Wednesday, October 10, 2012

Health is wealth !!

Continued...Since people’s goals are determined by their unique sets of circumstances, values, belief systems, family background, education, work experience, and personality styles, organisations need to understand these as well as their goals. For this, we have to return to the humanistic psychologists – including or perhaps especially, the much-maligned Maslow. He suggested that the needs at the bottom of the list were fundamental goals and that only about one per cent of the population would ever be self-actualising. Critical to Maslow’s ideas, and important to managers using his theory, is that no one stays at one level for a long time. One constantly strives to move up the hierarchy while, forces outside one’s control may try to push him/her down.

One of the most powerful things managers can do is ascertain where a person is located, to determine an effective motivator; in other words, to match horse with course. However, an organisation’s real goal is to help people obtain the skills and knowledge that will push them up the hierarchy permanently. People who have their basic needs met become much better workers. They are able to concentrate on fulfilling the leadership vision instead of worrying about making ends meet. Appealing as Maslow is, we should heed the words of Peter Drucker: “As a want (need) approaches satiety, its capacity to reward, and with it its power as an incentive diminishes fast.”

But of course, we cannot rule out that a person may be highly motivated to succeed but may not have the ability or role clarity to do so. These are important management issues to resolve. Read More...

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IIPM : The B-School with a Human Face
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Monday, October 08, 2012

US OFFICIAL LIST OF TERRORISTS: AND AN ANALYSIS OF WHY YOUR NAME COULD FEATURE THERE

January 20, 2009, Bush leaves the White House; but before that, he ‘updates’ the ‘official’ US terrorists list. 

Corporation being preferentially allocated to China by the Chinese government.” That then “would weaken the ability of the US to influence the oil and gas supplies of the Nation through companies that must adhere to United States laws.” The CNOOC deal therefore threatens “to impair the national security,” and “the President should initiate immediately a thorough review of the proposed acquisition, merger, or takeover.” From Dubai Ports to Singapore’s Temasek, all investments by foreign countries have faced similar opposition in the US.

Clearly, when the US drains out oil from Iraq, then it’s not a problem the Pope should worry about, but if some other country goes in for a legal acquisition of a powerful US company, then Nostradamus inferences are redrawn to ensure that such moves are nipped even before the bud is born. If Iran is the latest to face the brunt of Mr.Bush’s rottweiler-like attitude – who wants the world to stop trading with Iran completely – what is not often told is the fact that there are several Israeli companies, like Medent [quoting Steve Rodan, Jerusalem Post Service] who do brisk business running up to hundreds of millions of dollars at the same time with Iran.

Bush might be leaving on January 20, 2009; but has ensured that NCTC stays in absolutely safe hands. The current NCTC Director, Michael E. Leiter, is pretty well qualified. One hears that just a few handful of years back, Mr. ‘well qualified’ Leiter served as the Dy General Counsel and Assistant Director of the US President’s Commission on “US Intelligence Capabilities Regarding Weapons of Mass Destruction!” Gotcha Elvis!!! Rock on!!!


Source : IIPM Editorial, 2012.

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IIPM : The B-School with a Human Face
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Saturday, October 06, 2012

Satyen Gupta, former Principal Advisor, TRAI

Telecom Regulatory Authority of India (TRAI) played a pivotal role in the great Indian telecom success story. The body keeps a close watch on the quality of services offered by the telecom operators to millions of wireless subscriber. However, there is little that the regulator can do when it comes to implementation of these norms on the ground level. Former Principal Advisor to TRAI Satyen Gupta spoke to Akhilesh Shukla about the MNP and regulators role in implementation of QoS norms.

B&E: How you will rate the present QoS of the telecom services in India?
SG: The QoS of the telecom operators has never been upto the mark. TRAI has not enough teeth to force the telecom operators to match the QoS benchmark laid by the regulator. Operators also did not see any incentive in investing in upgradation and maintenance of quality of services, due to the falling margins. Besides, issues related to building up a new base station were always there. Operators face several hurdles in putting up base stations, especially because of the rules and unrealistic taxes laid out by the local development bodies. Improper spectrum management has lead to a crunch leading to network congestion. But now MNP will force operators to improve QoS.

B&E: Some of the telecom operators do not meet the quality of service norms in some circles. What is the action that a regulator can take in that case?
SG: Telecom regulator TRAI has a very little role to play when it comes to implementation of QoS norms. The maximum that the body can do is to bring out the QoS report in public, making consumers aware of the telcos not meeting the minimum norms set by the regulator. It can also recommend cancellation of license, but the final call lies with the Department of Telecom, the body which issue licenses. TRAI can penalise the operators also, but it is a cumbersome process as the regulator has to court of law.

B&E: After 3G and MNP, what is the next step you see in Indian telecom?
SG: 3G spectrum auction and role out of 3G services by private and PSU operators was one of the biggest landmarks in the Indian telecom success story. Implementation of MNP would be another milestone in the second largest telecom market. Now, it is the right time for the country to look forward for Next Generation Networks and Next Generation Access technology. Both the technologies will provide better and faster internet speed to subscribers. It would also be helpful in bridging the digital divide between the rural and urban part of the country.


Source : IIPM Editorial, 2012.

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IIPM : The B-School with a Human Face


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Friday, October 05, 2012

MOVIE PRODUCTION HOUSES: INVESTOR DISINTEREST

Soon after the Economic Liberalisation, It became almost Impossible to lose Money in the Movie Making Business due to The Rise of Multiple Revenue Streams. However, Despite Delivering Blockbusters, Dalal Street largely remains Disinterested in These Stocks.
 
One of the possible reasons for investors turning blind eye is the lack in consistency of cash flows. In the notoriously fickle business of movie making, consistency in profits is what would attract investors. However, our production houses have time and again failed to explain the exact nature of profits. Mahendra Swaroop, Vice President, Indian Venture Capital Association (IVCA), says, “Although listed, Indian movie production houses are mostly non-corporatised. They have no formidable approach of tracking profits except for box office performance because they are not present in the end to end value chain.” Compare this with the case in US and the US investors share an everlasting relationship with Hollywood. The combined market cap of Walt Disney, Time Warner and Newscorp stands at a staggering $150 billion. Walt Disney alone is valued at $64 billion, around 5 times the size of the entire Indian media and entertainment industry. Even the recent MGM collapse, despite its James Bond franchise, is purely because of visible fundamental debt and loss aggregation issues.

In fact, globally, media and entertainment is a relatively lucrative sector for all kinds of investors ranging from private equity to individual ones. But back home in India, the case is quite to the contrary. The total market cap of stocks listed on the BSE is $1 trillion. Out of this, the market cap of media and entertainment companies is roughly 1.1% amounting to a mere $11 billion. And this is where the opportunity lies for Indian movie production houses, which have a great future provided they decide to be present in the entire value chain (as against the present form where the distribution rights, music rights et al are dispersed). This will help investors too in understanding and realising the true worth of the scrip and the company– a traditional happy ending for both. Till then, our production houses will continue to languish in the forgotten alleys of Dalal Street.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
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