There is a fair amount of investment in HR, especially in training etc...

The investments that Godrej makes in its employees is revealed by Sumit, “There is a fair amount of investment in HR, especially in training etc... The basic work of human resource is done by the people who manage the line. So I would say that we spare a fair amount of time.”

Hence, the company moved along a path that was ‘development’-oriented rather than being ‘control’-oriented (that was present earlier). The entire human resource functionary in GCPL stems from the top management as Sumit avers, “Adi Godrej, our chairman, is deeply involved with most of the HR initiatives. He holds a chairman tea once or twice a month, wherein, he meets up with new recruits, speaks to them, listens to their issues and also tries to outline the plans for the Group.”



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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

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The IAF has finally got a nod from the MoD to replace its obsolete fleet of combat aircraft

The MIG 21 procurement programme, which began in the 1960s, continued to the late 1980s (a vast majority was produced under licence by HAL), adding almost 1000 flying machines in the arsenal of the IAF. The situation began to change, when the ‘revolution in military affairs’ (RMA) was triggered by stupendous strides made by information and communication technologies. “Quality began to replace quantity as the concepts shift - ed from ‘platform centric’ to ‘network centric’ warfare. The Indian defence establishment was concerned with the poor quality of the avionics of the Soviet-era machines and the acquisition of F-16s by Pakistan (1983) made the defence establishment think afresh,” said Group Captain (Retd) Sukumaran, while talking to B&E. Although some inductions were made in the form of MiG 29s from Russia and Mirage 2000 from France, the numbers were too small to make any substantial difference. The purchase of Su-30 MKI was the only comprehensive acquisition since 1988. Furthermore, inordinate delays in procurement process coupled with political & economic hassles (during the Prime Ministership of Narasimha Rao in the early 1990s) prevented the IAF from upgrading its fleet. The old & obsolete MiG 21s (125 MiG 21s have been upgraded to Bison standard as a stop gap arrangement) still continue to be the mainstay of Indian air power, bearing testimony that the recent acquisition proposal announced by the Defence Minister is too little and too late.

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Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

IIPM, Business College Ranking India BBA Institute India, IIPM IIPM - Nikhil Khade Online Welcome to 4Ps Business and Marketing The IIPM Think Tank IIPM New Delhi India Professor Arindam Chaudhuri, Renowned Management Guru & Economist IIPM Info Planning and Entrepreneurship Programme, IIPM New Delhi, India Business And Economy IIPM Placements New Delhi, India IIPM Business Management Institute India

Pakistan perennially remains the emotionally disadvantaged Siamese sibling of India

So what’s the solution for India to use? In reality, none but hyping up the fact that India is militarily far mightier than Pakistan. And that is because till date, the mentality of successive governments of Pakistan has bordered on being inanely childish, with diplomatic meetings being radical rants than intellectual discussions! And to such herds, it is not ‘tire’ diplomacy that works, but ‘fire’ diplomacy. And that is how India has to earn peace... through fear, and not through love!

For Complete IIPM Article, Click here

Source: IIPM Editorial, 2006

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative

Home Campus Tour Contact Us Sitemap IIPM Think Tank IIPM National Brochure IIPM in Media India Today & Tomorrow
Strategic Alliance / Consulting / Intellectual Tic-up Partners Arindam chaudhuri GIDF Planman Consulting Business & Economy 4Ps Business & Marketing The Sunday Indian The Daily Indian Kkoooljobs.com