Budhi - September 2011

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E B E TGROUP OF INSTITUTIONS

I nsi de

F orew ord

Faculty of Management

Erode Builder Educational Trust'sGroup of InstitutionsEBET Knowledge Park, Kangayam

Tirupur 638 108, Tamil Nadu

Ph : 04257 295057 / 241745

Fax : 04257 241885

e-mail : [email protected]

Transcending boundaries in wisdom in

management education and becoming one

of the Top 50 business schools in the country.

To be a premier business school of repute by

lOffering value based post-graduate

and fellowship programmes in business

management and verticals

Nurturing management professionals

most preferred by the industry

Fostering industry institution interface inevery sphere of management education

Maintaining an environment that instills

high ethical values and social

consciousness.

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V i si on

M i ssi on

BudhiBudhiVolume 4 September 2011

A Biannual Newsletter from FoM, EBETi

Dear Readers,

The September 2011 issue of Budhi comes out at the

time the management education in India is running

through rough weather. With 4000 plus Business

Schools in the country at the last count, many Business

Schools in Tier 2 and Tier 3 towns are running at less

than half of their capacities in the current academic year.

The double dip recession which is, according to many

analysts, on the cards, is likely to add more woes to the

injury. As Prof. Srikant Datar of Harvard University

points out, there is a need to revisit the existing

curriculum and lay more emphasis on 'doing' rather

than 'knowing skills'. We sincerely hope the effor ts taken

by the pioneers in Management Education in India in

this regard would take us to a new dimension inManagement Education.

With this foreword, let me wish all the readers a Happy

reading !

Suggestions/ Ar ticles are most welcome from the

readers. The suggestions/ articles can be sent to

[email protected]

Editorial Team

Dr A G V Narayanan

Prof R D Vasudevan

W i s dom U n l i mi t e d . . . .i s d om U n l i mi t e d . . . .

Faculty Column 2

Events at FoM

Corporate Connect 4

Academic Connect 5

Faculty Development 6

Papers Presented in Conference 6

Faculty Publications 7

Higher Learning 7

Invited Guest Lectures 8

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Management Development Programme 5

Strategic Initiatives 7

Training & Development 7

Student Column

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Your talent is God's gift to you. What you do with it is your gift back to God- Anonymous.

2

'Free-Riders' in OrganizationsProf G Suresh, Faculty, FoM, EBETi

The business community in general and many professions inspecific have recognized the need for people to become more

active participants in the accomplishment of task rather than

passive recipients of the benefits accrued by the effor ts of their

colleagues. One method of encouraging human commitment,

involvement and contribution towards the success of any

organization is team work. A team or group is one in which two

or more persons come together to achieve a common goal.

Nowadays, the human group is a formidable force in modern

organizations. Small groups are found in all types of

organization. Organizational tasks demand cooperative effort

of a number of people. Even with structuring the process and

groups, there is potential for what is called 'free rider' problem

when the team members do not participate to the best of their

abilities. Thus the outcome of team work can be disappointing for

the employers and frustrating for the team/ group members.

Who are Free-Riders?

Morris and Hayes (1997, p.3) describe free-riding as: "the

problem of the non performing group member who reaps the

benefit of the accomplishment of the remaining group members

with little or no cost to him/ herself".

In social context: 'Free-Riders' are those who consume more than

their fair share of a public resource. Generally free riders are

persons who receive benefit of a good without paying.

Example

A village has a terrible mosquito problem. The youth association

of that village decides that it would be fairly cheap to spray the

area ponds and swamps to control mosquitoes. They also had a

valid reason that most of the people would value a reduction in

mosquitoes a great deal. To see the problem of the free rider,

consider the options open to a "customer" of the mosquito-

reduction service who is asked to pay ` 25.00. If he pays

` 25.00, he will get a reduction in mosquitoes (if enough otherpeople also pay to make the service financially viable). If he

refuses to pay, he will still get the same reduction in mosquitoes

(again assuming that there are enough other people who pay, so

the service is financially viable). Once the service is produced, it

cannot be withheld from people who do not pay for it. Given the

options, each person is likely to reason that his ` 25.00 is

unimportant relative to the total amount needed to make the

enterprise successful, and thus the results will not depend on his

contribution. Here the persons enjoy the benefit of mosquitoes

reduction without contributing to it are called as Free-riders.

Effects of Free - Rding

Free-riding does not necessarily lower the overall group

performance, that is if the group performance equals the

performance of the best members in that group. However, the

free-riding behavior of some group members can annoy and de-

motivate the diligent members in such a way that the overall team

performance does get worse. This is called in social psychology

field as the "sucker effect". Due to a feeling of being exploited by

free - riders, one also reduces one's own effort, because he or she

does not want to be seen as a sucker who does all the work for his

or her co-member in an organization.

How to align these free-riders?

There are several conditions under which free-riding and the

sucker effects are more or less likely to occur. These include the

type of task to be performed, the number of employees within a

team (group size), the type of performance and reward (on an

individual or a group basis), the identifiability of the individual

contribution and certain group characteristics.

Type of Task

Making individual contributions indispensable is a way of making

free-riding occurs less (Stroebe, Diehl & Abakoumkin, 1996). Anadditive task, where the input of all members is required, is

therefore the best task to avoid free-riding.

Number of employees within a team (group size)

Increasing the group size stimulates free-riding behavior in

general, but as Stroebe, Diehl & Abakoumkin (1996, p.42) have

indicated this effect disappeared " when group members were led

to believe that their individual output could be monitored" .

Type of performance and reward

In cases of group products, 'privatization' would imply a change

in reward structure that assures that the group product is

distributed in shares that are proportional to individual inputs.

Identifiability of the individual contribution

When a task is assigned to a group the team / group leader

should monitor and record the contribution of every individual

employee towards the success of their team work.

Group characteristics

Trust has a positive effect on group performance. Therefore we

expect that the trust will affect the amount of free-riding behavior

in a group. If group members trust and respect each other, we



The essence of strategy is in choosing what not to do-Michael Porter.

Budhi - A Biannual Newsletter From FoM, EBETi

3

expect that free-riding will occur less. Social control on the

individual group members will motivate each member to conform

to group values and norms (Sheppard, 1995, p. 133; Harkins,

1987). Making a fair contribution by each person, trusting each

other, and being able to rely on others can be considered as

DEFINITION :

OMBUDSMAN :-

An ombudsman is a person who acts as a trusted

intermediary between an organization and some internal or

external constituency while representing not only but mostly

the broad scope of constituent interests. An ombudsman is

an official, usually appointed by the government or by

parliament, who is charged with representing the interests of

the public by investigating and addressing complaints

reported by individual citizens. Ombudsmen sometimes

identify organizational roadblocks running counter to

constituent interests.

The ombudsman, as a designated neutral, has the

responsibility of maintaining strict confidentiality

concerning matters that are brought to his/ her attention

unless given permission to do otherwise. The only

exceptions, at the sole discretion of the ombudsman, are

where there appears to be imminent threat of serious harm.

The ombudsman must take all reasonable steps to protect

any records and files pertaining to confidential discussions

from inspection by all other persons, including

management.

The ombudsman should not testify in any formal judicial or

administrative hearing about concerns brought to his/ her

attention.

When making recommendations, the ombudsman has the

responsibility to suggest actions or policies that will be

equitable to all parties.

OMBUDS CODE OF ETHICS GUIDELINES:

Preamble :

The Ombuds shall be truthful and act with integrity, shall foster

respect for all members of the organizations they serve, and shall

promote procedural fairness in the content and administration of

those organizations' practices, processes and policies.

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Ethical Principles :

Independence

The Ombuds is independent in structure, function and

appearance to the highest degree possible within theorganization.

Neutrality and Impartiality

The Ombuds, as a designated neutral, remains unaligned and

impartial. The Ombuds does not engage in any situation which

could create a conflict of interest.

Confidentiality

The Ombuds holds all communications with those seeking

assistance in strict confidence, and does not disclose confidential

communications unless given permission to do so. The only

exception to this privilege of confidentiality is where there appears

to be imminent risk of serious harm.

Informality

The Ombuds, as an informal resource, does not participate in any

formal adjudicative or administrative procedure related to

concerns brought to his/ her attention.

THE ESSENTIAL CHARACTERISTICS OF AN OMBUDS ARE:

Independence

Impartiality in conducting inquiries and investigations

Confidentiality

ORGANIZATIONAL OMBUDS

An organizational ombuds facilitates fair and equitable

resolutions of concerns that arise within the entity.

Be authorized to undertake inquiries and function by

informal processes as specified by the charter

Be authorized to conduct independent and impartial

inquiries into matters within the prescribed jurisdiction of

the office

Be authorized to issue reports

Be authorized to advocate for change within the entity.

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OMBUDS AND CODE OF ETHICSProf S Ravishankar, Faculty, FoM, EBETi

Integrity is difficult to define, but lack of integrity is not Peter F. Drucker



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Stagnation is Death; flow is life-Swami Vivekananda.

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Sri V Anburaj, Chief Manager, Karur Vysya Bank (Central

Office), Karur, interacted with students on 'Leadership' on 24th

September 2011.

Dr N Ravichandran, CEO, Lucas-TVS, Chennai

Dr N Ravichandran, Chief Executive Officer, Lucas - TVS,

Chennai, interacted with students on 'Global Competitiveness'on 15th August 2011

Sri S Shakthi Velan, DGM-Business Planning Division, Toyota

Kirloskar Motor Pvt Limited, Bengaluru interacted with students

on 'Toyota Production System - TPS' on 17th September 2011

Dr Suresh Srinivasan, Associate Director, IICPL, Chennai

Sri Shakthi Velan, DGM, Toyota Kirloskar Motor Pvt. Ltd., Bengaluru

Dr Suresh Srinivasan, Associate Director, International

Infrastructure Consultants Pvt. Limited, Chennai, interacted

with students on 'Strategy, Current Research Issues &

Relevance in Industry' on 27th August 2011

Sri P Mukesh, Team Manager, Birla Sun Life Insurance, Salem

Sri P Mukesh, Team Manager - Finance & Operations, Birla

Sun Life Insurance, Salem, interacted with students on 'Life

Insurance in India - An Overview' on 6th August 2011

Corporate Connect - an industry institution interaction initiative

Sri Prasanna, Head of Distribution, Kotak Asset Management

Company, Chennai, interacted with students on 'Trends in

Asset Management Business and the opportunities in Asset

Management Companies' on 28th May 2011

Sri N Raveendran, General Manager - Enterprise-wide

Solutions, Sakthi Finance Limited, Coimbatore, interactedwith students on 'Information Technology in & for Business' on

21st April 2011

Sri N Raveendran, GM, Sakthi Finance Ltd., Coimbatore




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Prof Vijayaraghavan, TTK Chair Professor, DoMS, IIT-Madras

Prof P Vijayaraghavan, TTK Chair Professor, Department ofManagement Studies - IIT Madras, Chennai interacted with

students on "Evolving Customer Insights' on 3rd September

2011.

Prof Suresh Paul Antony, XLRI, Jamshedpur

Prof Suresh Paul Antony, XLRI, Jamshedpur, interacted with

students on 'Serendipity and Success in New Product

Development' on 17th August 2011

Academic Connect - an interaction initiative among academia

Faculty of Management, EBETi was associated with Launchpad

LLC, Erode in organizing 'Activate'11 - Human Resource

Conclave' under the auspices of AUT-CBE Center for University

Industry Collaboration at Hotel The Residency, Coimbatore on

20th August 2011

Management Development Programme

Business Simulation Game for Corporates in Progress

About 30 managerial employees of URC Group of Companies

were provided management development training at FoM,

EBETi through a two-day ' Business Simulation Program' on

14th and 15th September 2011. Dr Vinod Dumblekar, CEO,

MANTIS, New Delhi was the resource person.

Opportunit ies are never lost. The other person takes them- Anonymous.

Business Quotient - 4

1. Nestle India's probiotic dahi is branded as __________________

2. Audi's used car business brand _________________

3. " Marketing is no longer about the stuff that you make, but about the stories you tell" - Who quoted this?

4. Name the Indian travel start-up that depended only on word-of-mouth marketing rather than advertising

5. What is P&G's 2-3-4 strategy?

6. The joint venture between PepsiCo and Tata Global Beverages is named as ________

7. What is meant by HORECA market?

8. Define Fll Rate.

Refer Page No.7 for the answers



www.ebe t .ed u.in

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Prof S Ravishankar participated in a two-day workshop

on 'Research Methodology and its Techniques' organizedby Avinashilingam University for Women, Coimbatore on

22nd and 23rd Apri l 2011

Prof T P Saravanan was deputed to 'Mission on

Manufacturing Excellence' organized by CII-Erode at

Toyota Kirloskar Motor Pvt. Ltd., Bengaluru and Tata BP

India Solar Ltd., Bengaluru on 17th June 2011

Prof R D Vasudevan was deputed to a talk on 'New

strategic paradigm: Customer centric profi tability' by Dr

Bala V Balachandran, J L Kellogg Distinguished Professor,

Northwestern University, Illinois, USA organized by SasiCreative School of Business, Coimbatore on 21st July

2011

Prof A G V Narayanan participated in a conference on

'Management Education: The Road Ahead' at Indian

Institute of Management-Ahmedabad on 22nd and 23rd

July 2011

Prof T P Saravanan was deputed to a Faculty Development

Programme on 'Marketing Communications, the

Unknown for the Known' at Happy Valley B-School,

Coimbatore on 23rd July 2011

Prof R Maheswari was deputed to a Faculty Development

Program on 'Case Analysis & Teaching' at D J Academy

for Managerial Excellence, Coimbatore on 8th and 9th

August 2011

Prof R D Vasudevan and Prof T P Saravanan were deputed

to 'Activate'11 - Human Resource Conclave' organized

by AUT-CBE Center for University Industry Collaboration

and Launchpad LLC, Erode at Hotel The Residency,

Coimbatore on 20th August 2011. Prof R D Vasudevan

participated as a member of the academic panel

Prof S Ravishankar was deputed to 'Star Trek' -a program

organized by CII Young Indians, Erode to share

experiences of successful entrepreneurs. Mr S

Shankaralingam, CEO, Menaka Cards, Chennai shared

his experience on 23rd August 2011

Prof R Maheswari was deputed to a program on 'How to

become a successful lecturer for institutional

development' organized by CII-Erode on 25th August

2011

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Papers Presented in Conference /

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Prof A G V Narayanan participated in AIMS Annual

Management Education Convention on 'EmergingParadigms in Management Education' conducted by the

Association of Indian Management Schools (AIMS) at

Bhubaneswar on 26th & 27th August 2011

Prof R D Vasudevan was deputed to a one day session on

'Leveraging Accreditation for Assuring Quality in HEI'

organized by CII-Coimbatore and CII Institute of Quality,

Bengaluru, at Hotel The Residency, Coimbatore on 9th

September 2011

Prof T P Saravanan was deputed to a HR Conclave titled'People Development - The Key to Sustainable Growth'

organized by CII Coimbatore Zone at Hotel The

Residency, Coimbatore on 23rd September 2011

Prof G Suresh was deputed to 'Mission on Manufacturing

Excellence' organized by CII-Erode at Ashok Leyland Ltd.,

and WABCO India Ltd., Chennai on 28th September

2011.

Prof G Suresh and Prof N R Benjamin Franklin presented a

paper titled 'Benefits of Competency Mapping for

Students and the Colleges' in the 3rd National

Conference of 'Challenges and Strategies in Indian

Business Context' organized by Velalar College of

Engineering and Technology, Erode on 26th March 2011

Prof G Suresh and Prof N R Benjamin Franklin presented a

paper titled ' Perception about Concrete Transit Mixer &

Entrepreneurial Opportunity' in the National Conference

on 'Developing a Model Entrepreneurial Society

(DAMES)' organized by MSME Development Institute,

Chennai and B S Abdur Rahman University, Chennai on

29th and 30th April 2011

Prof T P Saravanan presented a paper titled 'Problems of

Women Entrepreneur' in the National Conference on

'Developing a Model Entrepreneurial Society (DAMES)'

organized by MSME Development Institute, Chennai and

B S Abdur Rahman University, Chennai on 29 and 30th

April 2011.

Faculty Deputed for Conference / Seminar / Industr ial Visit

6A smile is the shortest distance between two people-Anonymous.




An angry man opens his mouth and shuts up his eyes- Cato.

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Faculty Publications

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Prof G Suresh's article titled 'A study on satisfaction level

of power loom entrepreneurs in utilizing government

funds - A case study at Kangeyam Taluk, Tirupur Dt,

Tamilnadu, India' was published in the European Journal

of Economics, Finance and Administrative Sciences in

their Issue No. 33, June 2011

Prof T P Saravanan's article (co-authored by Dr A G V

Narayanan) titled 'A study on customers' perception

towards general insurance products (Livestock & Crop)

with special reference to Erode Rural, Tamilnadu, India'

has been accepted for publication in European Journal of

Social Sciences.

Prof K Muthukumar was deputed for Faculty Development

Programme in Management (FDPM) at IIM-Ahmedabad

from 6th June 2011 to 24th September 2011.

All the faculty members of FoM participated in a three-day

strategy mapping exercise facilitated by Dr A G V

Narayanan, Dean, FoM at Bison Valley Resort, Coonoor

on 4th to 6th May 2011. Apart from drawing up ablueprint for the year ahead, core competence of faculty

and focus areas for the institution were identified and an

action plan was drawn.

Prof. S Jaishankar, Sri Krishna College of Engineering and

Technology, Coimbatore, conducted a session on

'Introduction to Moodle Software' to faculty members on

16th July 2011.

Higher Learning

Strategic Init iatives

Training and Development

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All the II MBA students were deputed for 2 days Outbound

Training (OBT) programme organized by National

Adventure & Leadership School, Coonoor. The two-day

residential programme was held on 28th and 29th of July

2011

Senior management team from URC Infotec Pvt. Ltd.,

Erode, led by Mr S Padmanaban, CEO conducted a one-

day workshop on Enterprise Resource Planning (ERP) on

19th August 2011.

All the I MBA students were deputed for 2 days Outbound

Training (OBT) programme organized by National

Adventure & Leadership School, Coonoor as part of their

one week orientation programme. The two-day residential

programme was held on 10th and 11th September 2011

Dr. Vinod Dumblekar, CEO, MANTIS, New Delhi

conducted a two-day training programme titled 'Headstart

- Management Games' for all the II MBA students on 12th

& 13th September 2011

All second year MBA students went on a two-day trip to

Bengaluru to visit Toyota Kirloskar Motor Pvt., Ltd and

Hindustan Coca- Cola Beverages Pvt. Ltd., in Bidadi near

Bengaluru on 20th September 2011. Prof G Suresh and

Prof R Maheswari accompanied the students for the

industry visit.

1. Nestle ActiPlus

2. Audi Approved Plus

3. Seth Godin

4. Ixigo

5. By 2015, P&G wants to double the no. of Indians who use its products, treble per

capita spending by Indians and quadruple net sales of its Indian operations

6. NourishCo

7. Hotels, Restaurants and Cafeteria market

8. Fill Rate is the proportion of orders that can be met from stock in hand.

Answers for BQ-4



www.ebe t .ed u.in

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Prof A G V Narayanan addressed Marketing Executives of

Karur Vysya Bank on 'Business Strategic Planning andSegmenting/ Targeting/ Positioning' on 1st April 2011

Prof A G V Narayanan addressed Probationary officers of

Karur Vysya Bank on 'Marketing Techniques for Asset

Products' on 3rd May 2011

Prof A G V Narayanan addressed MBA students of MAM

Engineering College, Trichy, on 'Customer Relationship

Management' on 12th May 2011

Prof A G V Narayanan addressed Marketing Executives of

Karur Vysya Bank on 'ABC of Marketing' on 14th June

2011

Invited Guest Lectures

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Prof A G V Narayanan delivered a talk on 'Trends in

Marketing' during the FDP organized by Nehru Institute ofInformation Technology & Management on 21st June 2011

Prof A G V Narayanan in the capacity of Convener- HR &

Education Panel of CII Erode, organized a programme on

'Engineering Counseling' on 3rd July 2011

Prof A G V Narayanan conducted a one-day workshop on

Marketing to the Executives of Karur Vysya Bank on 3rd

August 2011

Prof T P Saravanan addressed MBA Students of M.

Kumarasamy College of Engineering, Karur, on 'The Basics

of Marketing' on 10th September 2011.

8The secret of happiness is to make others believe they are the cause of it- Al Batt

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Student Column

Is there a lasting solution for corruption?Mr. A G Kirubakar - II MBA, FoM, EBETi

Corruption is one of the most repeated words in last year's media.

A feeling that prevails among the public at large is that corruption

is rampant in all spheres of activity, particularly where politics or

business has a nexus. The root cause of corruption is the

selfishness of human beings. As Mahatma Gandhi once said

there is enough in this world for every one's need; but not for any

one's greed.

Driven by the greed to acquire as much material possessions as

possible within one's life span, people invent ingenious ways of

making illegal money. The famous theory of hierarchical needs

propounded by the behavioral scientist Abraham Maslow argues

that money does not make a person happier after a certain level.

But the greed of some of today' s politicians and businessmen

defies even the time-tested Maslow's logic! With such men at the

helm of affairs of the country, it is doubtful whether the Lokpal Billor any such law can guarantee a corruption free country.

Corruption affects the middle and lower income strata of the

country the most. They pay a host of taxes to the government and

wait in the fond hope that the money they paid will be spent back

by the government on schemes and projects that improve the

quality of life of the 'aam aadmi' . Their wait has been too long

now and they are yet to see light in the tunnel. Instead, as they

wait for development and growth, only the number and size of the

scams are growing!

The solution lies in a radical change happening from within….

within the conscience of every Indian…. that he/ she would lead a

simple life and eschew extravagance. The way to richness is not in

amassing more and more wealth by questionable means but to

become contented with less and less, progressively.

Even law-abiding citizens slowly get polarized and jump the

bandwagon of making 'quick money' for fear of not to be left

behind in the 'material race'. It is the case of the evil becoming

stronger and the good dwindling in strength. But in my view, a

permanent solution to corruption can emerge only when majority

of the population allow themselves to be left behind resulting in the

widening of rich-poor divide beyond the threshold level. If the

'resilience-of-the-honest' breaks, it would give way to a deluge of

retributive force getting unleashed, which will find its own ways of

getting justice back. Such civic actions are being witnessed incountries having oppressed and corrupt practices with positive

outcomes.

And therefore, i f you are a person who has always been following

the path of righteousness and listening to your 'inner voice' don't

sacrifice that good quality by losing hope. Let us take a vow that

we, the next generation of India, will not only refrain from corrupt

practices but will also up our ante against corruption and make

India a clean and corruption free country. Let good forces unite.

Truth will Triumph!

Jaihind !

Documents

Budhi - September 2011