RICMB VOICE Vol - 1 Issue - 2 June-July 2006

*article 1

~ NEPAL: Role of Monarchy on the verge of change ~

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-Santosh Sharma, MBA 2nd semester

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Nepal, a South Asian Himalayan Kingdom, has always been in limelight. But, it suddenly came to focus of the world as thousands of people demonstrated against the king for complete democracy, forcing king to step down of his absolute powers. It happened on April 24, 2006.

As per the history of Monarch in Nepal, it came to existence from 1768 A.D. In Nepal, king is the supreme power. He is regarded as the incarnation of Lord Vishnu itself. He is above the parliament, judiciary and the bureaucracy. He is the Commander-In-Chief of the Army. Every bill passed by the parliament becomes law only when he gives his approval. Whatever he tells becomes the truth, and need to be followed. He is answerable to no one. No one can question his property, expenses, or file a case against any of the royal family members. King appoints his successor himself, where parliament has no role. Under the direct rule of King, he appointed the prime minister and the ministers. As the King’s ministers were not answerable to the people they did the things that favored the King and the royal members, not for people’s welfare and nation. Corruption rose to its extreme, the status of the people became more miserable. The dissatisfaction of the people took the shape of the mass demonstration, led by the politicians for the real democracy. It compelled Late. King Birendra to step down as direct ruler restricting himself to constituent monarchy, by framing a new democratic constitution on 9th Nov,1990.

History has shown that King is always interested to retain the power within himself rather than developing the country by making people and the political parties strong. He always believed in “divide and rule” strategy. Nepalese had to suffer through three decades of the Panchayat system under the present kings father and brother. Present King, King Gyanendra ascended the throne at the age of 56, after the dramatic murder of King Birendra and his family. He is from the business background to rule as a king without the prior experience of governance. He initiated his walk with a public remark that he cannot be the traditional King who will just listen and see the things go wrong but actively work for the welfare of the people and the country. This was the first sign of King’s desire for the role of proactive King. And, he proved his desire on October 4, 2002 after he dissolved the Prime Minister Sher Bahadur Deuba led government accusing him incapable of holding the general election in the country. Every citizen and the politician, then, knew that general election was impossible in that time of vicious insurgency where Maoist were running parallel government in majority of rural Nepal. King Gyanendra and his allies had found the loophole in Article 35 and Article 127 of 1990 constitution of Nepal and manipulated to misinterpret it in their favour. He made Nepal a laughing stock by public tendering for the post of Prime Minister. For the first time, the world saw it happen in Nepal. Then came the course of appointing prime ministers like Lokendra Bahadur Chand and Surya Bahadur Thapa, who no way could get the support from other political parties and the people. With none of his move going as per plan, King re-appointed so-called incapable prime minister Sher Bahadur Deuba. This government was a failure once again as its predecessors, as it could not get the support from other political parties and the people. So, king Gyanendra opted for directly ruling the country with some rejected lot of politicians of the Panchayat regime announcing him as the chairmen of the government. King Gyanendra took country into a disastrous course of militization, by the suspension of civil rights using an excuse to fight insurgency to compromise democracy. The monarchy is also suspected of undermining democratic institutions by forming alternative locus of power.

People are not at all convinced with the King’s rule. They want a change, a complete change where they can exercise their civil rights and enjoy the fruits of un-compromised democracy. There is no way; he can grab the keys to the kingdom that has been in the hands of citizens since 1990. Ending the Kingship is one of the Maoists central demands. Besides that, majority of people believe that King cannot remain proactive in this 21st century and his role must be converted from proactive to ceremonial. It is a voice from everywhere and everyone that Constitution reform should take place so that all ethnic minorities are legally protected, RNA comes under the civil government, and state follow the federal system of governance based on sound economic and political principles rather than on race, ethnicity, language or faith. The revision can be through referendum, election-to-parliament, election-to-constituent assembly, or a round table conference of all concerned parties, including rebels.

Recently, some clear positive indications have been seen in Nepal to resolve the political crisis. It seems King Gyanendra has realized his mistake. House of representatives is convened after 4 yrs. Interim government headed by Girija Prasad Koirala has been formed. Every eyes are now focused on the on-going parliamentary session to do breakthrough decision, to turn country into complete democratic rule. This also provides the only means to tackle the brutal war and promote social and economic progress in the long run. The rebels have also shown the positive signs from their side by declaring indefinite cease-fire and involving themselves on the round table talks with the current government for resolving the insurgency.

Now it’s high time for international community to play their role to resolve the conflict in Nepal forever, not for the sake of Nepal alone but for the stability and prosperity of this region and globe as a whole.

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*article 2

~VALUE OF ETHICS~

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Uma Shrestha, MBA 2nd semester

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"Character is what you are in the dark."— Rev. Dwight Moody

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"Character is knowing the good, loving the good and doing the good."— Thomas Lickona

Should I ignore my boss’s hypocrisies to keep my position? Making ethical decisions can be difficult. We make most of them in a world of economic, professional and social pressures, which can obscure moral issues. Often we don’t know or understand crucial facts. We must rank competing moral claims and must be able to predict the likely consequences of choices.

The business world today demands professionals not only with the skills and ability but with ethics, values and character as well to rely upon. Are we ready to take upon the challenge? To prove that the younger generation has not lost the value of life and professionalism adapting to the dynamism of the modern world! To answer those who say there is no unemployed graduate but unemployable graduates! Its time to prepare ourselves or we will find ourselves lost somewhere in the enigma when we enter this sturdy world of business.

What is Ethics?
Ethics refers to principles that define behavior as right, good and proper. Such principles do not always dictate a single "moral" course of action, but provide a means of evaluating and deciding among competing options.

The terms "ethics" and "values" are not interchangeable. Ethics is concerned with how a moral person should behave, whereas values are the inner judgments that determine how a person actually behaves. Values concern ethics when they pertain to beliefs about what is right and wrong. Most values, however, have nothing to do with ethics. For instance, the desire for health and wealth are values, but not ethical values.

We translate values into principles so that they can guide and motivate ethical conduct. Ethical principles are the rules of conduct that are derived from ethical values. For example, honesty is a value that governs behavior in the form of principles such as: tell the truth, don’t deceive, be candid, don’t cheat. In this way, values give rise to principles in the form of specific "dos" and "don’ts."

Ethics is about putting principles into action. Consistency between what we say we value and what our actions say we value is a matter of integrity. It is also about self-discipline:

ü Not doing what you have the power to do. An act isn’t proper simply because it is permissible or you can get away with it.
ü Not doing what you have the right to do. There is a big difference between what you have the right to do and what is right to do.
ü Not doing what you want to do. In the well-worn turn of phrase, an ethical person often chooses to do more than the law requires and less than the law allows.

Ethical decision-making requires more than a belief in the importance of ethics. It also requires ethical sensitivity to implications of choices, the ability to evaluate complex, ambiguous and incomplete facts, and the skill to implement ethical decisions effectively.

Why to be Ethical?
People have lots of reasons for being ethical. There is inner benefit. Virtue is its own reward. There is personal advantage. It is prudent to be ethical. It’s good business. There is approval. Being ethical leads to self-esteem, the admiration of loved ones and the respect of peers. There is religion. Good behavior can please or help serve a deity. There is habit. Ethical actions can fit in with upbringing or training.

Ethical decisions have consequences, and one long-term consequence is to make you into a person of character. But what is character? It is the sum of one’s distinctive traits, qualities and predilections, and amounts to one’s moral constitution. Everyone has a character of some sort, but not everyone "has character." Having character is shorthand for having good character, and that means being a person who is admirable because of his self-assured, ethical behavior.
Character is ethics in action. "One’s character is one’s habitual way of behaving,"
Character is not the same thing as reputation. Character is what you are. Reputation is what people say you are. Abraham Lincoln linked character to a tree and reputation to its shadow.

Obstacles to Ethical behavior
ü If It’s Necessary, It’s Ethical: The False Necessity Trap
ü If It’s Legal and Permissible, It’s Proper: I’ve Got It Coming
ü It’s Just Part of the Job: Everyone’s doing It
ü It’s all for a Good Cause: It doesn’t Hurt Anyone
ü I Was Just Doing It for You: It’s OK If I Don’t Gain Personally
ü I’m Just Fighting Fire With Fire

The Six Pillars of Character

A decision is ethical when it is consistent with the Six Pillars of Character – ethical decisions generate and sustain trust; demonstrate respect, responsibility, fairness and caring; and are consistent with good citizenship. If we lie to get something we want and we get it, the decision might well be called effective, even though it is unethical.
Trustworthiness
Be honest • Don’t deceive, cheat or steal • Be reliable — do what you say you’ll do • Have the courage to do the right thing • Build a good reputation • Be loyal — stand by your family, friends and country

Respect
Treat others with respect; follow the Golden Rule • Be tolerant of differences • Use good manners, not bad language • Be considerate of the feelings of others • Don’t threaten, hit or hurt anyone • Deal peacefully not with anger, insults and disagreements

Responsibility
Do what you are supposed to do • Persevere: keep on trying! • Always do your best • Use self-control • Be self-disciplined • Think before you act — consider the consequences • Be accountable for your choices

Fairness
Play by the rules • Take turns and share • Be open-minded; listen to others • Don’t take advantage of others • Don’t blame others carelessly

Caring
Be kind • Be compassionate and show you care • Express gratitude • Forgive others • Help people in need

Citizenship
Do your share to make your workplace and community better • Cooperate • Get involved in community affairs • Stay informed; vote • Be a good neighbor • Obey laws and rules • Respect authority • Protect the environment

Whether or not we realize it at the time, all our words, actions and attitudes reflect choices. A foundation to good decision-making is acceptance of two core principles:
v We all have the power to decide what we do and what we say, and
v We are morally responsible for the consequences of our choices.

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*article 3

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~CAMPUS RECRUITMENT~

- K.S.N. Bhat, Placement Officer, RICMB

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Campus Recruitment is one of the most popular external recruitment methods used by companies now-a-days. Most of the universities and institutes imparting technical/professional education in various disciplines like engineering, technology, and management studies provide facilities for campus selection. Campus Recruitment philosophy says “Catch them Young”. The objective is to complete the formalities of recruitment in the campus of the institute itself with a view to minimizing the delay and to get cream before it is snatched away by some other organizations. It is to be noted that the companies which come to the institute for campus selection, do help not only to the institute, but also to themselves as they get young intellectuals at low cost of recruitment.

Let us see what type of candidates the companies are scouting for? Many are under the impression that IQ is the main criterion and if a candidate has high percentage that is all enough! This is nothing but a myth. Academic success does not ensure success in the interview. He/She is expected to have many qualities besides having high percentage of marks. The candidates should be adept in the following skills;

1. He should have good writing skills
2. Good communication skill
3. Good in analytical skill
4. General Knowledge/ common sense should be above average
5. Creativity approach
6. Logical approach
7. Computer savvy
8. Emotional Quotient should be fairly good
9. He should have good mannerism and pleasing body language

The HRD persons who come on behalf of the company for recruitment will evaluate the candidates from all the above angles before selection is made. From the above it is clear that candidates should be good in many aspects in addition to being good at academic studies. This multidimensional knowledge can be developed by hard work, constant reading and interaction with knowledgeable persons. The Placement Officer (PO) plays an important role in imparting these skills to the candidates during the course period. It will not be exaggerated if we say that the PO has to play a good pedagogical role to carryout this task. Much depends on his efforts in moulding these boys/girls during pursuing of their respective academic courses.

It is high time that the institutes have to have regular slots in the time table for including these extra subjects which will go a long way in bettering their professional proficiency of the students from all directions.

The various stages of campus interview, which are self-explanatory, can be summarized as under:

JOB ANALYSIS

1. IDENTIFY THE CAMPUS
2. SECURE PLACE IN QUEUE ON EACH CAMPUS
3. CHECK THE CVs OF THE CANDIDATES
4. CONDUCT WRITTEN TEST
5. IDENTIFY SUITABLE CANDIDATES- SEND CALL LETTERS
6. INTERVIEW INTENSIVELY FOR COMPETITIVENESS
7. STAY IN TOUCH WITH THOSE WHO ACCEPT THE OFFER
8. CONTINUE INFORMAL INTERACTION WITH THE INSTITUTE
9. WAIT FOR FINAL YEAR RESULT

Based on the foregoing, one can infer that campus interview is a fairly long process and candidates should take this in proper spirit and earnestness. The candidates who get selected can really feel proud as they need not undergo the travails of interview for jobs after they come out of the colleges. Moreover, the colleges/institutes also can feel proud of these students who are selected. The college can use this to highlight the success level and can use to attract the prospective students for admission into future courses. Thus campus selection process is beneficial not only to company and students, but also to institutions to project the success to outside world. The more students are through in campus interview, the more feathers will be on the cap of the institute.

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*article 4

TRUE LEADER OF HEARTS

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-Mohammed Shabbir,MBA 2nd Sem.

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It was the time when
Money and fame worked
Money spoke, money listened
Money controlled everything

There arose a spark
Of a true leader
Who was away from
The clutches of worldly attraction

All merry’d with that
Time, fame and money
And covered that little speak
That could hardly touch a soul

The time was here when
Each of the leader had
To show his worthiness
By all his power

The first showed his fame
The second showed his strength
The third had nothing but
The words from his heart

He said he had nothing
But himself and himself
To give no fame and
No money and no strength

But for his ability
To share the bright light
The light of the spark which
Was deep within him

All turned silent and
Their hearts were lit
By the true leader heart
Melting everyone’s foolish acts

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The time finally arrived when
The judgement had to be made
He may not have won the vote
But he did win their heart.

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*article 5

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A new dimension of Globalosation - Glocalisation

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- Vinayak R. Jeeragal, MBA 2nd semester

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Think globality, act locally - the latest buzz word.

‘Glocalization’ is a new term that is coined in order to emphasize that the globalization of a product is more likely to succeed when the product or service is adapted specifically to each locality or culture. The term is a fusion of the words globalization and localization.

Glocalization merely proposes a “restyling” of globalization, essentially leaving its impoverishing effects on local subjects unchanged. Glocalization, in the proper sense of the word, cannot refer to a simple appeal for power and independence on the part of local communities (Localism) or to the creation of partnerships or horizontal networks that link up exclusively local subjects (multi-localism). Glocalization is based on the actions of a number of different local actors (first and foremost, cities), that are interconnected in networks- at times of planetary dimensions- or connected in clusters or in pairs, often with the prime objective of building bridges between North and South, or between countries that find themselves on opposing sides of a conflict. One fundamental element of the approach is the ability to link and interact with global actors which are either international organizations or the global private sector. It is this ability which makes it possible in the interests of implementing concrete projects, and to draw on resources.

The word ’glocalization’ points to a strategy involving a substantial reform of the


different aspects of globalization, with the goal of establishing a link between the benefits of the global dimension – in terms of technology, information and economics and local realities. It establishes a bottom-up system for the governance of globalization.

Principles:

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Glocalization could be a real, new prospect, being characterized by some extrinsic features- to be viewed as expressions and effects of the glocal vision, namely:

The universal nature of the glocal proposal, addressed to actors of both developed and developing countries, on the basis of equal and not conflicting relationships

Its manifest concreteness, emerging from its rejection of any ideology and from its tendency to assess the results of policies and actions in relation to their effects on the stakeholders’ lives.

Its capacity to mobilize human energy, above all within the local civil societies. But also by spurring de-bureaucratized public administrators, socially oriented enterprises, volunteers and individuals towards glocal action.

Its natural tendency towards sustainability, owing to its double orientation to use both public and private resources and to exploit both local and global opportunities, also referring to powerful political and economic actors. But the real strength of the glocal proposal and perhaps its very appeal lies in its intrinsic and content related features. The first set of principles has been derived from “glocalization ideal map”.

Youth empowerment, as a way to activate and support those who can be considered as key actors in glocalization policies, especially in regions affected by war and conflicts.

Information and Communication Technology, as an instrument to foster relations and contacts between cultures and at the same time, as a key catalyst for economic development.


Priority sectors in glocal action:

City diplomacy and city-to-city cooperation as a form of decentralization of international relations management, viewing local authorities as the key actors, especially in conflict and post-conflict areas.

Socio-economic local development, aiming at an appropriate and well-balanced management of relations between the local and global dimension, and to reduce social exclusion and poverty, which are at the same time a result and a pre-condition for a better stability and peace.

Culture, as a key factor in breaking down the barriers between people and human groups and as a powerful instrument of balancing the global and the local, through the valorization and revitalization of local cultures and using the means and opportunities offered by globalization.

Tourism, at the same time a crucial force for local social development and a key instrument for peace and mutual understanding.

Sport, as a vehicle to deliver strong peace-building models and to provide concrete psychosocial peace dividends, especially to youth.

Youth empowerment, as a way to activate and support those who can be considered as key actors in glocalization policies, especially in regions affected by war and conflicts.

Information and Communication Technology, as an instrument to foster relations and contacts between cultures and at the same time, as a key catalyst for economic development.

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*article 6
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THE ROADMAP TO CUSTOMER IMPACT - SIX SIGMA

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-Prof. Vijaya Kumar, Guest Faculty, RICMB

History

Motorola Inc invented Six Sigma, 18 years ago. During this time, Six Sigma has evolved from its roots as a measure of quality, an overall business improvement methodology and to what it is today- a fully integrated management system.

In 1986 Bill Smith, a senior engineer and scientist within Motorola’s communication division, introduced the concept of ix sigma in response to increasing complaints from the fields sales force about the warranty claims. It was the new method for standardizing the way defects are counted, with Six Sigma being near perfection.

Smith crafted the original analysis and tool that were the beginnings of Motorola’s Six Sigma methodology. He took his ideas to CEO Bob Galvin, who was struck by Smith’s passion and came to recognize the approach as key to addressing quality concern. Six Sigma has been Motorola’s strategy for delivering products that meet the high quality standards our customers deserved.

Following a common Six Sigma methodology, Motorola began its journey of documenting key processes, aligning these processes to critical customer requirement and installing measurement and analysis system to continuously improve the process.

What is Six Sigma?

First, what it is not. It is not a secret society, a slogan or cliché. Six Sigma is a highly disciplined process that helps us to focus on developing and delivering near-perfect products and services. Why “Sigma"? The word is a statistical term that measures how far a given process deviates from perfection. The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process you can systematically figure out how to eliminate them and get as close to “zero defects” as possible.



DMAIC Six Sigma Approach

The Six Sigma approach for the projects is DMAIC(define, measure, analyze, improve and control). These steps are most common in Six Sigma approach to project the work. Some of organizations omit the D in DMAIC, the Black Belt is charged with MAIC only in that Six Sigma approach. But define is too important to be left out and some-times management does not do an adequate job of defining a project.

Define (DMAIC)

Define is the first step in our six sigma approach of DMAIC. DMAIC first asks leaders to define our core processes. It is important to define the selected project scope, expectations, resources and timeliness. The definition step in the Six Sigma approach identifies specifically what is part of the project and what is not, and explains the scope of project. Many times the first passes at process documentation are at a general level. Additional work is often required to adequately understand and correctly document the processes. As the saying goes “The devil is in the details”.

Measure (DMAIC).

Many think when they start a journey the most important thing is to know where they are going. While we agree knowing where you want to go is very important, we believe some of the first information you need before starting any journey is your current location. The sigma approach asks the Black Belt project manager to quantify and benchmark the process using actual data. At a minimum consider the mean or average performance and some estimate of the dispersion and variation (may be even calculate the standard deviation). Trends and cycle can also be very revealing. The two data point and extrapolate to infinity is not a Six Sigma approach. Process capabilities can be calculated once there is performance data.

Analyze (DMAIC)

Once the project is understood and the baseline performance documented and verified that there is real opportunity, it is time with Six Sigma approach to do an analysis of the process. In this step, the Six Sigma approach applies statistical tool to validate the root cause of problems Any number of tools and tests can be used. The object is to understand the process at a level sufficient to be able to formulate options for improvement. We should be able to compare various options with each other to determine the most promising alternatives. As with any activities, balanced must be achieved. Superficial analysis and understanding will lead to unproductive options being selected, forcing recycle through the process to make improvements. At the other extreme is the paralysis of analysis. Striking the appropriate balance is what makes Six Sigma Black Belt highly valuable.

Improve (DMAIC)

During the improve step six of the sigma approach ideas and solutions are put to work. The Six Sigma Black Belt has discovered and validated all known roots causes for the existing opportunity. The Six Sigma approach requires Black Belts to identify solutions. As part of the Six Sigma approach there must be checks to assure that the desired are being achieved. Some experiments and trails may be required in order to find the best solution. When making the trails and experiments it is important that all project associates understand that these are trails and really are part of Six Sigma approach.

Control (DMIAC)

Many people believe the best performance you can get from a process is at the very beginning. Over the time there is an expectancy that slowly things will get a little worse until finally it is time for another major effort towards improvement. Contrasted with this is the Kaizen approach that seeks to make everything incrementally better on a continuous basis. The sum of all these incremental improvements can be quite large. As the part of the Six Sigma approach performance tracking mechanisms and measurement are in place to assure, at a minimum, that the gain made in the project are not lost over a period of time. As a part of control step we encourage sharing with others in the organization. With this the Six Sigma approach really starts to create the phenomenal returns, ideas and projects in one part of the organization are translated in a very rapid fashion to implementation in another part of the organization.

Quality Tool

Control charts- Monitors variance in a process over the time and alerts the business to unexpected variance which may cause defects

Defects Measurement- According for the number or frequency of defects that causes lapses in the product or service quality.

Pareto Diagram- Focuses on the efforts or the problem that have the greatest potential for improvement by showing relative frequency and/or size in a descending bar graph. Based on the proven Pareto principle: 20% of sources cause 80% of any problems.

Process Mapping - Illustrate description of how things get done, which enables participants to visualize an entire process and identify areas of strength and weaknesses. It helps to reduce cycle time and defects while recognize the value of individual contribution.

Root Cause Analysis – Study of the original reason for nonconformance with the process. When the root cause is improved or corrected, the nonconformance will be eliminated.

Statistical process control – The application of statistical methods to analyze data, study and monitor process capability and performance.

Tree diagram- Graphically shows any broad goal broken into different levels of detailed actions. It encourages team members to expand their thinking when creating solution.


Quality Terms

Black Belt- Leaders of team responsible for measuring, analyzing, improving and controlling key processes that influence customer satisfaction and/or productivity growth. Black Belt are full-time positions.

Control- The state of stability, normal variation and predictability. Process of regulating and guiding operations and processes using quantitative data.

CTQ: Critical to Quality (Critical “Y”)- Element of a process or practice which has a direct impact on its perceived quality.

Customer Needs, Expectations – Needs, as defined by customers, which meet their basic requirement and standards.

Defects – Sources of customer irritation. Defects are costly to both customers and to manufacturers or service providers. Eliminating defects provides cost benefits.

Green Belt – Similar to Black Belt but not in full- time position.

Master Black Belt – First and foremost teachers. They also review and mentor Black Belts. Selection criteria for Master Black Belts are the quantitative skills & the ability to teach and mentor. Master Black Belts are full time position.

Variance – A change in process or business practice that may alter its expected outcome.

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