CELEBRATING NMA Affiliated to All India Management Association | Established in 2013 Trust Registration No.: GUJ/687/Navsari | Website: www.navsarima.org AN INITIATIVE OF September 2018 ITS MEANINGFUL VOCATIONAL SERVICES ALL INDIA MANAGEMENT ASSOCIATION HAS CONFERRED UPON AN AWARD TO NMA AS THE “MOST IMPROVED LMA FOR 2017-18”
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CELEBRATINGNMA
Affiliated to All India Management Association | Established in 2013Trust Registration No.: GUJ/687/Navsari | Website: www.navsarima.org
AN INITIATIVE OFSeptember 2018
ITSMEANINGFUL VOCATIONALSERVICES
ALL INDIA MANAGEMENT ASSOCIATION HAS CONFERRED UPON AN AWARD TO NMA AS THE
AWARDED TO NMA AS THE“MOST IMPROVED LMA FOR 2017-18”
142PROGRAMMES PARTICIPANTS
26000+*As on September, 2018
PILLARS OF NMA
Just an idea is simply a wish, the right execution at the right time will lead to its success. He has always been instrumental in bringing the right man at the right place so that the work doesn't get affected. It's due to his rigorous attitude and positive approach that NMA could make a mark for itself.
Heading strategy division with an ever positive and progressive bent of mind, he has always ensured that all the issues get resolved and made sure that everything is in apple pie order. A man like him can motivate and inspire the team to the core so that things beyond expectation can be achieved easily.
It is rightly said that every big thing starts with an idea. He is the man behind the different out of the box ideas which ultimately lead to its growth and popularity of NMA. Always upfront to new development and changes, he held the nerves when it was needed the most and was indeed the turning point whenever it mattered.
Mr Haardik NayakThe idea generatorwith a difference
HON. SECRETARY
Dear friends,
I am happy to inform you that the year 2017-18 was full of multiple activities. Our President Jignesh Desai has put NMA to the next level and with the support of all EC / GC members we could achieve goal of planned activities. I thank you all for your support and
participation.
I would like to mention a special note of our mega event under the guidance of AIMA i.e. SYMP. We did it on 20th January 2018 & it has make long lasting image of our NMA. I Thank you AIMA for continues support & guidance to us.
Mr Prashant Parekh
Mr Lalit PandyaThe executor par excellence
Dr Dineshchandra JoshiThe strategist beyond limit
PRESIDENT
Dear Friends,
With the blessings of the Almighty, I humbly put down these lines.
It is indeed a matter of personal joy and success that I took over as the president of Navsari Management Association after being a part of this prestigious organization since its inception. I shall endeavor to carry forward the high standards set by my predecessors and
serve this prestigious office to the best of my ability.
I am aware of the fact that we are going to face the daunting task of improving our standards of different projects viz NMA Talk, NMA Workshops, NMA Conclaves, NMA School Forum, NMA Youth Talk, NMA Books Review, NMA Certificate Courses, NMA Visits, NMA Awards, etc. Also greater emphasis would be levied on programs associated with Child Development, Youth Development and Skills Development. Every effort, small or large, will go a long way in achieving the goal of developing Caring N Confident community.
India, being the home of maximum number of youths across the globe can be taken to newer heights if propelled properly. It's high time for
us to tap this opportunity and channelize this untapped energy in the best possible manner.
The chief aim of NMA would be to initiate significant activities by bringing different stakeholders on a common platform and bridge this gulf between business and employability. Special vocational programmes and skill improvement for youth will be strongly taken forward. As a responsible entity NMA would ensure that all the participants of its various functions use and share their knowledge, thoughts, and skills effectively for their own and common good.
It was the strong will, vision and determination from the pillars of NMA i.e. Mr Haardik Nayak, Mr Lalit Pandya and Dr Dineshchandra Joshi that has brought laurels to NMA. The smooth functioning of the association is ensured as it is in the safe and experienced hands of secretary Mr Prashant Parekh and other skilled GC/EC members. With all your unconditional love and support we can surely "bring a significant difference with abundant scope and opportunities".
With love and regards
Jignesh Desai
03
Padmashri Dr. Y. S. RajanNoted Scientist
Bangalore
Dr. Shailesh NaikISRO-Ex Chairman
New Delhi
Anupam KherFilm ActorMumbai
Kalyan BanerjeePast President
Rotary International
Dr. Pawan AgarwalInternational Motivational Speaker,
Author & Educationist, Mumbai
Firdose Vandriwala Past President
AIMA
Tushar JaniFormer ChairmanBlue Dart Limites
Rajiv VastupalChairman - FICCI (Gujarat)
Past President - AIMA
Hrishikesh MafatlalChairman - Arvind Mafatlal
Group of Companies
Lakshmi Narayan TripathiTrans gender & Human Right
Activist, Mumbai
Anil BokilDemonetization
Found-Arthakranti, Pune
Guruji Ajit TelangManagement Consultant
Pune
Swami AmrutvandandasjiSpiritual GuruBAPS-Mumbai
Guruji NarayanaManagement Consultant
& Author, Baroda
Radhakrishna PillaiManagement Consultant
& Author, Mumbai
Piyushbhai DesaiMLA - Navsari
Remya MohanEx-Collector of Navsari Dist.
Bhagyesh Jha (IAS)Gov. of Gujarat, Gandhinagar
Dr. Jay Narayan VyasEminent Economist & thinker
Ahmedabad
Sunil ParekhInnovation Incubators,Stratagy
Corporate Consulting. A’bad
Nilesh ShahKotak Mahindra AMC
Mumbai
Subhash LakhotiaTax Guru
New Delhi
Mr. D. P. SinghExecutive DirectorSBI Mutual Fund
Mr. Takeda SanHead-Corporate Strategy,
Reliance Mutual, Japan
Prof. Parimal Marchant Director-SP Jain Institute of Mgmt. & Research, Mumbai
Jay VasavdaAuthor & Speaker
Rajkot
Jagdish JoshiManagement Consultant
& Author, Mumbai
Rama MoondraTrainer & Author
Ahmedabad
Aseem ShrivastavManagement Consultant
Life Coach, Puna
Dr. Rekha ShettyManagement Consultant
& Author, Chennai
VIPS AT NMA
04
Justice N Santosh HedgeFormer Lokayukta,
Government of Karnataka
Ambassador Deepak VohraVeteran Diplomat &
Television Personality
Dr. Shikha Nehru Sharma Founder - Nutri Health
Systems Pvt. Ltd
Mr. Raghunath MedgePresident: Mumbai
Dabbawala Association
Mr. Vinit Agarwal Managing Director at Transport
Corporation of India Ltd.
Dr. Arokiaswami VelumaniCreator of Thyrocare
Technologies Ltd.
Mr. Mathurbhai Savani Padma Shri Award Winner
Harshal PushkarnaJournalist, Author, Publisher
Dr. Manoj DesaiGeneral Physician,
Orthopaedic Surgeon
Mr. Vasant DhobleEX. ACP Mumbai Police
Mr. Vikas Chawda(BE, MBA - Marketing)
Corporate Trainer
Tanmay Shah(Founder & CEO,
Friday Fiction Films)
Shri Suresh Pandit Mr. Sid ShahBusiness Coach & Life Coach from
the Napoleon Hill Foundation-USA
Mr. Hiren VakilCorporate Trainer &
Management Consultant
Mr. Jameer MokashiFaculty & Content Developer,
Sumances Consultrainers P. Ltd.
Mr. Chandramauli PathakInternational expert in entrepren-eurship and certified trainer of ILO
Mr. Vijay DesaiFounder, Abhigam Marketing
and Marketing Consultants
Mr. Pramod PalekarManaging Director,
Sumances Consultrainers P. Ltd.
Dr. Parag ShahHOD, Psychiatry Department
SMIMER Medical College, Surat
Mr. Dinesh SevakTrainer and Consultant
Mr. Raj GandhiEquity Analyst,
SBI Mutual Fund
Dr. Asawari Uday BapatM.A. - Sanskrit, B.A. - Sociology
Ph.D. University of Mumbai
Shri Arun Modi Management Consultant
and Trainer
Mr. Karan DattaNational Sales Head,
Axis Mutual Fund
Dr. Prashant BhimaniConsulting Psychologist
Mr. Hetal YagnikComputer Expert & Trainer
Mr. Abhay DesaiGST Consultant
Dr. Suyash BhattFinance Expert
Ms. Renu Dalal Cook Book Writer
05
VIPS AT NMA
SYMP Event at J N Tata HallPerformance Excellence by Pramod Palekar
Annual General Meeting - 29.8.2018 at AST Hall
Time Mang. in New Millenium by Mr. Sid Shah
Book launching of "Param Vir Chkra" at Tata Hall
Aavti Kalni Duniya Mari Drashti E by Manoj Desai
NMA Talk by ACP (Ex) Mr. Vasant Dhoble
Jal hai To kal Hai Talk by Mathurbhai Savani
I Dare to Dream by Dr. A Velumani
Kautilya's Management Mantra by Dr. Asawari Bapat
World Class House Keeping by Arun ModiNew Age selling and Marketing by Vikas Chawda Smart Parents, Children, Phones by Dr. Parag Shah
Industrial Visit to Schmitten Chocolate Factory
NMA School Forum at Rankuwa
PHOTO GALLERY 2017-2018
06
GREAT MANAGEMENT GURU’S
A 60 year old classic. You can go after the job you want…and get it! You can take the job you have…and improve it! You can take
any situation you’re in…and make it work for you! A must read for managers, employees…anyone. Since its release in 1936, How
to Win Friends and Influence People has sold more than 15 million copies. Dale Carnegie’s first book is a timeless bestseller,
packed with rock-solid advice that has carried thousands of now famous people up the ladder of success in their business and
personal lives. As relevant as ever before, Dale Carnegie’s principles endure, and will help you achieve your maximum potential
in the complex and competitive modern age. Learn the six ways to make people like you, the twelve ways to win people to your
way of thinking, and the nine ways to change people without arousing resentment.
Dale Carnegie
DEVELOP SUCCESS FROM FAILURES. DISCOURAGEMENT AND FAILURE ARE TWO OF THE SUREST STEPPING STONES TO SUCCESS.
Management is an organized body of knowledge. “This book,” in Peter Drucker’s words, “tries to equip the manager with the
understanding, the thinking, the knowledge and the skills for today’s and also tomorrow’s jobs.”
This management classic has been developed and tested during more than thirty years of teaching management in universities,
in executive programs and seminars and through the author’s close work with managers as a consultant for large and small
businesses, government agencies, hospitals and schools. Drucker discusses the tools and techniques of successful management
practice that have been proven effective, and he makes them meaningful and easily accessible.
Tom Rath
IF YOU SPEND YOUR LIFE TRYING TO BE GOOD AT EVERYTHING, YOU WILL NEVER BE GREAT AT ANYTHING.
Management is an organized body of knowledge. “This book,” in Peter Drucker’s words, “tries to equip the manager with the
understanding, the thinking, the knowledge and the skills for today’s and also tomorrow’s jobs.”
This management classic has been developed and tested during more than thirty years of teaching management in universities,
in executive programs and seminars and through the author’s close work with managers as a consultant for large and small
businesses, government agencies, hospitals and schools. Drucker discusses the tools and techniques of successful management
practice that have been proven effective, and he makes them meaningful and easily accessible.
Peter Drucker
MANAGEMENT IS DOING THINGS RIGHT; LEADERSHIP IS DOING THE RIGHT THINGS.
07
In this revolutionary bestseller, Harvard professor Clayton M. Christensen says outstanding companies can do everything right
and still lose their market leadership - or worse, disappear completely. And he not only proves what he says, he tells others how
to avoid a similar fate. Focusing on “disruptive technology” - the Honda Super Cub, Intel’s 8088 processor, or the hydraulic
excavator, for example - Christensen shows why most companies miss “the next great wave.” Whether in electronics or retailing,
a successful company with established products will get pushed aside unless managers know when to abandon traditional
business practices. Using the lessons of successes and failures from leading companies, “The Innovator’s Dilemma” presents a set
of rules for capitalizing on the phenomenon of disruptive innovation.
Clayton Christensen
THERE ARE THREE TYPES OF INNOVATIONS THAT AFFECT JOBS AND CAPITAL: EMPOWERING INNOVATIONS, SUSTAINING INNOVATIONS AND EFFICIENCY INNOVATIONS.
In The 7 Habits of Highly Effective People, author Stephen R. Covey presents a holistic, integrated, principle-centered approach
for solving personal and professional problems.
With penetrating insights and pointed anecdotes, Covey reveals a step-by-step pathway for living with fairness, integrity, service,
and human dignity - principles that give us the security to adapt to change and the wisdom and power to take advantage of the
opportunities that change creates.
Stephen R. Covey
EMPLOYERS & BUSINESS LEADERS NEED PEOPLE WHO CAN THINK FOR THEMSELVES - WHO CAN TAKE
INITIATIVE AND BE THE SOLUTION TO PROBLEMS.
The essential complement to the path-breaking book Competitive Strategy, Michael E. Porter’s Competitive Advantage explores
the underpinnings of competitive advantage in the individual firm. Competitive Advantage introduces a whole new way of
understanding what a firm does. Porter’s groundbreaking concept of the value chain disaggregates a company into “activities,”
or the discrete functions or processes that represent the elemental building blocks of competitive advantage. Now an essential
part of international business thinking, Competitive Advantage takes strategy from broad vision to an internally consistent
configuration of activities. Its powerful framework provides the tools to understand the drivers of cost and a company’s relative
cost position. Porter’s value chain enables managers to isolate the underlying sources of buyer value that will command a
premium price, and the reasons why one product or service substitutes for another.
IF A STRATEGY MEETS A GOAL: IT'S WORKING. IF A STRATEGY MEETS A TARGET: IT'S A SUCCESS.
Michael E. Porter
08
In 1982, business guru Tom Peters co-authored In Search of Excellence, one of the most influential business guides of all time.
More recently, through 400 seminars in 47 states and 22 countries, Peters reexamined, refined and reinvented his views on
innovation–the #1 survival strategy, he asserts, for businesses of the next millennium.
Tom Peters
THE MAGIC FORMULA THAT SUCCESSFULBUSINESSES HAVE DISCOVERED IS TO TREAT CUSTOMERS LIKE GUESTS AND EMPLOYEES LIKE PEOPLE.
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how
long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning. But what about the
company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve
enduring greatness? For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and
convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics
that cause a company to go from good to great?
James C. Collins
BUILDING A VISIONARY COMPANY REQUIRES ONE PERCENT VISION AND
99 PERCENT ALIGNMENT.
Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The
timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.”
According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of
governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management
based on his famous 14 Points for Management. Management’s failure to plan for the future, he claims, brings about loss of
market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative
plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and
service. In simple, direct language, he explains the principles of management transformation and how to apply them.
NO ONE KNOWS THE COST OF A DEFECTIVE PRODUCT - DON'T TELL ME YOU DO. YOU KNOW THE COST OF REPLACING IT, BUT NOT THE COST OF A DISSATISFIED CUSTOMER.W. Edwards Deming
09
How well do you think? Your success may depend on it.
Six Thinking Hats can help you think better-with its practical and uniquely positive approach to making decisions and exploring
new ideas. It is an approach that thousands of business managers, educators, and government leaders around the world have
already adopted with great success.
“The main difficulty of thinking is confusion,” writes Edward de Bono, long recognized as the foremost international authority on
conceptual thinking and on the teaching of thinking as a skill. “We try to do too much at once. Emotions, information, logic, hope,
and creativity all crowd in on us. It is like juggling with too many balls.”
Edward De Bono
CREATIVITY INVOLVES BREAKING OUTOF ESTABLISHED PATTERNS IN ORDER TOLOOK AT THINGS IN A DIFFERENT WAY.
In “The Five Dysfunctions of a Team” Patrick Lencioni offers a leadership fable that is as enthralling and instructive as his first two
best-selling books, “The Five Temptations of a CEO” and “The Four Obsessions of an Extraordinary Executive.” This time, he turns his keen
intellect and storytelling power to the fascinating, complex world of teams. Kathryn Petersen, Decision Tech’s CEO, faces the ultimate
leadership crisis: Uniting a team in such disarray that it threatens to bring down the entire company. Will she succeed? Will she be fired?
Will the company fail?
Lencioni’s utterly gripping tale serves as a timeless reminder that leadership requires as much courage as it does insight. Throughout
the story, Lencioni reveals the five dysfunctions which go to the very heart of why teams even the best ones-often struggle.
Patrick Lencioni
NOT FINANCE. NOT STRATEGY. NOT TECHNOLOGY. IT IS TEAMWORK THAT REMAINS
THE ULTIMATE COMPETITIVE ADVANTAGE, BOTH BECAUSE IT IS SO POWERFUL AND SO RARE.
“The Great Game of Business” started a business revolution by introducing the world to open-book management, a new way of
running a business that created unprecedented profit and employee engagement.
The revised and updated edition of “The Great Game of Business” lays out an entirely different way of running a company. It
wasn’t dreamed up in an executive think tank or an Ivy League business school or around the conference table by big-time
consultants. It was forged on the factory floors of the heartland by ordinary folks hoping to figure out how to save their jobs
when their parent company, International Harvester, went down the tubes.
COMMUNICATING IS ONE OF THE MOST DIFFICULT CHALLENGES IN ANY BUSINESS, BECAUSE PEOPLE HEAR WHAT THEY WANT TO HEAR.
Jack Stack
10
The true secret of high achievers is that they know how to find their ”focal point” - he one thing they should do, at any given
moment, to get the best possible results in each area of their lives. In “Focal Point,” Tracy brings together the very best ideas on
personal management into a simple, easy-to-use plan. ”Focal Point” helps readers analyze their lives in seven key areas and
shows them how to develop focused goals and plans in each.
Brian Tracy
MOVE OUT OF YOUR COMFORT ZONE.YOU CAN ONLY GROW IF YOU ARE WILLINGTO FEEL AWKWARD AND UNCOMFORTABLEWHEN YOU TRY SOMETHING NEW.
Game theory means rigorous strategic thinking. It’s the art of anticipating your opponent’s next moves, knowing full well that
your rival is trying to do the same thing to you. Though parts of game theory involve simple common sense, much is
counterintuitive, and it can only be mastered by developing a new way of seeing the world.
Using a diverse array of rich case studies-from pop culture, TV, movies, sports, politics, and history-the authors show how nearly
every business and personal interaction has a game-theory component to it. Are the winners of reality-TV contests instinctive
game theorists? Do big-time investors see things that most people miss? What do great poker players know that you don’t?
Mastering game theory will make you more successful in business and life, and this lively book is the key to that mastery.
R. L. Wing
A PERSON WHO IS PREPAREDFOR MOMENTOUS TIMES WILL SURVIVE THEM
UNSCATHED & EMERGE EVEN STRONGER.
“Leadership should mean giving control rather than taking control and creating leaders rather than forging followers.” David
Marquet, an experienced Navy officer, was used to giving orders. As newly appointed captain of the USS Santa Fe, a
nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress
environment, where there is no margin for error, it was crucial his men did their job and did it well.
But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. Marquet acted like any other
captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the
order wasn’t challenged, the answer was “Because you told me to.” Marquet realized he was leading in a culture of followers, and
they were all in danger unless they fundamentally changed the way they did things.
ONE OF THE THINGS THAT LIMITSOUR LEARNING IS OUR BELIEF THAT WE ALREADY KNOW SOMETHING.
L. David Marquet
11
Another classic, even today. It seems, at first glance, like an obvious step to take to improve industrial productivity: one should simply
watch workers at work in order to learn how they actually do their jobs. But American engineer Frederick Winslow Taylor (1856-1915)
broke new ground with this 1919 essay, in which he applied the rigors of scientific observation to such labor as shoveling and bricklayer
in order to streamline their work… and bring a sense of logic and practicality to the management of that work.
This highly influential book, must-reading for anyone seeking to understand modern management practices, puts lie to such
misconceptions that making industrial processes more efficient increases unemployment and that shorter workdays decrease
productivity. And it laid the foundations for the discipline of management to be studied, taught, and applied with methodical
precision.
Frederick WinslowTaylor
IN THE PAST THE MAN HAS BEEN FIRST;IN THE FUTURE THE SYSTEM MUST BE FIRST... THE FIRST OBJECT OF ANY GOOD SYSTEM MUST BE THAT OF DEVELOPING FIRST CLASS MEN.
It is impossible in a bare outline to do anything like justice to the subtlety (if also, sometimes, the prolixity) of the argument and
to the wealth of telling instances with which it is illustrated. The argument is not dogmatic or rigid and allows plenty of room for
deviations, variants, and exceptions…. There is no doubt that this is a book of first-class importance…significant, not only for its
substantive conclusions, original though these are, but as an example of the way in which fruitful relations can be established
between economic and business history.”
This book shows how the seventy largest corporations in America have dealt with a single economic problem: the effective
administration of an expanding business. The author summarizes the history of the expansion of the nation’s largest industries
during the past hundred years and then examines in depth the modern decentralized corporate structure as it was developed
independently by four companies–du Pont, General Motors, Standard Oil (New Jersey), and Sears, Roebuck.