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A-32 A Sector-62 (UP) Ph.: 0120-4638300-01, Fax: 0120-2403378E-mail: info@jimnoida.ac.in, website: www.jimnoida.ac.in

On Campus Accommod ation

About Jaipur ia Institute of Management, Noida

Gautam B udha Nagar

New Delhi

We have limited accommodation on campus that will be provided on first come first served basis. The accommodationcharges would be Rs.1500/- per person on twin sharing basis for three days. Extra Rs.1000/- per day per person shall becharged, over and above three days, subject to maximum of two days, in case of any extended stay back.

Jaipuria Institute of Management, Noida is a part of the Jaipuria Group of Management Institutes. The sister institutes arelocated in Lucknow Jaipur and Indore. These institutes belong to Integral Education Society which is led by Mr. SharadJaipuria, CMD, Ginni International Limited. Beside the management institutes, the society has a Senior Secondary School atLucknow, and also has a distinction of promoting a college i n Calcutta since 1945, which was inaugurated by the first PrimeMinister of India.

The Institute offers three AICTE approved 2-year full time PGDM, PGDM (Services) and PGDM (Marketing) Programmes. It

is located in an aesthetic campus spread over four acres in the institutional area of Sector-62. The campus has airy andnaturally lighted large classrooms, an internal court and a large lawn. It has a fully Air Conditioned Library, Computer labs,Faculty offices, Auditorium and well equipped Class Rooms.

The Institute is located in the city of Gautam Budha Nagar, which is a district headquarter, in the state of Uttar Pradesh. Apartbeing the satellite town of the national capital of India, New Delhi, it is a hub of lot many corporate houses viz, IBM, HCL,Samsung, TCS, Reliance Industries etc., to name few.

New Delhi is the political capital of India and offers a unique blend of its great historical legacy and modern day seat of power.Delhi is a city that bridges two different worlds. On one side you can see old architectural monuments doting across the city,buzzing streets and exotic markets, and on the other side Lutyen's Delhi has magnificent buildings of colonial era, modernday shopping malls, swan by overbridges, snaking metro railway net work across length and breadth of the city, modernopulent high rise buildings and lots of greenery. In Delhi, you will discover that the city is sprinkled with dazzling gems:captivating historical monuments, fascinating museums and art galleries, architectural wonders, a vivacious performing-artsscene, fabulous eating places and bustling markets. Old city offers you labyrinth of narrow lanes lined with crumbling havelisand formidable mosques. In contrast, the imperial city of New Delhi created b y the British Raj is composed of spacious, tree-

lined avenues and imposing President House, Central Secretariat, grand temples, gurudwaras and churches, givi ng enoughhints of rich and multiple cultures this cosmopolitan will offer you. Modern city will present you towering buildings of all topbanks and MNCs, institutions of international and national importance, universities, colleges, research institutes, schools,theaters, gardens, modern stadiums, state of art international airport, flyovers and expressways.

Website: www.jimnoida.ac.in

Prof. Anurag Singh, Assistant Professor (Finance)Mobile: +91-9810314476Office: +91-120-4638351/300/301E-mail: asingh@jimnoida.ac.in

Dr. Vikas Nath, Associate Professor (Marketing)Mobile: +91-9868718827;+91-8800372004Office: +91-120-4638350/300/301E-mail: vnath@jimnoida.ac.in

Conference Conveners

Managerial Challenges and Opportunities

14th-16t h October, 2011

JAIPURIA INSTITUTEOFMANAGEMENT

NOIDA

The registration fee has to be sent along with the registration form.

Registration fee is non refundable. However, change in nomination is permitted on request. Payment should be made through Demand Draft in favour of Jaipuria Institute of Management, Noida. Last date for sending registration fee for participation only is 10.10.2011.

Registration Fees:

1.

2.

3.

Indian Delegate/Author

Foreign Delegate/Author

Students

Rs. 3000

US$ 100

Rs.1000Generation

Next(GeNxt):

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IntroductionThe millennial generation, or the Generation Next (GeNxt),born at the end of the 20th century, is endowed with numeroustechnologies, especially Internet technologies. Moreover, thisgeneration is richer than its preceding generations. The GeNxtlives in highly networked globe. It is socially andenvironmentally more conscious and is well informed,intellectually alive and fiercely independent. The real andvirtual worlds of the GeNxt are very different from theirpreceding generations. Consequently, it is different in itsvalues, motivations, life styles, and consuming patters.

For a today's youth, technology, such as a computer, theInternet, a cell phone and satellite, is an assumed presence, a

fundamental part of everyday life on par with running tap waterand electric lights. Between texting, e-mailing, socialnetworking, gaming, instant messaging and online commercetheir world is one of constant electronic interaction throughwhich they have almost instant access to everything frominformation to merchandise. They also have access to tonymalls, diverse consumer goods, swanky automobiles, bettereducational systems, and other services that boost theirconfidence and increase the level of aspiration.

The youth market, products/services these markets consume,market size, and market growth all these indeed make aninteresting study. The emerging challenges for present day'sbusiness firms are how to target the GeNxt segment andposition products and services for the youth market. More andmore companies are entering into a fray in adopting varioustools and techniques to reach to the GeNxt. A recent studyshows that 40% of the Indian population is youth and itspurchasing power is on increase. A younger, more affluentworkforce indicates a whole range of possibilities for youthconsumer markets.

The GeNxt has plenty of career options and most of them arebetter aware about them than their parents. It has just brushedaside old fashioned way of working for one organization duringone's lifetime, i.e., womb to tomb and it changes jobs at a dropof hat. It presumes that anyone who works for the whole life in asame company may not have got other options. Job hoppinghas become a sort of career ladder, the more one hops, thehigher one reaches.

Research has described the following characteristics ofthe GeNxt:

It uses Internet and mobility technology as a way of life,be it to connect with people, search for information or

shop in the virtual world.Convenience, immediacy of contact/response,interactivity and positive consumption experience are itsvirtues.Peer influenced it finds solace in social networking sites

and builds communities with likeminded Look at Metypes.Facebook, MySpace, Twitter, etc. are the new found ways

of presenting personal likes and dislikes and perfectingthese indulgences as its hobby. As much as, studies bringout that majority of the GeNxt members use one of thepopular social networking sites, and more than four-in-tenhave created a personal profile.Though brand conscious, it is constantly in search for

novel ways of need satisfaction.The GeNxt members are more civic-minded and team-

oriented.

The GeNxt Emplo yee

Managing the GeNxt Organization

The GeNxT employees are more diverse compared toprevious generations. Television, personal computers,laptops, tablets, the Internet and mass media in general haveopened up a range of new choices for them. This hasresulted in a generation of people who require, and are ableto adapt to, more visual than verbal stimuli. They do notidentify themselves by what they do, but who they perceivethey are. Their concern for family values will probably lead torequests for shorter workweeks, more telecommuting andmore home-based businesses.

As young employees have expectations that are different

from their predecessors, they have to be manageddifferently. This is a highly independent group, used tosolving problems on their own. Thus, managers will berequired to set specific goals for them and allow them tomanage the processes associated with achieving thesegoals. By providing new employees with a variety of tasks,managers may also benefit by the GeNxt's apparent abil ity toperform multi tasks.

The DNA of organizations is changing. Although it may soundcommon place, this expression has perhaps never beentruer than it is today. Management practices and the form oforganizations have significantly altered during the lastquarter of the 20th century and many employees that arenew to the work force have different expectations - andfrustrations - when it comes to defining their relationshipwithin their organization. Crafting and implementation of

business strategy will be greatly influenced by this emergingDNA of organizations.

With the emerging business landscape, the means by whichorganizations will achieve competitive advantage overothers will also have to be redefined. In order to compete inthis emerging landscape, the GeNxt employees andmanagers will play a paramount role. This new DNA oforganizations of tomorrow, besides attaining costeffectiveness and economies of scale will be makingeffective use of other factors like technology, virtualconnections and new social media. Similarly, innovation willbe of key importance as the ability to innovate will determineto a large extent the structure and organization's ability tomobilize the energy and motivation to keep up with theturbulent business environment in order to gain prominence.In the above backdrop, the present conference has beendesigned to look into the various challenges andopportunities that each functional area of management will

be required to address. The conference provides a forum toacademicians, students, practitioners and consultants todeliberate upon the pressing issues of managing the GeNxtand evolving appropriate strategies to benefit from theabundant energy, digital experience and surgingexpectations of the GeNxt.

Themes for the Conference

Characteristics and aspirations of the GeNxt employees Developing the GeNxt leaders Competencies of HR professionals Change management Work ethics and values of the GeNxt Employee engagement strategies Training & development needs Retention strategies HR practices Co-existence & collaboration Team work and individualism

Leveraging the demographic dividend Mapping economic behaviour and 'rationality' of the GeNxt Changing consumption/expenditure patterns Education and employment Gender equality and women empowerment Environmental awareness & consciousness

Flexibility and future preparedness GeNxt consumer behavior- impulses, patterns, and trends Product segmentation, positioning and targeting GeNxt marketing technologies GeNxt choice of gadgets Retailing for the GeNxt Digital marketing Marketing communication and other tools to reach the GeNxt Challenges for the GeNxt entrepreneurs /marketers

Cloud computing (optimum utilization of resources)

Convergence of technology and management Social networking sites: Management perspective Smart mobiles and 3G Spectrum: GeNxt marketing and management tools

Challenges of interbank money flow Need of technology for banking functions Need of technology for share market transactions Innovative financial products Leveraging technology for financial inclusion Venture capital GeNxt investment characteristics Corporate financing

DNA of organizations Creating effective organizations Crafting business strategy Flexibility and Temp employees Networked organisation Innovation in organizations

Emerging landscape of management educationAspirations and realities of the Indian youthInstitution buildingTraining teachers for educating the GeNxtIndustryinstitution interaction

Managing the GeNxt

Economics and the GeNxt

Marketing to the GeNxt

The GeNxt IT Issues

The GeNxt Financial Management

Managing the GeNxt Organisation

Management Education for the GeNxt

Important InformationLast date for submission of paper abstract : 09.09.2011Confirmation regarding acceptance of abstract : 11.09.2011Last date for paper submission : 30.09.2011

Communication DetailsAll communications should be made to:

Prof. Vikas Nath at vnath@jimnoida.ac.in and /orProf. Anurag Singh at asingh@jimnoida.ac.in