Abstract of My Ph.D Thesis

Prof.SATYA SIDHARTHA PANDA

M.B.A.,M.J.M.C .,CCMM,(Ph.D)

BANGALORE -INDIA

Submitted @ Einstein International University ,U.S.A
Abstract
Satisfaction drives the engines for business to invest and reap benefits. Most of all satisfaction brings life and business much closer towards moments of worthiness of the time spent.
Corporate Social Responsibility (CSR) has blossomed as a movement in recent years, driven partly by growing pressures on companies from NGOs, customers and other stakeholders, and partly by companies choosing voluntarily to push ahead in this area. But as firms have expanded their CSR activities, the sophistication of tools available to understand the value and business impacts of such activities has lagged behind. While an impressive range of initiatives, indices and tools have been or are being developed, allowing some form of measurement, these are of limited use in guiding actual investment decisions on CSR: for example, many focus on whether CSR has minimized risks, and thus neglect the business opportunities that it may help capture. Likewise many fail to differentiate between CSR issues that impact business performance from those that are marginal in this respect.
Corporate social responsibility is at least in its name and formal recognition a relatively recent phenomenon. Yet, owners and managers of firms have engaged in activities that we would now consider CSR almost from the beginning of the industrial revolution (Davis, Whitman and Zald, 2006). But, until the 1990s, CSR was generally limited to corporate philanthropy. It is from the early 1990s that enlarged concepts and practices of CSR have come to the fore. What drove these radical changes in the conception and implementation of CSR?
Objective of the Study
The research is undertaken to test the proposition that the ethics, Market Value and CSR Practices of corporations based in the United states differ dramatically from corporations based in Europe and other countries .The analysis is meant to provide companies with a better understanding of the similarities and differences between the U.S, India and most Asian, Europe and other countries business environments. I want to inform all the companies of the current business climate in Europe and other countries by taking a closer look at government regulation, company policies, best practices and opinion surveys. This timely study uses a blend of qualitative and quantitative research to provide the necessary data to develop recommendation and make concluding statements.
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Literature
Finding comparable information in Europe and other countries took a more thorough search. A Careful review of the latest industry publications, on-governmental organization reports, academic journals and leading periodicals was used to provide theory, track the history of regulations, and stay up to date on reactions to recent corporate scandals. A sample is collected to help evaluate whether American, India, Europe and other countries company policies and procedures regarding business ethics and CSR differed. The company information was often not easily accessible causing time constraints that kept the sample size to 18 companies across 4 industries. I relied on information publicly available in February 2004 through the companies, websites, reports and business database at UC Berkeley’s Haas School of Business. Using the qualitative data from the sample, I documented patterns and trends of corporate business ethics and social responsibility, and identified patterns of differentiation across industries and geography.

Finally what is proposed, therefore, is to select and work with a number of these global leaders and study how they decide which CSR activities create value. The basic aim of this research will be to understand better the link between responsibility and the Impact on the market Value and thereby bringing new insight in to the CSR dialogue.

Regards,
Prof.S.Sidhartha Panda
JAI HIND **

CASE STUDY : THINK OUT OF THE BOX

Case Problems:
1. Company X is facing a lot of problems these days. It manufactures white goods like
washing machines, microwave ovens, refrigerators and air conditioners. The company’s
margins are under pressure and the profits and market share are declining. The
production department blames marketing for not meeting sales targets and marketing
blames production department for producing goods, which are not of good quality
meeting customers’ expectations. The finance department blames both production and
marketing for declining return on investment and bad marketing.
What quality of management do you think the company is lacking? Explain briefly. What steps
should the company management take to bring the company back on track?
2. A company wants to modify its existing product in the market due to decreasing sales. You
can imagine any product about which you are familiar. What decisions/steps should each
level of management take to give effect to this decision?
3. A firm plans in advance and has a sound organization structure with efficient supervisory
staff and control system. On several occasion it finds that plans are not being adhered to. It
leads to confusion and duplication of work. Advise remedy.
These activities are meant to reinforce concepts and to make the learning joyful. They also
aim to give pupils simulated experiences of the managerial activities relevant to their level of
understanding.
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Problem 1
‘F’ limited was engaged in the business of food processing and selling its products under a popular brand.
Lately the business was expanding due to good quality and reasonable prices. Also with more people
working the market for processed food was increasing. New players were also coming to cash in on the
new trend. In order to keep its market share in the short run the company directed its existing workforce
to work overtime. But this resulted in many problems. Due to increased pressure of work the efficiency of
the workers declined. Sometimes the subordinates had to work for more than one superior resulting
in declining efficiency. The divisions that were previously working on one product were also made to
work on two or more products. This resulted in a lot of overlapping and wastage. The workers were
becoming undisciplined. The spirit of teamwork, which had characterized the company, previously was
beginning to wane. Workers were feeling cheated and initiative was declining. The quality of the products
was beginning to decline and market share was on the verge of decrease. Actually the company had
implemented changes without creating the required infrastructure.
Questions:
1. Identify the Principles of Management (out of 14 given by Henry Fayol) that were being violated by
the company.
2. Explain these principles in brief.
3. What steps should the company management take in relation to the above principles to restore the
company to its past glory?
Problem 2 (Related to case problem –1)
The management of company ‘F’ Limited now realized its folly. In order to rectify the situation it
appointed management consultant ‘M’ consultants to recommend a restructure plan to bring the company
back on the rails. ‘M’ consultants undertook a study of the production process at the plant of the company
‘F’ limited and recommended the following changes —
1. The company should introduce scientific management with regard to production.
2. Production Planning including routing, scheduling, dispatching and feedback should be implemented.
3. In order to separate planning from operational management ’Functional foremanship’ should be
introduced.
4. ‘Work study’ should be undertaken to optimize the use of resources.
5. ‘Standardization’ of all activities should be implemented to increase efficiency and accountability.
6. To motivate the workers ‘Differential Piece Rate System’ should be implemented.
7. The above changes should be introduced apart from the steps recommended in case problem-1 (as an answer to
question no 3 of that case problem). It was expected that the changes will bring about a radical transformation in the
working of the company and it will regain its pristine glory.
Questions:
1. Do you think that introduction of scientific management as recommended by M consultants will result in intended
Outcome?
2. What precautions should the company undertake to implement the changes?
Give your answer with regard to each technique separately as enunciated in points 1 through 6 in the case problem.

CSR

CORPORATE SOCIAL RESPONSIBILITY
This literature review was written by Prof.Satya Sidhartha Panda,(Ph.D.)
Corporate Social Responsibility (CSR) has blossomed as a movement in recent years, driven partly by growing pressures on companies from NGOs, customers and other stakeholders, and partly by companies choosing voluntarily to push ahead in this area. But as firms have expanded their CSR activities, the sophistication of tools available to understand the value and business impacts of such activities has lagged behind. While an impressive range of initiatives, indices and tools have been or are being developed, allowing some form of measurement, these are of limited use in guiding actual investment decisions on CSR: for example, many focus on whether CSR has minimized risks, and thus neglect the business opportunities that it may help capture. Likewise many fail to differentiate between CSR issues that impact business performance from those that are marginal in this respect

The emergence of nongovernmental organizations (NGOs) as important institutional actors in the global political economy is a relatively recent phenomenon (Doh/ Teegen, 2002). The growing importance of NGOs in major global policy debates represents both a response to, and an element of, the globalization phenomenon. NGO influence has been felt in a range of major public policy debates, and NGO activism is responsible for major changes in corporate behavior and policy. Multinational corporations (MNCs) now are increasingly confronted by a range of international agreements and codes of conduct that attempt to govern their behavior, many of which are driven by NGO pressure. During the past decade, concerns over the downsides of economic globalization, particularly in the environmental and labor areas, have contributed to the growth of codes of conduct (Drezner 2000, Williams 2000, Kearney 1999). Such codes are viewed by many NGOs as a means to reign in the excesses of globalization. Codes may take the form of international agreements, or be sponsored by international organizations, the private sector, or non-profit organizations.

Krishak Bharati Coopertive Limited (KRIBHCO) is the world’s premier fertilizer producing cooperative having outstanding track record to its credit in all spheres of its activities. KRIBHCO has fully imbibed the cooperative philosophy and has made sustained efforts towards promoting the cause of modern agriculture and agriculture cooperatives in the country.

Having its genesis in farmers’ cooperatives, social development and humane facets have always been of prime focus in its growth and philosophy – an organization which owes its existence to the farmers, by the farmers and for the farmers of this great country.

SERVICES TO COOPERATIVES AND FARMERS

Ø The Society since inception has made vigorous efforts towards the development of farm technologies and other welfare schemes for upliftment of the farming community. Over 1600 programmes on crop seminars, farmers meetings, block demonstration, field days, Kisan Melas, farmers visit, agriculture campaigns health checkup campaigns, veterinary health check up camps and income generation programmes etc. have been conducted which have benefitted about 2.5 lac farmers across the country.

Ø Around 400 programmes on cooperative conference, workshops and state consultative committee meetings have been organized with a view to strengthen the cooperative system.

Ø A variety of facilities like farm implements, furniture, technical assistance towards improvement in godown facilities etc. are being provided to the economically weaker societies.

Ø Around 50,000 soil and water samples have been tested and recommendations made available to the farmers to improve and enhance their produce.

Ø Krishak Parivar Sangams have been organized in 14 states on the theme dry land farming and farm technology.

Ø KRIBHCO has established Krishi Paramarsh Kendra at its corporate office for facilitating farmers in providing information and advise on micro nutrients soil testing, soil improvement, latest farm technology through internet and also KRIBHCO Kisan Helpline.

SEED MULTIPLICATION PROGRAMME

With a view to provide quality certified seeds of main crops to the farmers, KRIBHCO has established most modern seed processing plants situated in 9 states. From a modest production of 2,982 Qtls of quality seeds in 1991-92, KRIBHCO today provides 1.54 lakh Qtls of the quality seeds to the farmers annually.

GRAMIN VIKAS TRUST (GVT)

Ø KRIBHCO established Gramin Vikas Trust which is managing Rural Development Rainfed Farming Projects which are jointly funded by DFID and KRIBHCO. The primary objective of GVT is to enhance livelihood and elevate poverty of the tribal and rural population in the rainfed regions of the country through facilitating farming systems, development and research, institution building and beneficiary participation.
Ø The GVT projects have successfully developed JANKAR system whereby village volunteers are trained and equipped to take forward the project intervention and dissemination of project approaches and technologies so that they can act as animator for the development programmes.

BIO-FERTILISERS

Ø Continuous promotional and educative programmes are being conducted to increasingly make farmers aware of benefits derived through use of bio-fertilisers.
Ø KRIBHCO has established Bio-fertiliser Plants in order to provide eco-friendly and cost effective fertilizers. The tremendous efforts putforth by KRIBHCO in this direction has been acknowledged for three consecutive years by National Productivity Council by awarding first position to KRIBHCO for production, marketing and promotion of bio-fertilisers in the Nation.

Ø Conclusion
Ø The modern concept of Corporate Social Responsibility (CSR) is evolving gradually despite several hindrances. Driving forces behind this evolution is pressure from various stakeholders (Importers, Environmentalists) while slow progress is attributed to lack of Good Governance, absence of strong labor unions, consumer forums and above all lack of understanding by business houses, specifically non-exporting ones, that CSR is not charity but is rather an instrumental PR investment.

Nation Builder

Nation Builder.
Prof.Satya Sidhartha Panda (Ph.D.)
This Poem is dedicated to My Father, Mother and My Gurus.

Teachers
The nation Builders,
Deal with children
With love and affection,
Never make them gloomy
Preach them to be dreamy
Life is not a burden
But full of flavor
And full of Fun.
Release them from bookish burden
Free from fear and tension,
Give them only a scanty load,
Help to fly like bird,
Let them understand life,
Teacher is none but a true friend,
And school/ college, a play ground.
Be an example
Often face them with a smile
Keep your sorrows and misery in exile
You’re the burning candle
Your glamour, your Endeavour
`II make the world a heaven
Teachers,
The builders of the Nation.
Gurudev I need your Blessing !!

Leadership and LOVE

LEADERSHIP AND LOVE
By
Prof.Satya Sidhartha Panda (Ph.D.)
Published in the Management News Bulletin March 11th 2006
Leadership is the capacity to frame plans and the quality to persuade others to carry them out in all difficulties-even death.

It is well known that in every human activity a leader is needed to guide a group of people .In general the head of a family is the most common Leader, be it the “Father “or “Mother”, under their leadership comes the happiness and fortune of the family .Persons who have observed strict Disciple and developed the power of discrimination to judge what is right and what is wrong can become ideal LEADERS. They possess individual character and social morality. They strive for purity in thought, word and deed.

Leadership in its complete sense is virtually non - existent in business. People who claim to be leaders in business are not chosen b by their followers; they are selected by those above them and are expected to “LEAD” people by controlling them.

Yet in its true sense leadership is not holding a Position ,it is behavior .Being chosen to manage a group does not qualify one as leader of that group until the behavior that include relationship building efforts – (Care ,love ,affection) create an environment of trust ,commitment and service of followers. In return, Subordinates acknowledge the leadership through their efforts to achieve collective goals and willingness to follow.

Love is not growing in green plantations, nor can it be bought in the market place .They key of effective leadership lies in love. In love, there is an insistence on supporting each other .The practical manifestation of love is in removing sorrow of others and in giving happiness to others. That is why the effective formula for leadership, is based on the example of self less love of a mother for her infants, indeed, a leader has to surpass even a mother.


A good Leader knows his people better than their mothers do and cares even more .The formula works with unfailing success at all levels of leadership. To lead and to lead well is the most challenging role a man can play.






J.R.D.Tata, a great leader of the country said,’ to be a Leader you must lead beings with affection ***

magic word : Discipline

Magic word: - DISCIPLINE
By
Prof.Satya Sidhartha Panda (Ph.D.)
Discipline is essential, Make it a Habit.
Everybody in this world wants to succeed and live happily. If we do our duty in full enthusiasm and dedication nothing is impossible in this world.
Here is a magic word “DISCIPLINE” which signifies 100 % of its Value.

Let A = 1, B= 2, C= 3, D= 4………………….. X =24, Y = 25 & Z= 26,
Then D I S C I P L I N E
4 9 19 3 9 16 12 9 14 5

By adding the number we get
4 + 9 + 19 +3 +9+16+12+9+14+5 = 100 %
So DISCIPLINE = 100 % (Proved)


D = Dedication
I = Integrity
S= Sincerity
C= Character
I = Intelligent
P= Professional
L=Laborious
I =Incarnation
N= Non-Violent
E= Energetic / Enthusiastic
So the magic word proves itself to be 100 % Perfect. Persons, who are disciplined, will be surely and undoubtedly succeed in their life and live happily.

Know where Motivation comes from

Know where Motivation comes from

Leadership is the art of getting someone else to do something you want done because he wants to do it.
There was a manager named Tom who came early to a seminar we were presenting on Leadership .He was attired in an olive green polo shirt and white pleated slacks ready for a day of golf..
The golfer Tom walked to the front of the room and said,”Look , your session is not mandatory, so I am not planning on attending.”
“That`s fine ,but I wonder why you came early to this session to tell us that. There must be something that you`d like to know.’’
“Well , yes there is,” the manager confesses.’ All I want to know is how to get my people on the sales team to improve. How do I manage them?’
“Is that all you want to know ?”
“Yes, that`s it ,” declared the manager.
“Well , we can save you a lot of time and make sure that you get to your golf game on time ”
The manager Tom learned forward, waiting for the words of wisdom that he could extract about how to manage his people .

And we told him:
“You can`t.”
“What”
“You can`t manage anyone. So there, you can go and have a great game.”
“What are you saying?”Asked the manager.”I thought you give whole seminars on motivating others. What do you mean, I can`t?”
“We do give whole seminars on this topic. But one of the first things we tech managers is that they can`t really directly control their people. Motivation always comes from within your employee, not from you.”
“So what is it you do teach?”
“We teach you how to get people to motivate them-selves. That is the key. And you do that by managing agreements, not people. And that is what we are going to discuss this morning.”
The manager put his car keys in his pocket and sat down in the first seat closest to the front of the room for the rest of the seminar.

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