of the interview. We started shoot-

ing our questions and received an

answer very effectively in a much

simpler language.

QUESTIONS : Jayachandran J:

How do you perceive management,

Sir?

Mr. R. Vijaya Kumar: I perceive

that management is how I manage

myself and how do I utilize the

available resources to achieve the

objectives.

Ms. Lavanya: Sir, every one has his\

her management style,

so what is yours

management

style?

There was a time when

we were watching interviews ‗of

eminent personalities from NDTV,

CNN-IBM that really made a lot of

excitement and inspiration within

our beings. Now the time has come

for the management students at

VelTech Ranga Sanku Arts College

to experience the same excitement

and inspiration in term of interview-

ing the eminent personality

We feel excited, when

our appointment was confirmed by

Mr. R. Vijaya Kumar, Director of

Madras Management Association

Yes…under the guidance of MBA

Faculty,, an interviewing young

managers crew was formed . The

members of the crew were Ms

Lavayana, Mr Jeyachandran Ms

Yuvashree and Nelson, as soon as

we reached MMA at thoraipakkam.

Ms. Revathi (MMA Manager )

directed us to Mr. R. Vijaya Kumar,

who whole heartedly invited us. Mr

Vijaykumar was a magnanimous,

hard working and multifaceted

person which our crew experienced

in and through his activities amidst

Brisk Corporate

Services is a fast-growing global

player in Management Assurance.

They are dedicated in improving

quality of business processes in

their client organizations .

It was a pleasant day

when we stepped into Brisk,

Mr.VINOD the Project Head for

Brisk Division welcomed us

cordially. There was briefing

given to us on the work to be

performed in a week period

which was our duration for Intern-

ship.

The initial work looked

simpler as the first step was to

find the profit and loss statement,

balance sheet statement in an

annual report.

The balance sheet

which was in a Microsoft word

format had to be converted into an

excel format for the purpose of

analyzing which becomes the

second step. We thought it was an

uncomplicated work and we were

quite happy . But surprisingly we

found many hurdles in performing

the work directly and indirectly.

On one hand Mr Kot-

teswaran.k (One of our student)

took ownership of assisting the

team in case of discrepancies with

respect to Systems.

On the other hand Ms.

Kavitha (One of our other stu-

dent) was helping in work regard-

ing finance.

Each person was given

a target of 30 companies‘ annual

reports.

All the students in the team work

efficiently and completed the task

successfully.

INTERVIEW WITH MR. R. VIJAYA KUMAR (DIRECTOR OF MMA)

I N S I D E T H E

O F F I C E

MMA INTERNSHIP 2

B’RISK INTERN-

SHIP 3

MANAGEMENT

QUOTES 4

BOSS & LEADER 5

QUALITY IN

BUSINESS 5

iPad FOR

BUSINESS 6

ASIAN CUSTOMER 6

INTERNSHIP EXPERIENCE IN B’ Risk Corporate Services

B U S I N E S S M A N A G E M E N T

S T U D E N T S N E W S L E T T E R

2 9 - 0 2 - 2 0 1 2 , W E D N E S D A Y

F O U N D E R & C H A N -

C E L L O R : C O L .

D R . R . R A N G A R A J A N

F O U N D E R & V I C E -

C H A I R M A N :

D R . M R S . S A K U N T H A L

A R A N G A R A J A N .

C H A I R P E R S O N M A N -

A G I N G T R U S T E E :

M R S . R A N G A R A J A N

M A H A L A K S H M I

D I R E C T O R : M R . K . V . D .

K I S H O R E K U M A R

F A C U L T Y H E A D :

D I R E C T O R O F M B A

D E P A R T M E N T : P R O F .

D R . N A M B I R A J A N

S U D A L A I .

HOD : DR. Sugumar ( Financial

MGT)

Prof. S. Pandian

(Production MGT)

Asst. Prof. Mr. Bharath Kumar

(Marketing MGT)

Asst. Prof. Mr. Arunagiri (Human

Resource MGT)

Asst. Prof. Mr. Kaja Ameer

(Computer Language for MGT)

Asst. Prof. Mr. Arul Krishnan

(Operation Research MGT)

Asst. Prof. Ms. Ilamathi

(Managerial Analysis MGT)

Asst. Prof. Mr. P.Rajkumar

(Business Communication MGT)

V E L T E C H R A N G A S A N K U A R T S C O L L E G E

V O L U M E 1 , I S S U E 4

EXCELLENT KNOT GROWING FACULTY & STUDENTS TOGETHER

7

We are on Web http://

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P A G E 2

INTERNSHIP EXPERIENCE IN MMA

We were congratu-

lated for our performance and were advised on our improvi-

sation for a perfect future.

Our team did an analysis of more than 200

company‘s position in market.

We did analyses on gross

profit ratio, revenue per em-ployee, man power cost, In-

ventory as % of Total Assets, raw material cost, investment

etc,. Which gave us an im-

mense knowledge on the current market.

We take this op-

portunity to express our

gratitude to our Prof Mr.

Bharath Kumar for helping

us in sourcing a financial

company for our inetrnship

We On behalf of

Management, faculty, man-

agement students give our

special thanks to Mr. Kalyan

G Kumar Head Founder

and CEO of Brisk Corporate

Services and Mr. Vinod Pro-

ject Head for Brisk Division

who gave us this professional

exposure.

-By R. Nasuruddin &

Divya N 1st year MBA

ernment of Tamilnadu, as

members.

The association had 6000

members such as management

students and corporate people

etc., and compulsorily they

conducts 500 convention pro-

grams in each and every year.

Internship period: During the internship period, MMA conducted the Annual conven-tion 2012 which was named

as ―Re- inventing India‖. The program was held on 18th Feb. 2012 at Taj Coromandel hotel. We learned about how to organize an event in the management. The team-work played a vital role in the convention. Each day we shared our work to organize

the function.

In the convention

program I was given a role in

reception committee, where I

was inviting the MMA mem-

bers who are top management

people as this convention was

specially focused for the top

level managers. Nearly 1500

professionals were invited for

this convention and arranged

the mandates. As apart of my

responsibility I was updating

the member‘s profiles and I

also took In charge of PPT

presentation with regards to

the convention.

I got the internship

training in Madras manage-ment association for a week, which was very useful to

know about their functions in

the internal management.

About madras management association: Madras Manage-ment Association (MMA) was established in 1956 with the prime objective of promoting management education, train-

ing and development activities in this part of the country. The vision of MMA is "To be the Fountainhead of Worldclass Management Excellence in India". The Madras Management Association is the largest

affiliate association of the All India Management Associa-tion (AIMA) in the country and has been awarded ―National Excellence Award‖ for 2007-08 for winning the Best Local Management As-sociation in India for five

consecutive years. MMA has been adjudged as the Best Local Management Associa-tion by AIMA for the year

2009-10.

Apart from corporate leaders,

MMA has, in its Managing

Committee, the Vice Chancel-

lors of Madras University &

Anna University, the Direc-

tors of IIT Madras and IFMR

and the Chief Secretary, Gov-

Annual convention 2012 theme: In the final day of the internship we assembled in Taj Coromandel Hotel for the an-nual convention. We acted as

organizers on behalf of MMA. The registration process already informed to the members through e-mail. If they failed to register them-selves in the convention, the committee gave the facility of the spot registration, where the

member can directly register it for convention.

The registration fees

for the corporate members:

Rs.1800 and for the student

members: Rs.1000 for each

and the non-members, non-

student member, academic

member‘s registration fees are

different from that of above

said other two categories..

There are four special ses-

sions in the convention: Special session 1: renewing governance Special session 2: Realizing inclusiveness

Special session 3: Recharging innovation Special session 4: Re-building capabilities

Special session 5: Re-building

Values

Great legends in the

corporate world really made

these sessions meaningful one

through their speeches.

-By Hari Priya D, 1st

year MBA E X C E L L E N T K N O T

Technology

has

comma,,,

P A G E 3 V E L T E C H R A N G A

Mr. R. Vijaya Kumar: My manage-

ment style comes from 31 yrs of army

experience, where people manage-

ment is very prominent. It is to make

sub-ordinates fathom their potential

and passionate towards organizational

goal. Sometimes there is chance,

where the people get corrupted emo-

tionally but do never mind rather treat

everything like a game, finds rules

and play it meticulously. Playing by

rules of law that is the style of man-

agement, I follow.

Nelson A: Sir, Can you tell us about

Modern trend Management chal-

lenge?

Mr. R. Vijaya Kumar: The biggest

challenge in the modern management

is that people management. One has

to be highly technical, highly knowl-

edgeable, need innovative practices

and update of what is happening in

the world of corporate is very impor-

tant. Here I would like to pinpoint

MBA students that they should have

aspirations. If Aspirations are not met,

it will be disappointed. So Win the

aspirations of the people.

Yuva Shree R: Sir, how do you evalu-

ate success?

Mr. R. Vijaya Kumar: Success has

different meaning for different peo-

ple. Now I evaluate success what I

achieved towards organization. Nor-

mally success is measurable and non-

measurable.

My success will be meas-

ured by those who follow me. To be

very successful, you should always

look at your subordinates, are they

developed and come into main

stream. They may be leaders of to-

morrow. (if people remember me

after my period is also a great suc-

cess for me) .

Jayachandran J: Being a Director of

MMA, what is the most difficult

decision to make?

Mr. R. Vijaya Kumar: I believe that

you should stick on to the decision

when it comes to the quality of sub-

ordinates. Every decision has to be

made accordingly to the needs and

demand also considering the situa-

tions. (Always never appreciate un-

derperformance)

So if you appreciate ineffi-

cient subordinates then it is going to

be mess. Even A good performer

will get discouraged and dissatisfied.

So don‘t encourage non performer,

boldly tell the guy that you are not in

the track. You are not performing

well and giving him a good feed

back that should expose good

leader in you.

Ms. Lavanya: Sir, Can you share

your thoughts on how the top man-

agement should be?

Mr. R. Vijaya Kumar: I am very

privileged to be with a lot of corpo-

rate heads, so I have noticed some

CEO‘s who are absolute profession-

als, first they listen and then decide.

They always look for innovations.

They also mind that everybody per-

forms well. They are updated with

every nook and corner of business.

(Know you‘re strengths and also

your enemy strengths it‘s very im-

portant for a top leader)

Yuva Shree R: What are common

problem exist between superior and

sub-ordinates in an organization?

Mr. R. Vijaya Kumar: I won‘t say

that there is a common problem exist

between supervisor and subordi-

nates. A problem will arise only

when there are different opinions be-

tween superior and sub-ordinates. (as

a leader you may not have any friends

but you should not have any enemy).

A leader should always stands by

his\her good decisions. if you do it,

you will never make any mistakes.

Jayachandran J: How do you differ-

entiate B-School and University MBA

students in career?

Mr. R. Vijaya Kumar: The B-school

students get placed and get good sal-ary because of one simple reason is

that all the time they perform well under pressure and competitive spirit

and their remarkable performance in all levels makes them big . Today

companies look for experiences of student in terms of his/her academic

exposures. As a student he/she should be concerned what experience you

have gained is essential.

I want to appreciate your newsletter, where you take a serious

task and try to do it. Take a list of companies that are not coming to uni-

versity affiliated colleges for place-ment and make them your worthwhile

for their companies.

*Play the challenge *Solve the problem

*Be flexible and adoptive to any situa-tions.

Try to gain more experience in this

two years of MBA…

Ms. Lavanya: As a Director of MMA,

what do you suggest to Management

Students, Sir?

Mr. R. Vijaya Kumar: love what you

do and do it passionately. Be with

company of good and intelligent peo-

ple, because they will support you to

reach high destiny.

Be a winner, sometime ac-

cept the failure in order that you

would be creating the roads of suc-

cess.

-By E. Dinesh & Nelson A.

1st year MBA Students

MOBILE-PC SATISFACTION CHART BY ForeSee

http://marketingland.com

"Focus on a few key

objectives ... I only have three

things to do. I have to choose the

right people, allocate the right

number of dollars, and transmit

idea from one division to an-

other with the speed of light.

So I'm really in the

business of being the gatekeeper

and the transmitter of ideas."

— Jack Welch

"So much of what we

call management consists in

making it difficult for people to

work."

—Peter Drucker

"Management is, above all,

a practice where art, science, and

craft meet."

— Henry Mintzberg

"If you are the master be

sometimes blind, if you are the ser-

vant be sometimes deaf."

— R Buckminster Fuller

"The conventional defini-

tion of management is getting work

done through people, but real man-

agement is developing people through

work."

— Agha Hasan Abedi

"The secret of managing is to

keep the guys who hate you away

from the guys who are undecided."

— Casey Stengel

"A desk is a dangerous place

from which to view the world."

— John Le Care

"Make your top managers

rich and they will make you rich."

— Robert H. Johnson

MANAGEMENT QUOTES BY YESHWANTH RAHUL M.

From Net-by– Ramalingam D.

CREATING QUALITY CULTURE IN BUSINESS BY YESHWANTH RAHUL M.

Creating a quality culture

within your business is not as difficult

as it may seem but it can require a shift

in thinking. Quality can no longer be

defined by international standards or

statistical measures of defects alone.

Today quality is defined by the cus-

tomer and delighting the customer must

be the focus of a quality culture.

Traditionally quality has

been defined by statistical measures of

error rates and quality improvement

has been focused on reducing variation

in linear processes and eliminating

errors in production. These measures of

quality have been imposed from the top

down with little input from front line

staff.

Producing a perfect product

according to internal standards how-

ever does not guarantee the product

will meet customer expectations of

quality.

Any cultural change re-

quires engagement and ownership by

all levels of staff within an organiza-

tion. When the customer perspective is

made central to the definition of quality

it makes sense to use front line staff to

be the architects of a quality culture.

It is the front line staff in your

business who has the most frequent contact

with your customers.

They engage on a personal level

and obtain information that cannot be gained

from impersonal surveys. They have inti-

mate knowledge of what is required to meet

and exceed customer expectations.

Often front line staff are resistant

to change. This resistance is not because

they want to keep the status quo but because

they have been through multiple change

programs, driven from the top that had little

impact and fewer results.

Taking a practical approach that

involves staff and recognizes the value of

their knowledge will engage staff more

quickly than a business wide conceptual

launch of a new change program.

Steps to introducing a quality culture.

Step 1: Set up discussion groups

of front line staff with the specific purpose

of identifying the three most common com-

plaints by customers from a front line per-

spective.

Step 2: Conduct workshops with

front line staff to precisely define the prob-

lems and create solutions.

Prepare action plans to present to

management for approval to proceed. It is

important that the decision is made at the close

of the workshop so action to implement can

take place immediately.

Step 3: Empower front line staff by

delegating the necessary authority for them to

implement the solutions. Action plans require

clear responsibilities, accountable drivers,

identified sponsors and an implementation

deadline within three months.

Step 4: Encourage regular discus-

sions about current customer dissatisfaction

and provide permission for front line staff to

take action.

This tactical approach allows staff to take control over improving qual-ity for the customer. They will see and receive credit for the improvements and rather than being an intangible concept, im-proving quality will become embedded

as a way of doing business. Source : New Global India (Magazine)

P A G E 6

Satisfying One’s

Need

iPad: HOW TO USE IT FOR BUSINESS

You have an iPad,

and it's great. It's portable. It's

versatile. It's very cool. But can

you integrate it with your office

and really use it for business?

· How to more efficiently

interact with your iPad's input

controls and interface

· The most appropriate tech-

niques and tools for moving data

on and off the iPad —both locally

and remotely—as well as re-

motely controlling your computer

via the iPad

· Tips and techniques for

dealing with spam, configuring

security settings and troubleshoot-

ing an uncooperative iPad

· Best apps for the business

use

· How to organize your data

and apps

Plus all the tips and tricks

1. Three common mistakes

you'll learn and how to

correct them:

That the iPad is little more

than an overblown iPod. It

can be a serious business

tool in the right hands.

2. You needn't tether your iPad

to your Mac or Windows PC

to move data on and off it.

3. That the iPad is not an ap-

propriate tool for accessing

the office via secure connec-

tions or company Microsoft

Exchange.

The world has gone

mobile. Business people want

portable (yet powerful) mobile

solutions.

The iPad can provide

that solution—when configured

and used properly.

Do you want to be one

of the cool kids? Someone who's

working with cutting edge tech-

nologies and the person with an

eye for the future? Drop your

laptop and desktop PC and pick

up an iPad.

Your iPad isn't just for

email and web surfing. Join us

forThe Effective iPad: How to

Really Use Your iPad for Busi-

ness…and your iPad may just

become your new BFF. Discover

how you can get the most out of

this business tool!

-by S. Revathi, 1st

Year MBA.

Source: postof-

fice@businessmanagementdaily.c

om

E X C E L L E N T K N O T

A new study by

Havas Media shows that con-sumers in fast-growing econo-mies have a meaningfully

more positive view of brands than is the case among those in more mature markets. From a global per-spective, the ‗Meaningful Brands‘ report, now in its

fourth year, presents a picture of the role of brands in peo-ple‘s lives. Just 20% of brands have actual positive impact on the lives of consumers overall. They also indicated that they would not be both-

ered if 70% of brands stopped to exist altogether. Continued uncer-tainty towards Corporate So-cial Responsibility (CSR) was also clear: more than 70% felt most companies only engaged in CSR initiatives to improve

their own image. Just 12%

said they trusted company activity in the area of CSR. However, in China for example, 57% of partici-

pants said that brands made a ―important positive contribution‖ to their lives. In addition, 84% of respondents in China and 74% in India said they felt companies had greater responsibility than the government to solve social

and environmental issues. With regard to CSR, 74% of respondents in China and 62% in India said they would pay 10% more for goods from brands deemed to be genuinely socially and

environmentally responsible; and 95% of respondents in China and 85% in India said they were more liable to trust companies with responsible or social outlines more than those without.

Yet the level of enablement consumers was shown to have failed on last year in China and remained stable in India: 64% of Chi-

nese respondents and 71% in India said they felt they could make a difference to company behaviour. Vishnu Mohan, chief executive of havas Me-dia Asia-Pacific, said the aim

of the survey had been to identify and correct the dis-connection between brands and consumers. He pointed to a connection between brands that were deemed to be of genuine value by consumers and positive stock market

performance. However, he out-lined the best advice for brands as "to move from be-ing of [financial] value to having [strong cultural and ethical] values".

BRANDS MEAN MORE TO ASIAN CONSUMERS: HAVAS STUDY

Mr. Vishnu Mohan

P A G E 7 Mohan said the results

in Asia were encouraging, and

predicted that Asian consumers

were unlikely to become negative

as long as brands continued to

move in the right direction as

becoming socially responsible in

the whole.

Then, he cautioned

that while Asian consumers were

more likely than those in the West

to reward "meaningful" brands,

they also had a higher tendency to

punish those that behaved in an

unethical manner or failed to add

meaning to their lives.

The research was

conducted last year across a total

of 14 markets, the survey made

with 50,000

consumers via online. The further

research on the Japanese market

is expected to be released in

March.

- V. Dilna, 1st Year MBA

Source: http://www.campaignindia.in

E X C E L L E N T K N O T

Mother’s Day Wishes to all

By Editorial Team:

K. Kotisvaran.

R. Nasuruddin.

P. Kalpana.

S. Revathi.

R Yuva Shree.

E. Dinesh.

N. Divya.

V. Dilna

Editorial Head:

Nelson A.

(Valuable Suggestion & opinions )

excellentknot@yahoo.com

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