Domination October 2010 Edition

8/7/2019 Domination October 2010 Edition

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lume - 1 Issue 09 October 2010

Corporate Social

Entrepreneurship

Revisiting the past-Lijjat papad

Exuberance 2010F-Unlimited

DoMS-ranked 17th


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Animesh AgrawEditor DoMinatio

(Department of Management Studies, IIT-Roorke

From Editors Desk

Dear Readers,

I welcome you to this months edition with great news about our very own

Department of Management which we fondly call DoMS.

DoMS, IIT Roorkee has been ranked 17th

in the 8th

BT-Nielson Marquee B-Schoolrankings, which is India's Best B-School Survey published in the Special Issue ofBusiness

Today dated October 3, 2010. All credit for this goes to consistent efforts of students,

guidance from faculty members alongside our Industry Academia well wishers.

In this edition we have showcased achievements of our students who cleared some

of the world class certifications like Chartered Financial Analyst (C.F.A.), Financial Risk

Manager (F.R.M.), Six Sigma certification for quality, NSEs Certification for Financial

Markets (N.C.F.M.) , where they showed there true spirits ofDoM-i-Nation lookout for

the achievers in section DoMinance

Last couple of editions we dedicated to Green Theme, now we try to pay a little

tribute to a very society we live in. With growing inclination toward holistic and inclusive

growth a new dimension into entrepreneurship: social entrepreneurship has been

identified. The relevance of Social Entrepreneurship holds well in todays business

scenario and hence the theme for this edition Social Entrepreneurship. The cover

story Social Entrepreneurship & Corporate Social Enrepreneurship deals with the

role, importance and the implications of Social Entrepreneurship with respect to todays

business scenario.

Extending the concept of social entrepreneurship, the article on the success story of

Lijjat Papad exemplifies microfinance and the lessons to be learnt from this story are

dealt with in the article.

Further, as we know Organisational Behaviour has gained a lot of relevance in the

functioning of Modern day organisations. The Elite Talks section covers the enriching

lecture on Organisational Behaviour by our distinguished guest Ms. Seema Sanghi ,

Director Fore School of Management.

The Hocus-Focus section covers the upcoming events of DoMS; Umang 10 comes

back this time with the theme NGOs and Rural Marketing. Jigyasa 10 A national

level paper presentation on Management Education in India: An agenda for Reformto be held this month would cater to the analytical minds and prove to be a great

platform for learning.

You cant afford to miss our ever interesting and creative Chlorophyll section, which

highlights the multifarious talents of Domsonians. For the inquisitive minds, the

Qutopia-09brings a theme centric quiz.

Until next time, keep Exploring and keep Learning!

- Humbly Yours Team DoM-I-Nation


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Table of Contents1

Corporate Social

Entrepreneurship

7

Revisiting The past:

Lijjat pappad

14

Creative Section

Its wise to learn, Its GOD like to create

Chlorophyll-Fresh Green Creativity, right from

the roots of DOMS through the

leaves of this newsletter

17

Qutopia - 9

Department of Management Studies, IIT Roorkee

Varun Mittal

DoMS, IIT-Roorkee

Rishi Arora

DoMS, IIT-Roorkee

4

Social

EntrepreneurshipParag & Rohini

DoMS, IIT-Roorkee

11

DominanceShowcasing Talent that received itswell deserved recognition.

12 Hocus-Focus

19

9 Elite Talks

Exuberance 2010

The House of an Corporate

Ms Seema Sanghi

Ex Director FORE school of management

Importance of Organizational

Behaviour in corporate world.

Event @ DOMS


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A contemporary way of doing business

In the event of a sudden loss ofoxygen from the cabin, a mask will drop

down from the overhead panel above

you

How many times have you cared to pay

attention to the safety instructions while

on the plane? Do you really care or feel

any inclination for those instructions to be

directed at you? However, one of those

instructions is of critical importance

put on your own oxygen mask first

before attending to children and other

passengers.No points for guessing why.

The same situation can arise at various

points in our lives where we may be called

upon to assist others, out of courtesy or

may be, out of compulsion, by way of

money, fundraising, personal care, etc.

This is the very base which forms theessence of what has came to be known as

Corporate Social Entrepreneurship.

Potential Society Contributors

We wonder why only top notch players

of the market are recognized for their

contribution to the society. This is because

they are involved in what is called as

Corporate Social Responsibility (CSR).

Other two categories (Potential Society

Contributors, PSCs) with respect to

contribution to the society could be: First

are those who are contributing to the

society but not significant enough because

of limited resources and second are those

who cannot get themselves involved in

social activities because of very limited

resources but would like to make their

contribution in the future as they grow.

The big players of the market have

large pool of resources at their disposal,

which they utilize in the development of

the society as part of their CSR activity

whereas the PSCs have limited resources

but are growing and competing to be able

to match shoulders with the top players.

As a result, their main focus is on self-

sustainability and they try to utilize the

potential of their resources on achieving

their primary goal of self-prosperity rather

than taking an active part in socialadvancement.

Now, here we should think of a solution

by which the PSCs primary concern could

be addressed and at the same time,

making them do their bit for the society,

which is defined as CORPORATE SOCIAL

ENTREPRENEURSHIP, CSE.

Corporate Social Entrepreneurship

(CSE)

CSE has been defined by Austin,

Leonard, Reficco and Wei-Skillern (2006)

as

the process of extending the firms

domain of competence and corresponding

opportunity set through innovative

leveraging of resources, both within andoutside its direct control, aimed at the

simultaneous creation of economic and

social value.

In simpler language, CSE can be

defined as identifying opportunities for

and/ or championing socially responsible

activity; in addition to helping the firm

achieve its business targets.

- Varun Mittal

DoMS, IIT-Roorkee


1


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Double Value Creation

James Austin and Ezequiel Reficco state

that CSE, like all entrepreneurship, is notabout managing existing operations or CSRprograms; it is about creating disruptivechange in the pursuit of new opportunities.It combines the willingness and desire tocreate joint economic and social value withthe entrepreneurial redesign, systemsdevelopment, and action necessary tocarry it out. CSE gives an advantage forsynergistic generation of economic and

social value.The penetration of the social realm

into corporate strategy has gatheredmomentum in the last years.

Societal Marketing

As goods become more commoditized,and as consumers grow more sociallyconscious, some well-known companies likeBodyshop, Timberland and Timberland are

adding social responsibility as a way todifferentiate their brands and reputationsas well as their products and services andachieve notable sales and profit gains.They believe customers will increasinglylook for signs of good corporate citizenship.

McDonald promotion of a statewidechildhood immunization campaign inOklahoma was based on Corporate SocialMarketing in which they advertised

themselves along with serving socially.

Attaining sustainable growth

CSR is little more than corporate greenwashing - the voluntary adoption of atoken social or environmental initiativeintended to enhance a company'scorporate image. At its best, CSR mayprovide the starting point that businessesneed to begin moving toward

sustainability.

This may offend some because itunderlines the personal interests of theorganizations but in the light of CSE, wecan see it as an idea whereby a companycan achieve its business objectives bycreating and implementing innovative andvaluable social solutions that are good forbusiness as well as the society.

A companys thinking about currentactivities and objectives towards the CSR,has shifted from CSR as a cost or riskmitigation effort to CSR as a strategic goal

that brings in new revenues. This can beinferred from IBMs global surveyconducted to gauge how deeply the CSRissue has penetrated the core of thecorporations its strategies andoperations. They surveyed more than 250business executives worldwide.

Survey Results:

Over two-thirds (68 percent) of thebusiness leaders surveyed by IBM arefocusing on CSR activities to create newrevenue streams (see Figure 1).

Over half (54 percent) believe that theircompanies CSR activities are alreadygiving them an advantage over their

competitors.

Contd..

2


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IBM works with public and not-for-profit organizations to make the WorldCommunity Grid available to a volunteer

force of more than 210,000 people whodonate the idle processing power of theircomputers to create a virtualsupercomputer devoted solely tohumanitarian research. The program isstrategic to IBM because it demonstrateshow leading-edge technologies thecompany has been developing can meetmajor global challenges, and it gives thecompany feedback on the performance of

those technologies in real worldapplications.

Because the positive financial impactof such strategies is often indirect, effortsarent always sustained. But in order tohave a lasting impact on society and onthe business, they must be maintainedand leveraged.

Demonstrating cost savings is anothermeans to engender sustained support.Companies are finding that many CSRinitiatives, including those that reduceenergy consumption or benefit theenvironment, help reduce overall coststructures or increase productivity. Forexample, Catalyst Paper Corporation, aCanadian pulp and paper company, usesits own by-products (biomass) to powerits operations. It also regains heat fromeffluence to warm process water and

thereby further reduces its carbonemissions. Together with efficiency gainsand a switch to natural gas, the companyhas lowered its greenhouse gasemissions by 70 percent and its energyuse by 21 percent since 1990. In 2005and 2006 alone, the company savedUS$4.4 million through a 2 percent

reduction in fuel consumption.

Starbucks entered into a partnershipwith Conservation International to fosterenvironmentally sustainable coffeeproduction among small farmers inChiapas, Mexico. This nonprofitorganization brought in its environmentalexpertise and its capacity to work withsmall farmers while Starbucks chipped inwith its knowledge of quality coffeeproduction and its marketing channels.This entrepreneurial combination ofdistinctive competencies created a

process that developed new productiontechniques and new supply of organiccoffee for Starbucks, which in turngenerated significant incomeenhancements to the farmers andimproved environmental conditions in thegrowing areas. This initial partnershipexpanded to other countries and even ledto the reformulation of Starbucks basiccoffee procurement criteria and

procedures giving it a competitive edge inoperational costs.

Challenges

The challenges are immense inapplying the idea of CSE in theorganizations as it needs socialinnovations which could be leveraged inachieving the social goals as well as thebusiness goals of the organizations. PSCs

expertise in the area of social valuecreation is quite limited which makes it arisk taking strategy for them. However,business is all about taking risks and thisis something PSCs can learn from themost successful companies around theglobe.

Contd..


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INTRODUCTION:

Entrepreneurs are innovative,highly-motivated, and critical thinkers.

When these attributes are combinedwith the drive to solve social problems,a Social Entrepreneur is born. Althoughacademics and lay observers generallyagree what a social entrepreneur is,there is still ambiguity surrounding thedefinition of a social enterprise.Socialentrepreneurship is the work of a socialentrepreneur. A social entrepreneur issomeone who recognizes a social

problem and uses entrepreneurial

principles to organize, create, andmanage a venture to make socialchange.

Social entrepreneurship is aninnovative blend of social action andentrepreneurial strategies. These newenterprises take a variety of forms, andcome in all sizes. Some are organizedas for-profit businesses dedicated tosocial change. Others are non-profitorganizations paying their own way

with income-earning enterprises.WHERE THE DIFFERENCE LIES:

Whereas a business entrepreneurtypically measures performance inprofit and return, a socialentrepreneur assesses success interms of the impact s/he has on societyas well as in profit and return. Whilesocial entrepreneurs often workthrough nonprofits and citizen groups,

many are now working in the privateand governmental sectors and makinga real impact on society.

The main aim of a socialentrepreneurship as well as socialenterprise is to further social andenvironmental goals for a good cause.Although social entrepreneurs are oftennon-profits, this need not beincompatible with making a profit.Social enterprises are for more-than-

profit, using blended value businessmodels that combine a revenue-generating business with a social-value-generating structure orcomponent. A social entrepreneur inthe 21st century will redefineentrepreneurship as we know it due totheir progressive business models.

The uniqueness of the socialentrepreneurship approach becomesmore apparent when seeing it inaction. Here are three typical modelsfor social entrepreneurship.

Social Business It is a for-profit

business with a social agenda thatholds a higher priority than maximizingprofits. Its core products or servicesare designed to directly address asocial need, or to fund a social cause.Also called "not just for profit (NJFP)businesses" or "for-profit socialenterprises," these ventures usebusiness income to finance their goodworks

Non-profit Social Enterprise - Anon-profit organization addressingsocial problems that derives asubstantial portion of its income fromproducts and services it sells to thosewho can pay, rather than relying solelyon grants and donations.

Pro Bono Practice - A professionalservices group of one or more lawyers,

health practitioners, consultants, orother professionals designed primarilyto serve people unable to pay. Thegroup earns its income by charging fullfees to other clients, selling additionalproducts and services to those who canpay, or finding sponsors for their work.It's a simple model that allows eventhe smallest business to have animpact.


- Parag & Rohini

DoMS, IIT-Roorke

Social Entrepreneurship 4


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THE INDIAN PERSPECTIVE

A WELL KNOWN EXAMPLE:

One well known contemporary socialntrepreneur is Muhammad Yunus, foundernd manager of Grameen Bank and itsrowing family of social venture businesses,

who was awarded a Nobel Peace Prize in006.

In India, a Social Entrepreneur can be aerson, who is the Founder, Co-Founder or ahief Functionary (may be President,ecretary, Treasurer, CEO, or Chairman) of a

ocial enterprise, which is primarily a NGO,which raises funds through some servicesoften fund raising events and communityctivities) and occasionally products. RIPPANAPUR of Child Rights and You andYOTINDRA NATH ofYouth United, are suchxamples of Social Entrepreneurs, who arehe founders of the respectiverganizations.

In India non profit / public charitable

rganisations can be registered as trusts,ocieties, or a private limited non profitompany, under section-25 companies. Non-rofit organisations in India (a) existndependently of the state; (b) are self-overned by a board of trustees or managingommittee/ governing council, comprisingndividuals who generally serve in a fiduciaryapacity; (c) produce benefits for others,enerally outside the membership of the

rganisation; and (d), are non-profit-making, in as much as they are prohibitedrom distributing a monetary residual to theirwn members.

Trusts: A public charitable trust issually floated when there is propertynvolved, especially in terms of land anduilding.

Society: According to section 20 of the

Societies Registration Act, 1860, the followinsocieties can be registered under the Ac

charitable societies, military orphan funds

societies established at the severpresidencies of India, societies established fthe promotion of science, literature, or thfine arts, for instruction, the diffusion useful knowledge, the diffusion of politiceducation, the foundation or maintenance libraries or reading rooms for general uamong the members or open to the public, public museums and galleries of paintinand other works of art, collection of naturhistory, mechanical and philosophicinventions, instruments or designs.

Section-25 company

According to section 25(1)(a) and (b) the Indian Companies Act, 1956, a section-2company can be established for promotincommerce, art, science, religion, charity any other useful object, provided the profitif any, or other income is applied fpromoting only the objects of the compan

and no dividend is paid to its members.


Social EntrepreneurshipContd..

5

Not everyone can be

Gandhi, but each of us

has the power to make

sure our own lives

countand it is thosemillions of lives that

will ultimately build a

betterworld.

--Jeffrey Skoll
http://www.betterworldheroes.com/skoll.htmhttp://www.betterworldheroes.com/skoll.htmhttp://www.betterworldheroes.com/skoll.htm


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Section 25 Company Society Trust

bjects Non-profit activities Charitable, Literary,Scientific, etc

Charitable, Sociallybeneficial

atute/LawIndian Companies Act

1956

Societies Registration

Act 1860Public Trusts Act 195

ternation of objectsComplex legal

procedureSimple procedure

Normally only Settle

can modify

rmationComplex procedure, 3-6

months.Simple and easy Simple and easy

anagement

Formalities of

Company law have to

be observed.

Few restrictions

imposed under the Act

Very few restrictions

imposed under the Ac

eetings

To be held as per

provisions of law which

are quite extensive.

Annual meeting as per

law and Rules of the

society

No provisions laid

down

nalties

Various offences and

lapses attract severepenalties.

Few offences and

penalties have beenprescribed

Very negligible

gal Status Full legal statusLegal status with

certain limitations

Legal status with

limitations

atutory Regulation Exhaustive but mature Very limited Nominal

moval of membersNot possible without

consent

Possible without

consentNot applicable

ssolution or takeoverstate

Very difficult Possible Possible


Social EntrepreneurshipContd..

The Different Social Enterprise Forms in Comparison

6


10/24

A unique organization of the woman, by the woman, for the woman

Karram Kurram... Does it ring a bell

in our mind? Yes, it does. Almost a

decade and a half ago, we used to watch

this very popular advertisement of Lijjat

Papad on Doordardarshan channel. Some

of us might still remember the jingle

Khurram Khurram in which a bunny

would come with papads in both of his

hands. And that papad pack can be seen

in many Indian kitchens nowadays. Few,however, know about the success of

Lijjat Papad as a social entrepreneurship

venture.

Shri Mahila Griha Udyog Lijjat Papad

started in 1959 on the terrace of a

residential building in Mumbai with 7

women and a borrowed sum of Rs. 80 as

initial capital. The objective was to

empower women by providing them

employment opportunities and to

improve their economic status. It

leveraged the ordinary Indian household

womans greatest skill i.e. cooking. It

aimed at producing quality products at

reasonable prices.

Like any other start-up, the earlier

days of Lijjat Papad were not smooth.

There were issues like drying of papad in

rainy season, because of which the workhad to be stopped for four months.

Attempts to open new branches at two

places proved to be futile one after the

other. Self-reliance was the policy and no

monetary help was to be sought (not

even voluntarily offered donations), so

the funds were always a bottleneck due

to which there was a cap on the extent of

production. But, with the time and the

sweat of the member sisters, Lijjat was

able to overcome all problems it faced.

By the end of third year, it had more

than 300 members working for it. The

annual sales of papads touched Rs. 1.82

Lakh figure in 1962-1963. It then

registered itself as a society and also

acquired a new place as its production

unit.Today, the organisation is wide-

spread, with its Central Office at Mumbai

and its 72 Branches and 27 Divisions in

different states all over India. It has

achieved sales of over Rs.520

crores with exports itself exceeding

Rs. 24 crores. Membership has also

expanded from an initial number of 7

sisters from one building to over42,000 sisters throughout India. It has

also expanded itself in the line of

products and apart from papads, it also

manufactures various products like

Khakhra, Appalam, Masala, Vadi, Gehu

Atta, Bakery Products, Chapati, SASA

Detergent Powder, SASA Detergent Cake

(Tikia), SASA Nilam Detergent Powder,

SASA Liquid Detergent.

Revisiting the Past: Lijjat Papad- Rishi Arora

DoMS, IIT-Roorke


7


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The success of Lijjat Papad lies in its

principles and values. The organization isa synthesis of 3 different concepts Concept of Business, Concept of Familyand Concept of Devotion.

Concept of Business - All its dealingsare carried out on a sound and pragmaticfooting - Production of quality goods andat reasonable prices. It has never andnor will it in the future, accept anycharity, donation, gift or grant from any

quarter. On the contrary, the membersisters donate collectively for goodcauses from time to time according totheir capacity.

Concept of Family - Its membersisters have adopted the concept ofmutual family affection, concern andtrust. All affairs of the institution aredealt in a manner similar to that of afamily carrying out its own dailyhousehold chores.

Concept of devotion - For themember sisters, employees and wellwishers, the institution is never merely aplace to earn one's livelihood - It is aplace of worship to devote one's energynot for her personal benefits but for thebenefit of all. In this institution work isworship. The institution is open for

everybody who has faith in its basisconcepts.

Apart from its core values, it alsofocuses on its social responsibility. Lijjatprovides scholarships to the children ofthe papad roller sister members whopass out in 10th and 12th standard everyyear so as to enable the Lady Membersto encourage their children for education.It also has a policy of 18 years as a

minimum age of entry for girls so that

their education is not hurt.

The organization has seen manymilestones during its auspicious life. Itreceived an award from Khadi & VillageIndustries Commission as a "Best VillageIndustry" for the period 1998-1999 to2000-2001. On 6th September 2003, theInstitution received the Economic TimesAward of "Businesswomen of the Year2001-02 for Corporate Excellence". Lijjatwas featured in various T.V. Channels,

which include BBC World in theprogramme "Business Bizarre".

In a country like India where womenare seen as inferior to men, Lijjat Papadhas set up a very strong example thatwomen can also make it big. The onlything that is needed here is to have faithin oneself.

So, the next time you visit any grocery

store and pick up the Lijjat pack,acknowledge the hard work put-up foryears in building this organization

Revisiting the Past: Lijjat Papad

Contd..


8


12/24Department of Management Studies, IIT Roorkee

Dr. Seema sanghi received her Ph.D. from University of Rajasthan. She is the ExDirector of FORE school of management ,New Delhi.She is a well-known trainer in

soft skills, mentoring, competency mapping, assessment, and psychometric testing.She has conducted training and consultancy programs for a number of public andprivate-sector organizations. Her major consultancy were with Maruti Suzuki IndiaLtd (formerly Maruti Udyog), Alcatel ADI, Hindustan Petroleum Corporation Ltd(HPCL), Gujarat Heavy Chemicals Ltd (GHCL), and the World Health Organization(WHO). Dr Sanghi received the Mother Teresa Award in 2003 and the Excellence inEducation Award in 2004. She has received three gold medals and nationalscholarships for academic excellence. Her research interests are in the areas ofcompetency mapping, psychometric testing, job satisfaction, ethics, cross-culturalstudies, and motivational complexity. She has published over 90 articles andresearch papers in various magazines and journals. Books authored by Dr. Sanghiinclude Towards Personal Excellence, The Handbook of Competency Mapping,Organizational Behavior and Institutional Governance.Apart from the professional world, Dr. Sanghi is a creative person and enjoyspainting and creating handicrafts. She is a strong believer in the power ofspirituality.

-An excerpt from the talks with Ms. Seema Sanghi

Elite-Talks

Ms Seema Sanghi visited the Indian Institute of Technology-Roorkee on September 5

th

010. Here are her views on Importance of Organizational Behaviour in Corporateworld.

9



10

Under the supervision of Dr. S.N.Ragnekar and with the help of students,an enlightening session was conducted forthe MBA first year students on September5, 2010 on the topic Importance ofOrganizational Behaviour in CorporateWorldby Ms. Seema Sanghi

Ms. Seema Sanghi started her talk by

sharing her experiences of life. Accordingto her life is less technical but more ofpractical and it is the nature of humans tolearn from experiences. She said thatevery person should assess himself andmust know about his/her strengths andweaknesses. She also talked about thedifference between a team and a groupwhich is one of the most basic yet themost confused term among masses. The

basic difference is that the team consistsof people with complementary skills andthere is interdependency among themembers of team while a group consistsof people of different skills and themembers are less dependent on eachother. She explained the difference bycomparing our class and Indian cricketteam. In Indian cricket team the playersare dependent on each other for the

success and even the non performance ofone player affects the team while it is notthe same case in class where eachindividual is responsible for his/her ownsuccess. She stressed on the importanceof People Skills in the life of managersand entrepreneurs and insisted thatemphasis on it would be even scaled upas we climb higher rungs of the corporate

ladder. She elucidated the role of Behavioural Skills in defining ourstrengths, weaknesses and role in anorganization.

On the request of Dr. S.N. Rangnekar,she also shared her experience of co-authoring the book OrganizationalBehaviourwith us.

On being asked about the problemfaced by an introvert in the organisation,Ms. Sanghi talked about the two(personaland professional) behaviours of anindividual and emphasised that anindividual may remain introvert in hispersonal life but for achieving growth inprofessional life he needs to be moreextrovert as a professional.

As a response to the question, How amanager can influence employees oforganisation to work cohesively towardsachieving the goal? , she pointed out thefour employee categories which are starperformer, horses, problem child anddead wood. A star performer is the mostproductive for an organisation and justrequires some motivation, a horserequires the direction ,problem

child(employee in some problem) requiresconsulting while a deadwood (less skilledand less motivated employee) requiresboth skill set and motivation to achievethe goal in an organisation .

The enlightening and interactivesession came to a conclusion with a voteof thanks by the class representative.

-An excerpt from the talks with Ms. Seema Sanghi

Contd..

-Contributed by Deep & Shruti

DoMS, IIT-Roorkee



DOMinance

Neelesh Pal

Karthik R

Ramit BansalRahul Mondkar

have cleared CFA Level-1

Vamsi Somesh hascleared FRMcertification


Parag Kasrekar

Prashanth M

Niranajan Rajpurohitare now 6 Sigma certified

NCFM

CMDM: Animesh Agrawal

Cash Module: Ramit BansalBasic & Derivative : Vamsi Somesh

Financial Markets- Beginner's Module:Rishi Arora & Sudeep Dakua

Equity Derivatives-Beginner's Module :Udit Gupta

11



Hocus-Focus


Umang, an annual event at Department of Management Studies, IIT Roorkee, aims to bringtogether the academia and non-government organizations to facilitate exchange of views andopinions on various social causes.

From the past four years, we have been organising Umang on the various themes likeDeveloping Strategic Framework for NGOs, Rural Technologies ,Microfinance, and SocialEntrepreneurship. The theme for Umang 2010 is NGOs and Rural Marketing.

Name Designation & Organization Name Designation & Organization

r. C L KamalPresident, Foods for PatanjaliAyurved Ltd.

Ms. DeeptiPant

Assistant Manager, Nabard RegionaOffice, Dehradun.

r. Hemant

ewary

District Development Manager,

NABARD, Haridwar

Mr. Asit B.

Mazumdar

Director, Maa Sharda Rural

Development and Health Organisatr. R.hirunavukkarasu Director, Operations, Meso Loan.

Mr.AshutoshKumar

Director of Programming for TataJagriti Yatra

r. Swapnil Kantxit

Executive Director for Tata JagritiYatra

Mr. VNarasimhan

Divisional Controller (FieldOperations), Hariyali Kisaan Bazaa

12

Guest Speakers:


16/24

Hocus-Focus


Jigyasa is a national level paper presentation contest and the annual flagship event of DoMS IIT

Roorkee. The topic this year is " Management Education in India , An Agenda for Reforms".

Formal management education in India dates back to the 1950 s and since then it has grown in

sync with the ever growing Indian economy. With India becoming a global force to reckon with,

the need for leaders who can take the responsibility of carrying the country forward, is

exponentially increasing. This makes the Management Education more important and a key force

to carry the Nations fortune forward on the right path.

The event expects the participants to explore the various types of reforms such as Social,

Educational, Entrepreneurial, Economic etcetera and build a model or a framework so as to

facilitate the initiation of one or more of these reforms by using the Management Education

System as a tool. All these reforms need to be brought about considering the present socio-

economic condition of the society as a whole.

13


17/24

-Fresh Green Creativity, right from the roots of DOMSthrough the leaves of this newsletter


Anonymous

Love the hearthat hurts you,but never hurtthe heart that

loves you.


18/24

On seeing your awesome eyes wildlingering on your lips that beautiful smile

with voice as sweet as flowing nileand with that seducing magnetic style.

Oh! My loveyou make my barren heart fertile

letting thoughts in my mind go volatile

you inspire me to travel that extra mileyour glowing face can make mad even a genius versatile.

But then I see

A child of seven on the other side of gatewashing with soft hands a dirty plate

being scolded by her mistress for being latesometimes beaten by master for small mistake.


15


19/24

And for him saying that India shining meansif you don't have bread why don't you eat cake?

After that a woman of sixty comes to my house quitefrustrate

her children have kicked her out and left her to thefate

wanting some work to earn her living this story shenarrates.

Sufferings of these children and womenI want to eradicate

I from the depth of my heartwant to improve their state

their poverty I want to eliminate.

And so your awesome eyesbeautiful smile and love can wait . . . .


16



1) Dhruv Lakra(MBA Graduate from Said Business School, Oxford University)which employs mute people.

2) well-known contemporary social entrepreneur whofounded Grameen Bank and its growing family of social venturebusinesses and was awarded the Nobel Peace Prize in 2006

3)

which comes out

to be over Rs 4000 croresbuilding and running free schools, a university and a museum ofart. Who is this person, who was also awarded Padma Bhushan in2008?

4) As founder of modern nursing, she established the first school fornurses and fought to improve hospital conditions. Sheexemplified classic social entrepreneurship. Name this great lady?

5)

6) Founded in 1981 by Sri Sri Ravi Shankar, the spiritual leader withthe vision of creating a stress-free, violence-free society, thisorganization has reached out to over 300 million people in 140countries. Name this worlds largest volunteer based, humanitarianand educational Non-Governmental Organizations?

- Rajneesh & Anirudh

DoMS, IIT-Roorkee

Its Exquizite, Kills your Quriosity and adds to your Quizdom. Need we say

more? Qutopia A Utopia of the best Biz Quiz Tidbits to wreck your brains!Mail in your answers to [email protected]. The winner will havetheir names published in the next issue. Answers in the next issue of

DoMination.


17



1. It was established as The Native Share & Stock BrokersAssociation in 1875 and was the oldest of its kind in Asia. What?

2. In 1940, in San Bernardino, California, Two brothers named Dick

and Mac started this restaurant .It became famous in 1948 for the

introduction of Speedee Service System and its original mascot

was a man with a chefs hat on top of a hamburger shaped head

whose name was Speedee. Later Ray Crock purchased it andbrought about a revolution in the industry. What are we talking

about?

3. Name the company where Dhirubhai Ambani began his

professional career in before starting Reliance Industries.

4. Created by Swede Lars Olsson Smith, this brand is not only known

for its products but also the consistent and attractive ad campaignsthat it carries. What are we referring to?

5. Janus, Chicago, Memphis, Millennium, Whistler, Longhorn &

Vienna. Identify the connect?

The Answers of Qutopia-7 were:1. The Bombay Stock Exchange

2. Mc. Donald food chain restaurants

3. A.Besse & Co.(Aden)Ltd

4. Absolut Vodka

5. Codenames of different versions of

Microsoft Windows releases.

Winners are:

Shekhar Arya from Intel

Siddharth Atray Capgemini.

Rohit Jain, TCS

18


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Comments / Feedback Mail to: [email protected]

Tel: 01332-285014, 285617, Fax: 01332-285565

Do Visit:

http://www.iitr.ac.in/departments/DM/pages/Activities+Newsletter_Committee.html

The Team

EditorAnimesh Agrawal

Sub-Editors:Akanksha Tikku

Rama PruthiSiddharth Srivastava

Sushant Sharma

Rohini Sharma

Deep Pathak

Sudeep Dakua

Pallavi AroraUdit Gupta

Mukesh Rathi

Design Team:Animesh Agrawal

Shruti Goel

Anuj ModyContributors:

Varun Mittal

Parag Kasrekar & Rohini Sharma

Rishi Arora

Harsh Singh

Rajneesh & Anirudh

Prashant Nath Endley

Welcome

On-board

Arushi

Himanshu Mishra

Prashant Nath

Varun Goel

Mayur & Arjun

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Domination October 2010 Edition

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