emerging trends in india presentation

8/7/2019 Emerging Trends in India Presentation

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´It is useless to tell a river to stop running;

the best thing is to learn how to swim in the direction it is followingµ

anonymous



Concepty

The only permanent and constant thing inmanagers world is change.

y Change is inevitable and change is changing every moment.

y The external and internal forces is requiringmanagers to respond the change.

y Thus, change is real cause for emergence of new

horizons of management or emergence of trendsin management



Factors responsible for new trendsy 1. Demographical forces

y 2.social and cultural forces

y 3. general economic forces

y 4. market forces

y 5.technological forces

y 6. political forces

y 7. legal forces

y

8. physical forces environmental forcesy 9. international environmental forces

y 10. internal environmental forces



y 1.Demographical forces-

demographical forces are those whichemerge from the features of human population . The size,density, location, age, gender, race, occupation etc. are themain feature of human population.

2. Social and cultural forces-social and cultural scene is becoming more

and more complex.

the LIFE-STYLE, SOCIAL VALUES , BELIEFS arechanging more quickly than they used to in the past.

people are becoming concerned and conscious about thequality and safety of the products .



3.General economics forces-

the gross domestic product(GDP) isgrowing and NATIONAL INCOME is rising but at a slowrate in the recent years,. The per capital income in indiaalso rising compare to other countries.

the contribution of service factor is

growing at a fast rate to the national income whereas thecontribution of agricultural is gradually reducing.

4. Market forces-

its changing at a fast speed. Competition isincreasing day-by-day. Competition is increasing amongdifferent brands and substitutes of the same product.Moreover , the pricing patterns, distribution systems,promotional programmes are changing every then andnow.



5.Technological forces-

a large number of new computers aidedmachines , equipments and robots for production are avilable.

ex-pc, laptop, note nook computer, cellphones, ATMs,credit-debit cards , fax machines, are among the latest

technological inventions.

6.Political forces

its basis of stability and security of the democratic

system of a country .these forces have changed a lot in the recentpast. no political party is getting absolute majority and hencecannot form government at its own. Consequently , coalitiongoverments are being formed within majority.



7.Legal environmental forces-

legal frame- work of the country is taking new strides. Many

consumer laws, economic laws, environmental laws, labour laws etc have beenenacted or changed in the recent past.

8. physical-environmental forces-

physical/natural environmental forces have great

impact on management of business organisation. Businessorganisations are dependent on it for the natural resourcesrequired in their production processes, but there is increasingshortage of natural resources.



9.International forces-international forces are fast emerging

with new challenges. Competitions in world market isincreasing day-by-day.

Countries are even found involved in dumping practices.

10 Internal forces-

the internal system of an organisation shapes its internalforces which are normally controllable by managers. The scope of these activities are largely determined by the facilities andresources available with the organisation.



EMERGING HORIZONS OF

MANAGEMENTy 1. SCIENTIFIC FORECASTING

y 2.INFORMATION TECHNOLOGY

y 3. STRATEGIC PLANNING

y 4.CREATIVITY AND INNOVTION

y 5. MANAGENT BY OBJECTIVES

y 6.EMPHASIS ON MANAGENT DEVELOPMENT

y 7.SEEKING STRATEGIC ALLLANCES

y

8. BETTER CORPORATE GOVERNANCEy 9.SYSTEMS APPROACH TO ORGANISATION

y 10.ADOPTING CONTINGENCY APPROACH

y 11.VISIONARY LEADERSHIP



1.Scientific forecasting-managers are giving and likely to give increased

emphasis on scientific forecasting . Managers are likely to usemore sophisticated and modern techniques and technologies forforecasting the future trend of events.

2 Information technology-

management is likely to depends for data andinformation technology . The managers of the future are likely touse information technology for efficient and effective utilisation of organisation resources.

3.Strategic planning-growing competition and changing environment will

require strategic planning. The managers will have to planstrategically by evaluating their strengths and weaknesses in the

light of the available opportunities and threats.



4. Creativity and innovations-

the managers with creativity and

innovative skill are likely to succeed in thetime to come.hence managers need to developsuch skills of their own as well as theirsubordinates who are succeed them.

5.management by objectives-

the future managers arelikely to rely on MBO for setting objectives

and evaluating and controlling theperfo.rmance of subordinates



6.Emphasis on management development-the future managers will have to give increased on

emphasis on management development programmes tosupplement the job experiences.

7 Seeking strategic alllances-in order to succeed in a dynamic and competitive

environment , managers will have to seek strategic alliances .These alliances are sought to get the benefit of specializedtechnology , know-how and research facilities.

8. Better corporate governance

the managers of the future are under an obligation

to ensure better corporate governance. corporate governanceimplies transparency of management system and maximising

value for the shareholders , customers , employees , generalpublic and the government.



9.System approach to organisation

managers to be successful in futureshould consider their organisation as a complete systemin itself but a sub-system of entire business or economicenvironment. it is necessary to manage the organisation

in a dynamic and interacting environment.10.Adopting contingency approach-

the managers of tomorrow are to workin a dynamic environment . Hence they cannot use thesame set of goals , strategies and readymade ways formanaging every situations. They are develop goals,strategies , targets and ways of performing things as thesituations warrant.



yINDUCTION THERAPY FOR

ACUTE MYELOID LEUKEMIA



y In 1990, the Australian Leukemia Study Group conducted

one of the most interesting recent investigations of inductiontherapy for AML.1 The study, chaired by James Bishop, MD,assessed a standard regimen of cytarabine and daunorubicinand the same regimen combined with etoposide. Completeresponse rates were similar in the two treatment groups, butthe triple-drug regimen yielded statistically significantly better disease-free and overall survival among patients <55

years of age. Statistically significant differences in outcomefor this age group have persisted (Fig. 1); however, no

significant outcome differences were observed among olderpatients



y The Bishop study is important for several reasons. First, itclearly demonstrates that a manipulation duringinduction can improve remission duration and survival.Second, it suggests that, as increasingly effectivetreatments become available, cure may be achieved withremission induction alone, without postremissiontherapy. Postremission regimens are ineffective in other

hematologic malignancies, such as advanced Hodgkin'sdisease and diffuse large-cell lymphoma, for whichsubstantially efficacious induction therapy has beendeveloped. Third, the study demonstrates the inability toachieve meaningful therapeutic responses in elderly

patients, which are observed in younger patients.Potential treatments for elderly patients should still beinvestigated, but the study of an intervention in thispopulation alone may not reveal even a modestimprovement, presumably because of the myriadcomorbidities that afflict older patients.



y The combination of cytarabine, mitoxantrone and

etoposide has been popular, especially in Europe, asinduction therapy for patients with relapsed or refractory

AML.3 I have not been as impressed with thiscombination as have other investigators, and no

prospective, comparative trials show this regimen to besuperior to other regimens in the same setting. Thissituation is reminiscent of the acceptance of high-dosecytarabine plus amsacrine based on anecdotal data assuperior therapy for patients with acute leukemia4; inthat case, a prospective study conducted by theSouthwest Oncology Group (SWOG) demonstrated noadvantage to the combination therapy compared tohigh-dose cytarabine alone.5



y Random-assignment trials have shown cytarabine plus

idarubicin to be superior to cytarabine plus daunorubicinin the treatment of patients with AML. For example,Berman et al,6 at the Memorial Sloan Kettering CancerCenter, conducted a study of AML patients <60 years of ageand reported a statistically significantly greater completeresponse rate, remission duration and survival among

those treated with cytarabine plus idarubicin compared with those treated with cytarabine plus daunorubicin.Statistically significant differences in survival continue tobe apparent, as demonstrated in Fig. 2. In a multicenterstudy of similar design,7 the superiority of cytarabine plusidarubicin to cytarabine plus daunorubicin in improved

outcome was evident among patients <60 years of age butnot among older patients. Statistically significant outcomedifferences in favor of cytarabine plus idarubicin have beenmaintained among patients <=50 years of age (Fig. 3)



y In an investigation by the Southeast Cancer Study Group

(SECSG),8 complete response rate was statistically significantly greater with cytarabine plus idarubicin than with cytarabine plus daunorubicin. The postremissionprotocol incorporated a test of late intensification withcytarabine plus idarubicin or cytarabine plus daunorubicin,

depending on the patient's initial induction regimen. Although a recent update demonstrated no differencebetween induction regimens with respect to disease-free oroverall survival, remission duration was statistically significantly longer among patients who received late

intensification than among those who did not. Compared toany other patient group, patients who were given cytarabineplus idarubicin during induction and late intensificationphases had statistically significantly longer disease-free andoverall survival (Fig. 4).



y Finally, the Italian group GIMEMA studied cytarabine plusidarubicin versus cytarabine plus daunorubicinas inductiontherapy in elderly patients.9 They found no differences in

response rate, remission duration or overall survival betweenthe two treatment groups, as might be expected, based on theresults obtained for elderly patients by Bishop et al 1 and in themulticenter study described previously.7 A statistically significantly greater number of patients, however, achieved acomplete response with one course of cytarabine plus idarubicinthan with one course of cytarabine plus daunorubicin in the

GIMEMA study. This observation was also made in the Berman6and multicenter trials,7 but not in the SECSG study.8

y In conclusion, these investigations demonstrate the superiority of idarubicin over daunorubicin in combination with cytarabineas induction therapy for AML, especially in patients <60 years of age. This clinical observation is supported by laboratory investigations that indicate more favorable phar- macokineticsand less interaction with P-glycoprotein for idarubicin than fordaunorubicin.10-13 The presence of P-glycoprotein on the surfaceof leukemic cells from patients with d e novo AML has repeatedly been shown to impair response to cytarabine plusdaunorubicin.14-16



Emerging Trends in Human

Resource Managementy Human resource management is a process of bringing

people and organizations together so that the goals of

each other are met. The role of HR manager is shiftingfrom that of a protector and screener to the role of aplanner and change agent. Personnel directors are thenew corporate heroes. The name of the game today inbusiness is personnel . Nowadays it is not possible toshow a good financial or operating report unless yourpersonnel relations are in order.



y Over the years, highly skilled and knowledge based jobsare increasing while low skilled jobs are decreasing. This

calls for future skill mapping through proper HRMinitiatives.

y Indian organizations are also witnessing a change insystems, management cultures and philosophy due to

the global alignment of Indian organizations. There is aneed for multi skill development. Role of HRM isbecoming all the more important.



y Some of the recent trends that are being observed are as

follows:y The recent quality management standards ISO9001 and ISO 9004 of 2000 focus more on peoplecentric organizations. Organizations now need to

prepare themselves in order to address people centeredissues with commitment from the top management,

with renewed thrust on HR issues, more particularly ontraining.

y Charles Handy also advocated future organizationalmodels likeShamrock, Federal and Triple I. Suchorganizational models also refocus on people centricissues and call for redefining the future role of HR

professionals



y To leapfrog ahead of competition in this world of

uncertainty, organizations have introduced six- sigmapractices. Six- sigma uses rigorous analytical tools

with leadership from the top and develops a methodfor sustainable improvement. These practices improve

organizational values and helps in creating defect freeproduct or services at minimum cost.

y Human resource outsourcing is a new accession thatmakes a traditional HR department redundant in an

organization. Exult, the international pioneer in HR BPO already roped in Bank of America, internationalplayers BP Amoco & over the years plan to spread theirbusiness to most of the Fortune 500 companies



y International HRM places greater emphasis on anumber of responsibilities and functions such as

relocation, orientation and translation services to helpemployees adapt to a new and different environmentoutside their own country

y Selection of employees requires careful evaluation of the personal characteristics of the candidate andhis/her spouse



y Training and development extends beyond information andorientation training to include sensitivity training and fieldexperiences that will enable the manager to understandcultural differences better. Managers need to be protectedfrom career development risks, re-entry problems andculture shock.

y To balance the pros and cons of home country and host

country evaluations, performance evaluations shouldcombine the two sources of appraisal information.

y Compensation systems should support the overall strategicintent of the organization but should be customized forlocal conditions.

y In many European countries - Germany for one, lawestablishes representation. Organizations typically negotiate the agreement with the unions at a national level.In Europe it is more likely for salaried employees and

managers to be unionized



HR Managers should do the

following things to ensure successy Use workforce skills and abilities in order to exploit environmental

opportunities and neutralize threats.y Employ innovative reward plans that recognize employee contributions

and grant enhancements.

y Indulge in continuous quality improvement through TQM and HR contributions like training, development, counseling, etc

y Utilize people with distinctive capabilities to create unsurpassedcompetence in an area, e.g. Xerox in photocopiers, 3M in adhesives,Telco in trucks etc.

y Decentralize operations and rely on self-managed teams to deliver

goods in difficult times e.g. Motorola is famous for short productdevelopment cycles. It has quickly commercialized ideas from itsresearch labs.

y Lay off workers in a smooth way explaining facts to unions, workersand other affected groups e.g. IBM , Kodak, Xerox, etc.



HR Managers today are focusing

attention on the followingy a) Policies- HR policies based on trust, openness, equity and

consensus.y b) Motivation- Create conditions in which people are willing to work

with zeal, initiative and enthusiasm; make people feel like winners.

y c) Relations- Fair treatment of people and prompt redress of grievances would pave the way for healthy work-place relations.

y d) Change agent- Prepare workers to accept technological changes by clarifying doubts.

y e) Quality Consciousness- Commitment to quality in all aspects of personnel administration will ensure success.

y Due to the new trends in HR, in a nutshell the HR manager shouldtreat people as resources, reward them equitably, and integrate theiraspirations with corporate goals through suitable HR policies



VIDEO

Workforce Management information on employment law, human resource development and human resource management. workforce.com.flv



Presented by-y ANKIT AGARWAL

y ADITYA SHARMA

y ANKUSH GUPTA y CHETAN MISHRA

y DHEERAJ BHARDWAJ

emerging trends in india presentation

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