Hi Friends
As we all know that how B-Schools are growing like anything. It has become a part of good earning. There was a time when teachers used to thought in right way and that was really a mean of teaching. There was a beautiful relation between GURU & Shishya. Now a days there is no different between politician and a academician. When election come near politician used to make many promises for development of people & areas. The same is happening now a days from the side of B-Schools.
Cont...........................................
Wednesday, October 22, 2008
Sunday, October 19, 2008
Marketing to Indian Rural Women: Challenge, Opportunity and Strategy...BY- DHANANJAY KUMAR
Abstract
There was a time when a rural consumer used to travel more distance to consume a particular branded goods and services. Only selected consumers consumed a branded goods and services. But due to globalization the scenario has been changed. Now customers are king due to economy they prefer branded goods and services which give more value. Before globalization only big companies were able to captures the rural market to establish their brands and services. But in present scenario the rural market are very critical for every marketer whether that is FMCG, IT or automobile brands. Women are the world’s most powerful consumers. They are big spender, when we are talking about householders, corporate purchasing, or small business. This is not happening only in urban but also in rural market too. In past scenario men used to take decision to purchase any goods or services but now scenario has been changed and mostly decisions are taken by rural women. The rural women are very sensitive and careful towards their purchasing process. So marketers must have to know the perception and mind set of the rural women for survival of their products in rural market.
FOR DETAIL OF ARTICLES MUST SEE THE.. MLS JAMSHEDPUR VOL 33, AGUS. ADDITION
There was a time when a rural consumer used to travel more distance to consume a particular branded goods and services. Only selected consumers consumed a branded goods and services. But due to globalization the scenario has been changed. Now customers are king due to economy they prefer branded goods and services which give more value. Before globalization only big companies were able to captures the rural market to establish their brands and services. But in present scenario the rural market are very critical for every marketer whether that is FMCG, IT or automobile brands. Women are the world’s most powerful consumers. They are big spender, when we are talking about householders, corporate purchasing, or small business. This is not happening only in urban but also in rural market too. In past scenario men used to take decision to purchase any goods or services but now scenario has been changed and mostly decisions are taken by rural women. The rural women are very sensitive and careful towards their purchasing process. So marketers must have to know the perception and mind set of the rural women for survival of their products in rural market.
FOR DETAIL OF ARTICLES MUST SEE THE.. MLS JAMSHEDPUR VOL 33, AGUS. ADDITION
Friday, March 28, 2008
my thought on a crisis of leadership
I always used to ask two things to myself that .........
- What makes leaders a special in the corporate world.
- Why there are only few companies which are leader in the global world.
If you see the 1st question, its relate to the behavior and nature of the leadership. 2nd question relates to India's changing business scenario in global world. Its so exiting that the both questions are linked with each other. There are only few companies which are leader in the glob. This is only because of the a crisis of leadership in the corporate world. Only due to laking in leadership quality companies face the problem. Leadership can be difined by these three quality......By:-----R.A. Mashelkar
- Innovation in the brain
- Compassion in the heart
- Passion in the belly
A monopoly for three decades. The early 90's put brakes on its dream run.....there was competition. Survival was in question. It was time to rationalise and revitalise. this is how Bajaj Auto cookes Sweet and Sour. Bajaj was one of the leader in the market but after globalization when Hero Honda came in the market with two wheeler bike. The market of Bajaj crisis down. Thanks to the Bajaj Group who show their leadership quality and take a right decision to survive in that critical situation. So to take the right decision on the right time is the vital for leadership.
Thoughts of "Management Guru" Peter Drucker and his Life History
In today's corporate and academic worlds, new management theories appear daily. They come into and fall out of favor. Few have any far-reaching influence. The same is true of management consultants. Not so the work of Peter Drucker, whose ideas on management many acknowledge to be the most influential of the 20th century.
Drucker modestly calls himself a management consultant. He is far more. Arguably, Drucker invented modern management. At least he made management conscious of itself. Most recent management theories can be traced to Peter Drucker. In a time when the word is applied to nearly anyone with a bit of expertise, Drucker truly is a guru.
Now, at nearly 90, Drucker continues to bring a global perspective to management and business that has no equal. His 29 books (5 million copies in print and translated into most of the world's languages) cover it all: industrial organization, management, leadership development, the culture of business, employee motivation, and strategy. Many of his terms and concepts have entered the language: privatization, management-by-objectives, knowledge worker, discontinuity.
As everyone should know, Drucker is not merely a management theorist. He is a philosopher, a genuine thinker, who has examined nearly every element of 20th century life. Because much of contemporary life is framed in economic and organizational terms, Drucker's thoughts naturally tend toward seeing things in the context of organizational relationships. He is a social commentator with a profound understanding of our contemporary civilization and society. Drucker is essentially a moralist for our business civilization.
Anyone who has read, for example, The Future of Industrial Man (1942), The Concept of the Corporation (1945), The Practice of Management (1954), Managing for Results (1964), The Effective Executive (1966), Management: Tasks, Responsibilities, Practices (1974), Innovation and Entrepreneurship (1985), or Managing for the Future, The 1990s and Beyond (1992), probably has a solid grasp of what management is all about and the challenges it faces. Anyone who has not read them has a void in their learning.
So it is with some excitement that Jack Beatty has given us a slender volume called, The World According to Peter Drucker (Free Press, 1998, 204 pages, $25). This is the first biography of Drucker. It is an intellectual biography, covering the six decades of Drucker's working life. It begins with his early anti-fascist writings (he was born and raised in Austria) and comes down to his current professorship at Stanford.
There is a discussion of all of Drucker's most important writings. Drucker himself was a willing participant in the writing of this biography, so there are numerous personal insights into how he came upon his various ideas.
Drucker relates how, when he published his influential The Practice of Management in 1954, he decided that the book would make it "possible for people to learn how to manage, something that up until then only a few geniuses seemed able to do, and nobody could replicate it. I sat down and made a discipline of it."
Beatty skillfully weaves the key experiences in Drucker's intellectual journey into a coherent whole. Reporter that he is (for The Atlantic Monthly), he does it in the style of a master storyteller.
Drucker is not a sententious, esoteric philosopher. He is down to earth, as this volume reminds us. One of his formidable abilities is to write clearly, using simple words. For example, in his groundbreaking book on American charities, Managing the Non-Profit Organization (1990), he talks simply about service ("Who is the customer?"), motivation ("start with what the person has done well"), and leadership ("always by example"). Drucker dispenses practical advice that real people can use.
Anyone who has read Drucker's books over the years will find this book to be a helpful guide to his many contributions. Those who have not read Drucker are well advised to begin with this book so as to get a sampling of the richness of his work and ideas. And a good idea of where to begin.
If everyone who professes to be a manager were to read even a few of Peter Drucker's books, there would be no need for management consultants. Consultants and most management texts tell you what to do and how to do it. Unfortunately, management is not that easy. Drucker makes you think about what you do and why you do it. That is a big difference.
Drucker modestly calls himself a management consultant. He is far more. Arguably, Drucker invented modern management. At least he made management conscious of itself. Most recent management theories can be traced to Peter Drucker. In a time when the word is applied to nearly anyone with a bit of expertise, Drucker truly is a guru.
Now, at nearly 90, Drucker continues to bring a global perspective to management and business that has no equal. His 29 books (5 million copies in print and translated into most of the world's languages) cover it all: industrial organization, management, leadership development, the culture of business, employee motivation, and strategy. Many of his terms and concepts have entered the language: privatization, management-by-objectives, knowledge worker, discontinuity.
As everyone should know, Drucker is not merely a management theorist. He is a philosopher, a genuine thinker, who has examined nearly every element of 20th century life. Because much of contemporary life is framed in economic and organizational terms, Drucker's thoughts naturally tend toward seeing things in the context of organizational relationships. He is a social commentator with a profound understanding of our contemporary civilization and society. Drucker is essentially a moralist for our business civilization.
Anyone who has read, for example, The Future of Industrial Man (1942), The Concept of the Corporation (1945), The Practice of Management (1954), Managing for Results (1964), The Effective Executive (1966), Management: Tasks, Responsibilities, Practices (1974), Innovation and Entrepreneurship (1985), or Managing for the Future, The 1990s and Beyond (1992), probably has a solid grasp of what management is all about and the challenges it faces. Anyone who has not read them has a void in their learning.
So it is with some excitement that Jack Beatty has given us a slender volume called, The World According to Peter Drucker (Free Press, 1998, 204 pages, $25). This is the first biography of Drucker. It is an intellectual biography, covering the six decades of Drucker's working life. It begins with his early anti-fascist writings (he was born and raised in Austria) and comes down to his current professorship at Stanford.
There is a discussion of all of Drucker's most important writings. Drucker himself was a willing participant in the writing of this biography, so there are numerous personal insights into how he came upon his various ideas.
Drucker relates how, when he published his influential The Practice of Management in 1954, he decided that the book would make it "possible for people to learn how to manage, something that up until then only a few geniuses seemed able to do, and nobody could replicate it. I sat down and made a discipline of it."
Beatty skillfully weaves the key experiences in Drucker's intellectual journey into a coherent whole. Reporter that he is (for The Atlantic Monthly), he does it in the style of a master storyteller.
Drucker is not a sententious, esoteric philosopher. He is down to earth, as this volume reminds us. One of his formidable abilities is to write clearly, using simple words. For example, in his groundbreaking book on American charities, Managing the Non-Profit Organization (1990), he talks simply about service ("Who is the customer?"), motivation ("start with what the person has done well"), and leadership ("always by example"). Drucker dispenses practical advice that real people can use.
Anyone who has read Drucker's books over the years will find this book to be a helpful guide to his many contributions. Those who have not read Drucker are well advised to begin with this book so as to get a sampling of the richness of his work and ideas. And a good idea of where to begin.
If everyone who professes to be a manager were to read even a few of Peter Drucker's books, there would be no need for management consultants. Consultants and most management texts tell you what to do and how to do it. Unfortunately, management is not that easy. Drucker makes you think about what you do and why you do it. That is a big difference.
Thursday, March 27, 2008
DHANANJAY: THE MAN BEHIND THE VISION
You become a star not because of your title; you become a star because you are adding star value to the company.
-N.R. Narayana Murthy
Begin with vision: A good vision is one where there is a difficult milestone, a stretch milestone, but one which you honestly believe in possible if you put the right teams in place, the right leadership in place and the right management in place. A vision is a moving target and a target you set for yourself. It has to be a very aggressive target because that is when people believe they can achieve the impossible.
Get buy-in: A vision without action have no meaning, An action without vision have no value. So set the vision and put your soul for the action.
I have two goal in my life.
- Short term goal:- To become a successful manager/leader.
- Long term Goal:- To become an entrepreneur in NGOs sector.
Vision:- To setup a best NGOs to help the India vision 2020 to make developed country.
Tuesday, March 25, 2008
Behind the Name: Meaning, Origin and History of the Name Dhananjay
DHANANJAY
Gender: Masculine
Usage: Indian
Other Scripts: धनञ्जय (Hindi)
Means "winning wealth" in Sanskrit.
Gender: Masculine
Usage: Indian
Other Scripts: धनञ्जय (Hindi)
Means "winning wealth" in Sanskrit.
Arjun (Sanskrit: अर्जुन, arjuna) is one of the heroes of the Hindu epic Mahābhārata. Arjuna is a central figure in Hindu religion whose name means 'bright', 'shining', 'white' or 'silver'. Arjuna is thus "The Peerless Archer". The third of the five Pandava brothers, Arjun was one of the children borne by Kunti, first wife of Pandu.
Personality:
Arjun is depicted as a wholesome and well-rounded personality, a healthy mind in a healthy body, a person whom any mother, wife and friend would cherish and be proud of. The son of Indra, Arjun is said to have been well-built and extremely handsome; he married four times, as detailed here. Arjuna was also true and loyal to his friends (his best friend was the great warrior Satyaki); he enjoyed a life-long rapport with his cousin and brother-in-law, Sri Krishna. He was also sensitive and thoughtful, as demonstrated by his misgivings about the Kurukshetra war, which caused Sri Krishna to impart the Gita to him. His sense of duty was acute; he once chose to go into exile rather than refuse to help a brahmin subject, a story detailed elsewhere.
Arjun is depicted as a wholesome and well-rounded personality, a healthy mind in a healthy body, a person whom any mother, wife and friend would cherish and be proud of. The son of Indra, Arjun is said to have been well-built and extremely handsome; he married four times, as detailed here. Arjuna was also true and loyal to his friends (his best friend was the great warrior Satyaki); he enjoyed a life-long rapport with his cousin and brother-in-law, Sri Krishna. He was also sensitive and thoughtful, as demonstrated by his misgivings about the Kurukshetra war, which caused Sri Krishna to impart the Gita to him. His sense of duty was acute; he once chose to go into exile rather than refuse to help a brahmin subject, a story detailed elsewhere.
Monday, March 24, 2008
Book Review:- "The Way of Strategy: by William A. Levinson"
The Way of Strategy is the arbiter of survival or extinction of an organization in competitive environment. The book taps the various strategies and principles used by Sun Tzu (Art of War), Carl von Clausewitz (On War), Miyamoto Musashi (The Book of Five Rings) and others. These are validated by citing examples from modern business especially from the American industry. The Right conduct, Dharma, Tao or Do is the basic foundation of strategy. Business and war are contestants of competition. They only differ in the type of weapons used. A weapon can be physical, mental or organizational instrument of competition. The way of Strategy deals with managing organizations in the competitive world. The book cites various strategies used in war. These same strategies can also be applied to business.
According to the author, the success of the organization depends on: -
-Leadership
-Management of human and physical resources
-Responsiveness to competition and the environment
-Strategies and tactics
Leaders follow Bushido/ Kshatriya Dharma. They consider themselves as the stewards of the organization. They foster vitality, motivation among the members of the organization. Leaders practice virtue and personal detachment. Managing change is among the difficult task for a leader. The organizational structure promotes teamwork, communication, performance, flexibility and responsiveness. The author further says that the structure is built to serve organization and not that the people should serve the system.
The employees (resource of organization) are compared with troops. They are divided into units, each of them defined by a certain set of characteristics. The success of the organization depends on how strategically it uses the different units. The organization studies its opponent's psychology and actions and strategize accordingly. Since it is required to know what position a business has related to the environment, it is of prime importance to know the environment responsiveness for strategic analysis. Businesses like wars, takes place in marketplace. The strategy o be used by the market leader or follower to gain or hold market share can be inferred. Thus, all of them capture market share by providing good quality product and services.
Book Review "Competition In The 21st Century: by Kirk W. M. Tyson"
In this book "Competition in the 21st century", author Kirk W. M. Tyson describes that competition will change radically in the 21st century. Business world will change with break neck speed and only those companies, which are capable of adapting to the change, will exist. "Evolve or Dissolve" will be the new business mantra and even larger companies than we have today will inhabit the business world.
The book describes the importance of "Competitive Knowledge Base" and "Perpetual Strategy Process" in the success of the Mega Strategic Business Units (MBE's). These MBE's will successfully make the transition from the Information Age of the 20th century to the Intelligence Age of the 21st century. By analogy, Tyson calls the competition to be 19th century Childhood, 20th century Adolescence and 21st century Adulthood. The MBE's will use economies of scale, integration of resources, services, and production capabilities and segmented marketing to exist in the fast changing business scenario.
The book enumerates the importance of "Competitive Knowledge Base", which is the development of a pool of information for future reference to the new information available. It will aid the decision making through an exhaustive and informative knowledge base .The book underlines that in order to relate to the present scenario it is essential to understand the past and by doing so we could avoid costly errors that have been made by others in a similar situation.
Business Intelligence (BI) will be enhanced through "Competitive Knowledge Base" and it involves the collection of information about all the factors external to the organisation. Thus this information when transformed into intelligence and intelligence into Strategic Development, will aid in making swift and accurate decisions.
"Perpetual Strategy Process" is a perpetual process, which involves the adaptation of the vision of the organization to the ever-changing world around. This is essentially a continuous process, which involves the fine-tuning of decision-making process to the environment and competition. Thus "One Year Planning Strategy" practiced presently would be useless as it would paralyze the organization to react to the opportunities available: -
The book also predicts that in the future, large organizations would not have organization charts but network charts that would include all those factors contributing to the output of the company.
De-centralization would be the key as those would make decisions closest to the customer.
The book also lists The Global Companies Of 21st century such as Johnson &Johnson, 3M, Electrolux, Sony, Matsushita & Motorola and Leaders Of 21st Century Hall Of Fame as Fujisawa of Honda, Theodore Vail of AT&T, Bill Gates Of Microsoft and Sam Walton of Wal-Mart.
The book mentions that the bottom line to successful competing in the 21st century would be to maintain a critical link between Intelligence and Strategic Management. Without this link, the companies are bound to be doomed.
The book describes the importance of "Competitive Knowledge Base" and "Perpetual Strategy Process" in the success of the Mega Strategic Business Units (MBE's). These MBE's will successfully make the transition from the Information Age of the 20th century to the Intelligence Age of the 21st century. By analogy, Tyson calls the competition to be 19th century Childhood, 20th century Adolescence and 21st century Adulthood. The MBE's will use economies of scale, integration of resources, services, and production capabilities and segmented marketing to exist in the fast changing business scenario.
The book enumerates the importance of "Competitive Knowledge Base", which is the development of a pool of information for future reference to the new information available. It will aid the decision making through an exhaustive and informative knowledge base .The book underlines that in order to relate to the present scenario it is essential to understand the past and by doing so we could avoid costly errors that have been made by others in a similar situation.
Business Intelligence (BI) will be enhanced through "Competitive Knowledge Base" and it involves the collection of information about all the factors external to the organisation. Thus this information when transformed into intelligence and intelligence into Strategic Development, will aid in making swift and accurate decisions.
"Perpetual Strategy Process" is a perpetual process, which involves the adaptation of the vision of the organization to the ever-changing world around. This is essentially a continuous process, which involves the fine-tuning of decision-making process to the environment and competition. Thus "One Year Planning Strategy" practiced presently would be useless as it would paralyze the organization to react to the opportunities available: -
The book also predicts that in the future, large organizations would not have organization charts but network charts that would include all those factors contributing to the output of the company.
De-centralization would be the key as those would make decisions closest to the customer.
The book also lists The Global Companies Of 21st century such as Johnson &Johnson, 3M, Electrolux, Sony, Matsushita & Motorola and Leaders Of 21st Century Hall Of Fame as Fujisawa of Honda, Theodore Vail of AT&T, Bill Gates Of Microsoft and Sam Walton of Wal-Mart.
The book mentions that the bottom line to successful competing in the 21st century would be to maintain a critical link between Intelligence and Strategic Management. Without this link, the companies are bound to be doomed.
ABOUT MY MBA INSTITUTE "ASIAN SCHOOL OF BUSINESS MANAGEMENT"
Asian School of Business Management is known as the modern gurukul of India and its called as private IIM. It is situated in the small holy capital of Orissa. It is popularly known as ASBM create leader not a manager. It is popular for A world class business school modeled after the best IIMs setup in 180 days. One can visit the college through this web site. http://www.asbm.ac.in/
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