Indian industrial activity is segmented into tiny, small, medium and large enterprises. Small and Medium Enterprises (SMEs) play a vital role by supporting the large enterprises as ancillaries and equally serve the final consumers by producing and selling the goods. Hence, the role of SMEs is more crucial than other two segments. Meena Sharma and Pawan Wadhawan, in the paper "A Cluster Analysis Study of Small and Medium Enterprises", focus on finding the common characteristics between different types of SMEs. The authors have conducted this study based on the characteristics of firm, entrepreneur and entrepreneurial dynamics. The questionnaire comprised questions regarding age of the firm, number of founders, number of personnel, type of business, number of establishments, etc. To obtain the profile of entrepreneurs, questions were asked about gender, age, educational level, work experience in the firm, and position in the firm. In order to gather information about entrepreneurial dynamics, questions about life cycle of the firm, original business, present line of business, threat to existence, change in the style of management, goals and objectives, competition etc., were asked. The authors have concluded the study with the results of cluster analysis. They have characterized the clusters as, SMEs in the first cluster were bigger than their counterparts in the other clusters. They were efficiency-oriented and network-intensive, and their growth mode was characterized as leap-wise. SMEs in the second cluster were characterized as innovators with continuous growth. They offered new products in growing markets. SMEs in the third cluster were labeled as stable, independent survivors. These SMEs had no growth or growth aspirations. They had a few network relations, and many operated in local markets only.

Human resources practices in the industry have to run unified policies with a human face. Employees' opinion should be given priority with regard to decisions which have implications on them. Justice should be delivered in time at any cost. As the saying goes, "justice delayed is justice denied". So it is imperative that delivering justice in time is important. Kuldeep Kumar, Arti Bakhshi and Ekta Rani, in the paper "Organizational Justice Perceptions as Predictor of Job Satisfaction and Organizational Commitment", throw light on the relationship between perceived organizational justice, job satisfaction and organizational commitment. The results indicated that distributive justice was significantly related to job satisfaction whereas procedural justice was not found to be related with job satisfaction. Also both distributive justice and procedural justice were found to be significantly related to employee commitment towards the organization.

Working environment being constant, employees lose motivation due to monotony. Organizations have to focus their effort to subsidize this by improving organizational culture and climate. Organizational culture and climate are both long-term aspects. Organizations need to prepare a plan of action to set the work culture and climate be more innovative, learning, upgrading, creative to make employees being continuously motivated to work in the organization for longer time periods. Prabhjot Kaur Mahal, in the paper, "Organizational Culture and Organizational Climate as a Determinant of Motivation", has studied the impact of organizational climate and culture on the organization. The study also includes whether organizational climate and culture influence the employees motivation or not. The author has particularly studied the organizational climatic factors such as team work, management effectiveness, involvement, reward and recognition, competency and commitment in this paper. It is concluded that organizational culture and climate of organization are crucial variables to raise the motivation among the employees.

As Gandhiji has rightly said, "customer gives work to entrepreneur, entrepreneur is dependent on customer and not vice-versa", in this context, it may be inferred that if customer is happy, he will keep giving the work to entrepreneur. To make customer feel happy, entrepreneur has to satisfy the customer by living up to his expectations which result from entrepreneurial actions. Makam S Balaji, in the paper, "Customer Satisfaction with Indian Mobile Services", investigates the antecedents of customer satisfaction with Indian mobiles services. The study used a framework to examine the causal relationships between customer expectations, quality, value, satisfaction and loyalty. The results show that perceived quality is an important predictor of customer satisfaction for mobile services in India. The significant relationship between perceived value and customer satisfaction suggests that the mobile service subscribers perceive the price for the quality of services provided is high. He has supported further by the negative and significant relationship between perceived expectation and perceived value. The author has suggested for improving the quality of services which is important for higher satisfaction with the mobile services in the Indian context. It is very essential for the service providers to formulate strategies that would meet the customer expectation and requirements with their quality of services provided.

Consumer perception has no boundaries. Most organizations look into factors which show direct effect on the performance of the organization in the market place. Originations investigate factors like price, quality, promotion, competitor aspects, etc. Factors which are not mostly thought of can also show major effect on perception of consumers. Ponnam Abhilash and Subhadip Roy, in the paper, "Indian Consumer's Perception of Country of Origin on Organizational Capabilities", have tried to hit a long shot by studying the country of origin as a factor affecting the consumer perception. The specific objective of the study is to find out whether customers associate specific organizational capabilities and specific industries with specific countries. The results have evidence that country of origin effects are prevalent in the Indian consumers to a considerable extent. Though the findings did not imply that all countries were significantly perceived to be different from each other in all attributes, there was considerable amount of correspondence for most of the countries in some of the variables; coupled with that a lot of one-to- one relationships were observed for some countries in their association with industry and subsequent organizational capabilities.

-- K Rajanath
Consulting Editor