Uday Salunkhe awarded Best Teacher by Higher Education Forum

Dr uday Salunkhe was awarded for his contribution in creating a global higher education institute in India

The Higher Education Forum (HEF), a voluntary non-profit group of individuals aiming at bringing reforms in higher education, has awarded Professor Dr Uday Salunkhe, Group Director, Welingkar Institute of Management, as the best teacher under the category of Global Leadership, considering his immense contribution to create a global higher education institution in India.

Renowned mentors such as Professor AK Sengupta of the HEF, Dr Kondap of Narsee Monjee Institute of Management Studies, Dr R Natrajan, Spiritual Guru Jaya Row - Vedanta, Professor YK Bhushan and Dr Indu Sahani - HR College, were the chief guests who felicitated the awardees.

Dr Salunkhe said, "Innovation is the basis of learning and real learning happens outside the classrooms. An institution should constantly strive to explore leadership elements in its teachers who are the driving force of that organisation. I am extremely honored by being associated with this profession of teaching from past several years."

Professor AK Sengupta, Founder, HEF, said, "It is very inspiring to witness how Dr Salunkhe has transformed Welingkar Institute into a globally vibrant institution. Right from the state-of-the-art infrastructure, quality teachers, student exchange programmes to innovative courses; Welinkar School has reached the stature of an institute having global excellence. We are inspired by the innovations brought about in teaching pedagogy by eminent teachers like Dr Salunkhe."

For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe: Write your own Success Story This Year

A student who has worked extremely hard, borne the tension and stress to prepare for a highly competitive exam like SSC or HSC is likely to get devastated on seeing his pathetic result .All around him are the ‘Topers’ and ‘Super achievers’, who were his peers till a few moments ago, busy ‘celebrating’ their success with their families and are glorified by the media. Soon they will be on their way to the best colleges in town and onto the paths of successful careers. And here is a failure…A looser .What is he supposed to do? Doubt, fear and depression will overcome him. His heart is dark with a sense of isolation, loss of self-esteem, and a chance rude remark from a family member will drive him take the final fatal step. Failure is a temporary setback. Success and failure are two sides of a coin. Change is a rule of nature. So Never let yesterday's disappointments overshadow tomorrow's dreams. Most successful people take learning from their failures and use them to build the foundation of their success stories. Relax, Rethink and Reorganize Failure is often the result of misplaced priorities. In order to get what it is you want in life you have to appreciate what you have. Analyse your strengths and weaknesses .To appreciate what you have you must see and think about in a positive manner. So remove the negative sounding words and phrases from your vocabulary, your psyche. There is something positive to be taken from every experience in life; the challenge is really to find that positive aspect. Remember when one door closes, many more are waiting to be opened. "Failed" goals serve a purpose - to re-direct us to a better path. Understand Your PrioritiesEinstein once said” Everybody is a genius. But, if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.” Each one of us is born an individual; each one has his intelligence, talent, traits and attitudes. A meaningful and rewarding career is important in today’s fast changing world but it is a part of your life, it is not your life. So understand your talent, your passion, and your capabilities and then set your goals in tune with them. Take responsibility for your life .Let your thoughts and actions be the guiding force in your life. Don’t get swept away by external pressures. Be Inspired and Motivated Believe in yourself and dream. Don’t ever stop of dreaming but a dream becomes a goal when action is taken toward its achievement. Setting goals is the first step in turning the invisible into the visible. Motivation is an internal force that drives individuals to act to achieve a specific goal. You must have a big enough 'Reason Why' in order to feel motivated. Your reason ‘why’ must provide a 'meaningful motive' ,you need to believe that your goal is attainable. Create the driving force that will propel you to achieve your goal. Develop an Action plan You need a positive attitude, enthusiasm and commitment to achieve a goal .Keep challenging and fine-tuning the various approaches to achieving the goals and you'll find a way that will produce positive results for you! Be active and work hard, always keep in mind that all else fails without action. Believe in yourself, Dream big and work hard with all the resources at your disposal and you will see that your life becomes one filled with rich life experiences. Don’t Be Shy To Ask For Help You will be surprised at the kind of people, that are right there around the corner to support you, so don’t be afraid to look for them and ask for help. They are more knowledgeable, experienced  and may even have gone through a similar trauma like yours and have come out winners .They will be more than ready to share their wisdom with you . Don’t Ever Stop, Work Hard It isn't easy at first, but don’t stop on reaching the first rung of success.Dont be complacent because that is only a beginning of a higher, bigger challenge. Successful people never stop; they keep working in spite of success or failure. In fact when they have a setback, they work with double the energy, enthusiasm, inspiration and passion and give it all they have to achieve a higher level of success. Understand Success Success is not merely a socio-economic phenomenon in a highly competitive world. , but represents a holistic and positive attitude to life. It is no longer seen in terms of a high flying jobs connected with tidy bank balances, latest cars, latest apartments, designer labels but is now regarded as all-inclusive quotient of physical, emotional and spiritual gratification


For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe: The Mantra for Reaching the Peak and Staying there

"4 Ps of Climbing and Managing: Plan, Prudence, Patience, Perseverance" The first P is having a plan, which means doing one’s homework and being prepared. An expedition to Mount Everest may take up to two years of planning. So you can have an appetite for adversity, but be prepared with an actionable plan not only to set up a Business and run it successfully but also to counter the adversities that may arise in your path from time to time. Always keep it in mind that a mountaineer has to be physically fit and psychologically completely focused to climb any mountain. However, the qualities that are required to climb a mountain like the Everest may be quite different from those required to climb a lesser peak in the Rockies. Today’s Managers should pay attention to their physical Fitness and must be emotionally, spiritually balanced to cope up with the constantly changing demands of the hectic workspace. They must learn to choose the correct (not necessarily the best) equipment and other resources, understand how to navigate through opposable team mates , handle ‘first-aid’ procedures  in emergency and manage to reach the top, just like a mountaineer. 
 The second P is prudence. It is important to know one’s own limits and be able to recognise the limits of others. Many problems arise when people push themselves too far. Always be aware of the possible risks and hazards on a mountain, and knowledge and experience will go a long way in helping reduce them. Similarly study the risks of the markets, the risks of investments, and apply your knowledge so that one is able minimize those risks.  
The third P is patience. If the going gets bad on the mountain, a mountaineer will wait, and make his moves when atmosphere clears itself. One have to sit and wait through tough times like market upsets, socio-political turmoil, natural and manmade calamities. However fit and emotionally stable a mountaineer is, there is always the risk of getting disoriented at the sign of a calamity at high altitudes. Always remember that when the going gets tough, the tough get going, but at the right time and opportunity.  
The fourth P is perseverance "All great masters are chiefly distinguished by the power of adding a second, a third, and perhaps a fourth step in a continuous line. Many a man has taken the first step. With every additional step you enhance immensely the value of your first." Ralph Waldo Emerson The mountaineer who is caught in a tight spot and may be hanging on to dear life, thinking that he cannot hang on to it anymore and has to let go. But he never gives up and that is just the moment of truth when the tide turns in his favor. Successful Managers never give up, they may take a breather, come down to a lower altitude to acclimatize but they never quit. Always know that whether it is Business or Adventure, it is not one long race but many short races, one after the other.


For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe: The Mantra for reaching the peak and staying there

 ‘‘4 Ps of Climbing and Managing: Plan, Prudence, Patience, Perseverance ’’

The first P is having a plan, which means doing one’s homework and being prepared.

An expedition to Mount Everest may take up to two years of planning. So you can have an appetite for adversity, but be prepared with an actionable plan not only to set up a Business and run it successfully but also to counter the adversities that may arise in your path from time to time.

Always keep it in mind that a mountaineer has to be physically fit and psychologically completely focused to climb any mountain. However, the qualities that are required to climb a mountain like the Everest may be quite different from those required to climb a lesser peak in the Rockies. Today’s Managers should pay attention to their physical Fitness and must be emotionally, spiritually balanced to cope up with the constantly changing demands of the hectic workspace. They must learn to choose the correct (not necessarily the best) equipment and other resources, understand how to navigate through opposable team mates , handle ‘first-aid’ procedures  in emergency and manage to reach the top, just like a mountaineer.

The second P is prudence.

It is important to know one’s own limits and be able to recognize the limits of others. Many problems arise when people push themselves too far.

Always be aware of the possible risks and hazards on a mountain, and knowledge and experience will go a long way in helping reduce them. Similarly study the risks of the markets, the risks of investments, and apply your knowledge so that one is able minimize those risks.

The third P is patience.

If the going gets bad on the mountain, a mountaineer will wait, and make his moves when atmosphere clears itself. One have to sit and wait through tough times like market upsets, socio-political turmoil, natural and man made calamities. However fit and emotionally stable a mountaineer is, there is always the risk of getting disoriented at the sign of a calamity at high altitudes.

Always remember that when the going gets tough, the tough get going, but at the right time and opportunity.

The fourth P is perseverance

"All great masters are chiefly distinguished by the power of adding a second, a third, and perhaps a fourth step in a continuous line. Many a man has taken the first step. With every additional step you enhance immensely the value of your first." Ralph Waldo Emerson

The mountaineer who is caught in a tight spot and may be hanging on to dear life, thinking that he cannot hang on to it anymore and has to let go. But he never gives up and that is just the moment of truth when the tide turns in his favor. Successful Managers never give up, they may take a breather, come down to a lower altitude to acclimatize but they never quit.

Always know that whether it is Business or Adventure, it is not one long race but many short races, one after the other.



For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe: Keeping a Broader Outlook

The Corporate World demands for a genre of Managers who are Innovative in their Outlook as they deliberate upon Human, Social, Psychological needs of the users and their products and services.

Prof Dr Uday Salunkhe

The illiterate of this century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn."

- Alvin Toffler

These words very aptly encapsulate the need of the executive education in the present times to update its young professionals, keeping them abreast and groomed to meet the rising dynamicity of the business world and manoeuvere accordingly leading to meaningful deliberations. Also with years in the industry, the going gets tough, fiercely competitive and globalised. One rubs shoulders with the finest of the players but then that also demands decisions, which have been well brainstormed, manoeuveres that are well planned and thoughtfully reached at.

Moving into higher strata of professional hierarchy requires a more comprehensive, multifunctional perspective in addition to an in-depth domain knowledge and simple business acumen. There is an emerging need to re train/re educate these notso-young professionals with considerable experience behind them to give them a clear focus, skills in congruence to times and industry.

The corporate world demands for a genre of managers who are innovative in their outlook as they deliberate upon human, social and psychological needs of the users of their products and services. The demand underlines the need of the executive education as it infuses a pragmatic uptake of the broader perspectives of the organizational expanding over the various sectors within the organisation.

Also such education minimizes stagnation which is one of the leading concerns in the industry and in turn also helps deal with a rising attrition rate. As the retrained rejuvenated professionals explore more profitable business propositions and surge ahead foraying into new ventures.


For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe’s student speaks about his leadership qualities

  I have had a very good learning experience after joining WE School. Every day has given me something new to learn. The world class faculty that we have on campus has given me an opportunity to learn not only the theoretical aspects but also the real life example that are discussed in class. Apart from academics, the main learning has come from the events that I have conducted here in WE School which has helped me improve my leadership skills the most. Also the opportunity that I was given to participate in the World Retail Congress held in Germany gave an immense exposure to the international business practices and also gave me an opportunity to interact with various international Business Leaders

    Prof. Dr. Uday Salunkhe sir has been a true leader and has created a lot of leaders here in We School under his influence. He has sky-high expectations from we the students which lets us outperform our own expectations and leverage our potentials to the maximum. He is very proactive and is ready to take up any challenge and opportunity that comes his way and the best part is he involves the students along with him that gives the students an opportunity to learn form his experience.

Nikhita Dhawan

PGDM- III Trimester Retail Management 2010-12

Uday Salunkhe’s student expresses the greatness of Prof. Salunkhe

The various courses in We School is designed for the future leaders who would be wearing various hats. The education imparted to us in the classroom is more of practical education wherein we are given real life case studies and live projects to work on. I have had a lot of exposure to the real business world as well while my interaction with various leaders across stream with whom i have been given an opportunity to interact with at the AIMS conference, Round Tables held in our college, the NHRDN conferences, and also have been lucky enough to attend the sessions of Speak for Smiles where great leaders like Nitin Nohria, Indira Nooyi and Leena Nair have shared their life journey with us.

   Prof. Dr. Uday Salunkhe sir has been a great support from day one. He has never let the students down and has always been there for us to help us have an experiential learning at We School. He makes us do various events like the Outbound session wherein we are suppose to work in groups like one would do in an organization and share the learnings out of the whole exercise. He comes with a lot of experience and passion which drives the students to do the best and perform well in their careers.

 Jensih Kenias

PGDM Batch 1

Uday Salunkhe - An inspiration for the students at Welingakar

My experience at Welingkar has been an enriching one. Not only have I learned a lot but I've also enjoyed every minute of it. I am part of the management council which has allowed me to interact with our director Dr Uday Salunkhe, on a few occasions. My first interaction was during the outbound, where we saw the more casual, fun side of Sir. Sir is an inspiration to all of us. His vision and energy makes us want to work harder and strive to turn each of our dreams to reality.

Raashi Mehra 

PGDM
Trim 3

Uday Salunkhe’s student talks about the support he received from Director Uday Salunkhe.

My experience during this year has been good. The foundation fortnight set the tone for the year, with a lot of exposure and interaction with industry experts. Numerous opportunities to participate in events and competitions, and also received great support from our Director Uday Salunkhe sir and other faculty members. The Foundation Fortnight 2010 at our Campus began on June 29 and went on for 15 days. Students were oriented towards the organizational stories and current industry practices to embark their journey on the in the path of business and leadership.

Dr Uday Salunkhe sums up the objective of the program as to stimulate imagination and to inspire students to make the most of their two years at Welingkar…and as we as students feel the event accomplishes that and much more.

- Rahul Shah
Programme- PGDM Finance Trimester- 3

Uday Salunkhe's student speaks about her experience at Welingkar

My past two trimesters at WE school have been an amazing experience. I was elected the deputy general secretary for the 1st year and it was a wonderful thing to happen. Other than this the Outbound Program was a gem encapsulating all life values. We imbibed the intangibles like adaptability, leadership, confidence, integrity and persistence. It was at this event I got a chance to interact with our Director Dr Salunkhe, and I found him very warm and inspirational; -we also saw the adventurous side of him. He seems to be ahead of his times and has a good foresight and has a vision larger than life.

He thinks in a blink and always inspired us to "Think Big". He always asked us to transcend all the barriers, push all the limits as we work our way to realization of our aspirations. I personally have learnt a lot at WE School and I think it was one of the wisest decisions of my life!

-          Chaitali Chande
Programme- PGDM Finance Trimester- 3

Uday Salunkhe -UNRAVELLING THE MYSTICAL INDIAN ORGANISATION CULTURE

Indian Culture & effect on Business:

Any Organisational policy has to consider the inherent culture of the community that it has as its core employees.  As an example the government owned Airline, Indian Airlines & Air India till date has the saree as its attire and uniform for its airhostess and staff. The communication to its customers would be that they serve them with the same hospitality that ancient India was well known for.

               

There are over 25 festivals during the year. Each festival has a unique significance to the community at large. Corporate gifting is generally a part of business culture and as per hierarchies appropriate gifts are given. Handing them over personally by visiting their homes / offices is a mark of respect and interpersonal relations. The President / MD would utilize this opportunity to invite the employees along with their family members to have a one to one interaction with them and enjoy the festival with sweets and relevant cuisine.

Food:

During Festivals, there is a  community lunch where all the members of the organization, sit together and enjoy a meal together. In the Indian culture, food is always served to the elders and children first. Thus, when the CEO hands a plate / thali to his employee and coaxes him/ her to eat first – it transforms the employee with this kind of respect; where hierarchy play a very important role. Eating Together, with no differentiation and serving others – whatever their level in the hierarchy builds bridges within the organisation.

Organisation culture

Few countries in the world have such an ancient and diverse culture as India's.
It is this variety which is a special hallmark of India. Its physical, religious and racial variety is as immense as its linguistic diversity. Underneath this diversity lies the continuity of Indian civilization and social structure from the very earliest times until the present day.

The Indian calendar is one long procession of festivals. These are as varied in origin as they are large in number. There are innumerable national, regional, local, religious, seasonal and social festivities. This is not surprising considering the fact that India is the land of gods, goddesses, saints,         gurus     and       prophets.

Festivals here are characterised by colour, gaiety, enthusiasm, feasts and a variety of prayers and rituals of this land.

One more is cricket. Whenever there is a cricket match with India playing, the offices are deserted and employees take leave from work watch it on television. Festivals account for a whole lot of manday lost from the workplace.

Religions

In India, religion is a way of life. It is an integral part of the entire Indian tradition. For the majority of Indians, religion permeates every aspect of life, from common-place daily chores to education and politics. ..to read the complete article check: http://www.scribd.com/doc/49012004


For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe - Evolution of Corporate Governance in India

In recent years the issue of corporate governance and the design of appropriate governance mechanisms have become important subjects of academic research and policy discourse in both developed and developing countries. The increasing importance of governance mechanisms comes in the wake of major corporate scandals in internationally renowned companies like Enron , Tyco and Worldcom as well as East Asian crisis in the early nineties and Satyam in India, with a large body of empirical and theoretical research highlighting the significant impact that an economy's corporate governance system can have on the profitability and growth of corporations.

Understanding the meaning of corporate governance

Recent corporate scandals have focused attention of corporate governance for all the wrong reasons. There is a need to cut through all the sensational corporate governance failures, like the case of Satyam, to understand what is the meaning of corporate governance. Corporate governance in the Indian context spells out clearly that ethics

and values form the bases of corporate governance, while adherence to the legal framework is the minimum requirement. Confederation of Indian Industries (CII) - Desirable Corporate Governance Code (1998) defines it as "Corporate Governance deals with laws, procedures, practices and implicit rules that determine a company's ability to take informed managerial decisions vis-à-vis its claimants - in particular its shareholders, creditors, customers, the State and employees. There is a global consensus about the objective of 'good' corporate governance: maximizing long-term shareholder value."

The primary purpose of corporate governance norms is to ensure that managers protect the investment of the owners (scores of minority shareholders of the company's stock) and maximize their returns on such investment. The goal of this research paper is to understand the evolution of corporate governance in India, against the backdrop of the history of India's stockmarket, its corporate culture and the government attitude that strongly influenced the way business was conducted.

Corporate governance in India: An overview

Historically Indian companies had no incentive to show higher profits on their books and enhance shareholder value. This was on account of a very high tax structure - both personal/corporate and also wealth tax. The private sector was also denied access to the equity market at fair market valuations due to strict control of the pricing of public issues by the erstwhile Comptroller of Capital Issues. The combination of high taxes and low valuations left no incentive for good corporate governance. The early beginnings of corporate governance was an outcome of therepealing of the Capital Issues (Control) Act, 1947, in 1992 paving the way for market forces in the determination of pricing of issues and allocation of resources for competing uses. Tax rates were reduced from a peak 97 per cent to 56 per cent in 1991 and 30% in 1997. Due to recent imposition of a surcharge and cess, it is almost 34% today....http://blish.in.com/udaysalunkheweschool/post/evolution_ofcorporategove-3909612.html


For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe - Strategies for being a global MBA Player

Global Competitiveness is the tool for success in all spheres, even education, and especially management education. This research paper takes the positive favorable factors aiding the process of making our management educational institutions globally competitive. The route taken is the trend towards Indians making their mark as global citizens, on every field globally.  By identifying specific cases through primary research the paper unfolds the possibility that we can become a global MBA player and that there is scope for Indian management schools to become globally competitive.

The mantra today is globalization be it industry, economics, trade or education. The world over energies is being synergized to become   successful global player in every field. The environment and the challenges in the growing MBA education field with its tremendous growth opportunities are exceptional and unique.

There has been a tremendous growth of management institutes in our society. Every year about 20,000 students pass out of management schools, the demand is very high.

India has over 250 universities, deemed universities, institutes of national importance and over 11000 colleges. This itself makes India’s education system one of the worlds largest. The number of colleges for professional education has gone up from a mere 208 in 1951 to over 2300 in 2001.

                                                                                                                                           

The core areas relevant to this discussion are

1. India’s demand in the foreign markets

2. Current educational scenario

3. Challenges faced by Indian B schools

4. Best practices the world over

As we can judge, the times are exciting as well as turbulent. To be in the education sector as an MBA player, is a path strewn with thorns, with blooming orchards laden with fruit, noticed in the distance. MBA institutes will need strategic leadership and leaders who need to be more than mere academicians.

They need to be leaders of action and global vision to leverage the core competencies of the Indian management ethos and merge it with international flavor.

This article is authored by eminent educationist and visionary  Professor Dr. Uday Salunkhe, Director, Welingkar Institute of Management and Research (WE School), one of the leading B-Schools in India, with campuses in Mumbai & Bangalore


For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe - The Corporate Social Responsibility Index for India

At this point of time there is no authoritative, voluntary, CSR (corporate social responsibility) initiative that is business-led and engages with companies from all sectors, publicly ranking their CSR activity, whilst consolidating information demands made on companies. Thus what is required is a Corporate Social Responsibility Index which would help meet this need in India.

The Index will help improve corporate responsibility by providing a systematic process that compares companies’ management processes and performance with those of others in their sector. It would provide a benchmark for companies who are committed to managing, measuring and reporting their impact on society.

The Corporate Strategy section looks at how the nature of a business’ activities influence its company values, how these tie into strategy and how they are addressed through risk management, development of policies and responsibilities held at a senior level in the company.

The Integration section looks at how companies organize, manage and integrate corporate responsibility throughout the operations. Is it part and parcel of the company culture? Is it integrated into the strategic decision-making processes of the company and linked through into internal governance and risk management systems?

The integration is assessed through the Management section where the processes for managing different stakeholder relationships are reviewed. This section looks at what the key issues are for the business in the Community, Environment, Marketplace and Workplace, the objectives and targets set to manage these issues and how it communicates, implements and monitors its policies, objectives and targets.

Community relates to the interface between business and society that can be both positively and negatively affected by a project, product or investment on a local or global level.

The Environment comprises the world’s ecosystems and natural resources and is affected directly and indirectly by a company’s operation, products and services. Being responsible means safeguarding both the systems and resources for future generations.

Responsibility in the Workplace is the creation of a working environment where personal and employment rights are upheld. Responsibility in the Marketplace is maintaining the highest standards of business practice when developing, purchasing, selling and marketing products and services.

The Performance and Impact section looks at companies’ performance across a range of social and environmental impact areas. The Corporate Responsibility Index would be a strategic management tool to enhance the capacity of businesses to develop measure and communicate best practice in the field of corporate social responsibility. It would do this through benchmarking corporate social responsibility strategy and implementation process.

The Index would be created by the support of leading businesses in the country as well as leading NGO’S who would be committed to continually improve their positive impact on society. Every year more & more successful companies would be invited to participate in the Corporate Responsibility Index by completing an online survey accessible via individual and secure usernames and passwords.

Even though the Corporate Responsibility Index will be a self-assessment exercise a central agency will have to monitor the whole process. This central agency will not be involved directly in the task of rating companies, but will act as the 'trustee' overseeing the integrity of the process.

This article is authored by eminent educationist and visionary  Professor Dr. Uday Salunkhe, Director, Welingkar Institute of Management and Research (WE School), one of the leading B-Schools in India, with campuses in Mumbai & Bangalore. Professor Ms.  Ketna Mehta collaborates with Dr. Uday Salunkhe in this analysis. .

For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management

Uday Salunkhe – WTO: Challenges and Opportunities for Indian Agriculture sector

Agriculture is the world’s most important and oldest occupation having history of about 11000 years. It is believed to have started in India about 4500 years ago and today about 1/3 of mother Earths surface (about 11 bn acres) is used for this, providing employment to about 50% of workforce of mankind and in India about 62% of work force is employed in agricultural sector.

Agricultural sector is a backbone of India’s economy as it covers nearly 50% of available land of agricultural activities, provides employment for about 62% of working population of country and contributes about 341% of National GDP. India ranks second largest rice producer, largest milk producer, major country in wheat production, largest cattle and live-stock holder country of the world thanks to its green revolution programme

Agriculture now in the purview of WTO, accounts for nearly 75% of the Indian rural population. The Uruguay Round Agreement (URA) calls for a fair and market oriented agricultural system. Following URA, protection is given by patents or by an effective Sui Generis System.  The agricultural sector and service sector got opened up in the year-2000.

Agriculture contributes 25 per cent to the GDP of the country and is a key sector of the Indian economy, providing food security to the population, major employment opportunities to the rural population and consequently, a large domestic market for manufactured goods. This sector also accounts for 13 per cent of India's exports.

The break-through in the twin sectors of the economy, that is, agriculture and industry can only provide the engine for a sustainable growth momentum.  This is, unfortunately not happening so far.  To attain an average of 7-8 per cent annual growth, the industry will have to contribute at least 15-16 per cent growth, agriculture 4-5 per cent and services around 8-10 per cent growth.

In this paper an attempt has been made to analyze the role of Government in agriculture and critically assess the Agriculture Trade in general.  Export and Import of Agriculture products in particular by focusing on Horticulture boom, the flowers of floriculture and the rise of IT in the Agriculture sector.

 This article is authored by eminent educationist and visionary  Professor Dr. Uday Salunkhe, Director, Welingkar Institute of Management and Research (WE School), one of the leading B-Schools in India, with campuses in Mumbai & Bangalore. Professor Dr.  P.S. Rao collaborates with Dr. Uday Salunkhe on this analysis.

Uday Salunkhe - Dynamic Role of Management in Global Economy

 

We are living in a world of sweeping changes and swift movements. In every developing civilization a period comes when old instincts and habits prove inadequate to altered stimuli, and ancient institutions and moralities crack like hampering shells under the obstinate growth of life. The type of change which has been witnessed in the realm of business during the past two centuries since the dawn of the Industrial Revolution era in the West is of such a fundamental character that it has materially altered the entire fabric of man’s way of life. While the Industrial Revolution, thus, has had its decisive impact on the environment, the latter too has reacted in turn by having its own influence felt on business. Recent times have witnessed a significant intensification of this two-way process. From the point of view of business, it can be safely stated that the most serious problem that business everywhere faces today concerns the challenge of this rapidly changing environment. An attempt is made in this paper to critically examine the dynamic role of management in. While business is the engine of growth for any country, Management is the key driver for economic growth .The concept of global economy has now become a reality. The Indian economy is passing through the critical phases of globalization and liberalization. We are facing tremendous competition from MNCs.

Many of the Indian companies have accepted the challenges and started adapting themselves to the change. Hence, it becomes necessary for them to bring the required changes in the functioning of their organizations. At the same time, the role of the management has been changing with the time and level of organizational growth and expansions.

Business growth and business expansion in different parts of the world will increasingly not be based on mergers and acquisitions or even on starting new, wholly owned businesses there. They will increasingly have to be based on alliances, partnerships, joint ventures and all kinds of relations with organizations located in other political jurisdictions.

This is an extract of a detailed insight into the ‘Dynamic role of management on global economy’ authored by eminent educationist and visionary Professor Dr. Uday Salunkhe, Director, Welingkar Institute of Management and Research (WE School), one of the leading B-Schools in India, with campuses in Mumbai & Bangalore. Professor Dr. P.S. Rao collaborates with Dr. Uday Salunkhe on this analysis.


For more information visit us Uday Salunkhe and Dr. Uday Salunkhe, Director - Welingkar Institute of Management