◊¥ ©Uà‚Ê„U ‚¢ø⁄UáÊ ∑§ Á‹∞ ÁŸàÿ ŸÿŸÿ ’Œ‹Êfl •¬Ÿ ∑§Êÿ¸ ‚¢S∑ΧÁà ◊¥ ‹ÊÃË ⁄U„U ÄÿÊ¥Á∑§ ∑§ÊÁ◊¸∑§ •Á÷¬˝⁄UáÊÊ
‚¢ª∆UŸ ◊¢ ÁŸàÿ Ÿß¸ ™§¡Ê¸ ÷⁄UŸ ∑§Ê ‚’‹ ◊Êäÿ◊ „Ò–
‚¢Œ÷¸
v. ŒË ßãÕÿÍÁ‚ÿ‚Á≈U∑§ ߸ꬋÊ߸-«UÁfl«U Á‚⁄UÊ≈UÊ, ‹È߸‚ ∞. Á◊‚Á∑¢§«U,
◊Ê߸∑§‹ ߸⁄UÁflŸ ◊À≈U¡⁄U (flÊ„¸U≈UŸ S∑ͧ‹ ¬Áé‹Á‚¢ª, ◊Êø¸ wÆÆz)
w. ŒË ª˝≈U å‹‚ ≈ÍU fl∑¸§ S≈U«UË (wÆÆ{) ¡Ê ª˝Ê ≈ÒU‹¥≈U ∑¢§¬ŸË mÊ⁄UÊ
‚¢øÊÁ‹Ã Á∑§ÿÊ ªÿÊ–
x. Á’¡Ÿ‚ flÀ«¸U ‚fl¸ (•¬˝Ò‹-wÆÆ|) - ª˝≈U ¬‹‚‚ ≈ÍU fl∑¸§ ߟ
ߢÁ«UÿÊ (fl·¸ wÆÆ{ ∑§ Á‹∞)
y. Á’¡Ÿ‚ ≈ÈU«U ◊Òª¡ËŸ (Ÿfl¢’⁄U wÆÆ|) - ’Ë≈UË-◊‚¸⁄U-≈UË∞Ÿ∞‚
‚fl¸- ߢÁ«UÿÊ¡ ’S≈U ßꬋÊÿ‚¸–
•Á÷Ÿfl ∑§Êÿ¸ ¬fÁÃÿÊ¥ ∑§ ◊Êäÿ◊ ‚ •Á÷¬˝⁄UáÊÊ
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* All references are available at MTI Library
** Dy. General Manager (P&A), SAIL, MTI, Ranchi
GROWTH
Vol. 36 No. 2
July-September 2008
63
Jay, Ros Low Cost Marketing.— London: Pitam Publication, 1994.
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Kaur, Paramjit (Dr.) Current Activity Based Costing Practices in
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Kumar, Pramod and Mehta, Preeti Strategic Cost Management:
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Landry, Steven P. Making the Transition from Functional Cost
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Manoj, P.K. Cost Competitiveness and Indian Economy:
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Cost Management: A Select Bibliography
Articles Invited for “Growth”
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