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Corporate Social Responsibility: An Indian Perspective:
--Sanjay Kumar Nayak
In recent times, corporate social responsibility has gained
lot of importance among companies because of its long-term
benefits. Companies should be responsible to the society for
their activities and owe to the environment in which they
operate. Consequently, environmental protection, transparency
among stakeholders, education, health, employee welfare activities
and compliance with the legal requirements has gained importance
for corporates worldwide. However, mere contribution to community
building doesn't make a company socially responsible. A company
should take a balanced view of the components of corporate
social responsibility and implement the strategies in coherent
with the vision, mission and values of the company.
© IUP . All Rights Reserved.
Corporate
Social Responsibility: Why Good People Behave Badly in Organizations: -- Pratima Bansal and Sonia Kandola
Whistle blowers wouldn't exist, if not companies do the
right things to promote social responsibility. The "right
things," these authors say, are a set of strong and consistent
organizational values that espouse corporate social responsibility,
and employee empowerment that encourages individuals to express
their concerns to senior management.
©
Ivey Management Services, 2003. Reprinted with permission.
Corporate
India at Crossroads: The Required Paradigm Shift--V S Pai
Liberalization and globalization of economy
has created enormous pressure on Indian companies to change.
In order to survive and grow in the fast changing competitive
market, a paradigm shift is needed for Indian firms. It has
become inevitable for Indian companies to be competitive by
focusing on customer, competition and competencies, the three
important aspects of modern business. However, it requires
tremendous effort, cultural transformation and change in outlook
for Indian companies to emulate this paradigm shift.
©
IUP . All Rights Reserved.
How
Companies Manage Turnaround? --Sanjib
Dutta
As
turning around a company involves reversing organizational
performance, turnaround is of considerable importance to strategic
management. However, the process of turnaround (how firms
move away from deterioration in performance to enduring success
or death) has not received sufficient attention. Not enough
literature is available on turnarounds because of the wide
gap between empirical findings (which may be based on large
samples or case studies) and the work done towards uncovering
the causal structure of events from the start of a firm's
decline to its ultimate recovery or death. Here we will discuss
the framework of the turnaround process developed by Shamsud
Chowdhury1 and relate it to the turnaround process
of three companies, Chrysler, IBM and Nissan. These three
companies went through the same turnaround process.
©
IUP . All Rights Reserved
Refrigerator
Industry in India --Shirisha Regani
"Refrigerator
Industry in India" examines the evolution of the industry
in India over the years. It examines the structural changes
in the industry after liberalization of the Indian economy.
It also takes a look at the different types of refrigerators
available and examines their characteristics. In addition,
the article explores characteristics of the refrigerator industry
in India and the major players. The distribution channels
used by the major players are also discussed in detail. The
article ends with a description of the future of the industry
in India.
©
IUP . All Rights Reserved
Effective
Instruction :Aligning Needs, Goals, and Purpose --
Bettina Ann Grahek
Learning is a natural and ongoing process. Through learning
we explore and discover things. However, learning is a unique
process for each individual. We never know what particular
mechanism or condition may trigger learning, as each event
is unique, as is each of our requirements for learning. Regardless
of age, we all learn at different rates, in different ways,
and for different purposes.
©
2002 Bettina Grahek. Reprinted with permission.
Leadership,
Communication and Change -- Robert
Bacal
In
order to bring change in an organization, it is necessary
that the leader communicates the message effectively. Through
communication, a leader can convey a number of messages that
may trigger change within the organization. It is important
for the leader to decide when to communicate about change,
and what kind of messages to send. This article explains how
a change leader can communicate, what he needs to communicate,
and when to communicate.
©
Bacal & Associates Business & Management Supersite.
(www.work911. com). Reprinted with permission.
Your
Board's Approach to its Responsibilities Resting on Laurels
or Raising the Bar -- Richard M Furr,
and Lana J Furr
Quite
often the key responsibility of corporate boards is either
misunderstood or the effectiveness of the boards is hardly
measured. The very purpose of developing a board is to contribute
meaningfully to the vision, strategy and development of the
organization. It is the responsibility of the CEO to communicate
the board members about their roles, evaluate their effectiveness
and take proactive steps to enhance their effectiveness.
©
2000-2002, Furr Resources, Inc. (www.boardanddirectors.com).
Reprinted with permission.
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