...Market Based Management® Philosophy and Principles Market Based Management® is a value system and framework for action that encourages employees to think and act like principled entrepreneurs. (The Principled Entrepreneur, 2007) The MBM philosophy was (and continues to be) developed by Charles Koch, chairman and CEO of Koch Industries. It is used by all Koch companies such as STAINMASTER® carpet, LYCRA® spandex, Quilted Northern® tissue, and Dixie® cups. Charles Koch credits the success of Koch Industries, one of the world’s largest privately held companies, to the application of this unique way of doing business. (Koch C. , 2007) MBM is a large set of ever-evolving “mental models” that are organized by, and interpreted through, a framework of five interdependent and mutually reinforcing dimensions: vision, virtue and talents, knowledge processes, decision rights and incentives. The MBM Guiding Principles, which are a model within the virtue and talents dimension, form the MBM culture. (Tapscott, 2007) This material is used by leaders and employees of Koch companies to get results. Market Based Management® (MBM) is rooted in the Science of Human Action (Mises, 1949), and is defined by five dimensions: * Vision – determining where and how the organization can create the greatest long –term value * Virtue and Talents – helping ensure that people with the right values, skills and capabilities are hired, retained and developed * Knowledge Processes – creating, acquiring...
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... Management Guru Peter Drucker once said, “Management is doing things right; leadership is doing the right things.” The success of every organization relies on the creativity of leaders and the pragmatism of its managers. But many people think that managers and leaders are the same; they have the same goals and ultimately strive for the same thing- Success. So are they really that different? And more importantly, how would I define myself – as a Manager or a Leader? I started thinking about this question after reading an article by Abraham Zaleznik (Harvard Business Review, January 2004) for a course on Entrepreneurship that I was taking. With an ever-growing culture of start-ups and technological innovation, the differentiation between managers and leaders is becoming more and more evident. When most of us think of leaders we immediately think of names like Mahatma Gandhi or John F. Kennedy, or more recently of Barack Obama and have a perception of greatness associated with them. After all they are the harbingers of change- they are the ones who inspire and seek to make a difference in the way people think. But are they the only ones required to implement the change? That’s where the managers come in. They are generally viewed as the tough, persistent businessmen who are only concerned with profits. Since these two sets of people think so differently, clashes are bound to arise. However, when conflicts between them are not handled well, the entire process of innovation may...
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...address a social objective within the highly regulated marketplace of today. It is distinct from a non-profit because the business should seek to generate a modest profit but this will be used to expand the company’s reach, improve the product or service or in other ways to subsidise the social mission. In fact a wider definition of social business is possible, including any business which has a social rather than financial objective. Prototype: In Yunus’ book Creating a World without Poverty—Social Business and the Future of Capitalism, two different types of social businesses are proposed: ▪ A Type I social business focuses on providing a product and/or service with a specific social, ethical or environmental goal. A prominent example is Grameen Danone. ▪ A Type II social business is a profit-oriented business that is owned by the poor or other underprivileged parts of the society, who can gain through receiving direct dividends or by indirect benefits. Grameen Bank,...
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...Entreprenurial Leadership Three of the major voices in entrepreneurship and business leadership are Steve Case, former Chairman and CEO of AOL, James Kouzes, co-author of The Leadership Challenge, and Peter Drucker known as the most influential management thinker in the 20th century. These men have developed theories and innovative ideas in the field of entrepreneurship. By examining the common threads of their ideas one can develop a theory on Entrepreneurial Leadership. Ayman Tarabishy, Lloyd Fernald Jr., and George Solomon, in their essay entitled, Understanding Entrepreneurial Leadership in today’s Dynamic Markets define entrepreneurial leadership as the leadership of “one of an enterprising, transformational leader who operates in a dynamic market that offers lucrative opportunities.” They go on to contend that the entrepreneurial leader has the qualities of a transformation leader; communication skills, consistency, caring, creating opportunities, self-confidence, power need and its use, and vision; the entrepreneurial leader excels in leading firms that compete on the edge; the entrepreneurial leader has ability for learning and knowledge generation; and entrepreneurial leaders understand resources and capabilities. When combining the theories of Case, Kouzes, and Drucker on Entrepreneurial leadership it can be said that people are the keys to a successful business. Case discussed the 3 P’s and discussed the fact that a business owner must be able to rely on people...
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...tBeautiful, but Bold? Zeenat Jadwet, TY B, 3105 After winning an overwhelming majority on its own, the BJP has, in its first two policy statements—the railway budget and the Union budget—unambiguously initiated a recalibration of the government’s ideology towards the right. Clearly this is a government, emboldened, no doubt, by its 282 seats, yet many question how much of this was divulged in the highly anticipated budget. Principle of continuity was seemingly chosen over political consideration, causing many a people to question the intentions of Mr. Jaitley and the Modi Government. Reconciliation with a flawed inheritance, is what Is evident by the budget, leaving expectations of path breaking reforms, or “Modification”, postponed if not shattered. This said, the budget does very successfully incorporate small, viable steps aimed at curing long standing issues of deficit, investor skepticism and inflation. Faced with a near-empty treasury and massive outstanding obligations, Mr. Jaitley had very little room to maneuver. It was either quoting a more realistic fiscal deficit, thereby corroding investor confidence or accepting the rather wishful goal of Mr. P. Chidambaram of 4.1% for 2014-15, which he invariably did. This though is based on the premise of growth in the coming months. Accepting that full disclosure would leave a scar on the rather upbeat mood, subjecting the ‘Ache din’ promise to mockery the Jaitley-Modi duo stuck to the UPA II guidelines. If the...
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...Journalist, USA Shereen El Feki, The Economist, UK David Grimshaw, Intermediate Technology Development Group, UK Pamela Hartigan, Schwab Foundation for Social Entrepreneurship, Switzerland Ashok Khosla, Development Alternatives, India Ehsan Masood, LEAD International, UK Penelope Mawson, LEAD International, UK Nick Moon, ApproTEC, Kenya Adil Najam, Fletcher School, Tufts University, USA Julia Novy-Hildesley, Lemelson Foundation, USA Anna Richell, Design Council, UK Ammon Salter, Imperial College London, UK Eugenio de Motta Singer, ERM, Brazil Rory Stear, Freeplay Energy Corp., UK Zhang Lubiao, Institute of Agricultural Economics, China 2 Foreword This draft document comprises Recommendations and a Summary of the discussion from a workshop held at the secretariat of LEAD International in London in November 2003, as part of a larger study on invention and inventiveness. The study will culminate in an “Invention Assembly” in Washington D.C. in April 2004. The study is supported by the Lemelson-MIT Program and by the National Science Foundation. The Assembly will be hosted by the National Academy of Engineering. 3 Contents Key findings and recommendations Introduction The role of invention and innovation Case studies: Africa Case studies: India Case studies: China Case studies: Latin America The rise of social entrepreneurship An agenda for further study Notes Biographies...
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..."Dhirubhai built an empire that is rock solid and he will always remain an icon." - Kumar Mangalam Birla, Chairman, Aditya Vikram Birla Group. The Death of an Icon The 6th of July 2002 was a black day in the Indian corporate history. The Founder and Chairman of the Reliance group of Industries (Reliance), Dhirajlal Hirachand Ambani (Dhirubhai) died after a 13 day battle for survival. A perfect combination of entrepreneurship and leadership, Dhirubhai transformed Reliance from a company with a turnover of Rs 640 million in 1976, to one with a turnover of Rs 620 billion in 2002. Starting with a small textile mill in Naroda, in 1966, Dhirubhai took Reliance into various areas like petrochemicals, polyester filament yarn, oil and gas exploration and production, refining and marketing of petroleum, textiles, power, telecom services, information management and financial services (Refer Exhibit I for Reliance Group of Companies). Dhirubhai never followed the textbook style of management. Instead, he evolved a unique style, which combined the American style of entrepreneurship, with the Japanese focus on the latest technology. And to this, he added the innate shrewdness of a Gujarati businessman. Analysts feel that he was a perfect manager of time, money and men and exhibited a passion to find solutions to problems....
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...Critique of Nonviolent Politics From Mahatma Gandhi to the Anti-Nuclear Movement by Howard Ryan (howard@netwood.net) Preface 2 Part I 1 2 3 4 5 6 7 Problems of Nonviolent Theory Nonviolent Philosophy 6 Moral View: Violence Itself Is Wrong 9 Practical View: Violence Begets Violence 13 Nonviolent Theory of Power 21 Voluntary Suffering 24 Common Nonviolent Arguments 34 A Class Perspective 49 Part II 8 9 10 11 12 13 14 15 16 Gandhi: A Critical History Father of Nonviolence 56 Satyagraha in South Africa 59 Textile Strike 66 Noncooperation Movement 1919-22 70 Religious Conflicts 80 Salt Satyagraha 87 Congress Ministries 97 The War Years 101 Independence and Bloodshed 111 Part III 17 18 19 20 Nonviolence in the Anti-Nuclear Movement Nonviolent Direct Action 120 Consensus Decision Making 123 Open, Friendly, and Respectful 136 Civil Disobedience 142 Epilogue 151 Notes 154 ©2002 by Howard Ryan. All rights reserved. Readers have my permission to use and distribute for non-profit and educational purposes. Critique of Nonviolent Politics 2 Preface (2002) Critique of Nonviolent Politics may be the only comprehensive critique of nonviolent theory that has been written. I wrote it between 1980 and 1984, while living in Berkeley, California. Since 1977, I had been active in the movement against nuclear power and weapons which, in California, focused its protests at the Diablo Canyon Nuclear Plant near San Luis Obispo, and at the University of California's Lawrence Livermore Labs where...
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...TOURISM STUDIES BA - IHA Assignments Booklet (2012-13) [pic] School of Tourism and Hospitality Services Management Indira Gandhi National Open University Maidan Garhi, New Delhi – 110 068 BA - IHA ASSIGNMENTS TOURISM STUDIES Dear Student, You will have to do one Tutor Market Assignment (TMA) in each of the courses in Tourism Studies. Before attempting the assignments please read the instructions provided in the Programme Guide for BA - IHA. In this despatch we are sending you the Assignments for all the EEG - 03 and all the TS courses. Kindly complete the assignments of the courses pertaining to your year of study. Note: All Assignments must be submitted in time and they should be sent to the Coordinator of your Programme Centre. You must mention your Enrolment Number, Name, Address, Assignment Code and Programme Centre Code on the first page of the assignment. You must obtain a receipt from the Programme Centre for the assignments submitted and retain it. If possible, keep a photocopy of the assignments with you. After evaluation, the assignments have to be returned to you by the Programme Centre. Please insist for this and keep them as a record with you. The Programme Centre Coordinator has to send the marks to Programme Coordinator, BA – IHA programme, Room # 13, Block # 1, IGNOU, Maidan Garhi, New Delhi – 110068. GUIDELINES FOR DOING ASSIGNMENTS We expect you to answer each question in about 700/500 words or as mentioned in the assignments. You...
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...Certificate Courses) SESSION 2013-14 The Banaras Hindu University offers admission to various Diploma and Certificate Courses under Special Courses of Study in some Faculties/Departments of the University as well as at Rajiv Gandhi South Campus, Barkachha, Mirzapur. Name of the courses, Course code number, eligibility requirements, no. of seats and fee etc. are given as under: A. COURSES OF STUDY, COURSE CODE NUMBER, DURATION, ELIGIBILITY REQUIREMENTS, NUMBER OF SEATS AND FEES Sl. No. (1) 1. 2. 3. Name of the Course Course Code Eligibility Requirements qualifying examination (2) 2-Year Diploma Course in Office Management & Business Communications (Part Time) 2-Year Diploma Course in Tourism Management (Part Time) (3) 822 (4) Passed +2 (Intermediate) or equivalent examination. 801 Passed +2 (Intermediate) or equivalent examination. 1-Year (2-Semester) PG Diploma in Language Technology (Full time) 923 Graduation./ Post-graduation in Linguistics/Languages/ Psychology/Mathematics/ Computer Science/ Information Technology/Electronics/Physics with 50% marks or above. Bachelor Degree (10+2+3) with 50% marks in aggregate Department/Centre where the course is available (5) Rajiv Gandhi South Campus, Barkachha, Mirzapur & Faculty of Arts (both) Rajiv Gandhi South Campus, Barkachha, Mirzapur & Faculty of Arts (both) Deptt. of Linguistics, Faculty of Arts No. of Seats Fee (6) Max. 46+46 Min. 10+10 (7) Rs.5000/per annum Max. 46+46 Min. 10+10 Rs.5000/per annum Max. 12 Min...
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..., Jain Irrigation Systems Limited Corporate Social Responsibility Report and Analysis Corporate Social Responsibility Division C, MBA Core, Trimester-I ChaitanyaBh K K (C009) Rahul Gupta (C018) SameeraMunipalli (C030) PratheekMuriki (C032) Sunil Ramavarapu (C041) RabindraVerma (C060) Table of Contents Agriculture Sector 2 Agriculture Sector in India 2 Jain Irrigation Systems 3 CSR Activities of JISL 4 Work Place 4 Market Place 5 Community Development 5 Environment Sustainability 6 Critical Analysis 7 Analysis of JISL’s CSR initiatives and activities 7 Analysis of CSR activities at Workplace 7 Analysis of CSR activities at Marketplace 7 Analysis of CSR activities at Community 8 Analysis of CSR activities at Environment 8 JISL CSR and its alignment with MDGs & NVGs 9 Recommendations 10 References 10 Agriculture Sector Agriculture is the world's largest industry. It employs more than one billion people and generates over $1.3 trillion dollars worth of food annually. According to the World Bank, 70% of the world's poor who live in rural areas and agriculture is their main source of income and employment. Depletion and degradation of land and water pose serious challenges to producing enough food and other agricultural products to sustain livelihoods here and meet the needs of urban populations. Thus, the need for sustainable resource management is increasing rapidly. Demand for agricultural commodities is rising...
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...Volume - I No.2 August 2013 Challenging to Change - Sustainability Issues In India!! Social Networking Sites and Social Science Special Interview with Prof. Daniel Miller Macroeconomic Effect in Brazil due to upcoming FIFA World Cup and Olympics Street protests: an EPS perspective Too Many Too Little Debtanu Dutta Surbhi Verma EPS Co-ordinators (Batch 2012-14) eps@iimk.ac.in Manjunatha Belgere Ajinkya Lokare Faculty Advisory Board Prof. Kausik Gangopadhyay Prof. Subhasis Dey Prof. A. F. Mathew Prof. Sthanu Nair Prof. Venkat Raman Prof. Rudra Sensarma Editorial Board Biswa Prateem Das Debtanu Dutta Manjunatha Belgere Presented by Economics Politics & Social Sciences Interest Group Indian Institute of Management Kozhikode Editorial After an inspiring success of the inaugural edition, we are very happy to present you the second volume of “Pragati”, magazine from Economics, Politics and Social sciences (EPS) Interest Group of IIM Kozhikode. This time it is much inclusive and much bigger. We received articles from students of the esteemed colleges of India and published the best among them. This is a result of tireless effort and dedication from the student members of the group and endless inspiration and help from the faculty members of our “Faculty Advisory Board”. EPS Interest Group is a cohort of enthusiasts on economic, political and social issues. Main aim of this group is to create awareness about recent related issues and sensitize...
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...Leadership and Culture in India : The GLOBE Research Project1 Jagdeep S. Chhokar2 India is a country of great diversity. There are substantial regional, linguistic, cultural, and religious variations across the country. Given the wide range of variation, it should be impossible to generalize about the society, organizations, and leaders in India, as also about organizational and leadership practices in Indian organizations. There is however hope because in spite of the fact that the languages of India are many, and there are well marked differences between one regional culture and another, yet there is an over-all unity of design which makes them all members of one family. This stems primarily from the economic and social organization of the country and extends to commonness of intellectual and emotional attachments and obligations. The details might vary from place to place, and from one caste to another, yet the sameness of the traditions on which all of them have been reared cannot be overlooked (Bose, 1967, p.9). It is in this spirit that this chapter reports the India-specific findings of the GLOBE Research Project. The following section attempts to describe the evolution of India's society and culture, concluding with a description of the current situation. It is followed by a brief description of leadership in India. The methodology of GLOBE research in India is described next, followed by presentation of the results of the qualitative and quantitative analyses. A brief...
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...Rise of Information Technology in India tIKO The global media started writing about India positively only in the past eight years, largely due to the spectacular progress of the Indian IT industry T2K came as a bolt form the blue and a blessing in disguise. Terms like IT superpower and your job is Bangalore and tom Friedman’s book “The world is flat” that went on to become not a mere new York times best-seller, but the best amount many bestsellers in year 2005 brought Indian into the center stage of global IT. The three software services majors-Infests. TCS and Wipro together-have annual revenues of more than $ 10 billion dollars: each of them employs nearly 100,000 employees by the end of year 2008. The number of IT/ITES professionals employed in Bangalore is just short of the combined employment of the entire state of Karnataka. Though, the global recognition is new to India. IT has deep roots in India going all the way back to the discovery of zero! Even in the recent past a number of developments have taken place mostly away from the media glare, some of them include-investment in education, nurturing excellence in key educational institutions, emphasis on R & D, imaginative policy planning and political will to support and sustain IT across all areas. They all helped Indian IT to grow to its current formidable position. The role of the government can be seen in various measures. Home Bhabha committee realized the need for focus in electronic...
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...oikos Case Writing Competition 2013 Social Entrepreneurship Track 3rd Place Ziqitza Health Care Limited: Responding to Corruption N. Craig Smith and Robert J. Crawford, INSEAD This is an Online Inspection Copy. Protected under Copyright Law. Reproduction Forbidden unless Authorized. Questions relating to permission should be directed to: craig.smith@insead.edu Copyright © 2013 by the Authors. All rights reserved. This case was prepared by N. Craig Smith and Robert J. Crawford as a basis for class discussion rather than to illustrate the effective or ineffective handling of an administrative situation. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form by any means without permission. oikos case collection http://www.oikos-international.org/academic/case-collection/ oikos Case Writing Competition 2013 3rd Prize Introduction After a monthly staff meeting, a young employee approached Sweta Mangal, CEO of Ziqitza Health Care Limited (ZHL). Sanjay Rafati 1 had been hired as a financial officer the previous month, in November 2011. In view of the company’s strict ethical code, he was nervous about expressing his point of view, which was why he wanted to see Ms. Mangal in private: “The situation in one of the states where ZHL operates is getting critical. Unless the government pays what it owes us immediately, we will not be able to make payroll. We won’t be able to service...
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