...Title: Case analysis Case Study text Title : Corporate Restructuring of Gujarat State Road Transport Corporation Link: https://cb.hbsp.harvard.edu/cbmp/pl/40049269/40049271/d00d861184bcb1ea819f395e0d9a4fc8 Assessment criteria (marking rubric) for assessment 2 is available under My Grades, View Rubric. Read the case and answer the following questions: 1. Analyse the case. 2. Based on the analysis, discuss the recommendations regarding how the change process could have been done more effectively and/or differently. Expectations: 1. Analyse the case: Analyse the processes, strategies and actions that were used during the change process (e.g., what processes, strategies and actions were effective/ineffective). Support your statements with relevant references. 2. Recommendations: Recommendations need to provide detail e.g., How will it be done? What are the expected outcomes? How will the outcomes be monitored and evaluated? What is the timeline for the implementation? Include areas such as management, HR, Leadership, OCD, etc. **It is crucial that the recommendations are based on the analysis. Support your statements with relevant references. 3. An overall mark is allocated for the whole assignment to allow students to use different approaches to suit their personal writing style. For example: • Do the whole analysis and then describe the recommendations thereafter but based on the analysis. OR • l Integrate the recommendations with the analysis. However, it...
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...11 Managing future change at GSRTC. Recommendations Page 12 Steps to Change: Page 13 Conclusion Page 14 References Introduction: This paper will reflect on the number of changes that Gujarat State Road Transport Corporation went through in response to two events, (1) Government of Gujarat to allowing competition (2) Paying back several years of unpaid wages to employees. These events would cripple Gujarat State Road Transport Corporation if it was not for dynamic changes. The changes that took place after these events proved to be unwelcomed by the employees resulting in a strike, again, impacting Gujarat State Road Transport Corporation. By reviewing this case and analysing change modelling literature, this paper discusses the implementation of Kotter’s eight step change model to assist in the success of managing change. In addition to Kotter’s linear model, Senge’s fifth discipline is suggested to assist build the foundations for a learning organisation. Combining a change model and a holistic learning organisation the rate of success will increase if managed and lead correctly. The success should be measurable in this case a lot of the changes are financially measured and can be recorded and monitored. Situation: Gujarat State Road Transport Corporation (GSRTC) was formed in 1960 as an off-shoot of...
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...Introduction There are many important years in the history of India, but as far as economic history is concerned, the year 1991 has definitely to be termed as a “landmark”. The economic reforms of the 1990s included, significant industrial and trade liberalization, financial deregulation, improvements in supervisory and regulatory systems and policies more conducive to privatization and Foreign Direct Investment (FDI) (Gopinath, 2008). The emergence of the software and services outsourcing industry in India is one of the most visible outcomes of globalization, stimulated by the spread of modern Information Communication and Entertainment Technologies (ICETs) and the restructuring of global capitalism since the 1980s (Upadhya, 2006). Consequent to these reforms phenomenon, key cities in India are in the midst of restructuring space, in terms of both use and form. The Liberalization, Privatization and Globalization (LPG) policies of the government of India and opening up of FDI in real estate sector have brought a big boom in the development of large scale private townships variously known as Integrated, NRI or High-Tech townships. These kind of townships are coming up on the peripheral areas of large cities like Mumbai, Pune, Delhi, Gurgaon, Chennai, Hyderabad, Ahmedabad and Bangalore occupying areas up to 1000 acres and beyond. Rapid urban growth, marked by the number of million-plus cities increasing from 23 in 1991 to 35 in 2001, has led to the problems of urban sprawl, unregulated...
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...promote long term economic development. Introduction: Employing about 19 million persons, public sector currently contributes about a quarter of India’s measured domestic output. Administrative departments (including defense) account for about 2/5th of it, the rest comes from a few departmental enterprises (like railways and postal services), and a large number of varied non-departmental enterprises producing a range of goods and services. These include, close to 250 public sector enterprises (PSEs) owned and managed by the central government, mostly in industry and services (excluding the commercial banks and financial institutions). At the state level, production and distribution of electricity, and provision of passenger road transport form the principal activities under public sector, run mostly by autonomous boards and statutory corporations. Though public investment in irrigation would...
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...[pic] [pic] 1.1 INTRODUCTION ABOUT SGSSL The South Gujarat Shares and Share brokers Ltd. (SGSSL) was started with authorized share capital of Rs. 3 crores and it’s paid up capital 1.27 crores under the company Act 1956. In 1992, The Company started its activities as association of person as sub broker giving service for buying and selling of securities to investors in Surat. Mr. Anil Choksy, Mr. Ashok Mehta, Mr. Jagdish Patel, Mr.Paresh Jhaveri Who took initiative to forming a limited company, So as become member of NSE India .In this way SGSSL was registered under company Act on the 5th January 1995, and conducted it’s trading business as member of National Stock Exchange. 31st march 1995 which was first financial year completed by the company after its registration & in this year the company suffered a loss of Rs.80000 due to heavy expenses like assets purchase, maintenance, establishment of building, furniture etc. The company had also faced loss in next financial year (1995) of RS.118000 because of prevailing poor market condition. During the year ended 31st march, 1997 the company has turned the table. On the total income of Rs. 45,80,000, the company made a net profit of Rs.3,70,000 and after adjusting the losses of Rs. 1,98,000, the Net Profit shown to the Balance Sheet was Rs. 1,78,000. On the 27th February 1996, the company obtained SEBI registration as broker. Originally the operation was started at Baroda because at that time National...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 (Also applicable to 2nd Year Students of 2010-12 Batch MBA Program) COMPULSORY COURSES MBA-II Semester-IV Sub Name: - Comprehensive Project Report – Industry Defined Problem (CP-IDP) Sub Code: - 2830004 In addition to Major Specializations, there will be over sixty Sectorial / Industry Areas for Practical studies in which theoretical papers / books are not to be taught in regular classroom sessions, but the teachers and students are free to use any available books, publications and online material to understand and guide the students for various sectors. Ideally, a teacher should study and specialize in at least TWO Sectors, so four teachers can guide 60 students in a class. (Reference: Appendix 1: List of Sectorial Areas for Comprehensive Project study given in Sem III Syllabus). This report is similar to the Grand Project, which was the part of earlier syllabus. The Comprehensive Project Report is based on the research methodology and students have to prepare the research report by using appropriate scientific statistical research tools for preparation of the CP in consultation with the faculty guide. (Please also refer the Guidelines for CP in MBA Semester III, as the same Project Title continues in Semester IV). A student has to opt for any ONE of the Sectorial Areas and study it thoroughly. The students may undertake the CP based on the selection of an Industry Defined Problem...
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...Analysis of Indian Iron and Steel Industry Table of Contents 1Introduction.......................................................................................................... 3 1.1Varieties of Steel................................................................................ ...............5 1.2Production Technology .....................................................................................6 1.3Components of the cost of production..............................................................7 2The Global Steel Industry.....................................................................................9 3The Structure of Indian Steel Industry...............................................................10 3.1Factors that attribute to the Revival of the Indian Steel Industry....................11 3.2Consumption of Steel in India.........................................................................16 3.2.1Top Five Companies.....................................................................................16 3.2.2Bottom Five Companies..............................................................................25 4Quantitative Analysis.........................................................................................32 4.1Ratio Analysis................................................................................................. .32 5Qualitative Analysis.........................................................................................
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...Union Budget 2014-15 10th July, 2014 Union Budget 2014-15 Budget 2014-15 Holistic Plan of Action In comparison to the less than ordinary and unimaginative budgetary proposals of yester years, Modi’s maiden budget comes as a welcome change from the norm. The proposals and reforms suggested in the Union Budget 2014-15 are ground breaking, specific with a good measure of thought & common sense and vastly catered for holistic growth of the economy. The challenging circumstances of a slowing economy, soaring energy prices, inflation, fiscal and current account deficits do not provide adequate leeway to maneuver and hit the path of high growth. Yet the Budget provides a comprehensive plan and directional footprint towards overcoming these hurdles to sustainable growth of 7-8% over the next few years along with providing macro economic stability, lowered inflation, realistic fiscal health targeting and a manageable current account deficit. Country is in no mood to suffer unemployment & apathetic governance 10th July, 2014 Union Budget 2014-15 Budget 2014-15 Holistic Plan of Action The Finance Minister while presenting the budget takes cognizance of the fact that decisive action to fuel growth without populism is the need of the hour. And that resources for developmental expenditure cannot be raised at the cost of burdening the future generations with the legacy of debt. He goes on to emphasize the need to mobilize resources through both tax and non-tax...
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...Need for companies to show social responsibility → supporting sustainable human development through investments in education, training, social and environmental activities Technological Factors - Extremely technology-driven: improved upstream technologies →better recovery of hydrocarbon, recovering oil from reserves considered exhausted → improved profitability (gains) - Breakthrough technology in ultradeep-water extraction →competitive advantage for Petrobras - Advanced technology → profound impact on long-term sustainability . Industry Competition Analysis (Porter’s five forces) In order to create a profitable competitive strategy, a firm must first examine the basic competitive structure of its industry through the competitive forces, because the potential profitability of the firm is heavily influenced by the profitability of its industry. For this purpose, corporate strategists advise the use of the Porter’s Industry Analysis framework, which describes the competitive environment in terms of five basic competitive forces. Based on Porter’s framework, for instance,...
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...106 India Infrastructure Report 2006 6 URBAN TRANSPORT O. P. Agarwal Growth in number of vehicles The increased travel demand has resulted in rapid growth in the number of motor vehicles in the cities. In the six major metropolises of India, growth in motor vehicles has outpaced population growth. On an average, while the population in India’s six major metropolises increased 1.89 times during 1981 to 2001, the number of registered vehicles went up 7.75 times during the same period (Figure 6.2). Thus the growth of motor vehicles was almost four times faster than the growth of population. Cities without good mass transit systems, like Delhi, Chennai, Hyderabad and Bangalore, showed a higher 60 50 40 30 20 10 Congestion is an outcome of twin factors, (a) growth in number of vehicles on road, (b) limitations to expansion of road space. Views expressed in the chapter are of the author. Cy cle s 2wh ee ler s IP T C Ca rs Sl ow t Fa s ns po B lic Tr a Congestion Pu b ISSUES IN URBAN TRANSPORT IN INDIA IP T rt 0 W alk T he burgeoning urban population of India is engaging in a variety of economic activities in rapidly expanding cities, which are, therefore, encountering fast escalations in urban travel demand. A variety of transport modes, such as, walking, cycling, two-wheelers, para-transit, public transport, cars, etc. are used to meet these travel needs. Travel demand is determined by a number of factors, the primary one being the size of the population. Other...
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...GOVERNMENT OF INDIA MINISTRY OF TOURISM & CULTURE DEPARTMENT OF TOURISM MARKET RESEARCH DIVISION FINAL REPORT ON 20 YEAR PERSPECTIVE PLAN FOR DEVELOPMENT OF SUSTAINABLE TOURISM IN MAHARASHTRA MARCH 2003 ΑΒΧ DALAL MOTT MACDONALD (FORMERLY DALAL CONSULTANTS & ENGINEERS LIMITED) Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra Dalal Mott MacDonald Joint Director General (MR), Department of Tourism Joint Director General (MR), Department of Tourism Ministry of Tourism & Culture C-1, Hutments, Dalhousie Road New Delhi – 110 001 India Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra March 2003 Dalal Consultants & Engineers Limited Sarojini House 6 Bhagwan Dass Road New Delhi 110 001 India Tel: (011)-3389386, 3383521. 1441/Maharashtra/A/18 July 2002 C:\websiteadd\pplan\maharashtra\Vol 1\Executive Summary Final.doc/01 Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra Dalal Mott MacDonald Joint Director General (MR), Department of Tourism Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra ssue and Revision Record Rev Date Originator Checker Approver Description This document has been prepared for the titled project or named part thereof and should not be relied upon or used for any other project without...
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...Government of India Ministry of Finance Department of Economic Affairs Public Private Partnership Projects in India Compendium of Case Studies c Government of India Ministry of Finance Department of Economic Affairs Public Private Partnership Projects in India Compendium of Case Studies December 2010 Public Private Partnership projects in India Compendium of Case Studies © Department of Economic Affairs All rights reserved Published by: PPP Cell, Department of Economic Affairs Ministry of Finance, Government of India New Delhi-110 001, India www.pppinindia.com Disclaimer This Compendium of Case Studies has been prepared as a part of a PPP capacity building programme that is being developed by the Department of Economic Affairs, Ministry of Finance, Government of India (DEA) with funding support from the World Bank, AusAID South Asia Region Infrastructure for Growth Initiative and the Public Private Infrastructure Advisory Facility (PPIAF). A consulting consortium, consisting of Economic Consulting Associates Limited (ECA) and CRISIL Risk and Infrastructure Solutions Limited (CRIS), commissioned by the World Bank, has prepared this compendium based on extensive external consultations. ECA and CRIS have taken due care and caution in preparing the contents of this compendium. The accuracy, adequacy or completeness of any information contained in this toolkit is not guaranteed and DEA,World Bank, AusAID, PPIAF, ECA or CRIS are not responsible...
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...Chapter-1 – INTRODUCTION 1.1 Indian Scenario in Shipping Maritime transport, which plays a vital role in the development of the country, comprises ports, shipping, shipbuilding and ship repair, and inland water transport systems. According to the Ministry of Shipping, Government of India, approximately 95% of the India’s trade by volume, and 70% by value, is moved through maritime transport. India is among the top 20 leading countries having large number of merchant fleets in the world. The Gross Tonnage (GT) under the Indian flag was 10.1 million GT as of 1.09.2010, with as much as 1029 ships in operation. Ports act as an interface between ocean transport and land transport. India has 12 major ports viz. Kolkata (including Dock complex at Haldia), Paradip, Vishakapatnam, Chennai, Ennore, Tuticorin, Cochin, New Mangalore, Mormugao, Jawaharlal Nehru at Nhava, Mumbai, and Kandla, and 187 minor ports. Despite recessionary conditions, traffic handled at major ports has grown on an average by 5.7% in the year 2009-10, over the year 2008-09. However, ports like Haldia (-20.4%), Ennore (-6.9%) and New Mangalore (-3.2%) are few of the main ports that witnessed negative growth in 2009-10. Nevertheless, most of the ports have not achieved their target for the year 2009-10. Mormugao (8.5%), Tuticorin (8.1%) Mumbai (2%), Kandla (2%), and Paradip (1.8%) were the only ports which achieved their growth target for 2009-10. Haldia (-22.1%)...
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...literature? ............................. 5 What is lean supply chain? ................................................................................................. 5 Discussion Point 4: Discuss the functions of 3PL. ............................................................. 6 What services are provided globally (reference to additional literature)? ........................ 6 An Overview of the Logistics Sector in India .................................................................... 7 Discussion point 5: Potential of 3PL in India .................................................................... 7 The Indian Transport Infrastructure .................................................................................... 8 Discussion point 6: Present Status of 3PL in India ............................................................ 8 Discussion point 7: Analysis of logistics spending in...
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...UNIVERSITY INSTITUTE OF APPLIED MANAGEMENT SCIENCES Aruna Chandra Hall (Near Post Office), Panjab University, Sector 14, Chandigarh-160 014 (India) Telefax: 0172-2701403 Phone: 0172-2534889 Email: uiams@pu.ac.in Website: uiams.puchd.ac.in SYLLABUS OF THE 1ST YEAR TRIMESTER – I CODE MBA-011 MBA-021 MBA-031 MBA-041 MBA-051 MBA-061a MBA-061b PAPER Principles and Practices of Management Quantitative Techniques for Managerial Decision Making. Managerial Economics Human Resource Management Accounting for Management Seminar on Executive Communication Workshop on Information Technology for Management CREDITS 4 4 4 4 4 2 2 MARKS 100 100 100 100 100 50 50 TRIMESTER – II CODE MBA-072 MBA-082 MBA-092 MBA-102 MBA-112a MBA-112b PAPER CREDITS Quantitative Methods and Operations Research 4 Economic Environment for Business 4 Production and Operations Management 4 Financial Management 4 Seminar on Negotiation Skills 2 Workshop on Management Information Systems 2 o Introduction to Retail Management (R. Mgt.)* 4 SECTORAL SUBJECT – 1 MARKS 100 100 100 100 50 50 100 o Principles of Banking and Insurance (B & I)* o Introduction to IT and Telecommunications (IT & Tel)* o Introduction to Infrastructure (Infra. Mgt.)* o Industrial Pharmacy and Pharmaceutical Technology (Pharma. Mgt.)* o Hospital Planning and Organization (Hosp. Mgt.)* MBA-122 *R. Mgt= Retail Management; B&I= Banking & Insurance; IT & Tel.= IT & Telecommunication; Infra. Mgt.=Infrastructural Management; Pharma. Mgt...
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