bluuebunny/crossref_metadata_2025_split huggingface dataset:
Changing Paradigms, Competitive Strategies and Role of “Integrated Marketing Communication in Building Brands in Indian Market”
Authors: Panda Tapan K 
Published: February 2012

Building Brands in Indian market is on an evolutionary process. The behavior of Indian consumer can not be simply grouped as emerging market behavior. The demand level in the emerging market is flat at the base and the consumption is more commodities centric. The customers choose products and brands that satisfy the basic needs than for reasons of emotion or pleasure seeking behavior. Hence brands those deliver price value are more successful in the market. While building a brand the brand manager spends every media pie in talking about this basic proposition. Horizontally large chunks of the population do not have purchasing power in an emerging market and do not qualify to be customers of brand centric marketing. Though brands exist in these segments but they only play the identification and differential function; they are not delivery vehicles of brand value to the customers. The researches conducted on Indian market speak a different story. Segments, which are assumed to have no purchasing power, were found to be using quite a good number of product categories including the consumer durable. The Indian marketers avoided entering in to the rural markets due to poor purchasing power parity with urban customers, abysmal infrastructure network and lesser avenue for brand promotion. It is observed that the rural customer has started using the up market and urban brands faster and started using products and brands almost similar to the urban customers. Most of the FMCG majors and consumer durable companies are looking at rural markets as the growth drivers of the future. So this typicality in brand penetration and acceptance across demographics and geographic segments have brought unique attempts and experiments in building brands in Indian market. This paper is an attempt to conceptually evaluate the alternate brand paradigms and see how they contribute towards building brands as a competitive advantage. The author has also made an attempt to develop an alternative brand building model through the use of effective integrated marketing communication and advertising in particular in Indian market. This paper highlights situations where the brand manager can use alternate platform and copy formats in building brands.
Emotional Intelligence (EI) and Organisational Effectiveness (OE)
Authors: Rajagopal N. , Rekha K. N. 
Published: February 2012

Emotion has been traditionally viewed as a ‘mental state devoid of reason’. A common perception is that ‘Intelligent Quotient’ is the only sure fire predictor of success. But researchers have an integrated view of balancing the rational and emotional facets of the human mind for prediction of sure success. A person, who is aware of the benefits of EI, would consciously react to the stimuli in a positive way to draw out the best results from that situation and eventually emerge as a winner. According to Daniel Goleman(1998),” Emotional Intelligence is the capacity for recognising our own feelings and those of others, motivating ourselves and for managing emotions well in ourselves and in your relationships”. Emotional Intelligence plays an important role in Organisational Effectiveness. Different literatures have highlighted the importance of emotional intelligence at work place and its importance in improving organizational efficiency. The major emotional intelligence factors contributing to organizational effectiveness are Self-awareness, Self-regulation, Self-motivation, Social awareness, Social skills and Behavioral aspect. An empirical analysis can probably corroborate the importance of these. This study is an attempt in this direction. This study has been carried out in BILT Industrial Packaging Company Ltd.(BICO), Coimbatore, which is one of the leading business conglomerates in India with diversified interests. The study has been conducted among the managerial staff of BILT. A total sample of 70 has been taken from 171 employees. This study highlights the relationship between ‘Emotional Intelligence and organizational effectiveness’ at BIPCO. The findings of the study signify the fact that it is important for an organisation to test the emotional level of persons before their selection.
Quality Circle Movement
Authors: Rao A. Srinivasa 
Published: February 2012

As we have moved into the twenty first Century, we see the world as a global market for all the companies. The post liberalization economic scenario1 has brought new challenges of corporate restructuring for the Indian companies. With a view to bring quality culture and thereby to enhance productivity in the organizations, Quality Circle movement in India is fast catching up. This activity has been successfully implemented in Japan; in fact, the phenomenal growth of the Japanese industry, and its high quality and high reliability products are largely due to quality circle's ability to impart high morale and team spirit in an organisation, culminating in the improved productivity.1 This paper discusses how the Quality Circle movement in Grasim Industries has brought significant improvements in terms of quality, cost & productivity.
Total Quality Management Through Total Quality Individuals: A Holistic Approach
Authors: Nachimuthu P 
Published: February 2012

“Individual salvation can only bring Universal salvation” — Anonymous Total Quality Management (TQM) is an approach/philosophy that is becoming more popular since the early 1980's. It is mainly aimed at maximizing the productivity and minimizing the cost. Also it focuses on improving the value and ethics of the firm, for organizational excellence. Since ‘individual workers’ are the basic structural and functional unit of an organization, TQM is not only a process of quality control to produce quality products from natural and produced resources, but also to produce ‘quality humans’. So this paper focuses on the five levels of change and development, which is required for developing into a Total Quality Individual (TQI) viz. Change or development with regard to the body, speech, emotions, thoughts and self. Thus TQI=TQM.
Finding Cost of Capital when the Market Value of Debt is not Known
Authors: Mohanty Pitabas 
Published: February 2012

Analysts usually estimate the cost of capital by using the market capitalization as a proxy for equity, and the book value of debt as a proxy for debt. This method is often justified by arguing that for healthy companies there is not much of a difference between the book and the market values of debt. Pre-tax cost of debt is however a function of both the overall interest rate in the economy and the credit worthiness of the company. Even if the company remains healthy, a change in the overall interest rate can change the pre-tax cost of debt of a company. One must therefore estimate the cost of capital by using the market value of debt even for the healthy companies. In this paper we suggest a simple iterative approach that can be used to estimate both the true value of cost of capital and the market value of debt. This method does not require any free cash flow forecasting by the analyst.
Employee Engagement — Application of IES Tool
Authors: Rajagopal N. , Abraham Sunu Mary 
Published: February 2012

Today's ‘employee’ in organisations is treated more than an ‘employee’. The conventional cynicism of considering an employee as a mere ‘workforce for production’ has changed into a more ‘value based asset’. Employee engagement constitutes the core competence of a successful organization. It is suggested as a measurement tool of performance in many organisations. The Institute of Employee Studies (IES, UK) suggests a diagnostic tool, which can be used to derive organisation-specific drivers from attitude survey data. The tool was developed on the basis of common drivers of engagement in all organisations though some variability is likely. A strong connection between ‘feeling valued and involved and engagement’ through organisation-specific drivers is established in this model. The study collects empirical evidence to support this model. The survey was conducted among 108 respondents in the Kochi Refineries, Kerala, which is one of India's major regional oil refineries. This study highlights the application of the diagnostic tool propounded by IES to create ‘feeling value and involved’ which leads to employee engagement.
Performance of Indian Automobile Industry: Economic Value Added (EVA) Approach
Authors: Selvi A. Manor , Vijayakumar A. 
Published: February 2012

Maximizing shareholders value is becoming the new corporate standard in India. The corporate, who gave the lowest preference to the shareholders' inquisitiveness, are now bestowing the utmost inclination to it. Shareholders' wealth is measured in terms of the returns they receive on their investment. The returns can either be in the form of dividends or in the form of capital appreciation or both. Capital appreciation in turn depends on the subsequent changes in the market value of the shares. This market value of shares is influenced by a number of factors, which can be company specific, industry specific and macro-economic in nature. An important goal of financial management is to maximise the wealth of the organisation, highest capital employees' wealth and consequently enhance the value of the firm. Shareholder wealth is traditionally reflected by either standard accounting parameters (such as profits, earnings and cash flow from operations) or financial ratios (including earnings per share, return on capital employed, return on net worth, net profit margin, operating profit margin, etc). All these indicators failed to measure the true economic worm due to manipulative accounting techniques to state higher or lower earnings, depending on non meaningful decision on how to record revenues or expenses. Further, financial information is used by managers, shareholders and other interested parties to access their firm's current performance, and also by stakeholders to predict its future performance. The question that then arises is, whether these measures of corporate performance are linked to the expectation of the shareholders or not. To help corporate to generate value for shareholders, value-based management system has been developed. Over the past several years, an alternative performance measure called Economic Value Added (EVA) has been gaining acceptance around the globe and has also been acknowledged by institutional firms as a credible performance measure. In order to overcome the limitations of accounting based measures of financial performance, Joel M Stern and G. Bennett Stewart & Co., introduced a modified concept of economic profit in 1990 in the name of Economic Value Added (EVA) as a measure of business performance. Stern Stewart has claimed that EVA, as a tool of financial management, was neither ‘just a phenomenon’ nor was it limited to ‘for profit’ organizations. Economic Value Added has been put to use for management performance evaluation, and is more than just a measure of performance, it is the framework for a complete financial management (for improving scarce capital allocation and valuation of a target company at the time of acquisition).
Issues and Concerns in the Implementation and Maintenance of HRIS
Authors: Krishnan Sandeep K. , Singh Manjari 
Published: February 2012

This article looks at the issues and concerns faced by nine Indian organisations in implementing and managing Human Resource Information Systems (HRIS). The organisations are diverse in terms of size and sector that they belong. The critical success factors and weaknesses in various stages of implementing an HRIS are explored in this paper. The problems are rooted in mainly two factors. One is the fact that the HR department lacks knowledge about HRIS and hence is not able to clearly elucidate the requirements of the system. Poor need assessment is a continuation of this problem. Second is the lack of importance given to the HR department in the organisations. The spectrum of cases covered shows the clear variation in terms of the success of implementation. In poorly managed implementations, the potential of HRIS has been under-utilised. Only a few modules have been implemented and at best HRIS's role is that of a centralised database. Very high dependence is placed on the vendors without having a clear idea about how to select vendors or a proper process or contract to ensure vendors' accountability. Another area of concern is that level of cooperation needed across various functions and divisions of the organisation for proper implementation of HRIS is also lacking. User satisfaction is low because there is minimal user involvement in the implementation project and the implemented package is not user-friendly.
Changing Roles of Human Resources in the 21st Century
Authors: Venkatesh Bharti 
Published: February 2012

The concept of modern management is primarily concerned with the planning and development of human resources. The man behind the machine has rightly become the focus of attention with a sense of responsibility to make the most of the skills, experience and initiative to its employees. In the fast paced world of the 21stcentury, business as the management of business portfolios, leads to mergers, splits, redesigning, restructuring, finding synergies and achieving targeted values hinge on an effective executive. In such a climate, optimizing human and intellectual capital is the biggest challenge the organization faces. The article focuses on the issues and concerns faced by the HR department of the organization nationally and globally, which is being triggered off by the changing scenario of the business environment. It also talks about how the organization is grappling with the concerns of hiring the best talent in order to sustain its hold in the competitive level of the organizational race.
Learning ICT in Schools — DE Program in Orissa
Authors: Sarkar Subrat , Sundarakrishnan J. 
Published: February 2012

Computer and information technology arising from it have created a revolution of sorts as far as classroom teaching is concerned. Use of the Internet and multimedia tools have engendered a newfound quest for knowledge both among the students as well as the teachers. Use of information communication technology (ICT) in the classroom teaching has given a cutting edge advantage to teachers who have understood and internalized the benefits of supplementing traditional teaching methods with computers, especially the Internet and curriculum softwares, rich in multimedia content. In some instances it has revolutionalized conceptual understanding, propelling teachers and students to explore new frontiers. Orissa being one of the most backward states of India in terms of resources and availability of basic infrastructure, posed peculiar challenges as far as the implementation of the Digital Equalizer program is concerned, which started in November 2004. From extreme poverty, remote inaccessible areas, damaged school buildings ravaged by the devastating “Super Cyclone” to tackling traditional mindsets, we have faced it all in implementing the Digital Equalizer Program. The article starts with a brief description of the ICT landscape in the state of Orissa with focuses on computer-aided learning before moving into an in depth analysis of the implementation challenges and the learning's gleaned from the pilot phase. Training, Monitoring and Evaluation, Content and Sustainability issues on which the success of a large scale ICT program like the Digital Equalizer (DE) depends, have been subjected to an in depth analysis. The customizations made to the DE Program as necessitated by the geographic factors, historical traditions and the cultural landscape in the state of Orissa will serve as a rich source of learning for policymakers in the government, program managers, management practitioners, academicians, researchers and last but not the least, students of management.
Measuring HRM-Horizontal Fit: Scale Construction and Validation Using Structural Equation Modelling
Authors: Azmi Feza Tabassum 
Published: February 2012

It has been realized bv researchers and practitioners that piecemeal interventions in Human Resource Management (HRM) may not contribute positively to company performance. In order to be effective, the HR function needs be integrated both internally i.e. within its sub-functions as well as externally i.e. with other functional areas. This is also referred to as HRM-horizontal fit. Despite the importance of HRM-horizontal fit, there are few studies that look beyond what the ‘fit’ actually comprises. There have been no significant efforts to develop a reliable and valid instrument to measure the various dimensions of this fit. Thus, a need was felt to develop and validate an instrument for measuring HRM-horizontal fit. On the basis of an extensive literature review, two constructs of HRM- horizontal fit were identified. The scales were empirically tested for unidimensionality, reliability and validity using Structural Equation Modelling capabilities of LISREL version 8.50.
Effect of Type A Pesonality on Stress-strain Relationship: A Study on Private Sector Managers
Authors: Srivastava Shalini 
Published: February 2012

Stress has become an inevitable part of human life in recent times. It makes life more challenging and charming, however within a limit. When stress is beyond the coping ability of a person, it causes disturbances in his/her life. Stress has its roots in the demands of organizational and personal life. Any demand either of a physical or psychological nature, encountered in the course of living is known as stressor. Stress in the work place is increasingly a critical problem for workers, employers and society. Researchers who study stress have demonstrated the direct and indirect costs of stress.(Matteson & Ivancevich, 1987). There are many variables which have been related to organizational stress. Ivancevich and Matteson (1980) proposed a model of organizational stress research that outlined the major antecedents of work stress. They noted the importance of individual differences as moderators of stress and detailed possible outcomes of stress at work. The subject of stress at work has been thoroughly investigated in Public sector. Very little has been carried out in Private sector. Thus, it is probable that mangers and workers experience stress as much as their public sector counterparts. The present research study found that: Managers who experience greater occupational stress will also experience lower level of work satisfaction, higher levels of emotional exhaustion, feelings of depersonalization, feelings of personal accomplishment and anxiety and illness. Type A personality was chosen as moderator variable which had two dimensions viz., Achievement Striving and Impatience-Irritability. But, only one dimension, Achievement Striving showed moderating effects. Impatience-Irritability failed to moderate stress and stress strain relationships. Overall, this study demonstrates that stress at work does exist for sample of Private sector managers and the antecedents of this stress are role related.
Impact of the Emotional Intelligence on Work Related Outcomes among the Nursing Staff at SRM Hospitals, Chennai
Authors: Choudary Y. Lokeswara 
Published: February 2012

Emotional Intelligence often referred also as Emotional Intelligence Quotient is the ability of an individual to perceive, assess and manage emotions of his own self and of other people. Salovey and Mayer (1990) define Emotional Intelligence as the ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions. Emotional Intelligence has four main components, namely, the ability to: 1. Perceive emotions; 2. Utilize these emotional perceptions to accomplish various activities or tasks; 3. Understand emotional variations; and 4. Manage emotions to achieve goals. Thus, Emotional Intelligence is a measure of an individual's capability and requires tools to assess this capability. The nursing profession demands that the nurse, in the process of care, has to interact with the patients, the medical fraternity and the health care workers constantly. Hence, “Nurse-Patient Interaction” is the pulse of the nursing practice. This interaction is not just conversation. It is a complex process that involves nurse perception, understanding of the patient emotions and utilization of the perceptions to manage patient situations towards the goal of effective patient care. Developing emotional intelligence requires that we unlearn old habits of thought, feeling, and action that are deeply ingrained, and grow new ones. Such a process takes motivation, effort, time, support, and sustained practice. An attempt has been made in this study to identify the determinant factors that influence the emotional intelligence as depended variable. The present study is focused on two major objectives namely: to study the significant impact of Emotional intelligence on behavior of nurses and to analyze the role of Emotional intelligence in work-related outcomes. The present study in explored on all aspects of work and work related issues affecting work efficiency and emotional intelligence of the nursing staff. The primary reasons for emotions at work place are heavy work load, working conditions. The solution to reduce the emotional levels of the nursing staff is clearly discussed in the study.
Reaching Families through Women and Reaching Community through Families - A Success Story of Women Empowerment in Kerala: The Case of Kudumbashree
Authors: Chirayath Susan , Chirayath Deepa 
Published: February 2012

Early and mid 1990s witnessed revolutionary changes in Kerala, the most important among them being the evolution of participatory development. Drawing strength from this innovative change and its success in the state, government of Kerala established ‘Kudumbashree’ mission on 17th May, 1998 to eradicate poverty from the state in ten years by empowering women through collective action. In order to facilitate collective action, three-tiered community based organizations of poor women, known as Community Development Societies (CDS), were formed as a part of capacity-building exercise. True vision of development, poverty alleviation and empowerment differentiate the functioning of Kudumbashree from all other poverty alleviation programs implemented in the third world countries. The entire concept of Kudumbashree is based on the economic empowerment of indigent masses particularly the poor women of Kerala.