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    Survey on Competencies of a Software Project Manager
    (Welingkar Institute of Management Development and Research, 2002-03) Pendse, Pradeep
    This paper is based on a large research project being undertaken to study the competencies required of Project Leaders/Managers in the Software and IT Industry. The larger research is an ongoing project which seeks to uncover the nuances of Human issues in Software Project Management and the required competencies under different situations such as traditional software development, differences in technical and business domains, implementation of ready products such ERP and CRM, Networking and IT infrastructure projects, In-house IT Project Management etc to name a few. The survey is at present limited to organisations in Mumbai but will extend across locations within India to begin with and across the globe in future. The paper relies on primary data collected through several focus group discussions held on this subject. The over 100 participants in this survey represent a wide cross-section of Project Managers and Project Leaders from various leading software, IT and user organizations in Mumbai. They represented such leading organizations as Patni, Mastek, Citicorp Group, Indusind Bank, Atos Origin, ICICI Infotech to name a few. However the information provided by them was in the form of their personal perceptions although derived from their experience in working with such organizations. This point is important since it only ensures that they were responding of their free will and to that extent making the survey more unbiased. It is equally necessary to mention that these do not represent the opinions of their organizations and a separate survey is being conducted to gather such information. This paper only reports part of the findings of this research. It focuses on the following aspects derived from the above survey: • Importance on Human skills and Competencies in Project Success • List of Competencies required for a Project Leader/Manager • Findings on Perceptions of Indian Managers/Leaders about how they measure against these competencies • Conclusions based on the above perceptual data.
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    Tax Perspectives for Financial Management
    (BMA Review - A Journal of the Bombay Management Association - Financial Management, 2005-04) Doshi, Kanu
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    Housekeeping in Healthcare
    (BMA Review, 2005-07) Iyer, V H
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    Health Care Next - World Class Rehabilitation Services
    (Bombay Management Association, 2005-07) Mehta, Ketna
    India has the second highest population. Coupled with this burgeoning population we have high incidence of poverty and diseases. Quality of life of people is directly linked to quality of healthcare services available. Healthcare covers not only government, municipal and private hospitals, nursing homes and clinics, but also rehabilitation. India is poised to become a hub for medical tourism in the near future. Healthcare is the fastest growing sector, growing at the rate of 13%-15% p.a and is a Rs. 1,50,000 crores industry. No doubt we have high number of qualified doctors and para- medical staff. Somehow, rehabilitation, post hospital surgery and care has not been given the status it deserves. This article traces the need for specific quality rehabilitation services in India with a focus on Spinal Cord Injury. Spinal Cord Injury is break up in the line of communication between the brain and the muscle due to damage to the Spinal cord, leading to either Quadriplegia (Paralysis neck down) or Paraplegia (Paralysis waist down). It significantly alters every aspect of a person’s life. The article compares the western countries like USA and UK, etc the rehab centres models prevalent there and the need to replicate the same in this country.
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    Globalization and Management Education In India - Retrospects and Prospects
    (BMA REVIEW - A Journal of the Bombay Management Association - Management Education, 2005-09) Salunkhe, Uday; Rao, P S
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    Nurturing Mother Earth
    (BMA Review - A Journal of the Bombay Management Association - Environment Management, 2005-11) Iyer, V H
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    Mentoring at B-School the Catalytic Climb
    (BMA Review - A Journal of the Bombay Management Association - Energy Management, 2006-07) Sahuraja, R R
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    Supply Chain Management In Retail: challenges and scope
    (BMA Review- A Journal of the Bombay Management Association - Supply Chain Management, 2006-11) Chatterjee, B N
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    Techno-MBAs - Need of the Hour
    (The Times Group, 2009-01-12) Salunkhe, Uday; Pendse, Pradeep
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    Dynamic Role of Management In Changing Business Environment
    (2010-01) Salunkhe, Uday
    We are living in a world of sweeping changes and swift movements. In every developing civilization a period comes when old instincts and habits prove inadequate to altered stimuli, and ancient institutions and moralities crack like hampering shells under the obstinate growth of life. The type of change which has been witnessed in the realm of business during the past two centuries since the dawn of the Industrial Revolution era in the West, is of such a fundamental character that it has materially altered the entire fabric of man’s way of life. While the Industrial Revolution, thus, has had its decisive impact on the environment, the latter too has reacted in turn by having its own influence felt on business. Recent times have witnessed a significant intensification of this two-way process in the corporate world with the emergence and dynamic role of management. From the point of view of business, it can be safely stated that the most serious problem that business everywhere faces today concerns the challenge of this rapidly changing environment. An attempt has been made in this paper to examine the emergence of management, management’s contribution to world economies, role of management in entrepreneurship, business growth and expansion in changing environmental variables and dynamic role of management to create a sustainable society in future.
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    Leadership - Mind Map
    (WeSchool, 2010-03) Pendse, Pradeep
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    Private Sector in Indian Healthcare Delivery: consumer perspective and government policies to promote private sector
    (2010-12) Shah, Utkarsh; Mohanty, Ragini
    This research paper attempts to collate literature from various sources, in an attempt to answer three pertinent questions related to healthcare in India. Firstly, what is it meant by ‘private sector’ in healthcare delivery system of India, secondly how has the private sector evolved over the decades and what has been the role of the government in propelling the growth. Finally, the paper tries to highlight some of the factors that have promoted the growth of private sector in India with specific reference to quality of medical care. The paper explicitly indicates that the deficiencies in the public health delivery system of India, was the key to growth of private infrastructure in healthcare. The shift of hospital industry for ‘welfare orientation’ to ‘business orientation’ was marked by the advent of corporate hospitals, supported by various policy level initiatives made by the government. Today, there are over 20 international healthcare brands in India with several corporate hospitals. However, a large section of the ‘private healthcare delivery segment’ is scattered and quality of medical care continues to remain a matter of concern. This paper tracks the various government initiatives to promote private investment in healthcare and attempts to explore the reasons for preference of the private sector. Surprisingly, in contrast to contemporary belief, quality of medical care doesn’t seem to be the leading cause for preference of the private sector. Except for a few select corporate and trust hospitals, quality of medical care in private sector seems to be poor and at times compromised.
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    People Centered Quality Management is it a Myth or a Reality
    (2011) Rao, P S; Paila, Mohan S
    Quality management is nothing but management by establishing standards. It is the basis for improving any organisation’s activities. “If you want to perform and improve your quality, you should be trained to think right”. One can be made more creative by helping a person. There is a positive correlation between creativity, self esteem, productivity and Quality. People generally don’t even use half of their creative abilities to improve Quality. In this paper an attempt is made to define quality, its relation to creativity and productivity and various dimensions of quality to achieve strategic and competitive edge. A model is suggested to construct control and improve quality system with a framework and conditions needed for achieving people centered quality management.
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    Quality and Cost of Healthcare: an Indian prespective an assessment of direct cost of quality across hospitals in India
    (2011) Shah, Utkarsh
    With recent advances in healthcare, quality has become a pertinent issue. As the demand for healthcare is rapidly rising with increasing population base and increasing levels of affordability, so is the demand for quality healthcare services. Superior quality of medical care is often associated with higher costs of hospitalization. This paper attempts to explore the relationship between quality of medical care services and the cost of hospitalization across hospitals in India. The findings have indicated a strong positive association between the cost of hospitalization and infrastructure, while a negative association was observed between staff to patient ratios. Though both these parameters affect and contribute to superior quality of care their impact of cost of hospitalization differs significantly.
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    Unravelling the Mystical Indian Organisation Culture – Cues for Globalisation
    (2011) Salunkhe, Uday; Rao, P S; Mehta, Ketna
    A study of Indian culture is a mystical and fascinating voyage into the realm of esoteric, unique, typical images. The Indian civilization itself is over 5000 years old and is one of the most ancient and well-preserved cultures. This fact is very significant as it reflects on the way individuals interact and behave as leaders, teams and groups. With globalization and the cross-pollination of ideas, products, services the success or failure of any organization still rests with the connectivity and blending of people. The trust, faith and acceptance of different views is a fallout of the embedded culture called memetics – the study if „memes‟, a term coined by Richard Dawkins to denote the "gene of culture‟, that is the hypothetical building blocks of culture which may behave analogously to genes in biology. The culture origins of the Indian subcontinent can be tracked back to the Indus valley civilizations, the remains of which are cherished today as archeological treasures. Today, the culture diversity is marked by 25 states and 7 union territories and 24 chief Indian languages. There are 15 languages recognized by the Indian constitution and are spoken in 1600 dialects. Kautilaya's writing in the Arthashastra depicts that the foundation of India's social culture rested on a developed structure of law with popular sovereignty, organized administrative and judicial system, assurances of fundamental rights and liberties of the people, rights of inheritance and succession, ownership and corporate organization. In approximately all matters of life the rule was the governing principle. However, the Indian thinking about law starts from the concept of rit which is of Vedic origin. The rit, also known as order has been the basis of Indian culture, legal theory, politics and philosophy. The threads of Indian mores and practices were spun around the concept of rit which regulated individuals and social activities for achieving all the true goals of life in a just and equitable manner. India is proud of the adage “Unity in Diversity” which translates into a prolific merging of colour, caste, creed, ideologies and religions. India is one of the oldest civilizations and Indian culture is 5000 years old. In this paper an attempt was made to study organizational culture by segmenting the sample of the companies into Family -managed Companies Private sector companies Public sector companies Multinational companies An exhaustive questionnaire was prepared and administered covering various aspects. The study was carried out in the city of Mumbai, India through personal interview. The findings were presented after the overall analysis of the responses based on the questionnaire. This paper is a culmination of a research study conducted in India on “Changing face of Indian Organization Culture”. In particular this paper identifies and groups companies into four segments and dissects culture into: Organization Communication, Management team evaluation, work group assessment, management self-perception, organization relations and organization changes. This grouping and specific insights into the Indian cultural dimensions throws up cues for the global corporation intending to tie up with Indian companies.
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    Dynamic Role of Management in Global Economy
    (2011) Salunkhe, Uday; Rao, P S
    We are living in a world of sweeping changes and swift movements. In every developing civilization a period comes when old instincts and habits prove inadequate to altered stimuli, and ancient institutions and moralities crack like hampering shells under the obstinate growth of life. The type of change which has been witnessed in the realm of business during the past two centuries since the dawn of the Industrial Revolution era in the West, is of such a fundamental character that it has materially altered the entire fabric of man's way of life. While the Industrial Revolution, thus, has had its decisive impact on the environment, the latter too has reacted in turn by having its own influence felt on business. Recent times have witnessed a significant intensification of this two-way process. From the point of view of business, it can be safely stated that the most serious problem that business everywhere faces today concerns the challenge of this rapidly changing environment. An attempt is made in this paper to critically examine the dynamic role of management in global economy.
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    Leadership: The Indian Melange
    (2011-01) Kranti, Swar
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    Strategies for Sustainable Channel Relations in Mobile Telecom Sector
    (2011-01) Heggde, Githa; Stuti, Kumar
    The telecom sector in India largely comprises of wireless connections for phones. As of today, there are approximately 21 network providers in the country with about 7 per each circle, each offering competitive pricing to the consumers. The main objective of the study is to provide an accurate role for the company executive in developing channel relations. Further to this, the study explores the strategies which can sustain a good working relationship between the company and its channel members in the mobile telecom sector. The constructs identified for developing sustainable relationships were Setting distribution objectives, Channel design, Logistics, Image Building, Inventory management, Channel management, Payment & credit, Promotional assistance, Setting targets, Coverage frequency , Motivating channel members to perform. The sample selected contained distributors from the Mobile telecom sector and company executives/channel managers of leading telecom companies. Factor analysis and Friedman’s test was applied. The findings revealed a correlation in attitude between distributors and the executives. Motivating distributors was rated as the most important strategy by the company. The distributors felt that all channel partners needed to have positive attitude towards the channel while company executives felt that aggression made channel members perform effectively. Such findings will be of use to mobile telecom companies who are new entrants to the Indian market and to existing companies who plan to expand their coverage.
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    Risk Management and Loss Preventions
    (Stellagus Media, 2011-01) Bhattacharyya, Bijoy B
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