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


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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


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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


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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