MARCH 2013resources.aima.in/AIMA NEWS MARCH 2013.pdfBhasin, Mr Bibek Debroy who shared their...

AIMA | SNAPSHOTS | MARCH 2013

1

MARCH 2013

Dear Readers,

It gives me great pleasure to present the first e-version of our popular quarterly magazine, AIMA News.

As an organization AIMA, has always believed in adopting best practices and last year we took on a green initiative in an attempt to give back to the environment we work in. We adopted a paperless policy for some of our regular updates and communication collateral and are now extending this eco-friendly initiative to our quarterly publication AIMA News. An e-version of AIMA News will now reach you on a monthly basis bringing you regular updates from AIMA, interesting management articles, news from LMAs, AIMA calendar, member updates etc. As a result, AIMA E-News has been merged with this version of AIMA News. We look forward to your support in this green initiative.

The past few weeks have kept us busy at AIMA, with several events and educational, testing & training programmes being conducted during this period. We recently concluded our 57th Foundation Day & 7th National Management Day at New Delhi on 21 February 2013. The occasion was graced by eminent speakers including Mr Nandan Nilekani, Justice JS Verma, Mr Rajiv Pratap Rudy, Mr BJ Panda, Mr Sunil Kant Munjal, Mr Pramod Bhasin, Mr Bibek Debroy who shared their thoughts at the various sessions.

On the occasion, we had the honour of conferring Mr BKS Oberoi with AIMA’s Life Time Achievement Award and Mr Madhav Chavan with the AIMA Public Service Excellence Award. AIMA also had the privilege of presenting Mr Gautam Thapar an AIMA Honorary Fellowship and felicitating Dr Ram Tarneja for completing 50 years of association with AIMA. You will find a brief report inside.

In this edition, you will also find coverage on our 3rd World Marketing Congress, 2nd HR Leadership Retreat, 7th National Brand Summit, SYMP, Pragati – a special programme for women, Evening Lectures; including some updates from our training and educational programmes. In addition there are some interesting articles on management and updates from our LMAs.

I hope you enjoy reading this new version of AIMA News and look forward to your feedback and comments.

Warm regards,Rekha Sethi (Director General)

AIMA OFFICE BEARERSPRESIDENTMr D ShivakumarSenior Vice PresidentIMEA , Nokia

SENIOR VICE PRESIDENTMs Preetha Reddy Managing DirectorApollo Hospital Enterprises

VICE PRESIDENTMr Hemant M NerurkarManaging DirectorTata Steel Limited

TREASURERMr P DwarakanathDirectorGroup Human Capital of Max India Ltd

IMMEDIATE PAST PRESIDENTMr Rajiv VastupalChairman & Managing DirectorRajiv Petrochemicals Pvt Ltd

DIRECTOR GENERALMs Rekha Sethi

Published by:

Management House,14,Institutional Area,Lodhi Road,New Delhi-110003Tel : 01124645100Fax : 01124626689E-mail : [email protected] : http://www.aima.in

Editor:Mr T S Vishwanath

Managing Editor:Mr Feroz Ahmed

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

AIMA’S MONTHLY E-MAGAZINE

2

AIMA SNAPSHOTS

33 LMA NEWS45 AIMA CALENDAR

FEATURES

AIMA’s 57th Foundation Day and 7th National Management Day

08 WORLD MARKETING CONGRESS

14 PRAGATI - CELEBRATING ACHIEVEMENTS OF WOMEN

18 INDIA’S DEMOGRAPHIC DIVIDEND: ASSET OR LIABILITY?

24 INCREASING THE ‘MEANING QUOTIENT’ OF WORK

10 4th GLOBAL INNOVATION CONFERENCE

11 CERTIFICATE PROGRAMME IN FINANCIAL MODELING

11 POST GRADUATE CERTIFICATE IN MANAGEMENT

13 TRAINING PROGRAMMES

13 EVENING LECTURE SESSIONS

15 SHAPING YOUNG MINDS PROGRAMME

16 2nd HR LEADERSHIP RETREAT

09 7th NATIONAL BRAND SUMMIT

CONTENTS04

http://www.nokia.com/in-en/products/phone/lumia920/?cid=ncomprod-fw-src-na-nokiayo_0x0-nokialumia920-google-in-en-1todtmtffa7d5&gclid=CLCCtPTXo7YCFcwr6wodVlgAzg


4

AIMASNAPSHOTS

Release of AIMA Foundation Day Souvenir and AIMA B-School Directory 2013-14 (L-R) Rekha Sethi, Director General, AIMA; D Shivakumar, President, AIMA & Sr Vice President, IMEA, Nokia; Nandan

Nilekani, Chairman, Unique Identification Authority of India (UIDAI); Preetha Reddy, Senior Vice President, AIMA & Managing Director, Apollo Hospitals Enterprise Ltd. and Dr Ram Tarneja, Past President, AIMA

AIMA’s 57th Foundation Day and 7th National Management Day

AIMA celebrated its 57th Foundation Day& 7th National Management Day at New Delhi on February 21, 2013. Speaking on the theme, ‘Rethinking the enterprise - Need for disruptive business models’, Mr Nandan Nilekani, Chairman, (UIDAI) said “Fundamentally the business models around the world are changing due to change in technology which is hitting the real business world. Massive computing capacity is changing the way the businesses capacity is changing the way the businesses are run and this is becoming a major are run and this is becoming a major challenge for the existing businesses.”challenge for the existing businesses.”

Mr D Shivakumar, President AIMA & Sr. Vice President, Nokia for the IMEA region, started the Foundation Day proceedings with a presentation on the history of AIMA and its contribution to Indian management through the past five decades. Speaking on the need for rethinking enterprise, he said, “Every value chain is getting disrupted by new business models.”

Ms Rekha Sethi, Director General, AIMA announced the awards and Ms Preetha Reddy, Senior Vice President, AIMA and


5

Managing Director, Apollo Hospital Enterprise Ltd. concluded the session.

Mr Gautam Thapar, Group Chairman, Avantha Group; Mr D Shivakumar and former Chief Justice of India, Justice J S Verma were on the panel for the session on ‘Year of the Unknown Indian’. Speaking on the topic, Justice J S Verma, said. ”I believe that this movement will sustain because it was spontaneous and it did not have a

leader with ambition. Every young person in this was his own leader and unless each individual decides to leave, this movement will sustain.”

In the second session, the topic of discussion was ‘India at Crossroads: Growth vs stability’. Participating in this high octane discussion, moderated by Pranjal Sharma, Editorial and Knowledge Advisor were Rajiv Pratap Rudy, Member of Parliament B.J.P, B.J

(L-R) Pranjal Sharma, Editorial and Knowledge Advisor; Pramod Bhasin, Vice Chairman, Genpact; Rajiv Pratap Rudy, Member of Parliament, BJP; Sunil Kant Munjal, Jt Managing Director, Hero MotoCorp Limited and

Chairman, Hero Corporate Service Limited, India; BJ Panda, Member of Parliament, BJD and Bibek Debroy, Professor, Centre for Policy Research

(L-R) Pranjal Sharma, Editorial and Knowledge Advisor; Pramod Bhasin, Vice Chairman, Genpact; Rajiv Pratap

(L-R) Gautam Thapar, Past President, AIMA & Group Chairman,

Avantha Group; Justice J S Verma, Former Chief

Justice of India and D Shivakumar, President,

AIMA & Sr Vice President, IMEA, Nokia


6

Panda; Member of Parliament B.J.D; Sunil Kant Munjal, Jt. Managing Director, Hero MotoCorp Limited and Chairman, Hero Corporate Service Limited, India; Pramod Bhasin, Vice Chairman, Genpact and Bibek Debroy, Professor, Centre for Policy Research.

The occasion that also saw the release of the Foundation Day Souvenir and the AIMA B-School Directory, was attended by over 600 delegates including distinguished business and political leaders.

AIMA Past Presidents and Office Bearers with Nandan Nilekani, Chairman, Unique Identification Authority of IndiaAIMA Past Presidents and Office Bearers with Nandan Nilekani, Chairman, Unique Identification Authority of IndiaAIMA Past Presidents and Office Bearers with Nandan Nilekani, Chairman, Unique Identification Authority of India

• P R S (Biki) Oberoi, Chairman, EIH ltd, honoured with AIMA Life Time Achievement Award for Management

• Dr Ram Tarneja, Past President, AIMA felicitated for 50 years of association with AIMA

• AIMA’s Honorary Life Fellowship bestowed on Gautam Thapar, Past President, AIMA & Group Chairman & CEO, Avantha Group

• AIMA Public Service Excellence Award given to Madhav Chavan, Co-Founder & Chief Executive, Pratham

• AIMA-Dr JS Juneja Award for Creativity and Innovation for Small and Medium Enterprises presented to Omni Lens Pvt Ltd

P R S (Biki) Oberoi, Chairman, EIH ltd, honoured with AIMA Life Time Achievement Award for

www.vetacorporate.in

www.vetacorporate.in


8

World Marketing CongressAIMA organised its two-day 3rd World Marketing Congress on 14-15 February 2013 in New Delhi on the theme ‘Marketing Myopia 2.0’. Inaugurating the event, the Congress Chairman and Chairman & Managing Director, R K SWAMY BBDO Pvt. Ltd, Mr SK Swamy said, “The consumer today wants more for less and quickly, which is making product lifecycle progressively shorter.”

Making a presentation on the occasion, Mr D Shivakumar, President, AIMA and Senior Vice President, IMEA, Nokia said, “Marketing has changed fundamentally. It’s an era of brand experience and not of product branding.” The highlight of the event was the presentation of the AIMA R K Swamy High Performance Brand Award, which was

Mr. D Shivakumar, President AIMA & Sr. Vice President, IMEA, Nokia and Mr. Srinivasan K Swamy, Conference Chairman and Chairman & MD, R K SWAMY BBDO Pvt Ltd. presenting the AIMA - R K Swamy High Performance

Brand Award 2012 to Mr. Rajesh Dahiya, National Head, Sales & Marketing, Apollo Tyres at AIMA’s 3rd World Marketing Congress. (L-R) Ms. Rekha Sethi, Director General, AIMA and Mr. Ramesh Jude Thomas, President &

CKO, Equitor Consulting.

Mr. D Shivakumar, President AIMA & Sr. Vice President, IMEA, Nokia and Mr. Srinivasan K Swamy, Conference

bagged by Apollo Tyres this year.

Some of the other speakers included Mr Sanjeev Bikhchandani, Founder and Vice Chairman, Naukri.com; Mr Neeraj Gupta, Director Sales & Operations, Google India;Ms Kiran Bedi, Indian Social Activist; Mr Bhaskar Sharma, GM, Red Bull India; Ms. Shefalika Saxena, CMO, Microsoft India; Mr Ashok Venkatramani, CEO, ABP News amongst others. Zee Entertainment Enterprises Ltd was also felicitated on having completed 20 years in the entertainment industry.

The Congress was very well received with a participation of over 250.


9

7th National Brand Summit AIMA organised the 7th National Brand Summit on the theme ‘Challenges of Re-Building Brand India: Role of Industry’ on 5 February 2013 at Bengaluru. Ms Meera Harish, Vice President (Sales & Marketing), Tata Coffee Ltd was the Summit Chairperson.

The National Brand Summit is AIMA’s flagship marketing event in India where brand leaders get together to discuss

innovative strategies to achieve global brand presence and secure better brand space in the mind of the global customer.

Some of the speakers included Mr D Shivakumar, President, AIMA & Senior Shivakumar, President, AIMA & Senior Vice President, Nokia, IMEA; Mr Bhaskar Vice President, Nokia, IMEA; Mr Bhaskar

The 7th leg of the Brand Summit saw a participation of over 250 delegates, which included representatives from the corporate world, Government, entertainment industry and students.

L- R: Ms Rekha Sethi, Director General, AIMA; Mr. D Shivakumar, President, AIMA and Sr. Vice President, IMEA, Nokia; Mr. Bhaskar Bhat, Managing Director, Titan Industries Ltd.; Ms. Meera Harish, Summit Chairperson and Vice President - Sales & Marketing, Tata Coffee Ltd. and Mr. K Jairaj, Chairman, Bangalore Study Centre & Former Addl.

Chief Secretary, Govt. of Karnataka

L- R: Ms Rekha Sethi, Director General, AIMA; Mr. D Shivakumar, President, AIMA and Sr. Vice President, IMEA,

Bhat, Managing Director, Titan Industries Ltd; Mr K Jairaj, Chairman, Bangalore Study Centre & Former Addl. Chief Secretary, Government of Karnataka; Mr R Mukundan, Managing Director, Tata Chemicals Ltd; Mr Harish Bijoor, Brand Expert & CEO, Harish Bijoor Consults Inc; Mr Santosh Desai, MD & CEO, Futurebrands India Ltd; Mr Harsha Bhogle, Indian cricket commentator amongst others.


10

4th Global Innovation ConferenceAs part of its endeavor of buildinginnovation competitiveness, AIMA organised its 4th Global Innovation Conference on 21 March 2013 at New Delhi. Erehwon Innovation Consulting was the Knowledge Partner for the conference.

The conference focused on ‘Breakthrough Innovations’ across various management functions and industry segments and showcased some of India’s finest Innovations & Innovators across functions. The shortlisted companies that participated in AIMA’s Breakthrough Innovation Awards made interesting and insightful presentations on their respective case studies and the winners included Tata Power Delhi Distribution, Uninor, Mahindra Navistar Automotives and Max Bupa Health Insurance Co Ltd.

Rajiv Narang, Chairman and Managing Director - Erehwon Innovation Consulting with Vijay K. Thadani, Chief Executive Officer - NIIT Limited

Rajiv Narang, Chairman and Managing Director - Erehwon Innovation Consulting with Vijay K. Thadani, Rajiv Narang, Chairman and Managing Director - Erehwon Innovation Consulting with Vijay K. Thadani,

Addressing the conference, Mr Rajiv Narang, Chairman & MD, Erehwon Innovation Consulting said, “Innovation is all about getting people together to think, communicate and implement path-breaking ideas. The idea behind this conference is to trigger quantum leaps in innovation.” Speaking at the valedictory session, Mr Vijay K Thadani, CEO, NIIT Limited said, “The fact that AIMA has recognised innovation has gone a long way in the right direction.” The conference was also addressed by Mr Sunil Dutt, former MD, Blackberry India; Mr Rajit Mehta, Executive Director and COO, Max New York Life; Mr Alok Adholeya, Director, Biotechnology & Bio-resources, TERI; Mr L R Natarajan, COO, Titan Industries Ltd and Mr Pradeep Kashyap, CEO, MART.


11

Certificate Programme in

Financial Modeling

Post Graduate Certificate In Management

AIMA started a training programme on 27th January 2013 in the area of Financial modeling using excel and VBA. The course is a 3 month programme meant for working professionals and MBA pass out students with Finance specialisation.

The skill development training programme is meant to enhance the technical ability of candidates in leveraging data for making financially sound business decisions.

AIMA has collaborated with HUGHES Communication to offer PGCM-Retail Management, PGCM-Finance, PGCM-Marketing and Sale Management through asynchronous mode using one to many delivery modes. Curriculum of all the programmes are revised as per emerging skills needed by industry and vetted and endorsed by industry.

www.adventureislandrohini.com


13

Evening Lecture Sessions All India Management Association organises Interactive Sessions with eminent professionals for its members every month. The professionals address the audience on a theme of his/her choice. The session is conducted at the Management House and is beneficial for both management professionals and management students.

AIMA organised an interactive session on ‘How to keep Work Life Balance’ with Dr Anil Sethi, Motivator, Corporate Trainer, Founder of the G K Group of Companies on 31 January 2013.

On 22nd February 2013, AIMA organised a session on On 22nd February 2013, AIMA organised a session on ‘Success that Succeeds’ with Dr Vijay Chopra, Motivational Guru, ‘Success that Succeeds’ with Dr Vijay Chopra, Motivational Guru, Educationist & Founder Director, Delhi Business School.Educationist & Founder Director, Delhi Business School.

Training Evaluation

Knowing the importance of Evaluation as an important tool for HR professionals AIMA’s Centre for Skill Development and Training organised a two day training workshop on ‘Training Evaluation’ on 1 & 2 February 2013 at IIC, New Delhi. The Workshop provided an opportunity to participants to understand different evaluation tools and their applications, current approaches to evaluation of training both for soft skills and hard skills.

Training the Trainers

AIMA’s Training of Trainers module is research based technology, structured

Training Programmesaround a well defined workbook that ensures the participants learn the various training modules. The programme objective is to prepare participants to design, deliver & evaluate training effectively. A public programme on ‘Training of Trainers’ was organised at Bangalore from 7 - 9 February 2013 and at Delhi from 21- 23 February 2013.

The second stage of the programme is assessment and evaluation for certification as ‘Certified Trainer’ by AIMA. This will be organised on demand of the participants after 3 months of delivery of training.


14

Dr Reena Ramachandran, Strategic Advisor, Innovation University Project; Ms Stuti Kacker, Secretary (DD), Department of Disability Affairs, Ministry of Social Justice and Empowerment, Government of India; Ms Suman Mishra, Associate Partner, McKinsey & Company

and Ms Veena Swarup, Director (HR), Engineers India Ltd.

AIMA organised ‘Pragati - Celebrating Achievements of Women’, in New Delhi on 9 March 2013. The event focused on not only equivalent access to openings, but also on equal opportunities in learning and helping women gain full participation in global development.

Speaking on the occasion Ms Stuti Kacker, Secretary (DD), Department of Disability Affairs, Ministry of Social Justice and Empowerment Government of India said, “Professionalism is the key to success and there is an immense requirement for counseling and mentoring, to make the counseling and mentoring, to make the society a better place for the women folk.” society a better place for the women folk.” The programme was also addressed by The programme was also addressed by Dr Reena Ramachandran, Strategic Advisor, Dr Reena Ramachandran, Strategic Advisor,

Dr Reena Ramachandran, Strategic Advisor, Innovation University Project; Ms Stuti Kacker, Secretary (DD), Department of Disability

Pragati - Celebrating Achievements of Women

Innovation University Project; Mr Rajeev Bhadauria, Director, Group HR, Jindal Steel & Power Ltd; Ms Alka Munjal, Director, Amity School of Business amongst others.

Speaking at the valedictory session, the Guest of Honor, Fr. Alex Ekka, Director, Xavier Institute of Social Service (XISS) said, “The collaboration of XISS and AIMA in celebrating achievements of women has been unique. AIMA is doing its best to put those women first who are otherwise lost in the sight of the society.” A special quiz for women was also conducted on the occasion which saw a participation of over 75 teams, where NHPC emerged the champions with Indian Oil as the first runner up.


15

Shaping Young Minds ProgrammeThe 34th AIMA - Shaping Young Minds Programme was held on 22 January 2013 at Chandigarh in collaboration with Chandigarh Management Association. The icons who addressed the audience included Justice N Santosh Hegde, Former Lokayukta of Karnataka State; Mr Parikshat Sahni, Actor; Dr Aquil Busrai, CEO, Aquil Busrai Consulting; Mr Raghunath Medge & Mr Gangaram Talekar, President & Secretary respectively Nutan Mumbai Tiffin Box (Team of Dabbawala’s). The programme was very well received with an audience of over 1400 participants.

The 35th AIMA - Shaping Young Minds Programme (SYMP) was held on 28 February 2013 at Pune in collaboration with Pune Management Association. The icons who addressed the programme included Mr Subodh Bhargava – Chairman, Tata Communications; Mr Vijay Thadani, Chief Executive Officer, NIIT Ltd; Mr Raghunath Medge & Mr Gangaram Talekar, President & Secretary respectively, Nutan Mumbai Tiffin Box (Team of Dabbawala’s); Ms Khushbu Sundar – Actor & Producer. The programme was very well received with over 700 participants.

Dr Aquil BusraiDr Aquil BusraiDr Aquil BusraiDr Aquil BusraiCEO, Aquil Busrai ConsultingCEO, Aquil Busrai Consulting

Justice N Santosh HegdeJustice N Santosh HegdeFormer Lokayukta of Karnataka State

Mr Raghunath MedgePresident, Nutan Mumbai Tiffin Box

Mr Subodh BhargavaMr Subodh BhargavaChairman, Tata Communications

Mr Gangaram TalekarSecretary

Nutan Mumbai Tiffin Box

Ms Khushbu SundarMs Khushbu SundarActor & Producer

Mr Parikshat SahniMr Parikshat SahniActor

Mr Vijay ThadaniMr Vijay ThadaniChief Executive Officer, NIIT Ltd


16

2nd HR Leadership Retreat AIMA organised the 2nd HR Leadership Retreat on 7-9 February, 2013 at Udaipur.

The Retreat was led by Dr A K Balyan, Managing Director & CEO, Petronet LNG Limited and Dr Aquil Busrai, Chief Executive Officer, Aquil Busrai Consulting.

Some of the other speakers included Mr D Shivakumar, Sr Vice President (India, Middle East & Africa), Nokia; Mr Satish Pradhan, Chief Group Human Resources, Tata Sons Limited; Mr Prakash Iyer, Managing Director, Kimberly Clark Lever; Mr R Mukundan, Managing Director, Tata Chemicals Ltd; Ms Sangeeta Talwar, Managing Director,

NDDB Dairy Services; Mr Arvind N Agrawal, President (Corporate Development & HR), RPG Enterprises and Ms Nina Chatrath, Senior Partner, Transearch India.

Based on the theme, ‘Connecting HR with Business - The Way Forward’ the Retreat enabled Management and HR Professionals enhance their leadership skills and capabilities for the effective management of talent and enabled them to develop strategies for leading an engaged workforce. The Retreat was conducted in an experience sharing interactive mode, with high level of active participation by the delegates.

Delegates at the RetreatDelegates at the Retreat

CONDOLENCEAIMA expresses deep condolence on the demise of Dr K K Anand on 22 January 2013. Dr Anand was an active member of AIMA who helped create and manage a number of committees and was also Chairman of AIMA Board of Studies in 1984-85. May his soul rest in peace and family find strength in these testing times.

www.moetsclubclass.com

www.moets.com

AIMA | FEATURES | MARCH 2013

18

Half a century ago, there was only one answer to the question of India’s growing population. In a 1967 book titled Famine 1975!: America’s Decision: Who Will Survive?, U.S. economists William and Who Will Survive?, U.S. economists William and Paul Paddock even advocated that the population Paul Paddock even advocated that the population of India should be allowed to starve as the country of India should be allowed to starve as the country

India’s Demographic Dividend: Asset or Liability?Published: January 09, 2013 in India Knowledge@Wharton

was a hopeless case. America should allocate its aid dollars to other countries with greater chances of being able to feed their hungry, the authors argued.

Ten years ago, the India’s growing masses -- the population officially crossed one billion in 2000 with the birth of Aastha Arora on May 10 of that


19

year -- were still considered a liability by many. Providing basic needs for all seemed to be a near-impossible task.

Somewhere along the line, however, economists discovered a silver lining: The world was aging, but India was growing younger. There was a “demographic dividend” that the country could hope for, and ultimately exploit. Ann April 2012 International Monetary Fund (IMF) paper titled, “Asia and the Pacific: Managing Spillovers and Advancing Economic Rebalancing,” noted that “in many Asian countries, aging populations are now causing, or are about to cause, a decline in the working-age ratio. The Japanese workforce has been shrinking since 1995, and the Korean workforce will start to decline beginning 2015. China’s working-age ratio will peak in 2013 and then decline by a substantial amount in the next few decades.... The second most populous country in the region (and the world) affords grounds for cautious optimism. India’s demographic transition is presently well underway, and the age structure of the population there is likely to evolve favorably over the next two to three decades.” The democratic dividend could add 2 percentage points to per capita GDP growth per annum, according to the IMF.

There are some challenges related to those There are some challenges related to those seemingly favorable demographics, however. The seemingly favorable demographics, however. The first is in finding jobs for all these people. Second, first is in finding jobs for all these people. Second,

and more importantly, India’s young people will need to develop the right skills for the modern job market.

Different Views on Job Growth

Opinions on future job growth diverged at the recent 20th Anniversary Symposium of the University of Pennsylvania’s Center for the Advanced Study of India. During a panel discussion titled, “Building an Inclusive India,” one speaker envisioned the country exporting armies of skilled labor to the world. Another worried about a generation of unskilled Indian workers left behind. “Only 5% of India’s labor force is estimated to have had any formal training,” said panelist S. Ramadorai,

vice-chairman of Tata Consultancy Services and an advisor to the Prime Minister for the National Council of Skill Development.

Developing India’s human capital is essential in the coming decade, Ramadorai

noted. To make manufacturing a genuine engine of growth, the government has announced new policies as part of the 12th five-year plan (2012-2017) that aim to create 100 million work opportunities by 2022 -- many in labor-intensive manufacturing sectors such as textiles, gems and footwear.

The government is also working to expand access to education and vocational training for workers in the countryside, including new rural broadband


20

networks that will connect remote areas with educational opportunities. “Technology is going to play a very critical role in connecting the haves and the have-nots,” Ramadorai said.

With the right skills and training, Ramadorai sees workers from India prospering not only at home but also abroad. According to the United Nations, the working-age population will increase by about 600 million globally in the next decade. While there will be a decline in the developing countries by almost 17 million, the global economy as a whole is expected to experience a skilled manpower shortage of 56 million by 2020, he added.

India will be one of the few countries in the world with a working age population that exceeds its number of retirees. “By 2020, the average Indian will be only 29 years of age, compared with 37 in China and the U.S., 45 in Western Europe, and 48 in Japan,” Ramadorai pointed out. That means India will experience an age advantage for at least three decades, through 2040. “So this is where I see an unprecedented opportunity,” he added. The future is bright “if Indians skill themselves to suit the future demand for jobs both domestic and abroad.”

If India can make employment and skill level a If India can make employment and skill level a priority, it might be able to fill the gaps in the priority, it might be able to fill the gaps in the world’s manpower shortage and “become the world’s manpower shortage and “become the resource pool of the world,” Ramadorai said. “We resource pool of the world,” Ramadorai said. “We

need to see this as an opportunity,” he added. Getting India’s labor pool ready for export will be

“the largest and most complex human resources exercise in the world.”

Arvind Subramanian, a senior fellow at the Peterson Institute for International

Economics and senior fellow and director of the India Initiative at the Center for Global Development, was more skeptical about India’s ability to train its unskilled workforce. “I hope Mr. Ramadorai will succeed in his mission, because India needs that, but I’m a little more pessimistic,” he said. India suffers from a “precocious model of development,” Subramanian noted. “We have developed based on skilled services rather than using our abundant pool of unskilled labor. All of East Asia, even China, in the early phases developed using low-skilled, abundant labor. We have completely neglected that.”

Anomalous FDI Flows

India’s “precocious” development is seen most clearly in “the uphill flow of foreign direct investment (FDI),” Subramanian said. In theory, economists believe that rich countries should produce the technology, know-how and capital and then shift those resources to poorer countries in the form of FDI. But today, emerging countries like Brazil, China and especially India are showing


21

comparative advantages in certain skilled areas such as management and finance -- and are exporting FDI as a result.

China’s FDI goes mostly to emerging African countries, which is consistent with the traditional economic models, Subramanian noted. “But India is completely anomalous, completely precocious. We export FDI to the richest countries in the world. That shouldn’t be happening at all.”

It will be difficult at this point for India to build a manufacturing sector for unskilled labor, Subramanian suggested. “That is not going to happen.” Much of manufacturing today is already shifting toward robots and machines. “Within manufacturing, it’s become much more skill intensive. Within our exports, it’s become more skill intensive. It is not becoming unskilled-labor intensive,” Subramanian said.

India’s only other option is to upgrade workers’ skills so that as the economy demands more skilled labor, there will be a supply of people to fill those positions. Subramanian expressed doubt that India could train workers fast enough. “While there will be very good private sector initiatives to respond to this, I think the public sector will just not be able to supply the kind of skills in the quantities that we need going forward,” Subramanian noted. “What that means is that one or two cohorts of unskilled labor will get left behind.”

Subramanian called the scenario “an unavoidable and inevitable consequence” of India’s precocious model of development. “I think we have a problem on our hands,” he added.

The Debate in India

The employability issue is the focus of a heated The employability issue is the focus of a heated debate in India, with strong arguments from both debate in India, with strong arguments from both sides. The National Association of Software and sides. The National Association of Software and

Services Companies (Nasscom) has published a study saying that only 25% of information technology (IT) graduates are employable. This has drawn a strong reaction from the All-India Council for Technical Education (AICTE), the government’s accreditation agency. According to the AICTE, every year, one million engineering graduates and diploma holders are added to the workforce. If the number of unemployed engineers was anywhere near what Nasscom claims, “there would be civil war,” AICTE chairman S.S. Mantha told the media recently.

The IT sector has been the biggest recruiter in recent years and has attracted many studies. A report by Aspiring Minds, a Gurgaon-based employability assessment firm, highlighted the skills gap, particularly in the product space. According the report, titled “The National Employability Report, Engineering Graduates, Annual Report-2012,” although India produces more than 500,000 engineers annually, only 2.68% meet the skill requirements of the IT products sector. The report estimated that nearly 92% of engineering graduates in India lack computer programming and algorithms skills and around 56% lack soft skills and cognitive skills.

The report further noted that only a very small percentage of engineers have the competence to apply engineering mathematics to solve problems. “There is a clear and measurable distinction between the talent required to develop IT products vis-à-vis typical IT services talent. While we observe employable talent is spread across all kinds of colleges, building India’s prowess in IT products would require significant focus and investment in training and evaluating students in core technology,” Himanshu Aggarwal, CEO of Aspiring Minds said in the report.


22

Sanjay Modi, managing director of online recruitment firm Monster.com for India, the Middle East and Southeast Asia, suggests that there is a lack of adequate communication and collaboration between the government, academia and industry in India. “For instance, while business has changed drastically in the past 10 years, the curriculum in educational institutions is the same as it was a couple of decades ago. And the sheer process of bringing in any change in the curriculum is so tedious that it simply gets bogged down,” says Modi. “What is needed is a strategy of three Es -- education, employability and employment. What we have to focus on first is education. This will lead to higher employability.”

In an earlier India Knowledge@Wharton article, Manish Sabharwal, chairman of TeamLease Services, a leading human resource services provider, pointed out that skill development is only one part of the solution. Sabharwal noted: “There are three problems in the current Indian system: matching supply and demand, repairing supply for demand and preparing supply for demand. What we are all focusing on right now in terms of employability ... is only the repair part. This is a low-hanging fruit. But this repair pipeline will run dry if the prepare pipeline, by way of education reforms, is not fixed. pipeline, by way of education reforms, is not fixed. And that is something that the government and And that is something that the government and academia need to work on.” academia need to work on.”

A Global Problem

This is, of course, not a problem for India alone; it is more important in the country, however, because of the numbers involved. According to a recent McKinsey report titled, “Education to Employment:

Designing a System that Works,” there is a huge gap in almost all countries between what the educational system feels it provides and what employers think they get. In the U.S., 87% of the education providers answered the question, “Are

graduates adequately prepared?” in the affirmative, while only 49% of the employers agreed. India actually scored better, with figures of 83% and 51%. The gap was the widest in Germany followed by the U.S. “Seventy-five million young people -- 12.6% of global youth -- are unemployed yet only 43% of employers report there are enough qualified entry-level candidates,” according the McKinsey study.

S. Krishnaswamy, senior professor and head of the department of genetic engineering at Madurai Kamaraj University, says that all of these reports are doing a good job of raising awareness. “There is certainly a problem, but it’s not insurmountable,” he notes. “Indians are extremely adaptable. They learn very fast, too.”

Republished with permission from Knowledge@Wharton (http://knowledge.wharton.upenn.edu), the online research and business analysis journal of the Wharton School of the University of Pennsylvania.

http://www.aima.in/education-services/long-term-courses/pgdm.html


24

Increasing the ‘meaning quotient’ of workThrough a few simple techniques, executives can boost workplace and inspire employees to perform at their peak.

Musicians talk about being “in the groove,” sportsmen about being “in the zone.” Can employees in the workplace experience similar performance peaks and, if so, what can top management do to encourage the mental state that brings them about?

We’ve long been interested in work environments that inspire exceptional levels of energy, increase that inspire exceptional levels of energy, increase self-confidence, and boost individual productivity. When we ask leaders about the ingredient they think is most often missing for them and for their colleagues—and by implication is most difficult to

provide—they almost invariably signal the same thing: a strong sense of meaning. By “meaning,” we and they imply a feeling that what’s happening really matters, that what’s being done has not been done before or that it will make a difference to others.

The idea of meaning at work is not new. Indeed, two contributions to McKinsey Quarterly over the two contributions to McKinsey Quarterly over the past year have highlighted this theme. In one, the authors demonstrate how misguided leaders often kill meaning in avoidable ways. The author of the other suggests that “meaning maker” is a critical


25

role for corporate strategists. In this article, we will show from our research how meaning drives higher workplace productivity and explain what business leaders can do to create meaning.

Meaning and performance

The mental state that gives rise to great performance—in sports, business, or the arts—has been described in different ways. The psychologist MihàlyCsìkszentmihàlyi studied thousands of subjects, from sculptors to factory workers, and asked them to record their feelings at intervals throughout the working day. Csìkszentmihàlyi came up with a concept we consider helpful. He observed that people fully employing their core capabilities to meet a goal or challenge created what he called “flow.” More important, he found that individuals who frequently experienced it were more productive and derived greater satisfaction from their work than those who didn’t. They set goals for themselves to increase their capabilities, thereby tapping into a seemingly limitless well of energy. And they expressed a willingness to repeat those activities in which they achieved flow even if they were not being paid to do so.

Athletes describe the same feeling as being in the zone. Bill Russell, a key player for the Boston Celtics during the period when they won 11 professional-basketball championships in 13 years, put it thus: “When it happened, I could feel my play rise to a new level. . . . It would surround not only me and the other Celtics, but also the players on the other team. . . . At that special level, all sorts of odd things happened. The game would be in the white heat of competition, and yet somehow I wouldn’t feel competitive. . . . I’d be putting out the maximum competitive. . . . I’d be putting out the maximum effort . . . and yet I never felt the pain.”effort . . . and yet I never felt the pain.”

Flow sounds great in theory, but few business Flow sounds great in theory, but few business

leaders have mastered the skill of generating it reliably in the workplace. An easy first step is to consider what creates flow in your own work situation—a question we have put directly to more than 5,000 executives during workshops we’ve conducted over the last decade. In this

exercise, individuals initially think about their own personal peak performance with a team, when, in other words, they have come closest to the feelings Csìkszentmihàlyi and Russell describe. Then they pinpoint the conditions that made this level of performance possible: what in the team environment was there more or less of than usual?

The remarkably consistent answers we’ve received fall into three categories. The first set includes elements such as role clarity, a clear understanding of objectives, and access to the knowledge and resources needed to get the job done. These are what one might term rational elements of a flow experience or, to use a convenient shorthand, its intellectual quotient (IQ). When the IQ of a work environment is low, the energy employees bring to the workplace is misdirected and often conflicting.

Another set of answers includes factors related


26

to the quality of the interactions among those involved. Here, respondents often mention a baseline of trust and respect, constructive conflict, a sense of humor, a general feeling that “we’re in this together,” and the corresponding ability to collaborate effectively. These create an emotionally safe environment to pursue challenging goals or, to borrow from the writings of Daniel Goleman and others, an environment with a high emotional quotient (EQ). When the EQ of a workplace is lacking, employee energy dissipates in the form of office politics, ego management, and passive-aggressive avoidance of tough issues.

While IQ and EQ are absolutely necessary to create the conditions for peak performance, they are far from sufficient. The longest list of words we have compiled from executives’ answers to our peak-performance question over the last ten years has little to do with either of these categories. This third one describes the peak-performance experience as involving high stakes; excitement; a challenge; and something that the individual feels matters, will make a difference, and hasn’t been done before. We describe this third category as the meaning quotient (MQ) of work. When a business environment’s MQ is low, work. When a business environment’s MQ is low, employees put less energy into their work and see employees put less energy into their work and see it as “just a job” that gives them little more than a it as “just a job” that gives them little more than a paycheck.

The opportunity cost of the missing meaning is enormous. When we ask executives during the peak-performance exercise how much more productive they were at their peak than they were on average, for example, we get a range of answers, but the most common at senior levels is an increase of five times. Most report that they and their employees are in the zone at work less than 10 percent of the time, though some claim to experience these feelings as much as 50 percent of it. If employees working in a high-IQ, high-EQ, and high-MQ environment are five times more productive at their peak than they are on average, consider what even a relatively modest 20-percentage-point increase in peak time would yield in overall workplace productivity—it would almost double.

What’s more, when we ask executives to locate the bottlenecks to peak performance in their organizations, more than 90 percent choose MQ-

related issues. They point out that much of the IQ tool kit is readily observable and central to what’s taught in business schools. The EQ tool kit, while “softer,” is now relatively well

understood following Goleman’s popularization of the concept in the mid-1990s. The MQ tool kit is different.


27

What to do differently

Business leaders, we know from other sources, are striving hard to find the missing MQ ingredients so they can improve motivation and workforce productivity. Late last year, for example, a survey (conducted by The Conference Board and McKinsey) of more than 500 US-based HR executives identified employee engagement as one of the top five critical human-capital priorities facing organizations.

Management thinkers are also on the case. Gary Hamel urges modern managers to see themselves as “entrepreneurs of meaning.” In The Progress Principle, Harvard Business School professor Teresa Amabile and her coauthor Steve Kramer present rigorous field research highlighting the enormous benefits that a sense of forward momentum can have for employees’ “inner work life.”Csìkszentmihàlyi writes extensively about “the making of meaning” in his book Good Business.

In our experience, though, there’s often a disconnect between the desire of practitioners to create meaning in the workplace, the good ideas emerging from cutting-edge research, and the number of specific, practical, and reliable tools that leaders know how to use. Often, platitudes about communication, quality feedback, job flexibility, and empowerment are used as substitutes for such tools. Much of this amounts to little more than advice about how to be a good manager. Inspirational visions, along the lines of Walt Disney’s “make people happy” or Google’s “organize the world’s information,” have little relevance if you produce ball bearings or garage doors.

In McKinsey’s research, we’ve uncovered a set of In McKinsey’s research, we’ve uncovered a set of specific, actionable techniques underpinned both specific, actionable techniques underpinned both by experience and a significant body of social-by experience and a significant body of social-

science work. The full tool kit can be found in Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage. The three examples described here are not only among the most counterintuitive (and therefore the most often overlooked) but also the most powerful.

Strategy #1: Tell five stories at once

We typically see organizational leaders tell two types of stories to inspire their teams. The first, the turnaround story, runs along the lines of “We’re performing below industry standard and must change dramatically to survive—incremental change is not sufficient to attract investors to our underperforming company.” The second, the good-to-great story, goes something like this: “We are capable of far more, given our assets, market position, skills, and loyal staff, and can become the undisputed leader in our industry for the foreseeable future.”

The problem with both approaches is that the story centers on the company, and that will inspire some but by no means all employees. Our research shows that four other sources give individuals a sense of meaning, including their ability to have an impact on

• society—for example, making a better society,building the community, or stewarding resources

• the customer—for instance, making life easierand providing a superior service or product

• the working team—for instance, a sense ofbelonging, a caring environment, or working together efficiently and effectively

• themselves—examples include personaldevelopment, a higher paycheck or bonus, and a sense of empowerment


Surveys of hundreds of thousands of employees show that the split in most companies—regardless of management level, industry sector, or geography (developed or developing economies)—is roughly equal. It appears that these five sources are a universal human phenomenon.

The implication for leaders seeking to create high-MQ environments is that a turnaround or a good-to-great story will strike a motivational chord with only 20 percent of the workforce. The same goes for a “change the world” vision like those of Disney and Google or appeals to individuals on a personal level. The way to unleash MQ-related organizational energy is to tell all five stories at once.

A recent cost-reduction program at a large US financial-services company began with a rational-

change story focused on the facts: expenses were growing faster than revenues. Three months into the program, it was clear that employee resistance was stymieing progress. The management team therefore worked together to recast the story to include elements related to society (more affordable housing), customers (increased simplicity and flexibility, fewer errors, more competitive prices), working teams (less duplication, more delegation, increased accountability, a faster pace), and individuals (bigger and more attractive jobs, a once-in-a-career opportunity to build turnaround skills, a great opportunity to “make your own” institution). The program was still what it was—a cost-reduction program—but the reasons it mattered were cast in far more meaningful terms.

Within a month, the share of employees reporting that they were motivated to drive the change program forward jumped to 57 percent, from 35 percent, according to the company’s employee-morale pulse surveys. The program went on to exceed initial expectations, raising efficiency by 10 percent in the first year.

Strategy #2: Let employees ‘write their own lottery ticket’

The first strategy gives specific and practical guidance about how to tell the story. Yet the best meaning makers spend more time asking than telling.

In one of Daniel Kahneman’s famous experiments, researchers ran a lottery with a twist. Half of the participants were randomly assigned a lottery ticket. The remaining half were given a blank piece of paper and asked to write down any number they pleased. Just before drawing the winning number, the researchers offered to buy back the tickets from their holders. The question they wanted to answer

28


29

was how much more would you have to pay people who “wrote their own number” than people who received a number randomly. The rational answer should be no difference at all, since a lottery is pure chance, and therefore every ticket number, chosen or assigned, has the same odds of winning. A completely rational actor might even want to pay less for a freely chosen number, given the possibility of duplicate ones. The actual answer? Regardless of geography or demographics, researchers found they had to pay at least five times more to those who chose their own number.

This result reveals a truth about human nature: when we choose for ourselves, we are far more committed to the outcome—by a factor of at least five to one.

US author Upton Sinclair once wrote, “It is difficult to get a man to understand something when his salary depends upon his not understanding it.” The flip side, however, isn’t true. When business objectives are linked to compensation, the motivation to drive for results is rarely enhanced meaningfully.

The reason is as practical as psychological. Most annual-compensation plans of executives are so full of key performance indicators that the weighting of any one objective becomes largely meaningless in the grand scheme of things. Furthermore, most compensation plans typically emphasize financial metrics whose results depend on myriad variables, many beyond individual control. On top of that, most companies don’t have deep enough pockets to make compensation a significant driver of MQ in the workplace.

Leaders of organizations that successfully instill Leaders of organizations that successfully instill meaning understand the power of other methods. meaning understand the power of other methods. Terry Burnham and Jay Phelan’s book, Mean Genes, Terry Burnham and Jay Phelan’s book, Mean Genes,

describes an experiment in which 50 percent of a group of people using a photocopier found a dime in the coin-return slot. When all were asked to rate their satisfaction level, those who got the dime scored an average of 6.5 on a scale of 1 to 7, while those who didn’t scored just 5.6. The lesson here is that when we aren’t expecting a reward, even a small one can have a disproportionate effect on our state of mind. And that’s also true of employees in the workplace.

At ANZ Bank, John McFarlane gave all employees a bottle of champagne for Christmas, with a card thanking them for their work on a major change program. The CEO of Wells Fargo, John Stumpf, marked the first anniversary of its change program by sending out personal thank-you notes to all the employees who had been involved, with specific messages related to the impact of their individual work. IndraNooyi, CEO of PepsiCo, sends the spouses of her top team handwritten thank-you letters. After seeing the impact of her own success on her mother during a visit to India, she began sending letters to the parents of her top team, too.

Some managers might dismiss these as token gestures—but employees often tell us that the resulting boost in motivation and in connection to the leader and the company can last for months if not years. As Sam Walton, founder of Wal-Mart Stores, put it, “Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free—and worth a fortune.”

Of the three Qs that characterize a workplace likely to generate flow and inspire peak performance, we frequently hear from business leaders that MQ is the hardest to get right. Given the size of the prize for injecting meaning into people’s work lives, taking the time to implement strategies of the kind


30

described here is surely among the most important investments a leader can make.

About the Authors

Susie Cranston is a senior expert in McKinsey’s San Francisco office, and Scott Keller is a director in the Southern California office.

This article was originally published in McKinsey Quarterly, www.mckinseyquarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved. Reprinted by permission.

In business, of course, leaders can’t just let everyone decide their own direction. But they can still apply the lessons of the lottery-ticket experiment. The head of financial services at one global bank we know first wrote down his change story, shared it with his team for feedback, and then in effect asked all individual team members to write their own lottery ticket: what change story, in each of the businesses, supported the wider message? His team members in turn wrote change stories, shared them with their teams, and the process continued all the way to the front line. Although this method took far longer than the traditional road-show approach, the return on commitment to the program was considered well worth the investment and an important reason the bank achieved roughly two times its revenue-per-banker-improvement targets.

Likewise, when Neville Isdell took charge at Coca-Cola, in 2004, he cocreated a turnaround strategy by bringing together his top 150 employees for three multiday “real work” sessions. The process was then cascaded further down into the organization, at small working meetings where participants could in effect write their own lottery ticket about the implications for their particular parts of the the implications for their particular parts of the business. With hindsight, this process of creating business. With hindsight, this process of creating and interactively cascading what became known and interactively cascading what became known

as The Manifesto for Growth is seen as a pivotal intervention in a two-year turnaround in which the group stopped destroying shareholder value and generated returns of 20 percent, driven by volume increases equivalent to selling an extra 105 million bottles of Coke a day. In this period, staff turnover fell by 25 percent, and the company reported what external researchers called unprecedented increases in employee engagement for an organization of this size.

Leaders who need to give their employees more of a sense of direction can still leverage the lottery-ticket insight by augmenting their telling

of the story with asking about the story. David Farr, chairman and CEO of Emerson Electric, for example, is known for asking virtually everyone he encounters in the organization four questions:

(1) how do you make a difference? (testing for alignment with the company’s direction);

(2) what improvement idea are you working on? (emphasizing continuous improvement); (3) when did you last get coaching from your boss? (emphasizing the importance of people development); and (4) who is the enemy? (emphasizing the importance of “One Emerson” and no silos, as well as directing the staff’s energy toward the external threat). The


31

motivational effect of this approach has been widely noted by Emerson employees.

Strategy #3: Use small, unexpected rewards to motivate

US author Upton Sinclair once wrote, “It is difficult to get a man to understand something when his salary depends upon his not understanding it.” The flip side, however, isn’t true. When business objectives are linked to compensation, the motivation to drive for results is rarely enhanced meaningfully.

The reason is as practical as psychological. Most annual-compensation plans of executives are so full of key performance indicators that the weighting of any one objective becomes largely meaningless in the grand scheme of things. Furthermore, most compensation plans typically emphasize financial metrics whose results depend on myriad variables, many beyond individual control. On top of that, most companies don’t have deep enough pockets to make compensation a significant driver of MQ in the workplace.

Leaders of organizations that successfully instill meaning understand the power of other methods. Terry Burnham and Jay Phelan’s book, Mean Genes, describes an experiment in which 50 percent of a group of people using a photocopier found a dime in the coin-return slot. When all were asked to rate their satisfaction level, those who got the dime scored an average of 6.5 on a scale of 1 to 7, while those who didn’t scored just 5.6. The lesson here is that when we aren’t expecting a reward, even a small one can have a disproportionate effect on our state of mind. And that’s also true of employees in the workplace.the workplace.

At ANZ Bank, John McFarlane gave all employees At ANZ Bank, John McFarlane gave all employees a bottle of champagne for Christmas, with a card a bottle of champagne for Christmas, with a card

thanking them for their work on a major change program. The CEO of Wells Fargo, John Stumpf, marked the first anniversary of its change program by sending out personal thank-you notes to all the employees who had been involved, with specific messages related to the impact of their individual work. IndraNooyi, CEO of PepsiCo, sends the spouses of her top team handwritten thank-you letters. After seeing the impact of her own success on her mother during a visit to India, she began sending letters to the parents of her top team, too.

Some managers might dismiss these as token gestures—but employees often tell us that the resulting boost in motivation and in connection to the leader and the company can last for months if not years. As Sam Walton, founder of Wal-Mart Stores, put it, “Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free—and worth a fortune.”

Of the three Qs that characterize a workplace likely to generate flow and inspire peak performance, we frequently hear from business leaders that MQ is the hardest to get right. Given the size of the prize for injecting meaning into people’s work lives, taking the time to implement strategies of the kind described here is surely among the most important investments a leader can make.

About the Authors

Susie Cranston is a senior expert in McKinsey’s San Francisco office, and Scott Keller is a director in the Southern California office.

This article was originally published in McKinsey Quarterly, www.mckinsey-quarterly.com. Copyright (c) [2013] McKinsey & Company. All rights reserved. Reprinted by permission.

http://www.aima.in/conferences-events/mdp/m-d-p.html

http://www.aima.in/conferences-events/mdp/m-d-p.html

AIMA | NEWS FROM LMA | MARCH 2013

33

News from LMAs

Patel, Minister for Energy & Tourism, Government of Gujarat. With the inauguration of this centre, AMA will start Japanese language programme and also organise academic and cultural exchange programmes soon.

Allahabad Management AssociationNational Management Day

Allahabad Management Association (AMA) held a special meeting on 20 February 2013 to celebrate National Management Day. A ceremonial cake, with inscription “National Management Day -2013” was cut by President Prof. Jagdish Khatri along with all AMA Executive Committee members, to celebrate Management Day as well as Foundation Day of AIMA.

Prof. Khatri made a presentation on the background and importance of celebrating an exclusive day for the field of Management. He mentioned how

the then President, Dr. APJ Abdul Kalam also had endorsed the idea while inaugurating the first Management Day on 21st February 2006. Lt. Col. Sudhir Parashar, Commanding Officer, 15 Battalion UP, NCC spoke on ‘Leadership Lessons from Indian Army’. A large number of AMA members attended the event.

Ahmedabad Management AssociationAhmedabad Management Association (AMA) organised many lecture sessions in February 2013. The lectures were delivered on different topics, Mr. Jagdish Joshi spoke on ‘Live Life on Your Terms’

and ‘Business is War without Bullets’. Mr. Hiren Vakil shared inspiring lessons from veteran actor Anupam Kher’s life under the title ‘Inspiration Unlimited’ and Mr. Setu Makad addressed the topic ‘Transfer Pricing’. All the lectures were very well received.

AMA held the inauguration of the Japan study centre on 11th February 2013. The inauguration was

done by Consul General of Japan Mr. Kiyoshi Asako, done by Consul General of Japan Mr. Kiyoshi Asako, & the Chief Guest for the evening was Mr. Saurabh & the Chief Guest for the evening was Mr. Saurabh

Inauguration Ceremony of Japan Study Centre at AMAInauguration Ceremony of Japan Study Centre at AMAInauguration Ceremony of Japan Study Centre at AMAInauguration Ceremony of Japan Study Centre at AMA

Mr. Jagdish Joshi delivering the lecture Mr. Jagdish Joshi delivering the lecture

A ceremonial cake was cut by President Prof. Jagdish Khatri A ceremonial cake was cut by President Prof. Jagdish Khatri along with all AMA Executive Committee members.


34

delegates at the National Convention on Public Sector Enterprises held on 11th January 2013 at Vivanta by Taj, Bangalore.

Baroda Management Association24th Annual Management Convention

Baroda Management Association (BMA) organised the 24th Annual Management Convention on

the theme, ‘India Leads-Myth or Reality’ on 1st & 2nd November, 2012. Various eminent speakers were invited viz. Mr. Sudhir Vasudeva, Mr. Ashok Chawla, Mr. Arup Basu, Mr. V G Siddhartha, Mr. Kirit Shelat, Mr. Subhash Kashyap, Prince Manvendra Singh Gohil, Mr. H N Shrinivas, Mr. D R Mehta, Mr. Parimal Merchant, Mr. Ravi Uppal and Mr. Ravindra Dholakia.

The convention had various sectoral perspectives on the theme like Business, Economy, Innovation, Entrepreneurship, Sports, Agriculture and Environment, Marketing & Media, Governance etc. During this AMC, BMA has released its first maiden publication, a book titled, ‘BEYOND MANAGEMENT – Be All’ written by Mr. G Narayana.

Training Programme on Mastering Selling Skills

BMA organised a half day session with Mr. Shiv Khera the renowned Motivational Speaker on the topic

Bangalore Management AssociationEvening Talk

Bangalore Management Association (BMA) organised an Evening Talk by renowned Management Guru Dr. Steven J. Dekrey, PhD, President, Asian Institute of Management Philippines, on the all important topic of ‘Emerging Styles of Leadership in Asian Context’

held at Mangala Mantapa, NMKRV College Campus, Jayanagar 3rd Block, Bangalore on 13th December 2012.

National Convention

BMA invited Dr. Kasturi Rangan, Member, Planning Commission, Government of India to address the

Felicitation of Mr. Ravi Uppal during AMCFelicitation of Mr. Ravi Uppal during AMC

Dr. Kasturi Rangan, Member, Planning Commission, Govt. of Dr. Kasturi Rangan, Member, Planning Commission, Govt. of Dr. Kasturi Rangan, Member, Planning Commission, Govt. of Dr. Kasturi Rangan, Member, Planning Commission, Govt. of India addressing the delegates India addressing the delegates

Panelists at the session.


35

‘Mastering Selling Skills’. This session was attended by around 900 participants. The programme was filled with many life examples by Mr. Shiv Khera. It was an interactive session wherein the people answered the questions that Mr. Khera asked and won prizes in the form of books, mugs and pens.

The session taught everyone how to grow ahead in their selling profession, how to gain and retain the customers and convert a no into a yes. The session was enjoyed by one and all.

Bharuch District Management AssociationBharuch District Management Association organised

their 5th National Management Convention on19 February 2013 on the theme ‘Indian Economy - Today & Tomorrow’. Renowned Journalist, TV Anchor and Editorial Director, The New Indian Express, Mr. Prabhu Chawla was one of the speakers in the post-lunch session. He impressed upon the need for ‘Reforms’ to have a bottom-to-top approach rather than vice-versa. Other speakers at the Convention included Mr. Sunil Parekh, Curator of World Economic Forum (WEF), Geneva; President SPICMACAY Gujarat and Mr. Errol D’souza, Professor of Economics, IIM(A).

Bhopal Management AssociationBhopal Management Association organised an Expert Lecture on ‘Time Management –Value Creation thereby’ jointly with Rotary Club Bhopal

at Rotary Bhawan on 15 February 2013. Dr (Prof.) Rakesh Premi, Campus Director, Leeds Met India was the guest speaker. Mr Harsha Chandra, Chairman, Rotary Club Bhopal presided over the function and Mr PP Khare, Hon. Secretary welcomed the guests and delivered the vote of thanks.

Bhubaneswar Management AssociationBhubaneswar Metropolis Management Association (BMMA) held a seminar on ‘Intuition, Self-

The lecture in progressThe lecture in progress

Mr. Prabhu Chawla, Editorial Director, The New Indian Mr. Prabhu Chawla, Editorial Director, The New Indian Express addressing the gatheringExpress addressing the gathering

Mr. Shiv Khera addressing the audienceMr. Shiv Khera addressing the audience


36

awareness and Obligations: Lessons from real-life experiences in follower-ship and leadership’ by Mr. R Gopalakrishnan, Director, TATA Sons Ltd. on 11 February 2013. The programme was well attended and very well received.

Bombay Management AssociationBombay Management Association held its Awards Presentation Ceremony on 8 March, 2013 at Trident Hotel, Mumbai. The Chief Guest was Mr. R

Gopalakrishnan, Director, Tata Sons Ltd and awards were presented to Mr. Dilip Shanghvi, Managing were presented to Mr. Dilip Shanghvi, Managing Director, Sun Pharmaceutical Industries Ltd; Ms. Director, Sun Pharmaceutical Industries Ltd; Ms. Vinita Bali, Managing Director, Britannia Industries Vinita Bali, Managing Director, Britannia Industries

Mr R Gopalakrishnan addressing the gatheringMr R Gopalakrishnan addressing the gathering

Ltd; Mr. Vineet Jain, Managing Director, Bennett, Coleman & Co Ltd; Mr. Anil Agarwal, Chairman, Vedanta Resources PLC; Mr. Narayanan Vaghul, Former Chairman, ICICI Bank. The jury members were Dr. Ram Tarneja, Mr. Shailesh V. Haribhakti, Ms. Shikha Sharma, Mr. S. Hajara, Mr. K. K. Nohria and Mr. P R Ramesh. The event was covered live by ET Now.

Chandigarh Management AssociationLecture Series

Chandigarh Management Association organised a series of talks on 30 December 2012 at University

Business School, Panjab University, Chandigarh. Major General, Rajendra Nath spoke on ‘Success of Madhumati Battle of 1971 War’. Lt. Col Surjan Singh Randhawa addressed the audience on ‘Managing the Successful Journey of life’. Major General, Rajendra Nath released a book entitled ‘Managing the Successful Journey of life’ written by Lt. Col Surjan Singh Randhawa. The function was presided over by Mr. Anil Kohli (Past President CMA.

Interactive Session

Society for Promotion of Science and Technology in India and Chandigarh Management Association

The awardees with the Chief Guest and other panelistsThe awardees with the Chief Guest and other panelists

(L to R) Col. SS Randhawa, Mr. Anil Kohli, Major Gen. (L to R) Col. SS Randhawa, Mr. Anil Kohli, Major Gen. Rajindra Nath and Dr. Manoj K Sharma


37

organised an interactive session on national power grid and its management at University Business School (UBS), Chandigarh. An audience of over 90 people including professors and students attended the event which talked about the recent power grid failures and its collapse in some states of India on 31st July 2012.

Delhi Management AssociationWorkshop on Train The Trainers

DMA conducted its highly acclaimed two day workshop on ‘Train the Trainers’ on December 21 -22, 2012 at India Habitat Centre, Lodhi Road, New Delhi under the aegis of Dr. Sunil Abrol, certified trainer and management consultant. Mr Rajan Pandhi,

Director, DMA welcomed the participants. Dr. Abrol elaborated on how the trainers should decide the contents of the training programme, understand the learning styles and the subsequent use of tools and activities in training. The training session was attended by training and HR managers.

4th Mega HR Conclave

DMA in collaboration with Indus Business Academy DMA in collaboration with Indus Business Academy (IBA) organised its much awaited and well received (IBA) organised its much awaited and well received 4th Mega HR Conclave on the theme ‘Excellence in 4th Mega HR Conclave on the theme ‘Excellence in Business Performance through Modern HR Practices’ Business Performance through Modern HR Practices’

on 11th October 2011. Illustrious speakers from the HR fraternity including HR Heads from corporate bodies such as Rural Electrification Corporation of India, IFFCO Ltd., Canon, Jindal Steel & Power Limited, Expedia India, Devyani International, Whirlpool, Emaar MGF, DLF, Thomas Assessment, TCS, ApnaCircle.com, People Matters, Valuefirst, Timesjobs.com, Vyaktitva, Lava International, Escorts Limited, Triveni Engineering & Industries Limited etc. graced the event.

Guwahati Management AssociationAvenues for Investment through Financial and Tax Planning

Mr Sunil Sayal welcoming the Chief Guest- Shri R K Mathur Mr Sunil Sayal welcoming the Chief Guest- Shri R K Mathur

Mr. Sukanta Dey delivering the inaugural address.Mr. Sukanta Dey delivering the inaugural address.

Mr. D. P. Mahapatra, Senior Manager, HDFC Mutual Fund Mr. D. P. Mahapatra, Senior Manager, HDFC Mutual Fund making a presentation on various investment options offered by

Mutual funds scheme


38

A meeting organised by the Guwahati Management Association with HDFC Mutual Fund was held at Guwahati, on 25 January 2013. The meeting was attended by more than fifty members of GMA and invited guests. Mr. DP Mahapatra, Senior Manager, HDFC Mutual Fund, Guwahati initiated the discussions with a presentation on various investment options offered by Mutual funds scheme suitable for different time horizons for retail investors of various age groups.

There was a good interaction of the speakers with the audience, and the meeting ended with vote of thanks offered by Mr. Dhireswar Gohain, Director of Guwahati Management Association.

Gwalior Management AssociationConstitution of New Board of Members:

The swearing-in ceremony of new office bearers for Gwalior Management Association affiliated to All India Management Association was held on 28th December, 2012 at Hotel Adityaz, Gwalior. The board of new office bearers was constituted for the year 2013 by Mr. M. K. Jain, Executive Director, GMA. The ceremony commenced with a fellowship followed by the inaugural welcome by Dr. S. S. Bhakar, Executive President, Gwalior Management Association.

Mr. A. R. Shinde, President, GMA solemnly lead oath taking ceremony of new office bearers in front of the other members of GMA and invitees from various institutions and industries.

Hyderabad Management AssociationNational Seminar

Hyderabad Management Association (HMA) conducted a National Seminar on ‘Relevance to Gandhi’s thought for today’s Corporate World’ at State Bank of Institute of Rural Development, Gachibowli in collaboration with SBIRD and Centre for Gandhian Economic Thought, University of Hyderabad on 4th October, 2012. Mr Ponnala Lakshmaiah, Minister for

IT & Communications, Government of AP was the Chief Guest. The distinguished speakers were Dr Vasant Kumar Bawa, IAS (Retd), President, Centre for Deccan Studies; Dr B H Ravindra, Director Power Business Development, GVK Energy Ltd; Mr S Ramakrishna, Regional Chief Operating Officer, Tata Teleservices; Mr Abhay Singh, AP Circle, Bharti Airtel Ltd; Prof Naresh Kumar Sharma, Convenor, Professor, HCU; Mr Jessuin Kadavan, Associate Vice President, HR, Vodafone, AP; Mr Girish Pande,

The new Office BearersThe new Office Bearers

L-R Mr K Sreedhar, Ms Hema Jain, President, HMA & L-R Mr K Sreedhar, Ms Hema Jain, President, HMA & Prof Sasmita Misra


39

Bagadiya, President, High Court Bar Association and Mr. Sandeep Atre, Director, CH Edgemakers. The programme was very well received

22nd International Management Conclave 2013

IMA organised the 22nd International Management Conclave 2013 on the theme ‘Transforming

Leadership – Getting Future Ready’ on 19-20 January 2013. The IMA National Business Icon Award 2013 was presented to Mr. Kumar Mangalam Birla on the occasion.

With the Partner Country Concept, IMA brings international perspective into focus, success stories and global learning from these regions. IMA has Switzerland as the country partner for this year. With this conclave, IMA also marks the beginning of the 50th year celebration.

There were more than 3000 students who participated in the IMA conclave. State Bank of India was the patron sponsor for this conclave. The programme was well attended and very well received.

Kanpur Management AssociationKanpur Management Association along with JK

Principal, SBIRD and Ms Hema Jain, CEO, Crux Management Services Ltd & President, HMA.

One Day Workshop

HMA organised a one day workshop on ‘Time Management - The Key to Qualitative Life’ on 17th November 2012 at Hotel Pearl Regency, Hyderabad. The workshop was conducted by Mr K Sreedhar, Chief Consultant & Founder, Sigma Management Consultant and Prof Sasmita Misra, Assistant Professor, Narsee Monjee Institute of Management Studies

Indore Management AssociationIndore Management Association celebrated Management Day on 25 February 2013 and organised a panel discussion on the theme ‘Rethinking the Enterprise – Need for Disruptive Business Models’. The speakers on the occasion were Mr Rajesh Mittal, Vice President, VECV, Pithampur; Mr.

Sanjay Dube, MD, MPFC, Indore; Mr. Sandeep Adkar, Sanjay Dube, MD, MPFC, Indore; Mr. Sandeep Adkar, Plant Head, Cummins Technologies, Dewas; Mr. Ajay Plant Head, Cummins Technologies, Dewas; Mr. Ajay

Dr. Kumar Mangalam Birla being conferred with IMA Dr. Kumar Mangalam Birla being conferred with IMA National Business Icon Award

(L-R) Mr. Navin Khandelwal, Treasure- IMA; Mr. Rajesh (L-R) Mr. Navin Khandelwal, Treasure- IMA; Mr. Rajesh Mittal, Vice President, VECV, Pithampur; Mr. Sanjay

Dube, MD, MPFC, Indore; Mr. Ajay Bagadiya, President, High court Bar Association; Mr. Sandeep Adkar, Plant

Head, Cummins Technologies, Dewas and Mr. Sandeep Atre, Director, CH Edgemakers.


40

in India, & Head South Asia delivered the Keynote Address. Mr. Shyam Srinivasan, Managing Director & CEO, Federal Bank Ltd delivered the Special Address.

At the inaugural session, Mr. KN Shastry, Chairman Management Leadership Award Committee, announced Mr. V K Mathews, Founder & Executive

Chairman, IBS Group of Companies, as the winner of KMA’s coveted award, the Management Leadership Award for 2013. Mr. K Rajan George, Honorary Secretary, KMA, proposed the vote of thanks.

Management Week Celebrations

KMA conducted a week long Management Week Celebrations from 22nd to 27th February 2013.

Centre for Technician Training, National Safety Council & Kanpur Productivity Council conducted a programme on 28 January 2013 on the theme of ‘Shop Floor Safety, 5 S & Productivity’ at Kanpur.

About 105 employees of different industries in & around Kanpur participated. Mr. M N Siddiqui, Ex Director of Factories, UP & Chairman National Safety Council, UP Chapter Kanpur was the chief guest during the occasion. Mr. Lalit Kumar Khanna, Hony CEO & Secretary, KMA welcomed the participants. The vote of thanks was given by Mr RK Verma, Director Placement, Apollo Institute of Technology. The programme concluded with a pledge of safety.

Kerala Management Association 32nd Annual Management Convention

Kerala Management Association organised their 32nd Annual Management Convention on 7 February 2013. Mr. SR Nair, President, KMA presided over the function and Mr. S Rajmohan Nair, Chairman, Convention Committee, welcomed the gathering. Convention Committee, welcomed the gathering. The Chief Guest was Mr. Nitin Paranjpe, Managing The Chief Guest was Mr. Nitin Paranjpe, Managing Director & CEO, Hindustan Unilever Ltd and Director & CEO, Hindustan Unilever Ltd and Mr. Prasad Chandran, Chairman BASF Companies Mr. Prasad Chandran, Chairman BASF Companies

Mr.Shyam Srinivasan, Managing Director & CEO, Federal Mr.Shyam Srinivasan, Managing Director & CEO, Federal Bank Ltd addressing

Mr. Nitin Paranjpe, Managing Director & CEO, Hindustan Mr. Nitin Paranjpe, Managing Director & CEO, Hindustan Unilever Ltd lighting the lamp

(L to R) Mr. RS Chandel; Mr. SD Pal; Mr. Navin Khanna, (L to R) Mr. RS Chandel; Mr. SD Pal; Mr. Navin Khanna, Mr. Lalit Khanna; Mr. GP Vishwakarma; Dr. Brij Mohan &

Mr. MN Siddiqui.


41

The main theme of the Management Week was God’s Own Country Challenges for Growth: Energy/Environment/Employment. Several eminent speakers addressed the gathering and the programmes were very well received.

Lucknow Management AssociationLecture Session

Lucknow Management Association (LMA) & Indian National Science Academy jointly organised a lecture on Biotechnology for Food and Nutrition

Security by Dr. VP Kamboj, Chairman BCIL, & Former Director CDRI, Lucknow held on 17 November 2012at Biotech Park, Lucknow.

Annual Convention

LMA organised the Annual Convention 2012 on ‘Transforming Uttar Pradesh Through Agriculture’ on 1 December 2012 at Scientific Convention Centre. The programme was inaugurated by Mr Anand Singh, Minister for Agriculture of Uttar Pradesh.

The other panelists included Mr Alok Ranjan IAS, The other panelists included Mr Alok Ranjan IAS, APC, GoUP; Mr. Panjab Singh, Former DG, ICAR; APC, GoUP; Mr. Panjab Singh, Former DG, ICAR; Prof. Jabir Ali, Chief Editor, Convention Journal; Mr. Prof. Jabir Ali, Chief Editor, Convention Journal; Mr.

Rakesh K Mittal, President, LMA; Mr. AK Mathur, Sr. Vice President, LMA & Director Convention and Mr. MS Gulati, Secretary, LMA.

Nagpur Management AssociationNagpur Interactive and Creative Education Programme

Nagpur Management Association has been instrumental in launching ‘Nagpur Interactive and Creative Education Programme’ by Education Department of Maharashtra State. This programme, referred in brief as NICE programme, is based on the 21st Century Teaching Technique, invented and developed by ‘Creative Educators’, a body promoted by Nagpur Management Association in collaboration with quite a few professional associations of repute. It has already been approved and adopted by 11 districts of Vidarbha Region of Maharashtra State. It has also been introduced in a few colleges and Management Institutes of Nagpur and has received great response.

Palghat Management Association Palghat Management Association organised a session with Mr Anil Sivadas, Chairman of Enventure Technology Services (I) Ltd., Bangalore on 28

Dr. Thomas A. Lumpkin, Director General, CIMMYT, Maxico Dr. Thomas A. Lumpkin, Director General, CIMMYT, Maxico addressing the Annual Convention 2012

Mr. Rakesh K Mittal, President, LMA addressing the Convention


42

December 2012 who spoke on ‘Rockefeller Habits’.

Rajkot Management Association Rajkot Management Association jointly with Rajkot Police launched a unique competition of PPT for management students on theme of Suggestions for

Crime Reduction by Public Awareness on the occasion of Foundation Day. The winning presentation shall be shown to 10000 families of Rajkot city.

Rohilkhand Management AssociationRohilkhand Management Association, Bareilly Rohilkhand Management Association, Bareilly organised a one day technical workshop on organised a one day technical workshop on

Mr Sivadas addressing the participantsMr Sivadas addressing the participants

Mr C.A. Kothari; President Rajkot Management Association Mr C.A. Kothari; President Rajkot Management Association and secretary Mr Parag signing a Mou with Mr H.P. Singh

Commissioner of Police Rajkot.

‘Application of Bearings and Lubricants’ on 19th January, 2013. The speaker was Mr. Nagarajan, B.E., Senior Faculty Member, Centre for Management & Technology Development, Chennai. Students from engineering institutes participated in the workshop along with practicing managers and engineers from different industries. Very useful practical learning was imparted by the trainer with case studies. Mr. Rajiv Sawant, Unit Head, Wimco Ltd. inaugurated the workshop and emphasised over the need of organising such workshops repeatedly.

Rohilkhand Management Association organised a Run on 22 February 2013 as part of their Management Week celebrations. Around 500 students from different Business Schools along with faculty, professionals and practicing managers enthusiastically participated in the event. The Run was sponsored by Khandelwal College of Management and Technology, Bareilly and was

flagged of by the S.P. of the city. After the Run a quiz programme was held and the winners were given prizes.

Silchar Management AssociationSilchar Management Association celebrated Management Day with Assam University, Silchar on 23

Participants at the RunParticipants at the Run


43

received.

Tarapur Management Association organised

‘Executive Talent Search 2012-13’, a programme on ‘Innovation & Implemented Innovative Ideas’ on 23 February 2013. The programme was well appreciated by all participants.

Visakhapatnam Management

AssociationVisakhapatnam Management Association (VMA) conducted a meeting to debate upon the topic‘Re-Thinking the Enterprise - Need for Disruptive Business Models’ on 9 March 2013. Introducing the topic Dr MNKS Varma, President, VMA mentioned that the health of an enterprise depends on Internal as well as external factors. The Chief Guest, Dr V Viziasaradhi, former HR Director of HPCL went deep into the subject. He said Darwin’s survival of the fittest theory is applicable in case of enterprises. The programme was very well received.

February 2013. Several programmes were organised like Photography Competition, New Business Idea Generation Programme, Panel Discussion onClassical Indian Thoughts in Management etc.

Tarapur Management AssociationTarapur Management Association celebrated the 7th National Management Day & 57th AIMA Foundation Day on 21 February 2013 at Management House,

Tarapur Management Association, Navapur Road Boisar. The Chief Guest on the occasion was Dr. T Boisar. The Chief Guest on the occasion was Dr. T N Gorude, Faculty Member, University of Mumbai, N Gorude, Faculty Member, University of Mumbai, Vice Principal, N. B. Mehta Science College, Bordi. Vice Principal, N. B. Mehta Science College, Bordi. The programme was well attended and very well The programme was well attended and very well

MBA students of SAS Management College performing at ETS 2012-13

MBA students of SAS Management College performing at

AIMA flag hoisting ceremony on National Management Day. AIMA flag hoisting ceremony on National Management Day.

Prof Apurba Mazumder addressing the students on New Business Idea Generation Programme.

Prof Apurba Mazumder addressing the students on New

http://www.aima.in/aima-membership.html

45

AIMA | AIMA CALENDAR | MARCH 2013

AIMA CalendarEvent Conference Director Venue Date

SYMP Trivandrum 3 April 2013

AIMA Managing India Awards 2013AIMA Managing India Awards 2013AIMA Managing India Awards Delhi 11 April 2013

3 Day Workshop on Totality of Project Management3 Day Workshop on Totality of Project Management3 Day Workshop on Totality of Dr Anuja Pandey Delhi 11– 13 April 2013

St Gallen Symposium 1 – 3 May 2013

22nd National Management Games (NMG -2013)22nd National Management Games (NMG -2013)22nd National Management Regionals

EastSouthNorth WestGrand Finale

1 – 3 May 201316 – 18 May 20131 – 3 May 201316 – 18 May 20131 – 3 May 2013

7 – 12 June 201316 – 18 May 20137 – 12 June 201316 – 18 May 2013

19 – 21 June 201311 July 2013

AIMA 4th National MSME Convention

Guwahati, Assam

8 – 9 May 2013

Global Advanced Management Programme 2013 Disruptive Global Advanced Management Programme 2013 Disruptive Global Advanced Management

Innovation & Open Business Programme 2013 Disruptive Innovation & Open Business Programme 2013 Disruptive

Models in The Changing Global Innovation & Open Business Models in The Changing Global Innovation & Open Business

LandscapeModels in The Changing Global LandscapeModels in The Changing Global

Prof Solomon N. DarwinAssociate Director Institute for Business Innovation Haas School of Business University of California, BerkeleyUniversity of California, BerkeleyUniversity of California,

San FranciscoBay Area, USA

19 – 25 May 2013

Healthcare Conference Bangalore May 2013

Marketing Retreat Dr. Jagdish N. ShethCharles H. Kellstadt Dr. Jagdish N. ShethCharles H. Kellstadt Dr. Jagdish N. Sheth

Professor of MarketingGoizueta Business School Professor of MarketingGoizueta Business School Professor of Marketing

at Emory University

Goa 12 – 14 July 2013

SYMP Kolkata 31 July 2013

39th National Competition for Young Managers39th National Competition for Young Managers39th National Competition for Regionals

EastWestSouthNorthGrand Finale

19 – 20 July 201326 – 27 July 201319 – 20 July 201326 – 27 July 201319 – 20 July 2013

2 – 3 August 201326 – 27 July 20132 – 3 August 201326 – 27 July 2013

9 – 10 August 20132 – 3 August 20139 – 10 August 20132 – 3 August 2013

31 August 20139 – 10 August 201331 August 20139 – 10 August 2013

46

AIMA | AIMA CALENDAR | MARCH 2013

To view full calendar please visit www.aima.in

[email protected] any feedback, suggestions or advertising queries please write to,

Published and released by AIMA Corporate Communications.also follow us on

AIMA Convocation Delhi 19 August 2013

Senior Leadership Retreat Mr Anil SachdevFounder & CEOSchool of Inspired LeadershipSchool of Inspired LeadershipSchool of Inspired

Goa 23 – 25 August 201323 – 25 August 201323 – 25 August

Advance Management Programme Delhi August 2013

10th National Competition forManagement Students10th National Competition forManagement Students10th National Competition for Regionals

EastRegionalsEastRegionals

SouthWestNorthGrand Finale

August – September 2013August – September 2013August –

National Management Quiz RegionalsEastRegionalsEastRegionals

SouthWest NorthGrand Finale

November- December 2013

2nd Global Business Leaders Summit

Johannesburg 12 –14 September 201312 –14 September 201312 –14 September

SYMP Lucknow 30 August 2013

40th National Management Convention40th National Management Convention40th National Management Delhi 26 – 27 September

201326 – 27 September 201326 – 27 September

17th Student Management Games (SMG -2013)17th Student Management Games (SMG -2013)17th Student Management Games Regionals

NorthWest-1HyderabadWest -2HyderabadWest -2Hyderabad

SouthGrand Finale

12 – 18 Sept 201317 – 19 Oct 201312 – 18 Sept 201317 – 19 Oct 201312 – 18 Sept 2013

22 – 23 Oct 20137 – 9 Nov 201319 – 22 Nov 201323 Nov 2013

SYMP Goa 4 October 2013

http://www.aima.in/media-centre/events.html

https://twitter.com/aimaindia

https://www.facebook.com/allindiamanagementassociation?fref=ts

http://www.linkedin.com/pub/aima-all-india-management-association/37/151/944


47

All India Management Association Management House, 14 Institutional Area, Lodhi Road, New Delhi-110003

Tel.: 011-24645100, 43128100 ; Fax: 011-24626689, Website: www.aima.in

Date post:	20-Aug-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

MARCH 2013resources.aima.in/AIMA NEWS MARCH 2013.pdfBhasin, Mr Bibek Debroy who shared their...

Documents