...International Conference on Technology and Business Management March 28-30, 2011 India’s Demographic Dividend - Issues and Challenges Arun Ingle P B Suryawanshi inglearun@gmail.com pbsurya@gmail.com Pad. Dr. Vitthalrao Vikhe Patil Foundation’s Institute of Business Management and Rural Development, Ahmednagar 1. Introduction India is transforming demographically, in which the population of a nation slows down and life expectancy increases, participation of women in labor force and rate of saving increases. India has its own issues like illiteracy, income disparity, gap between haves and have-nots; etc. This study explores demographic dividend in case of India by studying issues and challenges, the policies to be implemented and lessons to be learned from countries like Japan, Ireland and Thailand. By 2025, India will have over 65% population under working class. This is a unique window of opportunity for deploying resources. This study explores the benefits to be realized and the policies to be implemented; now India is well poised for becoming a super economic power. As all developed nations will have older population by 2026, as their population is aging. It means if India can take the advantage of this situation, by proper deployment of resources, by converting the human potential in to engine of economic growth. This period of demographic dividend is an opportunity for overall growth; it’s not the guarantee for improving the standard of living. This window of opportunity...
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...* In what ways does leadership at HCL Technologies use new-era concepts such as shared leadership and collaboration to change culture, structure, and processes to support and sustain innovation? Leadership at HCL Technologies has used new-era concepts in numerous ways to support and sustain innovation. Instead of having everything fall on the CEO’s shoulders, Nayar decided to create a section in the “U&I” portal called “My Problems”, which consisted of issues, questions, and concerns that were challenging to him. Many employees reached out to him to with their different ideas and offered suggestions that allowed for him to look at problems differently, and think outside of the box. On many instances, Nayar engaged in a back and forth dialogue with the portals contributors with questions like, What is the fundamental nature of the problem and how does it really affect us? (Nayar, 2010). By having these discussions with the contributors, it began to shift the responsibility of actions from the CEO to the employees. Another concept that was implemented, were employee communities called “Employee First Councils”. This idea was based upon trying to figure out things such as: What are the employees about and who are they? What are their ethics and what are they passionate about? Nayar felt as though if he was able to engage people around their passions and comfort areas, they’d be more inclined to take responsibility, and they’d be more passionate about their jobs. By implementing...
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...As the US economy increasingly depends on service sectors, empowerment becomes even more vital. Knowledge and information demands require the involvement and commitment of all staff members’ not just leaders. Service quality occurs at the point of service contact, where the customer or clients interact with staff. BAIT is one way to align business with IT. Most big IT service sectors company has employed this transforming them, from head providers to complete solution providers. Various predictions about globalization, knowledgebase-based organizations, the information age and the biotech age are loosening the organizational boundaries. No one knows the future except the fact that it will be more complex, more fast-paced, and more cultured diverse. Organizations and the leaders will have to become perpetual learners. Principles of Collaborative leadership is recognition that no one person has the solutions to the multifaceted problems that a group or organization must address. Leadership in this context requires a set of principles that empower all members to act, and employ a process that allows the collective wisdom to surface(Leading Organizations, Hickman, Page. 249). Mr. Nayar followed Collective leadership practices by holding shared vision and core values in trust and operationalizing them, generating and supporting interdependent and interdisciplinary group process, establishing and sustaining inclusiveness of stakeholders, creating and maintaining a free flow of information...
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...years there have been various theories and models regarding nursing and healthcare. Doctor Larry Dossey (1982) identified three “Eras” of healthcare as the structure for healthcare in the Western world. Two of which are the Mechanical Model also known as Era I, and the Body/Mind Model known as Era II. Era I began in the 1860’s, the model reflected the view that disease was purely physical in nature and that physical interventions such as medications, surgical procedures, or bloodletting were required to promote healing. Consciousness, thoughts, and beliefs were not considered to be factors in healing but merely side effects of the facets of the brain (Koerner, 2011.) This medical model continued until the 1950’s, shortly after World War II ended Era II began. While Era II continued to focus on the physical aspects of illness and disease, healthcare changed its focus to how the mind effects the body rather than the mind being an effect of the body. Patient’s views, passions, and thoughts were understood to have physical effects on the body. Stress for example was understood to contribute to other problems such as hypertension. (Dossey, 1999.) 2. Personally I believe Era II is on the right track, but in my opinion a more holistic approach is needed for true heath. To be healthy is not just to be free of disease. While the model described in Era II recognizes that the brain does have an effect on our health, it does not take nutritional, sexual, or spiritual health into consideration...
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...them to gradually develop and improve their expertise, access time is shortened and extended over many fields in it, the use of technology in business and continuous development. Business forms and use various means such as web, email, text messages in order to manage, connect, communicate and trade in modern form. II. Body The development of human race always bases on knowledge and capable of creative. On last historical period, people mostly do by instinct, with little knowledge, not enough to be creative. Switch to the era of agricultural civilization, people began to have created innovative tools such as farming (plow, plant hoes, and water). However, it took from 4000 to 5000 years after, human began to have real knowledge, be aware to the objective law and entered a new era of the industrial era, the era of the great technical innovations. Due to grasp the objective law, science thrives, especially in the late 19th to early 20th century. More new branches appear as quantum research, nuclear, aerospace, ocean … However, it slowly moves since the 2nd world war, the scientific and technologic achievements were used in military purposes. After the war ends, the world has condition to change scientific achievements into technology. In 80s and 90s of 19th century, technology was developed with remarkable speed. Such as: The first IBM-PC invented (1981), The CD-ROM invented (1984), The first patent for a genetically engineered animal is issued to Harvard University researchers...
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...Russell, a manufacturing vice president, walked into the monthly companywide meeting with a light step and a hopefulness she hadn’t felt in a long time. The company’s new, dynamic CEO was going to announce a new era of employee involvement and empowerment at Elektra Products, an 80-year-old, publicly held company that had once been a leading manufacturer and retailer of electrical products and supplies. In recent years, the company experienced a host of problems: market share was declining in the face of increased foreign and domestic competition; new product ideas were few and far between; departments such as manufacturing and sales barely spoke to one another; morale was at an all-time low, and many employees were actively seeking other jobs. Everyone needed a dose of hope. Martin Griffi n, who had been hired to revive the failing company, briskly opened the meeting with a challenge: “As we face increasing competition, we need new ideas, new energy, new spirit to make this company great. And the source for this change is you—each one of you.” He then went on to explain that under the new empowerment campaign, employees would be getting more information about how the company was run and would be able to work with their fellow employees in new and creative ways. Martin proclaimed a new era of trust and cooperation at Elektra Products. Barbara felt the excitement stirring within her; but as she looked around the room, she saw many of the other employees...
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...Announcing a new era The languor and still life speeches of Manmohan Singh’s era had to be forgotten. First Mr. Modi enters exuding confidence. He knows he has to announce a new era. He goes beyond Nehruvianism by appealing to the civics of Swadeshi. This is not the language of politics but of virtue, of the qualities required for nation building. He is attired in a saffron turban with a green border: a Bandhini, Kutchi in its origin. He evokes a new style and his voice resonates a different world. India is not making tryst with destiny. It is going to meet the future by reconstructing it. The camera widens the frame. Lal Quila is not just a fortress. It is a landscape of temples, history and a sense of a bigger city. He is standing at the ramparts announcing a new era by reworking the grammar of the old. There is no big statement on productivity, no appeal to economics, no cliché about foreign policy, no reference to corruption, hardly any mention of China or Pakistan. It is a day for positives, for a nation to recharge itself. The language is simple: it is not politics, not policy; it is a simple sermon on values, simply done, almost faultless. This Independence Day speech does not begin with 1947. It begins with a salute to those who build the nation. The first shift in attitude is here. Mr. Modi says, “I address you not as Prime Minister but as the first servant of the nation.” He then suggests a nation is not made by a great man but by its people. A nation is built by...
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...herself, because other people may not believe that she has potential. Esther Greenwood has always had exceptional intelligence. Esther has constantly received straight A’s through primary and secondary school and also through college. She declares “All my life I’d told myself studying and reading and writing and working like mad was what I wanted to do, and it actually seemed to be true, I did everything well enough and got all A’s and by the time I made it to college nobody could stop me. (31)” When it comes to receiving an education, Esther can succeed with ease. Now that Esther’s days of education have come to an end she must concentrate on her future. Esther states “The one thing I was good at was winning scholarships and prizes, and that era was coming to an end. (77)” Esther now realizes that she can not obtain a substantial income by just winning scholarships and prizes through her entire life. Her years of winning of scholarships and prizes have ended and Esther must now find a way to apply her knowledge to find a suitable career. In her search to find a suitable career, Esther must reflect on her current skills and abilities. Esther must keep the...
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...Salick, a manufacturing vice president, walked into the monthly companywide meeting with a light step and a hopefulness she hadn’t felt in a long time. The company’s new, dynamic CEO was going to announce a new era of empowerment at Plumb-Quik, a 75 year old publicly held company that had once been a leading manufacturer and retailer of plumbing products and supplies. In recent years, the company experienced a host of problems: market share was declining in the face of increased foreign and domestic competition: new product ideas were few and far between; departments such as manufacturing and sales barely spoke to one another; morale was at an all-time low, and many employees were actively seeking other jobs. Everyone needed a dose of hope. Alex Boochoon who had been hired to revive the failing company, briskly opened the meeting with a challenge: “As we face increasing competition, we need new ideas, new energy, new spirit to make this company great. And the source for this change is you – each one of you.” He then went on to explain that under the new empowerment campaign, employees would be getting more information about how the company was run and would be able to work with their fellow employees in new and creative ways. Alex proclaimed a new era of trust and cooperation at Plumb-Quik. Maureen felt the excitement stirring within her; but as she looked around the room, she saw many of the other employees, including...
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...Today we will work to analyze the adaptive challenge facing an organization, the readiness for change and tools used to help support and prepare for change. We will use HCL as a case study and Mr. Nayar leadership style as an example. The greatest demand on new era organization is to face adaptive challenges. Organization generates new cultural norms that enable people to meet ongoing stream of adaptive challenges. Adaptive challenges demand leadership that can engage people in facing challenging realities and then changing at least some of their priorities, attitudes, and behaviors in order to thrive in changing world. “It’s working” should never be the primary reason to avoid change. We should ask this question ?what is the change ? Change is an inherent component of capacity building in organizations larger environment(Ron Edmondson,2011). People don’t resist change they resist being changed and they did not fear a new idea, what it fears is a new experience. (Jay Derago, 2012). HCL faced many challenges and they were able to Adapted successfully because their leader was prepared for that change and he works with them as one team to adapt the challenges . Mr. Nayar came with many new ideas and these ideas consider not only as changes but more than revolution so many many challenges faced them and we will go through few of them . CEO , Employees and U&I CEO office is one of Forbidden areas according the old schools and no one can dare to dream and...
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...As a new era of technology dawns, we welcome you to a whole new world of incredibly fast internet connectivity and staggering data-transfer capability, anytime and anywhere, as an extended service to our continuing patronage. Hope until now, you have experienced, unmatched service performance through our CDMA based high speed data-cards, and must have developed enough confidence in our brand and the quality of product services, that we strive to deliver to all our customers. To take the same satisfaction up by leaps and bounds, for only a few esteemed patrons, it gives us immense pleasure to announce the launch of a new product HypVelocity, which is an EVDO based technology, being offered only by us in the country, to match your future needs of high speed internet connectivity. The data-transfer speeds that can now be achieve shall be minimum upto 50 times higher than the conventional products. More details shall soon be provided by our executive who shall visit you, after taking prior appointment. HypVelocity shall be available, at a very special offer, to a few select clients of ours, by surrendering the current data-card, the services of which were earlier offered at no cost, by paying a very nominal one-time fee of Rs 100, and a monthly tariff of Rs 150. For an extremely high-valued customers as yourself, the company, besides HypVelocity connection, shall also offer free access to all Value-add services for a year, and on-line SMS pack worth Rs 250. While the services...
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...Fashion much like everything else evolves and reflects on what is happening at the time. Before the 1950’s, society had struggled for two decades with wartime restrictions and rations. It was a new era and everything was looking up. With all the new technology including credit cards, buying clothes and keeping up with fashion was easier than ever. After World War 2 there was a push for women to get back in the home and do the traditional woman duties of raising children and looking after the house. Advertising portrayed that housewife look for women. Fashion in the 1950’s for women emphasized femininity in the form of soft shoulders, stiletto heels, wrist-length gloves and full, billowing skirts. Even working women's outfits’ hinted fragility, with pencil-slim skirts and little hats with veil and feathers. Men’s fashion was clean cut and conservative. Suits and penny loafers were favored by men. Hats became less popular for men and they started wearing their hair in a crew cut. Fashion for teens also completely changed in the 1950’s for the first time they stopped imitating their elders and invented a new type of dress and way to express themselves. As rock and roll gained popularity so did sexual appeal. Rock and roll artists like Elvis really emphasized this change in teenagers. Elders saw rock and roll as a danger, but the youth loved it and they became more rebellious than ever before. Leather jackets, black jeans, ankle boots and checkered shirts became the fashion trend...
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...Prepare for Future Challenges March 11, 2012 MBA 6006 Nayar at HCL Technologies prides himself and his office on being transparent. They encourage their employees to be responsible for their actions: Through the value portal where employees and customers collaborate together to develop new innovations. With the improved use the of Blue Print portal for the main managers peer-to-peer reviews to create new innovations. To the various forms of internal and external messaging used on a local bases to improve overall employee passion and customer satisfaction. In 2006 the CEO had recast the role of his office and transferred the responsibility for change on to his employees for many initiatives. One example is that of the value portal. The company wanted to change the relationship with their customer by enabling them to be more responsible for their partnership with the company. Nayar wanted his customers to be actively involved while also challenging his employees to go beyond their defined roles and responsibility. He accomplished this by creating a portal that could be used between customers and employees. This portal the “Value Portal” allowed customers to evaluate and rate the new ideas that HCLT employees generated. The portal was very successful and hundreds of HCLT customers join and thousands of ideas were generated with a potential savings of hundreds of millions of dollars(Nayar, V. 2010) . With this success Nayar felt his employees were ready for bigger responsibility...
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...inverting the pyramid were making a great difference for the company. The blueprint meetings, planning and implementation process has allowed HCLT to successfully compete with the best global players in the IT industry. Even though HCLT was still a small company, they saw their business growing. They began to hire hundreds of new employees and with worldwide revenue; they were quite diversified with operations in eighteen countries. One of Nayars primary focus was keeping the employees first and customers second, but with the massive growth and gain of new employees, Nayar wasn’t sure how to sustain that focus. “How would new people coming on board understand the importance of trust and transparency”, Nayar asked. This question is what brought about the Starfish and the Spider leadership organizational concept by Ori Brafman and Rod A. Beckstrom. Most companies, they argue, function like eight-legged spiders. “Cut off the leg of a spider, and you have a seven-legged creature on your hands; cut off its head and you have a dead spider”. “But cut off the arm of a starfish and it will grow a new one. Not only that, but the severed arm can grow an entirely new body. Starfish can achieve this feat because, unlike spiders, they are decentralized; every major organ is replicated across each arm”, (Nayar, V. (2010). Recasting the Role of CEO: Transferring the responsibility for change), The Starfish and the Spider: Unstoppable Power of Leaderless Organizations, by Ori Brafman and...
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...Tyler Gates Robotics Essay The New Era of Cars An autonomous car, also known as a self-driving car or robotic car, is an autonomous vehicle capable of fulfilling the main transportation capabilities of a traditional car. As an autonomous vehicle, it is capable of sensing its environment and navigating without human input. Autonomous vehicles sense their surroundings with such techniques as radar, LIDAR, GPS, Odometry, and computer vision. Advanced control systems interpret sensory information to identify appropriate navigation paths, as well as obstacles and relevant signage. By definition, autonomous vehicles are capable of updating their maps based on sensory input, allowing the vehicles to keep track of their position even when conditions change or when they enter uncharted environments. Autonomous cars have control systems that are capable of analyzing sensory data to distinguish between different objects on the road, which is very useful in planning a path to the desired destination. Google’s self-driving car is any in a range of autonomous cars, developed by Google X as part of its project to develop technology for mainly electric cars. The software installed in Google's cars is called Google Chauffeur. Lettering on the side of each car identifies it as a "self-driving car". The project was formerly led by Sebastian Thrun, former director of the Stanford Artificial Intelligence Laboratory and co-inventor of Google Street View. Thrun's team at Stanford created the robotic...
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