Forte Issue2

8/8/2019 Forte Issue2

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VOL I - ISSUE II


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LETTER FROM TEAM FORT

When your beliefs are shaken at the core,

When waves of emotion wash up ashore...

Catapult your inner self to the fore,

Know Fort - Ur Human Score!

This issue of Fort brings to you an international perspective of human resource

management. Added to this are insights on team building, corporate ethics and the

evolving role of HR.

ACKNOWLEDGEMENT

We the HR Coordinators & Editorial team members of "FORTE" hereby express our sincere

thanks to Rev. Fr. Thomas T.V, Director - Christ University Institute of Management, our HoDProf. C K T Chandrashekara, concerned HR Faculty members, University administrative team

members, Well Wishers, Friends& External Guest Lecturers for their unwavering support..

TEAM FORT

THE CREATIVE TEAM

Saeed Ahmed.M (II MBA K)

Deepa Nair (II MBA K)

Dale M Leons (II MBA L)

THE EDITING TEAM

Swathi P.V (II MBA M)

Saakshi Sharma (II MBA J)

Nithya S.S (II MBA M)

QUIZ WINNER OF FORTE - VOL. I - ISSUE 1

Md. Abdullah Shamim (II Yr. MBA - Sec. J)

CONGRATULATIONS!!


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nies in the study promote hu-

man resources executives who

come from the business side,

not human resources.

"In essence, some companies

may have decided that the HR

strategic-partner role is too

important to leave to someonewith an HR background." The

studys conclusion: Human

resources must reinvent itself.

"The old approaches and mod-

els simply are not good

enough."

- D.Revathy

I MBA K.

Right from E-mail to health care,

and from artificial intelligence to the

end of HR, as we know it, here are

forecasts of how different the world

of workforce management will be 10

years from now.

Workforce-management decisionsarent made with crystal balls. What

they do demand is a clear sense of

the landscape on the far horizon. As

aspiring Human Resource execu-

tives, we probably must know what

health care will cost our company in

a year or two down the line. But, we

are far less certain whether or not

legions of workers will be full-time

telecommuters five years from now,

or if defined benefits will even exist

in 2013. Fortunately, there are for-

ward-thinkers and trend-spotters out

there, who make it their business to

suss out the future for us.

Our visionaries do not always agree

with each other, as youll see. Still,

their predictions of what factors will

alter the world of workforce man-

agement are provocative, and mayserve to inform and intrigue all of us

who will manage people.

To know the business environment

an organization operates in, we must

be aware of the three major trends:

Demographics: the characteristics of

a population/workforce. For exam-

ple, age, gender or social class. This

type of trend may have an effect in

relation to pension offerings, insur-

ance packages etc.

Diversity: the variation within the

population/workplace. Changes in

society now mean that a larger pro-

portion of organizations are made

up of "baby-boomers" or older em-

ployees in comparison to thirtyyears ago. Advocates of

"workplace diversity" simply ad-

vocate an employee base that is a

mirror reflection of the make-up of

society insofar as race, gender,

sexual orientation, etc.

Skills and qualifications: as indus-

tries move from manual to more

managerial professions so does the

need for more highly skilledgraduates. If the market is

"tight" (i.e., not enough staff for

the jobs), employers must compete

for employees by offering financial

rewards, community investment,

etc.

A few basic trends apart from the

above said ones which will help us

in having a change in our businessstyle are Improved E-mail utilisa-

tion by the employees, Organised

Labour, Business goes to kinder-

garten, Going Euro, Artificial In-

telligence

So in order to have a CHANGE in

the way we do our business, we

need to CHANGE the present sce-

nario in work culture. Following

the above said emerging trends,

almost 30 percent of the compa-

CHANGING THE WAY YOU DO BUSINESS

FORTE
http://en.wikipedia.org/wiki/Demographicshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Demographics


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of countries around the world

Mainly addressing the

salary of the employees, the

HR based in Head Quarters of

an MNC must coordinate pay

systems in different countries

with different currencies that

may change in relative value

to one another over time. AnAmerican expatriate in Tokyo

who receives a salary of

$100,000 may suddenly find

the buying power of that

salary dramatically dimin-

ished if the Japanese yen

strengthens in value relative to

the US dollar. A US dollar

purchased 248 yen in 1985,

but less than 110 yen in 2000.

- SANTHOSH KUMAR.K

0921329

4MBA M (Operations)

Today human resource practice var-

ies from a company to company and

in a global context the gap still wid-

ens. The question arises: Can MNCs

integrate HR practices to achieve

their objective?

The answer is yes! Today with theevolution of internet the world is

getting smaller and smaller and there

are some examples that I can quote,

where organizations recruit people

from host countries as well as from

other countries. Some MNCs recruit

through consultancies operating in

the host country ensuring that the

recruited employees fit into the or-

ganizational culture of that particular

MNC.

So what is International HRM?

International human resource man-

agement (IHRM) is the process of

procuring, allocating, and effectively

utilising human resources in a global

context. If the MNC is simply ex-

porting its products, with only a few

small offices in foreign locations,

then the task of the International HR

manager is relatively simple. How-

ever, in global firms human resource

managers must achieve two some-

what conflicting strategic objectives.

First, they must integrate

human resource policies and prac-

tices across a number of subsidiaries

in different countries so that overall

corporate objectives can beachieved. At the same time, the ap-

proach to HRM must be suffi-

ciently flexible to allow for signifi-

cant differences in the type of HR

policies and practices that are most

effective in different business and

cultural settings.

Difference between IHRM and

HRM1) Heterogeneous type of functions

that MNCs need to followed

2) Involvement in Personal Life of

the employees arranging the ac-

commodations, healthcare and

transportation for the employees

3) More external sources influ-

ences like cultural practices E.g.:

An employee should know the re-

semblance of Ok sign done by con-

necting a thumb and forefinger in

circle holding others fingers

straight and relaxed. In Brazil,

Germany & Russia it denotes in-

sulting the sentiments of local peo-

ple. In France and Russia it means

zero or worthless.

How an HR manager can ad-dress these issues?

International HR managers must

deal with issues as varied as inter-

national taxation; international re-

location and orientation; various

other administrative services for

expatriates; selecting, training and

appraising local and international

employees; and managing relations

with host governments in a number

A Birds Eye View INTERNATIONAL HUMAN RESOURCE MANAGEMENT

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formance tracking.

Using an outsourcer obliges

companies to adopt standardized

HR practices standardized not

only across the organization it-

self, but also across the wider

market. By implementing stan-

dardized processes across the

organization, companies can im-

prove the quality of service they

offer their employees, leading to

an improvement in job satisfac-

tion and engagement.

Traditionally, companies have

had their own unique ways of

hiring people, training and meas-

uring performance, implementing

health cover and handling pay-

roll, for example. As such func-

tions are outsourced to external

providers handling similar

processes for a number of cus-

tomers the way they are han-

dled will become increasingly

standardized. This in turn will

drive down costs, expedite skills

transfer, streamline mergers and

acquisitions, and make creating

start-ups and spin-off companies

easier.

The outsourcing of employee

training and learning is becoming

particularly beneficial to compa-

nies as the need for higher skill

outsourcing of multiple administrative

activities (agents can work across proc-

esses, and drive up first touch resolution

rates). Second, there are numerous inter-

dependencies between HR processes

such as the administration of learning

and performance management so it

makes sense that these are managed

jointly.

The trend toward outsourcing is most

prevalent among larger organizations

(with more than 15,000 workers) that

have both the demand and resources to

provide a full range of employee bene-

fits and services. Smaller organizations,

which typically offer fewer HR benefits

and services, have correspondingly

fewer activities to outsource. As a result,

smaller organizations attract HR out-

sourcing deals that work out at a higher

cost per employee, and have shorter con-

tract terms. But the economics are

changing, and the benefits of HR out-

sourcing are trickling down through themid-size sector towards the SMEs.

What are the benefits?

One of the key benefits of HR outsourc-

ing is financial arising from economic

value optimization, reduction in both

direct costs (such as payroll processing)

and indirect costs (such as benefits

costs), and reduction in (or avoidance

of) capital costs. Convergys experience

indicates that overall cost savings are

typically between 20 percent and 40

percent.

Companies can use outsourcers to

manage their HR activities using the

latest technology and practices. Even

today, many HR tasks are carried out

manually, and ageing computerized

systems often exist in islands, unable

to provide a global picture of head-

count or any other measure of employ-

ees.

Using a large outsourcer gives even

smaller companies access to much

larger capital funding and technology

than would be possible for a stand-

alone buyer. Companies who out-

source are able to rationalize legacy

environments while gaining access to

best-in-class technology and process

excellence. This makes HR outsourc-

ing especially attractive to mid-size

companies who may be competing on

a global scale, but cant afford the big

capital expenditure to bring their sys-

tems and processes in line with their

larger competitors.

HR outsourcing offers the potential for

improved self-service functionality,

for both employees and managers. For

example, the outsourcer can provide

web-based, self-service dashboards for

managers to use for tasks such as

global headcounts and employee per-

HR OUTSOURCING - CONTD..

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and knowledge levels and uniform

business practices around the organi-

zation grows. Outsourcing to a specialist

provider offers a more strategic and cost

-effective way to close any skills gaps

and meet the complex and growing

needs of the global knowledge economy.

Last, but not least, HR outsourcing en-

ables HR management to raise their

sights above everyday administration

functions and divert their energies to

more strategic HR issues.

Keys to success

For an HR outsourcing contract to be

successful, it is important for all stake-

holders to be in agreement from the be-

ginning. HR outsourcing has to be seen

as an effective strategy for the business,

aligned with wider business goals. Rela-

tionships, cultural alignment and shared

awareness of mutual benefits between

outsourcer and client are central to suc-

cess.It is also important that expectations in

the HR and business teams are managed,

and there is a realistic project scope and

timeline. There is no point underestimat-

ing the transition and change manage-

ment requirements. Once the engage-

ment is under way, however, it is vital to

transform processes and operations as

early as possible.

With organizations and their employees

all benefiting from the brain gain

that outsourced HR offers, it looks as

though its a trend thats here to stay.

NISHA ASTRIL D'CUNHA

1021147

I Yr.

HR OUTSOURCING - CONTD..

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current manning situation to a desired

end state? How long will the transition

take? What policy changes could be

effected to speed up the transition?? The

module helps companies to plan for

transition to a new structure due to a

fundamental shift in business objectives

or diversification of non-core business

or a strategic acquisition of another busi-

ness. Under such scenarios, the company

would firstly run SSMP to determine the

new streamlined structure needed to

support the new business and then apply

TMP to determine how to transit

(gradually or rapidly) to the new struc-

ture.

While a typical manpower planning

process would involve all the three mod-

ules of IHRM (where the output of one

module becomes the input of another),

each module can be executed independ-

ent of the others. This is to create a more

flexibility and useable IHRM that can better deal with HR issues that tend to

be dynamic and complex in nature.

- Adeline Kiruba Lily.J

(1st MBA,SEC-J)

Strategic International Human Resource Management - CONTD..

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session. This is the most impor-

tant part of the course and sets

the foundation for the work you

will do over the coming hours or

days. Setting your icebreaking

session around breakfast or cof-

fee can help as these are natural

times of social interaction

watch as team members help

each other with the simple task of

making and pouring coffee.

There are typical ways as to how

an icebreaking session takes

place and the routine that is fol-

lowed, to do something innova-

tive here are the following tips

for developing an ice breaker.

Tips about How to Develop an

Ice Breaker

Decide how much time, relative

to the length of the training ses-

sion, you have to invest in an ice

breaker. Figure out the character-

istics, interests, and preferences

of the participants for whom you

want to develop the ice breaker.

Different groups have varied

preferences. Determine the goal

of your ice breaker. Is the pur-

pose of the ice breaker to warm

up the group and provide the

opportunity for participants to

meet each other? Is the goal to

bridge the group into the topic of

The era of the rugged individual is giv-

ing way to the era of the team player.

Everyone is needed, but no one is neces-

sary.

Team building skills are essential for

ones effectiveness as a manager as well

as an entrepreneur. And even if you are

not in a management or leadership role

yet, better understanding of team work

can make you a more effective employee

and give you an extra edge in your cor-

porate office.

A team building process is effective

when your team can accomplish some-

thing much bigger and work more effec-

tively than a group of the same individu-

als working on their own. In a team, one

has to have a strong synergy of individ-

ual contributions. There are two critical

factors in building a high performance

team.

The first factor in building an effective

team is the diversity of skills and per-

sonalities. This is possible when peopleuse their strengths in full and can com-

pensate for each other's weaknesses.

Also the different personality types in a

team should balance and complement

each other.

The second factor is effective Communi-

cation during an icebreaker session

which leads to the formation of a team

right away.

Though its quite difficult to find the

perfect ice breaker that suits the pur-

pose of your training, you can easily

develop an ice breaker that will warm

up the conversation in the training

class, reinforce the topic of the train-

ing session, and ensure that partici-

pants enjoy the training.

The first challenge one encounters on

any teambuilding exercise is during

personal introductions. Members of

the teambuilding course need to be-

come acquainted with each other and

the course leader. These initial exer-

c i s e s a r e c o m m o n l y c a l l e d

'icebreakers' as they break down any

barriers between team members.

Or, alternatively, you can develop a

quick ice breaker, which is just for fun

and to warm up your group. During

these sessions it is also a good idea for

the moderator to encourage laughter.

Laughter and humour are great ice-

breakers. Possibly each member could

be given a sheet of jokes and asked to

stand and tell their favourite joke to

the group, and then give the reasons

why they chose that joke. As well as

breaking the ice this is a clever way of

learning a little about a person the

reasons they give for choosing the

joke will give a little insight into their

personality.

Remember the importance of ice-

breaking when leading a teambuilding

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IMPORTANCE OF ICE BREAKER SESSIONS IN TEAM BUILDING


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Major corporations play significant eco-

nomic and ethical roles in helping reju-

venate the global and local economies.

Thus, cultural aspects must be under-

stood for trans-cultural management of

business. Multinationals can operate in

an effective manner globally only if they

incorporate cultural differences and

practices in their corporate culture and

ethics.

Chandini Mallik

II YR MBAN (HR)

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making. The capacity to both

recognize problems as they occur

and work with others to solve

them. To be a change agent in the

organization. The Ability to han-

dle resistance to change. The

confidence to be a consultative

business partner in HR issues.

- RANJITHA SHETTY

I MBA M

Days are gone when HRs simply re-

cruited people, Days are gone when HRs

just negotiated about the salary slip you

were supposed to get, Days are gone

when HRs talked to you only when you

joined the company and left the com-

pany!!!

In todays scenario, more and

more companies are seeking to change

the role of their Human Resources de-

partment from a passive compensation,

benefits and compliance role to a highly

proactive, leadership-enforcing Human

Relationships role which helps in the

framing of the companys operating

strategies to meet the corporate objec-

tives. This future role of Human Re-

sources is currently seen in companies

known for pursuing Best Practices.

A Human Resources job is con-

sidered to be the simplest field among

all the management specializations.

However, I think handling people is waymore difficult that handling machines.

Understanding the needs of the organi-

zation and the employees, ensuring that

everyone is benefited is not an easy task.

In this new model of the H.R. organiza-

tion, it is vital that members develop

strong consulting skil ls . As

consultants, they must develop

employee relations skills not just to

define problems, but also to work with

teams to solve them. The generalist

supporting the S.B.U. must have a

strong understanding of the business

and the functional area to be effective.

With HR on board as a strate-

gic partner, the HR department plays

an important role in a Strategic Busi-

ness Needs Assessment to determine

the direction of the firm i.e. whether

the organization is going in the right

direction or not? A gap analysis is

performed to determine the difference

between the core competencies cur-

rently held and the skills needed to get

the firm to where it wants to be.

The Human Resource depart-

ment is also a strategic partner in the

Development of goals and their subse-

quent implementation. Through a

mixed model of centralized and decen-

tralized functions, the corporate HR

functions are viewed as Centres of

Excellence, while each Strategic

Business Unit (SBU) is assigned an

HR generalist reporting to the business

unit manager (with a dotted line to

the head of corporate HR).

The core competencies for the

person in this role include:

The Commitment towards organi-

zation and Experience in planning and

implementing a strategic HR role. A

strong belief in empowering employ-

ees and decentralizing decision-

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THE CHANGING ROLE OF HR


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Further we can argue that nations

undergo change. For example, in

1997 Hong Kong integrated with

China but does this mean that

Hofstede's Hong Kong findings

can now be generalized to the

whole of China? At the end of

the twentieth century, Yugoslavia

disintegrated into its constituent

parts, including Serbia, Montene-

gro, Croatia and Bosnia. The

logic of Hofstede's analysis

would be that their national cul-

tures are identical, which would

appear absurd. However, if they

are not identical, then Hofstede's

measurement of Yugoslavian

culture is a statistical myth.

- Ansala

II Yr MBAN (HR)

This article is a small insight into

whether Hofstedes world-wide accepted

cultural dimensions theory is flawless

or not.

Here are a few questions that would help

us identify the pros and cons of this the-

ory. More specifically, this would enable

us to have a critical view of the theory.

1.What do you think about making gen-

eralisations about national culture?

2.Do you think Hofstede takes account

of gender differences?

3.Do you think that Hofstede is right to

argue that organisations should take na-

tional culture as a given?

A few insights:

1) It is quite evident that there are sev-

eral dormant dangers lying within mak-

ing generalisations about a particular

nations culture. If we consider the op-

tions it can be found that Hofstede

groups Tanzania with other countries in

East Africa. This would be a potential

erroneous grouping because there are alot of differences in the Tanzanian cul-

ture in comparison with East Africa.

There are several faults involved in as-

suming cultural uniformity, and of see-

ing individuals' values and behavior as

being wholly determined by their cul-

tural background; we cannot predict

individuals' values and behavior merely

from data about their culture.

2) Here it is important to note that a

common criticism of Hofstede's analy-

sis is that it is gendered he makes

assumptions about masculine and

feminine qualities, and focuses mainly

on masculine aspects of culture

3) It may be overstating the case to

say that Hofstede is wrong to see na-

tional culture as a given that organisa-

tions have to work within. But, it is

valid to question this view. There may

be more of a two-way process than

Hofstede seems to acknowledge. It

may well be possible for organisations

to influence national culture. One ex-

ample is a multinational corporation

like McDonalds. Its menus do reflect

different national tastes (which may be

influenced by national culture), but the

company's fast-food ethos and work-

ing practices could, in turn, have an

effect on the national culture of the

countries in which it operates. In other

words, McDonalds could be influenc-

ing prevailing norms and values.

We can question whether nations have

cultures. McSweeney (2002) criticizes

Hofstede's claims that he identified

multiple national cultures or differ-

ences between such cultures, challeng-

i n g h i s r e s e a r c h a p p r o a c h .

McSweeney also questions whether

national culture determines uniform

national actions and institutions

HOFSTEDES THEORY - RELEVANCE IN TODAYS WORLD

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also facing an acute shortage of

talent in specialized areas. On

hiring expatriates these compa-

nies are willing to offer compen-

sation which is globally competi-

tive. Nonetheless, high growth

market like India also offers huge

potential for learning & growth.

ExpatriatesExperiences and

Perceptions

However, India still has a long

way to go before it can boast of

having a global workforce- there

are major deterrents for expatri-

ates and Indians returning from

abroad. Poor infrastructure cor-

ruption, pollution and crowded

cities, law and order are some

issues that can dampen the lure of

the most compelling career

proposition.

So, what is it about India that

attracts people from all over the

world in spite of problems? Is it

the fact that in spite of our strong

bond to our own culture, we are

able to not only welcome and

embrace, but also adopt other

cultures with open arms? Or Is it

that with the building and con-

struction and real estate indus-

tries booming, there is now an

Why is India becoming a hotspot for

expatriate talent? It is a well known fact

that India has been a lucrative source of

talent for corporations across the globe.

In the last decade alone, thousands of

Indians have moved into key roles with

companies across diverse industries in

different geographies around the world.

Indian managers today constitute a sig-

nificant part of leadership and senior

management teams of various global

corporations.

India has been the darling of the global

information technology industry for over

a decade now, and recently has become

the focus of several other industries like

BPO, Biotechnology, and Healthcare.

Increasingly, Indian companies are hir-

ing expatriates for key rolesand they

are willing to pay top dollar for these

hires. In the last two years, Reliance

Retail, one of the largest Indian retail

company hired around 100 expatriatesfrom global retail chains like Wal-Mart,

Carrefour and Dairy Farm, in areas like

supply chain, operations and planning.

Thousands of Indians working outside

the country also want to come back

not because of nostalgia but for profes-

sional growth. However, in the last cou-

ple of years, there has been a paradigm

shiftIndia is now moving from being a

lucrative source of talent to a preferred

career destination for professionals

across the world.

So, what are the reasons for this para-

digm shift? Why has India suddenly

transitioned from a hardship posting

to a preferred career destination?

Capital Markets are at an all time

high. There is a sustained focus on

upgrading the infrastructure. The Ru-

pee has appreciated significantly in the

last one year, and is moving towards

complete convertibility. With penetra-

tion levels for most products and ser-

vices still abysmally low, the economy

is likely to experience sustained

growth in years to come.

The Indian story has created a pull for

companies globally to set up shop.

MNCs in India along with other Na-

tional organizations are expanding

their operations to meet the increasing

demand for products and services.

This has led to an unprecedented de-

mand for talent across all sectors, tran-

sitioning India from a talent surplus

country to a talent short marketcom-

panies are therefore, being forced to

look beyond Indias shores for their

hiring needs. Sectors like investment

banking, life sciences, real estate are

not only exponentially growing but,

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DO COMPANIES NEED TO COMPLY WITH SOCIALRESPONSIBILITIES IN ORDER TO SUCCEED


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abundance of luxury apartments, clubs,

shopping malls and commercial com-

plexes which promise a luxurious and

comfortable lifestyle? Indeed, its every-

thing.

At present, it is believed that between

20,000 and 30,000 expatriates are living

and working in India and this figure is

expected to go up to 50,000 by the end

of 2010. India's expatriate community

has a wide range of different people.

The region is popular with teachers, art-

ists and spiritualists as well as CEOs and

executives of international corporations.

Having said that, in India opportunity

will continue to attract talent from

around the world, and this trend of talent

flow into the country is expected to ac-

celerate in the years to come.

- Nithya SS

0921348MBA - HR

DO COMPANIES NEED TO COMPLY... - CONTD..

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20/21

QUIZ-JOEL THOMASII MBA HR

1 . Which Organization has initiated an inhouse Facebook called C2 which is like platform which al-

lows one to connect with thousands of other people and share ideas. It has 60,000 active users and getsmore than 6 million page views daily.2 . Which word best describes the phrase The whole is greater than the sum of its parts?

3. Which internationally acclaimed Indian movie has been included as a case study for 'Human Behavior atWork' by Indian Institute of Management, Indore?

4. Employee evaluations are directly affected by a supervisors perceptions of who is believed to be in

control of the employees performance the employer or the manager. This theory is known as ?

5. The method that uses the organizations current level of employment as the starting point for determin-

ing future staffing needs is known as ?

6. Which Country will consolidate and strengthen the law, by replacing the nine existing major pieces ofdiscrimination legislation with one set of rules aimed at achieving greater equality with Equality Act 2010which is totake effect on 1 October 2010?7. What is the first private employmentexchange of India launched at Ahmedabad in September by the

legendary academician and Ex. Director of IIM-A Dr. Bakul Dholakia Called as ?

8. Identify the company from the logo, that has been rated as the worlds best company to work with ac-

cording to the Fortune Magazine 100 Best companies to work For- 2010 ?

9 . The science of designing jobs, equipment and workplaces to fit workers which is necessary to preventrepetitive strain injuries, which can develop over time and can lead to long-term disability is Known as ?

10. Boulwarism is a popular negotiation strategy. Who developed this concept?

Answers to Quiz:

1.Cognizant2.Synergy3.Lagaan4.Attribution Theory5.Zero Based Forecasting6.UK7.Campusrecruit ( www.campusrecruit.in)8.SAS - leader in business analytics software and

services

9.Ergonomics10.General Electric : Boulwarism is a negotiation

tactic specially With Labour Unions named af-ter General Electric's former vice presi-dent Lemuel Boulware, who pioneered the strat-egy

Answers to Crossword:

ACROSS:5. ACCESSION9. GRAPEVINE11. JOB CODING14. LAYOFF15 PIECE RATE.

16. REINSTATEMENT

Answers to Crossword:

DOWN:1. BASE PERIOD2. CERTIORARI3. NEPOTISM4. DEADHEADING6. OMBUDSMAN7. IMPASSE8. HONCHO

10. KICKBACK12. QUARTILE

13. MORALE
http://en.wikipedia.org/wiki/Lemuel_Boulwarehttp://en.wikipedia.org/wiki/Lemuel_Boulware


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CARTOONS - contributed by SONIA SEBASTIAN (II Yr. MBA - HR)

Date post:	10-Apr-2018
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