of the interview. We started shoot- ing our questions and received an answer very effectively in a much simpler language. QUESTIONS : Jayachandran J: How do you perceive management, Sir? Mr. R. Vijaya Kumar: I perceive that management is how I manage myself and how do I utilize the available resources to achieve the objectives. Ms. Lavanya: Sir, every one has his\ her management style, so what is yours management style? There was a time when we were watching interviews ‗of eminent personalities from NDTV, CNN-IBM that really made a lot of excitement and inspiration within our beings. Now the time has come for the management students at VelTech Ranga Sanku Arts College to experience the same excitement and inspiration in term of interview- ing the eminent personality We feel excited, when our appointment was confirmed by Mr. R. Vijaya Kumar, Director of Madras Management Association Yes…under the guidance of MBA Faculty,, an interviewing young managers crew was formed . The members of the crew were Ms Lavayana, Mr Jeyachandran Ms Yuvashree and Nelson, as soon as we reached MMA at thoraipakkam. Ms. Revathi (MMA Manager ) directed us to Mr. R. Vijaya Kumar, who whole heartedly invited us. Mr Vijaykumar was a magnanimous, hard working and multifaceted person which our crew experienced in and through his activities amidst Brisk Corporate Services is a fast-growing global player in Management Assurance. They are dedicated in improving quality of business processes in their client organizations . It was a pleasant day when we stepped into Brisk, Mr.VINOD the Project Head for Brisk Division welcomed us cordially. There was briefing given to us on the work to be performed in a week period which was our duration for Intern- ship. The initial work looked simpler as the first step was to find the profit and loss statement, balance sheet statement in an annual report. The balance sheet which was in a Microsoft word format had to be converted into an excel format for the purpose of analyzing which becomes the second step. We thought it was an uncomplicated work and we were quite happy . But surprisingly we found many hurdles in performing the work directly and indirectly. On one hand Mr Kot- teswaran.k (One of our student) took ownership of assisting the team in case of discrepancies with respect to Systems. On the other hand Ms. Kavitha (One of our other stu- dent) was helping in work regard- ing finance. Each person was given a target of 30 companies‘ annual reports. All the students in the team work efficiently and completed the task successfully. INTERVIEW WITH MR. R. VIJAYA KUMAR (DIRECTOR OF MMA) INSIDE THE OFFICE MMA INTERNSHIP 2 B’RISK INTERN- SHIP 3 MANAGEMENT QUOTES 4 BOSS & LEADER 5 QUALITY IN BUSINESS 5 iPad FOR BUSINESS 6 ASIAN CUSTOMER 6 INTERNSHIP EXPERIENCE IN B’ Risk Corporate Services BUSINESS MANAGEMENT STUDENTS NEWSLETTER 29-02-2012,WEDNESDAY FOUNDER & CHAN- CELLOR: COL. DR.R.RANGARAJAN FOUNDER & VICE- CHAIRMAN: DR.MRS.SAKUNTHAL A RANGARAJAN. CHAIR PERSON MAN- AGING TRUSTEE: MRS.RANGARAJAN MAHALAKSHMI DIRECTOR: MR . K.V.D. KISHORE KUMAR FACULTY HEAD : DIRECTOR OF MBA DEPARTMENT: PROF. DR. NAMBIRAJAN SUDALAI. HOD : DR. Sugumar ( Financial MGT) Prof. S. Pandian (Production MGT) Asst. Prof. Mr. Bharath Kumar (Marketing MGT) Asst. Prof. Mr. Arunagiri (Human Resource MGT) Asst. Prof. Mr. Kaja Ameer (Computer Language for MGT) Asst. Prof. Mr. Arul Krishnan (Operation Research MGT) Asst. Prof. Ms. Ilamathi (Managerial Analysis MGT) Asst. Prof. Mr. P.Rajkumar (Business Communication MGT) VELTECH RANGA SANKU ARTS COLLEGE VOLUME 1, ISSUE 4 EXCELLENT KNOT GROWING FACULTY & STUDENTS TOGETHER 7 We are on Web http:// joinhelpinghands.dinstudio. com/ We are on Web www.oceanhrclub.dinst udio.com See Page 3... JOKE CORNER See Page 2...
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
of the interview. We started shoot-
ing our questions and received an
answer very effectively in a much
simpler language.
QUESTIONS : Jayachandran J:
How do you perceive management,
Sir?
Mr. R. Vijaya Kumar: I perceive
that management is how I manage
myself and how do I utilize the
available resources to achieve the
objectives.
Ms. Lavanya: Sir, every one has his\
her management style,
so what is yours
management
style?
There was a time when
we were watching interviews ‗of
eminent personalities from NDTV,
CNN-IBM that really made a lot of
excitement and inspiration within
our beings. Now the time has come
for the management students at
VelTech Ranga Sanku Arts College
to experience the same excitement
and inspiration in term of interview-
ing the eminent personality
We feel excited, when
our appointment was confirmed by
Mr. R. Vijaya Kumar, Director of
Madras Management Association
Yes…under the guidance of MBA
Faculty,, an interviewing young
managers crew was formed . The
members of the crew were Ms
Lavayana, Mr Jeyachandran Ms
Yuvashree and Nelson, as soon as
we reached MMA at thoraipakkam.
Ms. Revathi (MMA Manager )
directed us to Mr. R. Vijaya Kumar,
who whole heartedly invited us. Mr
Vijaykumar was a magnanimous,
hard working and multifaceted
person which our crew experienced
in and through his activities amidst
Brisk Corporate
Services is a fast-growing global
player in Management Assurance.
They are dedicated in improving
quality of business processes in
their client organizations .
It was a pleasant day
when we stepped into Brisk,
Mr.VINOD the Project Head for
Brisk Division welcomed us
cordially. There was briefing
given to us on the work to be
performed in a week period
which was our duration for Intern-
ship.
The initial work looked
simpler as the first step was to
find the profit and loss statement,
balance sheet statement in an
annual report.
The balance sheet
which was in a Microsoft word
format had to be converted into an
excel format for the purpose of
analyzing which becomes the
second step. We thought it was an
uncomplicated work and we were
quite happy . But surprisingly we
found many hurdles in performing
the work directly and indirectly.
On one hand Mr Kot-
teswaran.k (One of our student)
took ownership of assisting the
team in case of discrepancies with
respect to Systems.
On the other hand Ms.
Kavitha (One of our other stu-
dent) was helping in work regard-
ing finance.
Each person was given
a target of 30 companies‘ annual
reports.
All the students in the team work
efficiently and completed the task
successfully.
INTERVIEW WITH MR. R. VIJAYA KUMAR (DIRECTOR OF MMA)
I N S I D E T H E
O F F I C E
MMA INTERNSHIP 2
B’RISK INTERN-
SHIP 3
MANAGEMENT
QUOTES 4
BOSS & LEADER 5
QUALITY IN
BUSINESS 5
iPad FOR
BUSINESS 6
ASIAN CUSTOMER 6
INTERNSHIP EXPERIENCE IN B’ Risk Corporate Services
B U S I N E S S M A N A G E M E N T
S T U D E N T S N E W S L E T T E R
2 9 - 0 2 - 2 0 1 2 , W E D N E S D A Y
F O U N D E R & C H A N -
C E L L O R : C O L .
D R . R . R A N G A R A J A N
F O U N D E R & V I C E -
C H A I R M A N :
D R . M R S . S A K U N T H A L
A R A N G A R A J A N .
C H A I R P E R S O N M A N -
A G I N G T R U S T E E :
M R S . R A N G A R A J A N
M A H A L A K S H M I
D I R E C T O R : M R . K . V . D .
K I S H O R E K U M A R
F A C U L T Y H E A D :
D I R E C T O R O F M B A
D E P A R T M E N T : P R O F .
D R . N A M B I R A J A N
S U D A L A I .
HOD : DR. Sugumar ( Financial
MGT)
Prof. S. Pandian
(Production MGT)
Asst. Prof. Mr. Bharath Kumar
(Marketing MGT)
Asst. Prof. Mr. Arunagiri (Human
Resource MGT)
Asst. Prof. Mr. Kaja Ameer
(Computer Language for MGT)
Asst. Prof. Mr. Arul Krishnan
(Operation Research MGT)
Asst. Prof. Ms. Ilamathi
(Managerial Analysis MGT)
Asst. Prof. Mr. P.Rajkumar
(Business Communication MGT)
V E L T E C H R A N G A S A N K U A R T S C O L L E G E
V O L U M E 1 , I S S U E 4
EXCELLENT KNOT GROWING FACULTY & STUDENTS TOGETHER
lated for our performance and were advised on our improvi-
sation for a perfect future.
Our team did an analysis of more than 200
company‘s position in market.
We did analyses on gross
profit ratio, revenue per em-ployee, man power cost, In-
ventory as % of Total Assets, raw material cost, investment
etc,. Which gave us an im-
mense knowledge on the current market.
We take this op-
portunity to express our
gratitude to our Prof Mr.
Bharath Kumar for helping
us in sourcing a financial
company for our inetrnship
We On behalf of
Management, faculty, man-
agement students give our
special thanks to Mr. Kalyan
G Kumar Head Founder
and CEO of Brisk Corporate
Services and Mr. Vinod Pro-
ject Head for Brisk Division
who gave us this professional
exposure.
-By R. Nasuruddin &
Divya N 1st year MBA
ernment of Tamilnadu, as
members.
The association had 6000
members such as management
students and corporate people
etc., and compulsorily they
conducts 500 convention pro-
grams in each and every year.
Internship period: During the internship period, MMA conducted the Annual conven-tion 2012 which was named
as ―Re- inventing India‖. The program was held on 18th Feb. 2012 at Taj Coromandel hotel. We learned about how to organize an event in the management. The team-work played a vital role in the convention. Each day we shared our work to organize
the function.
In the convention
program I was given a role in
reception committee, where I
was inviting the MMA mem-
bers who are top management
people as this convention was
specially focused for the top
level managers. Nearly 1500
professionals were invited for
this convention and arranged
the mandates. As apart of my
responsibility I was updating
the member‘s profiles and I
also took In charge of PPT
presentation with regards to
the convention.
I got the internship
training in Madras manage-ment association for a week, which was very useful to
know about their functions in
the internal management.
About madras management association: Madras Manage-ment Association (MMA) was established in 1956 with the prime objective of promoting management education, train-
ing and development activities in this part of the country. The vision of MMA is "To be the Fountainhead of Worldclass Management Excellence in India". The Madras Management Association is the largest
affiliate association of the All India Management Associa-tion (AIMA) in the country and has been awarded ―National Excellence Award‖ for 2007-08 for winning the Best Local Management As-sociation in India for five
consecutive years. MMA has been adjudged as the Best Local Management Associa-tion by AIMA for the year
2009-10.
Apart from corporate leaders,
MMA has, in its Managing
Committee, the Vice Chancel-
lors of Madras University &
Anna University, the Direc-
tors of IIT Madras and IFMR
and the Chief Secretary, Gov-
Annual convention 2012 theme: In the final day of the internship we assembled in Taj Coromandel Hotel for the an-nual convention. We acted as
organizers on behalf of MMA. The registration process already informed to the members through e-mail. If they failed to register them-selves in the convention, the committee gave the facility of the spot registration, where the
member can directly register it for convention.
The registration fees
for the corporate members:
Rs.1800 and for the student
members: Rs.1000 for each
and the non-members, non-
student member, academic
member‘s registration fees are
different from that of above
said other two categories..
There are four special ses-
sions in the convention: Special session 1: renewing governance Special session 2: Realizing inclusiveness
Special session 3: Recharging innovation Special session 4: Re-building capabilities
Special session 5: Re-building
Values
Great legends in the
corporate world really made
these sessions meaningful one
through their speeches.
-By Hari Priya D, 1st
year MBA E X C E L L E N T K N O T
Technology
has
comma,,,
P A G E 3 V E L T E C H R A N G A
Mr. R. Vijaya Kumar: My manage-
ment style comes from 31 yrs of army
experience, where people manage-
ment is very prominent. It is to make
sub-ordinates fathom their potential
and passionate towards organizational
goal. Sometimes there is chance,
where the people get corrupted emo-
tionally but do never mind rather treat
everything like a game, finds rules
and play it meticulously. Playing by
rules of law that is the style of man-
agement, I follow.
Nelson A: Sir, Can you tell us about
Modern trend Management chal-
lenge?
Mr. R. Vijaya Kumar: The biggest
challenge in the modern management
is that people management. One has
to be highly technical, highly knowl-
edgeable, need innovative practices
and update of what is happening in
the world of corporate is very impor-
tant. Here I would like to pinpoint
MBA students that they should have
aspirations. If Aspirations are not met,
it will be disappointed. So Win the
aspirations of the people.
Yuva Shree R: Sir, how do you evalu-
ate success?
Mr. R. Vijaya Kumar: Success has
different meaning for different peo-
ple. Now I evaluate success what I
achieved towards organization. Nor-
mally success is measurable and non-
measurable.
My success will be meas-
ured by those who follow me. To be
very successful, you should always
look at your subordinates, are they
developed and come into main
stream. They may be leaders of to-
morrow. (if people remember me
after my period is also a great suc-
cess for me) .
Jayachandran J: Being a Director of
MMA, what is the most difficult
decision to make?
Mr. R. Vijaya Kumar: I believe that
you should stick on to the decision
when it comes to the quality of sub-
ordinates. Every decision has to be
made accordingly to the needs and
demand also considering the situa-
tions. (Always never appreciate un-
derperformance)
So if you appreciate ineffi-
cient subordinates then it is going to
be mess. Even A good performer
will get discouraged and dissatisfied.
So don‘t encourage non performer,
boldly tell the guy that you are not in
the track. You are not performing
well and giving him a good feed
back that should expose good
leader in you.
Ms. Lavanya: Sir, Can you share
your thoughts on how the top man-
agement should be?
Mr. R. Vijaya Kumar: I am very
privileged to be with a lot of corpo-
rate heads, so I have noticed some
CEO‘s who are absolute profession-
als, first they listen and then decide.
They always look for innovations.
They also mind that everybody per-
forms well. They are updated with
every nook and corner of business.
(Know you‘re strengths and also
your enemy strengths it‘s very im-
portant for a top leader)
Yuva Shree R: What are common
problem exist between superior and
sub-ordinates in an organization?
Mr. R. Vijaya Kumar: I won‘t say
that there is a common problem exist
between supervisor and subordi-
nates. A problem will arise only
when there are different opinions be-
tween superior and sub-ordinates. (as
a leader you may not have any friends
but you should not have any enemy).
A leader should always stands by
his\her good decisions. if you do it,
you will never make any mistakes.
Jayachandran J: How do you differ-
entiate B-School and University MBA
students in career?
Mr. R. Vijaya Kumar: The B-school
students get placed and get good sal-ary because of one simple reason is
that all the time they perform well under pressure and competitive spirit
and their remarkable performance in all levels makes them big . Today
companies look for experiences of student in terms of his/her academic
exposures. As a student he/she should be concerned what experience you
have gained is essential.
I want to appreciate your newsletter, where you take a serious
task and try to do it. Take a list of companies that are not coming to uni-
versity affiliated colleges for place-ment and make them your worthwhile
CREATING QUALITY CULTURE IN BUSINESS BY YESHWANTH RAHUL M.
Creating a quality culture
within your business is not as difficult
as it may seem but it can require a shift
in thinking. Quality can no longer be
defined by international standards or
statistical measures of defects alone.
Today quality is defined by the cus-
tomer and delighting the customer must
be the focus of a quality culture.
Traditionally quality has
been defined by statistical measures of
error rates and quality improvement
has been focused on reducing variation
in linear processes and eliminating
errors in production. These measures of
quality have been imposed from the top
down with little input from front line
staff.
Producing a perfect product
according to internal standards how-
ever does not guarantee the product
will meet customer expectations of
quality.
Any cultural change re-
quires engagement and ownership by
all levels of staff within an organiza-
tion. When the customer perspective is
made central to the definition of quality
it makes sense to use front line staff to
be the architects of a quality culture.
It is the front line staff in your
business who has the most frequent contact
with your customers.
They engage on a personal level
and obtain information that cannot be gained
from impersonal surveys. They have inti-
mate knowledge of what is required to meet
and exceed customer expectations.
Often front line staff are resistant
to change. This resistance is not because
they want to keep the status quo but because
they have been through multiple change
programs, driven from the top that had little
impact and fewer results.
Taking a practical approach that
involves staff and recognizes the value of
their knowledge will engage staff more
quickly than a business wide conceptual
launch of a new change program.
Steps to introducing a quality culture.
Step 1: Set up discussion groups
of front line staff with the specific purpose
of identifying the three most common com-
plaints by customers from a front line per-
spective.
Step 2: Conduct workshops with
front line staff to precisely define the prob-
lems and create solutions.
Prepare action plans to present to
management for approval to proceed. It is
important that the decision is made at the close
of the workshop so action to implement can
take place immediately.
Step 3: Empower front line staff by
delegating the necessary authority for them to
implement the solutions. Action plans require
clear responsibilities, accountable drivers,
identified sponsors and an implementation
deadline within three months.
Step 4: Encourage regular discus-
sions about current customer dissatisfaction
and provide permission for front line staff to
take action.
This tactical approach allows staff to take control over improving qual-ity for the customer. They will see and receive credit for the improvements and rather than being an intangible concept, im-proving quality will become embedded
as a way of doing business. Source : New Global India (Magazine)
Havas Media shows that con-sumers in fast-growing econo-mies have a meaningfully
more positive view of brands than is the case among those in more mature markets. From a global per-spective, the ‗Meaningful Brands‘ report, now in its
fourth year, presents a picture of the role of brands in peo-ple‘s lives. Just 20% of brands have actual positive impact on the lives of consumers overall. They also indicated that they would not be both-
ered if 70% of brands stopped to exist altogether. Continued uncer-tainty towards Corporate So-cial Responsibility (CSR) was also clear: more than 70% felt most companies only engaged in CSR initiatives to improve
their own image. Just 12%
said they trusted company activity in the area of CSR. However, in China for example, 57% of partici-
pants said that brands made a ―important positive contribution‖ to their lives. In addition, 84% of respondents in China and 74% in India said they felt companies had greater responsibility than the government to solve social
and environmental issues. With regard to CSR, 74% of respondents in China and 62% in India said they would pay 10% more for goods from brands deemed to be genuinely socially and
environmentally responsible; and 95% of respondents in China and 85% in India said they were more liable to trust companies with responsible or social outlines more than those without.
Yet the level of enablement consumers was shown to have failed on last year in China and remained stable in India: 64% of Chi-
nese respondents and 71% in India said they felt they could make a difference to company behaviour. Vishnu Mohan, chief executive of havas Me-dia Asia-Pacific, said the aim
of the survey had been to identify and correct the dis-connection between brands and consumers. He pointed to a connection between brands that were deemed to be of genuine value by consumers and positive stock market
performance. However, he out-lined the best advice for brands as "to move from be-ing of [financial] value to having [strong cultural and ethical] values".