4
Bruce Weitzman gave a guest lecture on the importance of U.S.-style writing. Mr. Weitz- man, a Harvard-trained lawyer, is president of Andworth Chambers LLC, a U.S. firm in Chicago. Why You Should Learn About U.S.- Style Writing Writing in the U.S. style is a skill that can be crucial to your success, espe- cially if you write anything for anyone from the U.S. U.S. readers expect everything to be written in the U.S. style. Unfortunately, the U.S. style is very different from Indian- style writing. U.S. readers fail to understand what you’re try- ing to say, no matter how hard they try. Or worse, readers might think they understand but reach a con- clusion that is the opposite of what you intended. Sometimes, read- ers will look at your document and conclude that you are stupid or incompetent. Sometimes, read- ers will simply not bother to read your document. They will con- clude that the effort would be more trouble than it’s worth. - Continued, P 4 Bruce Weitzman visits Jamia Hamdard Hon’ble Min. Ghulam Nabi Azad at NCRDCA ‘09 Govt. of India while the Guest of Honour was Prof. Kiran Walia. Recent developments in the related field were discussed at length and the authori- ties were en- couraged, by one and all, to start n e w e r courses like MBBS to fa- cilitate edu- cation at all levels and to keep the baton of Jamia Ham- dard high. - Anismita Ghosh, MBA (Pharma) 2 nd Yr invited for the same and ac- cepted ones were published too. The Chief Guest was Hon’ble Ghulam Nabi Azad, Minister of Health and Family Welfare, The Department of Computer Science, Jamia Hamdard held the National Conference on Recent De- velopments on Comput- ing and its Applica- t i o n s (NCRDCA ’09) on to draw to- gether re- searchers and devel- opers from academia and indus- try across all fields of Computing and to discuss the practical challenges encountered and the solutions adopted. Papers were Walt Disney: The Leader Wonder “I have been up against tough competition all my life. I wouldn't know how to get along without it.” -Walt Dis- ney Walt's optimism came from his unique ability to see the entire picture. His views and visions came from the fond memory of yesteryear, and persistence for the future. A pioneer and inno- vator, and the possessor of one of the most fertile and unique imaginations the world has ever known. Even thirty years after his death, we still con- tinue to grasp his ideas, and his creations, remembering him for everything he's done for us. Disney, the Biz Leader: A magical world is almost every kid’s dream and it was the dream of one man too. Walt Disney is one of the most cele- brated business leaders of our time who bridged the past and the future through his magical world of wonder. "When You Wish Upon A Star", one of Disney's famous musical scores, says it all. In- deed, Disney's imaginative thoughts led him to be a victor in the entertainment business. Disney's success tells a tale of a roller coaster ride. Disney: The Journey: Disney's story of success roots from his early childhood days during his stay at Marceline, Missouri and Kansas City. His love for drawing was inspired by a farm where he lived with his family and by the tracks of Santa Fe Railroad where he worked selling candies and newspapers. Coming back from World War I in France, Disney asked for his father's support to begin his artistic career. Rejected, Dis- ney tried his luck by himself and worked at the Pesemen- Rubin Art Studio where he met Ubbe Iwwerks. In 1920, Disney and Iwwerks put up their own company "Iw- erks- Disney” which eventu- ally collapsed. Soon after, they both joined Kansas City Film Ad as animators. Disney's Film Ad days made him venture into animation experiments which led him to form Laugh-O- Gram Films in 1922. Disney produced short car- toons and later live-action films such as Alice's Wonder- land. With Alice's Wonderland unfinished, Laugh-O-Gram Films filed for bankruptcy. Disney went to Hollywood to try film direction but with no such luck and not much of an experience, he then asked his brother, Roy, to finance him to put up again a studio, Disney Brothers' Studio. In 1925, Dis- ney hired more people to join his team. The Disney studio grew through Oswald the Lucky Rabbit's success. Unfortu- nately, Disney lost the rights to the Oswald character along with his staff in 1928. This downfall led to the creation of Steamboat Willie where Mickey Mouse became his popular cartoon character. Disney regained the studio and even got an Academy Award in 1932. During the 1930s, Disney started to produce full-length features such as Snow White and the Seven Dwarfs, earning $8 million. The big break was short-lived due to World War II and slowly recovered in the late 1940s. Disney continued producing Peter Pan and Alice in Wonderland full-length pic- tures also adopting Technicolor and sound scores for his works. The birth of Disneyland along with other theme parks came during the 1950-1960s. It was at the same time when Disney had its first daily TV show now widely known as The Wonder- ful World of Disney. The fol- lowing years after his death in 1965, Walt Disney Company continually expanded through the opening of Magic King- dom, EPCOT, Disney -MGM Studio Theme Park and the 2005 acquisition of Pixar Ani- mations. Mantras of Walt Disney's Life: -Get your hands dirty: Don't be afraid to roll your sleeves up and get out there where the customers are. - Continued, P2 CIT Group files for bank- ruptcy CIT GROUP, the US lender to thousands of small and medi- umsized businesses, filed for bankruptcy on Sunday as the global financial crisis left it un- able to fund itself and the re- cession clobbered its loans. The bankruptcy, among the largest in US corporate history, has been widely expected for months. WINDOWS 7 FREE OF TAX TANGLE Computer users in India will soon be able to buy Microsofts new operating system Win- dows 7 to replace their old op- erating systems, as the government has removed the anomalies in taxation of pack- aged software sold through physical media such as CDs. The Windows 7 consignment to India was held up at Cus- toms because of a tax dispute. Sachin to help Adidas open innings in sports goods The worlds second largest sports goods manufacturer, Adidas, now has a new expan- sion: All Day I Dream About Sachin. Perhaps the best way the German brand could have announced its entry into the cricket equipment market. It has launched Three Stripes cricket goods by getting the Adidas logo on the highest run- making bat in world cricket. Sachins multi-year bat en- dorsement deal (including that of apparel and footwear) has been inked for close to Rs 3.5- Rs 4 crore ($1 million) per year. Tech Mahindra net up 21% IT major Tech Mahindra on Tuesday met expectations with a 21% sequential rise in net profit in the September quarter and also announced that it had reached an in-principle agree- ment with its largest client, British Telecom, to protect its future revenues. GST may bring small-scale producers in tax ambit A host of small-scale producers could come into the tax net under the proposed goods and services tax (GST) as the draft being examined by states seeks to impose the new levy on units with a minimum annual turnover of Rs 10 lakh. At pres- ent, all taxes and levies have separate threshold levels. - Compiled by Vivek Parashar We are seeing a lot more of this kind of foundation prob- lem these days! FOREWORD BY THE HOD, MANAGE- MENT SCIENCES, JAMIA HAMDARD Dear Professors, students, staff members, on the pro- pitious occasion of launching the first newsletter of the Department of Management studies, Jamia Ham- dard, I extend to all of you, my best wishes for your happiness, good health and prosperity. Founded in the year 1998 , Department of Man- agement, Jamia Hamdard has since been a centre of learning and development. It has been constantly metamorphosing itself to be at the forefront of the evolutionary academic entity on one side and a skilled human resource provider to the corporate world on the other. The faculty here continues to make great strides in moving the department for- ward. We continue towards establishing a better and com- petitive arena for our students in the management sphere, and we truly believe that “The role of man- agement is not getting work done from people, but developing people through work”. Professor & Head hamdard business review_hamdard business review 03-03-2010 6:39 AM Page 1

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Page 1: hamdard business review

Bruce Weitzman gave a guest

lecture on the importance of

U.S.-style writing. Mr. Weitz-

man, a Harvard-trained lawyer,

is president of Andworth

Chambers LLC, a U.S. firm in

Chicago.

Why You

Should Learn

About U.S.-

Style Writing

Writing in the

U.S. style is a

skill that can be

crucial to your

success, espe-

cially if you

write anything

for anyone from the U.S.

U.S. readers expect everything

to be written in the U.S. style.

Unfortunately, the U.S. style is

very different from Indian-

style writing. U.S. readers fail

to understand what you’re try-

ing to say, no matter how hard

they try. Or worse, readers

might think they understand

but reach a con-

clusion that is the

opposite of what

you intended.

Sometimes, read-

ers will look at

your document

and conclude that

you are stupid or

i n c o m p e t e n t .

Sometimes, read-

ers will simply

not bother to read

your document. They will con-

clude that the effort would be

more trouble than it’s worth.

- Continued, P 4

Bruce Weitzman visits

Jamia Hamdard

Hon’ble Min. Ghulam Nabi

Azad at NCRDCA ‘09Govt. of India while the Guest

of Honour was Prof. Kiran

Walia. Recent developments in

the related

field were

discussed at

length and

the authori-

ties were en-

couraged, by

one and all,

to start

n e w e r

courses like

MBBS to fa-

cilitate edu-

cation at all

levels and to

keep the

baton of

Jamia Ham-

dard high.

- Anismita Ghosh, MBA

(Pharma) 2nd Yr

invited for the same and ac-

cepted ones were published

too.

The Chief Guest was Hon’ble

Ghulam Nabi Azad, Minister

of Health and Family Welfare,

The Department of Computer

Science, Jamia Hamdard held

the National Conference on

Recent De-

velopments

on Comput-

ing and its

A p p l i c a -

t i o n s

(NCRDCA

’09) on to

draw to-

gether re-

s e a r c h e r s

and devel-

opers from

a c a d e m i a

and indus-

try across

all fields of

Computing

and to discuss the practical

challenges encountered and the

solutions adopted. Papers were

Walt Disney: The Leader Wonder

“I have been up against tough

competition all my life. I

wouldn't know how to get

along without it.” -Walt Dis-

ney

Walt's optimism came from his

unique ability to see the entire

picture. His views and visions

came from the fond memory of

yesteryear, and persistence for

the future. A pioneer and inno-

vator, and the possessor of one

of the most fertile and unique

imaginations the world has

ever known. Even thirty years

after his death, we still con-

tinue to grasp his ideas, and his

creations, remembering him

for everything he's done for us.

Disney, the Biz Leader:

A magical world is almost

every kid’s dream and it was

the dream of one man too. Walt

Disney is one of the most cele-

brated business leaders of our

time who bridged the past and

the future through his magical

world of wonder.

"When You Wish Upon A

Star", one of Disney's famous

musical scores, says it all. In-

deed, Disney's imaginative

thoughts led him to be a victor

in the entertainment business.

Disney's success tells a tale of

a roller coaster ride.

Disney: The Journey:

Disney's story of success roots

from his early childhood days

during his stay at Marceline,

Missouri and Kansas City. His

love for drawing was inspired

by a farm where he lived with

his family and by the tracks of

Santa Fe Railroad where he

worked selling candies and

newspapers.

Coming back from World War

I in France, Disney asked for

his father's support to begin his

artistic career. Rejected, Dis-

ney tried his luck by himself

and worked at the Pesemen-

Rubin Art Studio where he met

Ubbe Iwwerks.

In 1920, Disney and Iwwerks

put up their own company "Iw-

erks- Disney” which eventu-

ally collapsed. Soon after, they

both joined Kansas City Film

Ad as animators. Disney's Film

Ad days made him venture into

animation experiments which

led him to form Laugh-O-

Gram Films in 1922.

Disney produced short car-

toons and later live-action

films such as Alice's Wonder-

land. With Alice's Wonderland

unfinished, Laugh-O-Gram

Films filed for bankruptcy.

Disney went to Hollywood to

try film direction but with no

such luck and not much of an

experience, he then asked his

brother, Roy, to finance him to

put up again a studio, Disney

Brothers' Studio. In 1925, Dis-

ney hired more people to join

his team.

The Disney studio grew

through Oswald the Lucky

Rabbit's success. Unfortu-

nately, Disney lost the rights

to the Oswald character along

with his staff in 1928. This

downfall led to the creation of

Steamboat Willie where

Mickey Mouse became his

popular cartoon character.

Disney regained the studio

and even got an Academy

Award in 1932.

During the 1930s, Disney

started to produce full-length

features such as Snow White

and the Seven Dwarfs, earning

$8 million. The big break was

short-lived due to World War II

and slowly recovered in the

late 1940s. Disney continued

producing Peter Pan and Alice

in Wonderland full-length pic-

tures also adopting Technicolor

and sound scores for his works.

The birth of Disneyland along

with other theme parks came

during the 1950-1960s. It was

at the same time when Disney

had its first daily TV show now

widely known as The Wonder-

ful World of Disney. The fol-

lowing years after his death in

1965, Walt Disney Company

continually expanded through

the opening of Magic King-

dom, EPCOT, Disney -MGM

Studio Theme Park and the

2005 acquisition of Pixar Ani-

mations.

Mantras of Walt Disney's

Life:

-Get your hands dirty: Don't be

afraid to roll your sleeves up

and get out there where the

customers are.

- Continued, P2

CIT Group files for bank-

ruptcy

CIT GROUP, the US lender to

thousands of small and medi-

umsized businesses, filed for

bankruptcy on Sunday as the

global financial crisis left it un-

able to fund itself and the re-

cession clobbered its loans.

The bankruptcy, among the

largest in US corporate history,

has been widely expected for

months.

WINDOWS 7 FREE OF

TAX TANGLE

Computer users in India will

soon be able to buy Microsofts

new operating system Win-

dows 7 to replace their old op-

erating systems, as the

government has removed the

anomalies in taxation of pack-

aged software sold through

physical media such as CDs.

The Windows 7 consignment

to India was held up at Cus-

toms because of a tax dispute.

Sachin to help Adidas open

innings in sports goods

The worlds second largest

sports goods manufacturer,

Adidas, now has a new expan-

sion: All Day I Dream About

Sachin. Perhaps the best way

the German brand could have

announced its entry into the

cricket equipment market. It

has launched Three Stripes

cricket goods by getting the

Adidas logo on the highest run-

making bat in world cricket.

Sachins multi-year bat en-

dorsement deal (including that

of apparel and footwear) has

been inked for close to Rs 3.5-

Rs 4 crore ($1 million) per

year.

Tech Mahindra net up 21%

IT major Tech Mahindra on

Tuesday met expectations with

a 21% sequential rise in net

profit in the September quarter

and also announced that it had

reached an in-principle agree-

ment with its largest client,

British Telecom, to protect its

future revenues.

GST may bring small-scale

producers in tax ambit

A host of small-scale producers

could come into the tax net

under the proposed goods and

services tax (GST) as the draft

being examined by states seeks

to impose the new levy on

units with a minimum annual

turnover of Rs 10 lakh. At pres-

ent, all taxes and levies have

separate threshold levels.

- Compiled by

Vivek Parashar

We are seeing a lot more of

this kind of foundation prob-

lem these days!

FOREWORD BY THE HOD, MANAGE-

MENT SCIENCES, JAMIA HAMDARD

Dear Professors, students, staff members, on the pro-

pitious occasion of launching the first newsletter of

the Department of Management studies, Jamia Ham-

dard, I extend to all of you, my best wishes for your

happiness, good health and prosperity.

Founded in the year 1998 , Department of Man-

agement, Jamia Hamdard has since been a centre of

learning and development. It has been constantly

metamorphosing itself to be at the forefront of the

evolutionary academic entity on one side and a

skilled human resource provider to the corporate

world on the other. The faculty here continues to

make great strides in moving the department for-

ward.

We continue towards establishing a better and com-

petitive arena for our students in the management

sphere, and we truly believe that “The role of man-

agement is not getting work done from people, but

developing people through work”.

Professor & Head

hamdard business review_hamdard business review 03-03-2010 6:39 AM Page 1

Page 2: hamdard business review

During a training session, the

trainer asked us to close our

eyes and think about a ma-

chine. He asked us to think

about its surroundings, its

vicinity, the people around it

and everything else around it.

Then he asked us to open our

eyes and tell him what each

one of us saw. All of us had dif-

ferent answers for the ma-

chines but the answer for its

vicinity was the same – a fac-

tory churning out smoke and

filthy water. When asked about

the people in the vicinity, most

of us saw workers working on

those machines in heat and

sweat, but the owners sitting in

air-conditioned rooms super-

vising the work from there.

I am not of the view that the

companies have not changed

from this scenario to a much

better one, but what has not

changed is the perception of a

factory in the minds of the peo-

ple. A common man still be-

lieves that a business house can

never do any good to the

mankind and the owners of the

companies care only about the

profits. To some extent this is

true as well. To change this

perception of the people about

the companies, the leading

business houses of the world

problems of the society. For in-

stance, the vision of Philips

Electronics is, “In a world

where complexity increasingly

touches every aspect of our

daily lives, we will lead in

bringing sense and simplicity

to people.”

2) Empower the down-trodden,

don’t pity them

It has always been a notion

among the people to HELP the

down-trodden sector of the so-

ciety as a part of the CSR ini-

tiative. Many organizations do

this through donations to char-

ities, direct donation to the

people and sponsorship pro-

grams. But sadly, this category

of initiatives doesn’t do any

good to the society in the long

run. In fact, they lay a founda-

tion for a dependent commu-

nity and hence a dependent

country. As Ms. Sharmila

Katre puts it, Corporate Social

Responsibility is about em-

powerment, and does not mean

‘giving’ but ‘encouraging, de-

veloping, nurturing and sus-

taining’. Initiatives like ‘Cloth

for Work’ and ‘School to

School’ run by Goonj

(www.goonj.info) in New

Delhi are perfect examples of

the type of CSR programs that

should be executed by the cor-

porate houses. These will not

only empower the people at the

bottom of the pyramid but also

create a potential customer

base or at least a valid referral

for the companies and thereby

act as powerful change agents

for the perception change dis-

cussed earlier in the article.

3) Build a brand, not a trade-

mark

Companies need to be very

careful in assessing the impact

of the projects taken up by

them or the business deals un-

dertaken by them. It takes

years to build a brand that rep-

resents trust and confidence

but one wrong move brings the

process of change to a halt.

Tata, for example, is undoubt-

edly the most trusted brand in

India and represents the most

philanthropic business house-

Tata Sons. But Greenpeace In-

ternational has claimed that the

port being built by Tata Steel at

Dhamra is a serious threat to

the turtles’ nesting grounds and

the issue has been done a seri-

ous damage to the image of

Tata’s in India.4 So, while try-

ing to bring about a change in

the perceptions of people, the

organizations should carefully

select the projects keeping all

the stakeholders in confidence

and working for the mutual

benefit for all of them.

Corporate Social Responsibil-

ity as a business model is still

in its nascent stages and is a

developing form of business.

Still, the seriousness of the reg-

ulatory bodies all over the

world, the legislations and the

corporate governance policies

of the governments indicate

that CSR will emerge as the

major agent of change for the

corporate image

- Ekta Ahuja &

Kanica Kanungo,

MBA (HM) 1st Yr

have pioneered to become Cor-

porate Citizens and perform

Corporate Social Responsibil-

ity.

Bringing about a sudden

change in the minds of people

is very difficult. And what’s

even tougher is to measure the

magnitude of change that the

efforts have brought about. For

instance, it is difficult to meas-

ure how many voters in India

voted due to the awareness cre-

ated by Jaago Re campaign by

Tata Tea. Similarly, it is not

possible to measure the amount

of Critical Thinking induced in

the students of New York City

by the iSchool initiative of

Cisco.

So, how should the companies

change the perception of peo-

ple about the companies? I pro-

pose a three step proces:

1) Work with and work for the

people

The mission statement of Shell

reads as ‘To safely market and

distribute energy and petro-

chemical products while offer-

ing innovative value added

services.’ Similarly, the vision

statement of Citi Institutional

Consulting says, ”We believe

that excellence in consulting

requires client advocacy and

stewardship, a passion for lead-

ing-edge investment solutions

and the delivery of experienced

consulting services in a way

that helps us exceed our

clients’ expectations every

day.” Though there’s nothing

wrong with this mission and

vision, but none of them talks

about the environment that

they are operating in or the

people whose lives are being

affected by their operations but

who are not their ‘clients’. To

transform into a responsible

Corporate Citizen, the first step

is to orient the company to-

wards a people-oriented organ-

ization that works to solve the

-Believe people can do more

than they think: To 'wow' cus-

tomers in over-crowded mar-

kets you need to draw

exceptional performances out

of your people. That means

having confidence in them and

pushing them beyond their

comfort zone.

-There is no box: Today you

hear people talk about 'thinking

outside the box'. But Walt

would say, 'No! Don't think

outside the box! Once you say

that, you've established that

there is a box.'

-Have a vision: Walt Disney

died before Disney World in

Florida could be completed.

On opening day in 1971, al-

most five years after his death,

someone commented to Mike

Vance, creative director of

Walt Disney Studios, 'Isn't it

too bad Walt Disney didn't live

to see this' 'He did see it,' Vance

replied simply. 'That's why it's

here.'

-Inspire people; then let them

get on with it: Walt challenged

and inspired you by talking to

you. He wouldn't give you de-

tailed instructions about what

he wanted you to do. Instead,

he would simply point you in

the direction he wanted you to

go, and then leave the rest up

to you.

- Connect with people on a per-

sonal level: Whenever anyone

called him Mr. Disney he got

upset. It was always Walt for

everyone.

- Encourage people to learn:

Walt ran the studio like a uni-

versity. Everyone was learning

all the time.

- Stop being afraid: The rest of

us live in fear. Walt had no fear.

His life is summed up by this

famous quote of his:

"I only hope that we don't lose

sight of one thing - that it was

all started by a mouse.”

-Asgar Ali Shah,

MBA (Gen) 1st Yr

In the current financial climate,

which brings almost universal

stress, it is more important than

ever to find ways to help re-

duce stress in the workplace.

Here are ten tips to get you

started:

1. Short breaks

Encourage employees to take a

5-minute break in the morning

and afternoon, ideally they will

stretch their legs with a short

walk, which not only gives

them time out, it also gets the

blood flowing.

2. Treat your body well

While it’s not your role to act

like a parent, you can lead by

example health-wise, and per-

haps offer information on how

your employees can eat a bal-

anced diet, get enough sleep,

exercise regularly and reduce

coffee intake.

Stimulants such as alcohol,

caffeine or cigarettes actually

increase stress levels. You

might also consider providing

a daily fruit basket to promote

healthy snacking - and demon-

strate that you’re interested in

helping your employees lead

healthier lives.

3. Stress Management semi-

nars

"A counselor or facilitator of-

fers an objective way to look at

an issue or problem during

group or individual supervi-

sion, often using a solution fo-

cused approach.

4. Meditation, yoga and breath-

ing exercises

You don’t need to pay for

classes to introduce your work-

ers to the benefits of Eastern

relaxation and wellbeing prac-

tices - there are plenty of prac-

titioners who will visit your

workplace for gentle group

sessions.

5. Fix the environment with er-

gonomics

"Make whatever adjustments

you need to the lighting, tem-

perature, noise level and other

controllable factors in your of-

fice.

6. Mentoring

"Mentors can be highly effec-

tive in reducing stress experi-

enced by junior staff. Not only

do they give career guidance,

they can also provide psy-

chosocial support based on

their own experience of stress-

ful situations.

7. Sporting activities

Enjoying sports, from golf to

cycling to tennis, can be a fun

way to get exercise and relieve

stress, providing endorphins

and a social outlet.

Team activities are also a great

way to enhance working rela-

tions. Sponsor a company

sporting team, such as netball,

soccer, and rugby.

8. Back massages

Workplace massage services

remain one of the more popular

stress-releasers for businesses

large and small because they’re

easy to organize, affordable

and time-efficient.

9. Music in the workplace

According to the Australian

Music Therapy Association

music is a great stress reliever

and contributor to wellbeing, to

the point that it's being used in

hospitals.

10. Laughter classes Some companies take a noveland creative method to reduc-ing stress, boosting morale andimproving productivity in theworkplace: laughter classes.

- By Asgar Ali Shah,MBA (Gen) 1st Yr

Corporate Social Responsibility

Top Stress Busters at Work

Being in the MBA program for

3 months taught me quite a few

things. Although most of them

are important, some of them

can be described as plain

weird. I have compiled a list of

10 points that seem just weird

to me.

1. Has to have a STRONG

opinion on the budget

2. Has to have a STRONG

opinion on the recession

3. Has to get himself/herself

subscribed to a financial news-

paper (for a more elite feel,say

things like "'The Economics

Times' is Bullshit. 'Business

Standard' is better")

4. Read the above paper every-

day and have a STRONG opin-

ion on each and every article in

it

5. Should be able to give un-necessary presentations at thedrop of a hat

6. Should support his above

presentation with unnecessary

but logical points

7. Has to know how to bullshit

on all of the above points

8. Has to know how to bullshit

about anything

9. Has to know how much a

person is bullshitting

10. A better MBA knows how

to bullshit the bullshitter

-Sulaiman Shakil Taji,

MBA (Gen) 1st Yr

10 things for an MBA student

Mantras of Walt Disney's Life:

2

hamdard business review_hamdard business review 03-03-2010 6:39 AM Page 2

Page 3: hamdard business review

ORG IMS reports IPM sales

growth at 9.6% in Sept '09

The value growth of Indian

Pharmaceutical Market for the

month of September 2009 was

recorded relatively lower at 9.6

per cent as compared to 16.5

per cent growth in month of

August 2009, according to

ORG IMS, the world’s leading

provider of market intelligence

to the pharmaceutical and

healthcare industry. The top

gainers were Sanofi Aventis,

Emcure and Intas Pharma.

Astellas, Medivation enter

worldwide pact to co-com-

mercialize MDV3100 to treat

prostate cancer

Astellas Pharma Inc. (Astellas)

and Medivation, Inc. an-

nounced that they have entered

into a global agreement to de-

velop and commercialize

MDV3100 which is Mediva-

tion's investigational drug for

the treatment of prostate cancer

wherein the parent firm will re-

ceive a total cash payment of

$1000 million.

Glenmark’s consolidated net

profit declines by 31% in Q2

Glenmark Pharmaceuticals, the

research-led global integrated

pharmaceutical company, has

suffered a setback during the

second quarter ended Septem-

ber 2009 and its consolidated

net profit declined sharply by

31.1 per cent to Rs 80.89 crore

from Rs 117.36 crore in the

corresponding period of last

year. This is mainly on account

of significant higher interest

cost.

GE launches HealthAhead

for its employees

GE has launched the 'HealthA-

head: Stand up for your Health'

for all its employees, globally,

and in India, which is an op-

portunity for GE employees to

engage in the company’s new

efforts of creating a culture of

health, through an increased

focus on nutrition, stress man-

agement, smoking cessation

and the promotion of physical

activity. Leading healthcare ex-

perts were invited to provide

insights on life threatening dis-

eases and tips to lead a healthy

life.

DoP may fail to meet target

of 276 Jan Aushadhi stores

by March 31

In spite of Union minister of

state for chemicals, Shrikant

Jena's directive, the ministry's

ambitious Jan Aushadhi

(generic drug) stores project, is

going on at a snail's pace and

the department of pharmaceu-

ticals cannot match up the tar-

get of 276 stores by March 31,

2010. Only 35-40 per cent of

the target will be achieved, it is

learnt.

- Compiled by

Anismita Ghosh

With the advent of newer and

newer technology, time has

stopped being a commodity

and has become more of a lux-

ury! Saving time is money,

they say. Speaking in this con-

text, the same analogy can be

drawn when we talk of Con-

tract Research Organizations,

which service the pharmaceu-

tical industry by taking off

much of their load. Outsourc-

ing is the buzzword here as

these CROs assume the legal

right of carrying out the lion’s

share of their sponsor’s work,

independently.

Why CROs are what they are

today are because of the varied

services they provide from

micro analyzing a problem to

looking for real life feasible so-

lutions – you name it, they

have it. Product development,

formulation and manufactur-

ing; clinical trials manage-

ment; clinical, medical and

safety monitoring; biostatistics

and medical writing services,

and many other complemen-

tary services are provided by

CROs.

But the reasons for outsourcing

are attributed by non-availabil-

ity of services in-house, in-

creased complexity of clinical

trials, large requirement of pa-

tient populations, presence of

regionalized diseases, and

knowledge of regulatory af-

fairs in a particular country and

so on.

Reasons why CROs are so im-

portant are because, the spon-

sor can convert the fixed costs

of maintaining personnel and

other facilities into variable

costs, by outsourcing the same

work to CROs and thus save

costs.

Also, they are meant to lessen

the chasm between the cus-

tomer and supplier. They are

needed to conduct future scien-

tific pursuits in the long run

and can streamline the targets

and the workload of the phar-

maceutical companies. They

maintain a focused approach

regarding the services they

provide, be it data management

or clinical services, with a high

degree of efficiency.

Talking plastic, CROs are the

next big thing as they are about

to grow worth $1 trillion by

2013 as majority of pharma-

ceutical companies spend 20%

of their expenses on R&D and

are all set to increase the ratio.

Undoubtedly, CROs will be

growing by leaps and bounds

and make life easier for a lot

many people, directly and indi-

rectly, engaged in this busi-

ness.

- Anismita Ghosh, MBA

(Pharma) 2nd Yr

Indians are among the happiest

consumers in the world. It is a

completely changed scenario.

The days of painful wait while

savings accumulated, to buy

that one mixer-grinder or a

stereo can best be remembered

as ancient history. Luxury was

the domain of a handful of for-

tunate beings and any purchase

luxury item was frowned upon

as a waste of money.

Driven by a 500 million strong

consumer segment India is on a

shopping spree. Facilitating

this trend in the post liberalisa-

tion era are the swanky malls,

the hard to resist deals, the

brand invasion, the increased

disposable income and the

awareness of all that can be

possessed. The new consumers

appear to believe in the neces-

sity of the ‘must have’ products

like a good car, residence in

posh locality, best brands in

their closet and holidays at ex-

otic locales at home and

abroad.

Academicians, who have not

been studying the phenomenon,

argue that consumerism has a

positive effect also because it

creates a reason for individuals

to craft new identities and

adopt values that are more rel-

evant to them.

How it was triggered, also

speaks much about the nature

of this spectacle. It was defi-

nitely the lot of the wealthy to

indulge in lavish consumption.

It was only during the crisis

sparked off by over production

in the nineteenth century that it

became imperative that a need

had to be created otherwise the

cookie would crumble. These

would have to be a base from

where consumption could grow

and spread to an enormous

number of people to help create

mass consumerism.

This stage was set and the

script was set in motion by

using a variety of means. Lux-

uries had to be made into ne-

cessities. A major

transformation was affected in

the meaning conveyed by

goods and how they were pre-

sented and displayed. A part of

this scheme was the evolution

of the department store into a

place to display goods as ob-

jects in themselves.

Advertising was another vehi-

cle set in motion to influence

the creation of the consumer.

The effect of this artificial cre-

ation of need is such that no

matter where one travels there

will be a similarity by way of

presence of the elements of

urban life automobiles, adver-

tising, supermarkets, shopping

centres, hotels, fast food

chains, credit cards etc.

The manifest function of this is

that any person can buy into a

higher class. All you need are

the correct consumable objects.

Enough hard work can help

you reach the goal of experi-

encing luxury. A latent function

of this consumerist attitude is

that it can create greater satis-

faction in the culture and sub-

sequently sow seeds of conflict.

People of lower classes come

to resent that they do not have

as much access toward luxury

and people of higher classes

come to look down upon the

second rate consumables and

lifestyles of others.

It is the negative effects of con-

sumerism in terms of identity

conflicts that need to be ad-

dressed. Manufacturers, adver-

tisers as well as individuals

need to make suitable adjust-

ments to ensure that while the

quest for improved living con-

ditions and fulfilment continues

the process of development

helps build a new identity

rather than erode individual

self-concept. Also, there has to

be a conscious cooperation to

make the society move towards

a more equitable structure.

It has been aptly remarked that

‘a consumer culture makes it

easy to accept the slow erosion

of social, political and moral

standards, because their pass-

ing is hardly noticed we are all

too busy shopping’. Even

though this is an inevitable of

the new global economic order,

the dictum of “have money-

will spend”, will have to cor-

rect itself if some resemblance

is to be maintained. Despite the

huge increase in per capita con-

sumption, the sad fact is that in

the last 50 years people have

not become happier.

- Parul Bhadoo

MBA (Gen) 1st Yr

The phenomenon of globaliza-

tion is having a major impact

on food systems around the

world. Food systems are

changing, resulting in greater

availability and diversity of

food, although access to this

food is by no means universal.

Many of these changes are

closely associated with urban-

ization, increasing incomes,

market liberalization and for-

eign direct investment. Com-

petition for a market share of

food purchases tends to inten-

sify with entry into the system

of powerful new players such

as large multinational fast food

and supermarket chains.

The losers tend to be the small

local agents and traditional

food markets and, to some ex-

tent, merchants selling “street

foods” as well as other food

items. The supermarkets bring

with them significant improve-

ments in standards of food

quality and safety at competi-

tive prices and convenience,

factors which are highly attrac-

tive to an increasingly sophis-

ticated consumer. Thus these

changes in food systems affect

availability and access to food

through changes to the food

production, procurement and

distribution systems and the

food trade environment. In turn

this is bringing about a gradual

shift in food culture (towards a

more universal one), with con-

sequent changes in dietary con-

sumption patterns and

nutritional status that vary with

the socio-economic strata.

Indeed, the lower socio-eco-

nomic population groups drift

towards poor-quality, energy

dense but cheap and affordable

foods. The main drivers to

change in food systems are di-

etary patterns, such as urban-

ization, increased income, and

capital flow and market liber-

alization. As a conclusion it

can be mentioned that the

health drivers are actually driv-

ing the success of the global-

ization.

- Mohd. Tanveer, MBA (PHI)

2nd Yr

Growing wave of consumerism

A new light on the horizon

GlobalizationA s s o c i a l d e t e r m i n a n t o f H e a l t h

Pharma News Feed

Ranbaxy To Supply Tamiflu In IndiaTo supply 900,000 capsules initiallyOseltamivir is an antiviral drug

that slows the spread of in-

fluenza virus between cells in

the body by stopping the new

virus from chemically cutting

ties with its host cell.

Ranbaxy Labs, has received

orders from the national gov-

ernment to supply the generic

version of Roche's anti-viral

Tamiflu, used to treat the

H1N1 flu. Ranbaxy will supply

900,000 capsules initially.

Jamia Hamdard En-

ters Into Research

Collaboration With

Ranbaxy Labs

Jamia Hamdard has renewed

its MoU with India’s leading

Pharmaceutical Company,

Ranbaxy Laboratories Limited

for study of safety of new

drugs and training of students

and other areas of new drug

discovery and clinical research.

This MoU will also cover on

drugs used traditional medicine

systems including Unani Med-

icine . This type of collabora-

tion for more than ten years has

resulted in some very success-

ful research outputs and human

resource development. It is

hoped that this collaboration

will be useful to both the or-

ganizations

- Compiled by

Vivek Parashar

Ranbaxy is India-based drug

manufacturer, and a global

generics producer of drugs.

Anti-infectives amoxycillin

and ciprofloxacin, and cardio

drug simvastatin are among

Ranbaxy's top sellers. The

company is foccused on gas-

trointestinal, musculoskeletal,

and central nervous system dis-

orders, as well as diabetes,

pain, allergies, and HIV/AIDS.

Ranbaxy is majority owned by

Japan's Daiichi Sankyo.

Young Investigator Award,

presented by Oxygen Club

of California to Mr.

Sandeep C. Chaudhary,

Department of Toxicology,

Faculty of Science, in ap-

preciation of Scientific Ex-

cellence.- Compiled by

Vivek Parashar

Prof. Ashok Rattan, Chief

Executive, Fortis Clinical

Research Ltd., Faridabad

has been inducted as Ad-

junct Professor in the De-

partment of Clinical

Research, Faculty of Allied

Health Sciences, Jamia

Hamdard.

Dr. Sudarshan Arora,

President, R&D, Ranbaxy

Laboratory Ltd. has been

inducted as Adjunct Profes-

sor in the Department of

Clinical Research, Faculty

of Allied Health Sciences,

Jamia Hamdard.

HamdardNews Feed

AICTE Sponsored Na-

tional Seminar On

‘Emerging Trends In

Pharmaceutical Sciences’

Conducted By Faculty Of

Pharmacy, Jamia Hamdard

A two-day AICTE spon-

sored National Seminar on

‘Emerging trends in Phar-

maceutical Sciences’ was

recently conducted by Fac-

ulty of Pharmacy, Jamia

Hamdard, New Delhi on

21-22nd March 2009 at

Convention Centre of Jamia

Hamdard. Around 350 del-

egated comprising of teach-

ers, research scholars and

postgraduate students from

various institutes across

India participated in the

two-day seminar.

2

3

Adnan Ahmed, cur-

rently working as a re-

search analyst with the

consultancy firm Mc

Kinsey is an alumni of

our college. He came

on 23rd Feb for a guest

lecture on “The impor-

tance of breeding lead-

ers in an organization

to ensure continuity”.

He began by sharing

his experience during

the college years and

how it evolved him.

The two hour intense

lecture on leadership

that followed was en-

lightening in every

way. The position

myth, the influence

challenge, how leaders

need to invest in rela-

tional chemistry and

why they need to see

everyone as a “10”,

were some of the top-

ics that he touched and

it left us thirsty for

more. He also sus-

tained his points with

live examples that we

all could relate to.

-Vivek Parashar

MBA (Gen) 1st Yr

A lecture on Leadership

hamdard business review_hamdard business review 03-03-2010 6:39 AM Page 3

Page 4: hamdard business review

U.S. readers will almost never

tell you about their negative re-

action. They will not

want to hurt your feel-

ings. They will not want

to be drawn into any un-

comfortable conversa-

tion about your

weaknesses and possible

improvements. It’s eas-

ier to simply hire some-

one else, promote

someone else, or give

someone else the best as-

signments.

Of course, it’s unfair that

U.S. readers expect

everything to be written

in the U.S. style. It’s un-

fair that U.S.-style writ-

ing is not the same as

Indian-style writing. It’s

unfair that U.S. readers

will react negatively if

you fail to write in the

U.S. style. And on top of

everything else, it’s unfair that

U.S. readers will not tell you

about their negative reactions.

After all, how can you know

there’s a problem if nobody

tells you about it?

There are many aspects of

U.S.-style writing and many

ways in which it differs from

Indian-style writing. Here are

just five of them:

1. In the U.S. style, a writer fo-

cuses on why the document is

being written and who

will be reading it.

2. The writing should be

clear, concise, and coher-

ent.

3. The way documents

are constructed

4. The importance of

rewriting

5. The importance of

proofreading

Mastering U.S.-style

writing takes a lot of time

and effort. It requires

that you have an open

mind, a willingness to

make major changes to

the way you construct

documents, and persist-

ence in practicing the

skills you will be acquir-

ing.

For more info visit and-

worthchambers.com.

- Parul Bhadoo

MBA (Gen) 2nd Yr

Bruce Weitzman visits Jamia Hamdard

Editorial Board

Asgar Ali Shah

Faiziab Farooqui

Parul Bhadoo

Sana Ashraf

Vivek Parashar

Contributors

Anismita Ghosh

Faheem Ahmed

Saman Waseem

Special Thanks

Areeb Khan

Oct 8-9: Following the Sports

Week, Jamia Hamdard cele-

brated its cultural day MO-

SAIC on the 8th and 9th of

October. Various activities

were held ranging from naats,

ghazals, solo, duet and group

singing competitions. Students

actively participated in all the

events and displayed the im-

mense talent surging through

them. The purpose of the Cul-

tural Show was to get people to

actually participate and be in-

terested in it their overall aca-

demic as well as

extra-curricular development.

Furthermore, the show was in-

tended to give people a chance

to perform and show off their

talents.

Besides that, the annual awards

were distributed on the closing

ceremony. The Chief Guest

presiding over the ceremony

was Mr. E. Ahmed who ap-

peared during the program.

The week long sport and cul-

tural activities were undertaken

to foster closer ties amongst

students and their departments

and the task was accomplished

with great pomp and splendor.

Vice-chancellor and our chief

guest Mr. Oscar Fernandez,

were on hand to present vari-

ous prizes.

- Saman Waseem,

MBA (Gen) 1st Yr

Oct 1:The weeklong event

spoke aloud the college vision

of promoting physical health,

education and wellness

amongst its students. Participa-

tion was strong in a variety of

competitive and recreational

sporting events which included

individual and team events

such as badminton, football,

cricket, volley ball as well as a

variety of indoor games like

carom, chess, checkers, etc.

Students from various depart-

ment actively took part in the

different events, and won lau-

rels in the respective cate-

gories. There was an

environment of overall cheer in

the campus as students in ac-

tion that week pursued all of

the activities and enjoyed the

spirit of team work and most of

all had fun.

- Saman Waseem,

MBA (Gen) 1st Yr

SPORTSAHOY!

MOSAIC kick-offShowcases cultural talent

1. What are the key responsi-

bilities of a person at your

designation?

A HR manager in the ERM

role would be responsible for

around 250 folks for their en-

tire life cycle in an organiza-

tion - that is right from

ensuring that the right candi-

date has been hired in the right

process, to ensuring all their

comp and benefit related issues

being resolved, their perform-

ance assessment is done timely

and most importantly they are

being exposed to various train-

ing and development programs

to ensure their career growth.

In a Corporate role - HR man-

ager would be more responsi-

ble for individual goals which

tie up to an organization over-

all goals for example overall

performance assessment tool,

recruitment at Band 5,4 level

and AVP and above level, de-

veloping retention tools, creat-

ing and maintaining

compensation policies etc. in

these role folks are more re-

sponsible for project based de-

liverables. The most important

thing for a HR manager to be

successful is to ensure that he

or she is well knit with the

business and understands its

ins and outs.

2. What are the various chal-

lenges faced by an HR man-

ager, on a day to day

perspective?

Some of the major challenges

faced by any HR manager is to

ensure that at any point of time

business has the right kind of

people to work – therefore re-

cruiting right folks is a biggest

challenge especially when the

supply funnel is thinner than

the demand in the market. Also

ensuring that employee’s de-

liver to the best of their capa-

bility especially in the time of

recession when everyone is

under a pressure is also a diffi-

cult task.

3. What are your views on

HR outsourcing in India, and

as a global perspective?

Do you think recruitment

should be outsourced? - Re-

cruitment can be outsourced

only at the levels where the or-

ganization is hiring generic

profiles across the levels. In

Genpact our focus on hiring is

very strong and therefore we

have a separate hiring depart-

ment completely dedicated to

hiring right people for apt jobs.

Outsourcing in HR is more

successful in processes like

payroll etc where the process

across organizations is more or

less same and standardized.

4. What according to you can

be various innovations in

HR?

The most important innovation

in HR is to ensure that each

and every process is measura-

ble and has a metric around it

as HR in itself is a very subjec-

tive area and the success of any

organization lies in making it

as objective as possible

5. How do you ensure to get

the right person for the right

job?

We ensure this by having crisp

job descriptions in place, en-

suring that the hiring folks un-

derstand the business

requirements clearly and are

well equipped to screen the

folks to be hired.

6. Do you think Brand name

(such as IIM) matters, at the

time of recruitment?

A brand name definitely sells

as it has an established value

attached to itself. One of the

criteria to hire from the insti-

tute is to see its overall rank-

ing. But this is not the only

criteria as the overall experi-

ence in terms of the perform-

ance and retention of the folks

hired plays a more important

role.

7. As we know there’s been

recession around for a long

time now, how do you think

this has impacted HR as a

vertical in your organiza-

tion?

Recession has not created too

strong ripples in the organiza-

tion but the impact has been

twofold: performance parame-

ters have become more strin-

gent and non performance all

the more intolerable. Also hir-

ing slowed down at certain lev-

els and businesses initially but

has gained back the momen-

tum now.

8. In this time of recession,

should we hunker down and

focus on “lean” n austerity,

not growth?

No, rather organizations should

consider this time as one of the

best to hire fresh and smart tal-

ent into the organization as

after every trough the economy

goes through a rise. Having

said that this would also be a

time to relook at the perform-

ance parameters and policies

but in case the company cleans

the organization too stringently

at this time, during the growth

period which follows reces-

sion, the organization would be

in a rat race to hire from any-

where and everywhere.

9. Do you think HR has re-

ally become a cost centre for

any organization?

Since HR does not contribute

in the form of direct revenues

therefore it is considered as a

cost centre by most of the or-

ganization but there are ways

in which HR department of any

organization can undo the no-

tion. This can be done by

avoiding any revenue leakage

that can be caused by failure to

deliver on HR activities like

ensuring availability of folks at

the right time, ensuring that the

customer is aware of all the

employee related policies in

advance, being up breast with

the latest tool in HR field in the

market, and most importantly

by ensuring that the employees

are motivated enough to de-

liver on the targets to cus-

tomer’s delight.

10. What are the various

ways by which the employees

can be motivated?

One of the best ways to keep

the employees motivated is to

make them clear about the big-

ger picture in the organization

– as to how there deliverables

are tied up to the organization

goals. Genpact arranges for

monthly or quarterly meetings

with the leaders of the business

and the CEO of the organiza-

tions as well across locations

so that all employees are at par

and everyone is aware of the

direction in which the organi-

zation is heading. Continuous

feedback and coaching is an-

other way to keep the employ-

ees engaged and this can be

done by ensuring that the right

tools of training and develop-

ment are in place.

11. What are the various

ways to curtail attrition in an

organization?

One of the tools that are used

to curtail the organization is to

do a predictive analysis by

each HR and business manager

for their teams in terms of the

probability of that person leav-

ing the organization in the next

month or three months depend-

ing on various factors like shift

timings, salary issues, personal

reasons, career growth etc.

This gives the manager enough

levies to understand the issue

and address the same proac-

tively. Also keeping the em-

ployees engaged through

mentor mentee programs,

Family Connects, Town halls,

birthday and anniversary mail-

ers provides a personal touch

to the overall experience.

- Sana Ashraf,

MBA (Gen) 1st Yr

Interview with

Nisha Mehrotra

of GENPACTAn HR Rep’s Perspective

4

Jamia Hamdard univeristy

(Faculty of management)

organised a marketing sem-

inar, on Building Brands the

Indian Way on 21st Nov

'09. The seminar, a collabo-

rative effort of the of the

young students of MBA

mentored by the very en-

lightening Professor of mar-

keting Mr. Shahnawaz

Abidin, was a stupendous

success. The honorable

guests to grace the occas-

sion were marketing gurus

and professors of eminent

universities, namely Mr.

Mohit Beotra (Head Lowes

Advertisement), Mr. Arshad

Siddaqui (CMO Hamdard-

Wakf labs), Mr. Deepankar

Mukherjee (Prof. IILM),

Mr.Atif Rehman (Director

client servicing O&M), Mr.

Asad Ansari (Head Pana-

sonic, defense vertical), Mr.

Sanjeev Parashar (Chair-

man prof. IMT), Mr. Kartik

Raina (Management con-

sultant and trainer, Ex-COO

Dalmia Consumer Care),

Prof. Abad Ahmad(Ex-pres-

ident of AIIMS, Chairman

Agah Khan Foundation),

and Mr. Ravi Swami-

nathan(Prez.HP India).

The seminar was attended

by the MBA (first and sec-

ond year) students, teachers

and staff members. All the

honourable guests shared

their experiences of the

world of marketing, the

challenges, the ups and

downs and the latest trends

with the students. The sem-

inar focused on the most

visibly growing economy-

India, and how all the major

players across the world,

want to tap its potential, and

taste success in this market.

Be it Mc Donald's Aloo

Tikki Burger or a Domino's

Paneer Makhani Pizza,

everything is starting to

have an Indian touch.

The seminar was a grand

success as it not only pro-

vided the insights of the

REAL marketing world,

which is quite different

from the bookish philoso-

phies, to what can be called

an absolute bequeath of a

wonderful dive in the world

of marketing, through the

Indian eyes.

-Sana Ashraf

MBA (Gen) 1st Yr

BUILDING BRANDS THE INDIANWAY (21-09-2009)

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