Chair of Corporate Responsibility and Governance
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The article examines the ways that business schools in India should take to structure their curriculum given the unique characteristics of the country's management education such as young student population with no work experience and the presence of a large number of business schools. It notes the author's experience of teaching courses in the field of responsible business. It discusses the need for faculty to position such business as a source of competitive advantage for businesses.
Organisations the world over in today's rapid growth context are faced with the challenge of understanding a multi-generational workforce and devising policies and processes to build collaboration between them. In its first part, this article synthesises the literature on generational studies, with emphasis on the definition of generations and the characteristics of the generational cohorts. It emphasises that such studies are embedded in the socio-economic-cultural-context and India-specific scholarship must take into account the demographic and economic variations across the country. It then discusses the challenges of multi-generations in the Indian workforce, their impact on leadership styles and managerial practices, and the task of building inter-generational collaboration with an eminent panel of practitioners and researchers.
This article attempts to understand the state of teaching, training and research in business ethics in the South and South East Asian region. The countries surveyed are Bangladesh, Bhutan, Cambodia, India, Laos, Malaysia, Myanmar, Nepal, Pakistan, Sri Lanka, Thailand and Vietnam. The diversity across countries in the region is high in terms of economic development, political structuring and human development. The degree of privatization and globalization is varied across countries since each of them is in a different phase of transition. In an earlier survey on Business Ethics, published in 1997, India was the only country from this region that was represented. In the current survey, 12 countries from the South and South East Asia are represented. While Business Ethics in academia is widely present, Corporate Social Responsibility, Governance and Sustainability though relatively new appear to be growing rapidly. Business Ethics courses tend to focus on functional ethics, managerial ethics and implementing codes of ethical conduct. Across the 12 countries, Business Ethics is taught either as an elective or a core course in most institutions. Training emphasis across countries is varied. While training institutions in India appear to be high, the presence of multinational consultants in Thailand, Malaysia, Bangladesh and Sri Lanka is significant. The research focus across countries in the region is weak. The high coergence on the top issues in Business Ethics, across respondents in different countries, is worthy of mention.
Purpose The purpose of this paper is to analyse the problem of “Rape” in India from multiple perspectives and recommend measures for mitigating this crime from the country. Using the much highlighted incident of gang rape of a 23-year-old woman in Delhi, India on 16 December 2012, the paper analyses the behaviour of the various parties iolved in the case with the help of some sociological and psychological theories._x000D_ Design/methodology/approach A structured iestigation through the technique of root cause analysis was applied to the gang rape case of 16 December 2012 to identify the true cause of the problem of rape and suggest the actions necessary to eliminate such reoccurrences in future._x000D_ Findings The analysis of the problem of rape in general and the gang rape case in particular presented numerous causes for this problem. Considering the complexity of question the authors have presented a multi-dimensional response to this problem. _x000D_ Research limitations/implications Due to the sensitive nature of subject matter under study this research paper is limited by use of secondary data to conduct root cause analysis._x000D_ Social implications Despite the fact that rape is regarded heinous and criminal in nature, the number and the level of inhumanity of this crime has been on a rise. Therefore, the subject matter is very important and topical. The paper makes theoretical and practical contribution on a least researched subject of crime against women in the form of rape. Many benefits could accrue from such multi-dimensional analysis of the rape case. A better understanding of the motivation behind the rape would probably result in taking measures to prevent the problem._x000D_ Originality/value Though multifarious views exist regarding rape and allied crimes, the studies are dispersed in nature and need a holistic integration to delve deeper into the causes and consequents of rape. This paper not only integrates diverse perspectives but also explores the multi-dimensional causes of the phenomenon of rape. _x000D_
The paper presents a case study of organizational transformation adopting Galpin’s model of Change Management Process. Oil and Natural Gas Corporation (ONGC), a public sector enterprise, is a ‘maharatna’ (the greatest corporate jewels of India), an Indian multi-national, which contributes to 72 % of the nation’s crude oil and 48 % of natural gas production. It has been responsible for building up 7 billion tons of in-place hydrocarbon reserves of the country. All its installations were certified for Quality, Health, Safety and Eironment Management (QHSE). The paper traces ONGC’s evolution, growth and transformation with focus on green management and triple bottom line. It had received several awards, inter alia, Golden Peacock Award several times including one in 2013 for its heath, climate, safety and impeccable record in the climate change mitigation. Thus, a traditional government owned organization, ONGC, has emerged as a leading global player in the energy sector. It had successfully faced competition and had been recognized as one of the most respected companies in India with the 3 Ps—people, profit and planet without losing focus on green management.
FragraAroma was an Indian fragrance company. Anil Gupta, the Founder and Managing Director of FragraAroma, and his sister Nisha were equal shareholders of the company. With changes in the Foreign Direct Iestment Policy in 2013 in India, Anil and Nisha's husband Tarun had different expansion plans for FragraAroma. While Anil was planning to expand FragraAroma internationally, but his sister and her husband wanted diversification of the company's customer segment in the domestic market itself. The case is poised at the juncture, where Anil was facing a labyrinth of critical decisions. Would he go ahead with Tarun's expansion plan or stick to his plan of internationalization? Would his decision affect the harmony of the family? Was there a way that could enable him sailing his family and family business out of the doldrums?
Narayana Hrudayalaya (NH), a leading cardiac hospital network with many firsts to its credit, has revolutionized heart care in India. It has a market share close to 15 per cent in the cardiac sector, has successfully completed 70,000 surgeries and has given insurance to over four million farmers through its microinsurance scheme. Its motto, “caring with compassion,” is its guiding philosophy and the telemedicine network set up at NH has been able to provide treatment for over 50,000 cardiac patients free of charge. The case highlights the evolution of NH and the vision of its founder, and outlines his ambitions and struggles in seeking to increase the number of cardiac surgeries performed each day. How can he retain the top surgeons and fulfill his mission to offer affordable heart care while the compensation of doctors is rapidly increasing?