How to make Effective Management Communication?

Using the Three Step Writing Process for Routine and Positive Messages

• To stay focused in your overall business goals

• To emphasise the audience concerns whenever you write

Plan Your Message :

• Even simple messages can benefit from thoughtful planning:

a. Analyse the situation

b. Gather whatever information your audience wants to know

c. Select the right medium-IM and e-mails

d. Organise information effectively by defining the main idea, limiting your scope, selecting a direct or indirect approach and outlining your content

Write Your Message

• Most readers in this category will be either positive or neutral and hence direct approach is most desirable:

a. State the request or the main idea

b. Give necessary details

c. Close with a cordial request for specific action.

d. To maximise impact, give time to revise, produce, proofread and distribute your message

Making Routine Requests :

• For: information, action, products, adjustments, or other matters

• Audience is normally prepared to comply unless you are being unreasonable

Strategy For Routine Requests :

1. Introduction:

• State your Request upfront using Direct Approach.

• Write in a polite, undemanding personal tone

• Assume your audience will comply

• Be specific and precise

2. Body:

• Explain its importance and/or Justify your request

• Explain the potential benefits of responding

• Ask the most important questions first

• Ask only relevant questions

• Deal with one topic per question

• Using a list format help readers sort through multiple questions or requests

3. Close:

• A specific request

• Information about how you can be reached

• Clearly state any important deadline for the request

• An expression of appreciation or goodwill (however, don’t thank the reader in advance)

Common Examples of Routine Requests :

• Asking for information and Action

• Asking for recommendations

• Making claims and requesting adjustments

Asking for Information and Action :

• What you want to know or what you want your readers to do

• Why you are making the request

• Why it may be in your reader’s interest to help you

• Sometimes the purpose of routine request is to reestablish communication with former customers, suppliers

Asking for Recommendations :

• Always ask for permission before using someone as a reference

• Refresh the memory of any potential reference you haven’t been in touch for a while

• Close with appreciation, full contact details where the letter needs to be sent

• Enclose a stamped, preaddressed envelope

• Mention deadline if it is required

Making Claims and Requesting Adjustments

In your claim letter:

• Explain the problem and give details

• Provide backup information-facts

• Request specific action or ask the reader to propose a fair adjustment

• Document your claims

• Send copies and keep the original documents

• Maintain professional tone even if you are extremely frustrated

• Explain the benefits complying with the requests such as continued patronage

Sending Routine Replies and Positive Messages

• To communicate the information or the good news

• Answer all questions

• Provide all required details

• Leave the reader with a good impression of you and your firm

Strategy for Routine Replies and Positive Messages

Introduction:

• Use the direct organisational plan for positive messages

• Start with the main idea that is brief and to the point

• Be clear and concise

Instead of:

• I am pleased to inform you that after careful consideration of a delightfully talented pool of applicants, out HR committee has recommended you for appointment as a financial analyst.

• Make a direct approach and say we are pleased to appoint you as a financial analyst.

Body:

• Provide necessary details and explanation

• Maintain a supportive tone throughout

• Try to embed any negative information in a positive context

• Talk favorably about the choices the customer has made

Instead of:

• We no longer carry the Sportsgirl line of sweaters.

• Depending on the situation either suggest saying now we have comeup with similar but more trendy new line of swaters or if there are no alternatives suggest other good brand.

• End with a courteous close

• Make sure audience understands what to do next and how that action will benefit them

• Encourage them to act promptly

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Meaning of Economics

Adam Smith
Father of Economics

The word economy comes from the Greek word oikonomos, which means “one who manages a household.”

Que : What is Economics?

Ans : The branch of social science that deals with the production and distribution and consumption of goods and services and their management. Or :

Economics is the study of how the Society manages its scare resources. Or :

A social science that studies how individuals, governments, firms and nations make choices on allocating scarce resources to satisfy their unlimited wants. Economics can generally be broken down into: macroeconomics, which concentrates on the behavior of the aggregate economy; and microeconomics, which focuses on individual consumers.

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Introduction of Environment Protection Act, (1986)

The Environment Protection Act, 1986 was constituted on 19 Nov, 1986, to provide for the protection and improvement of environment and for matters connected with environment.

 OBJECTIVES:

·         To co-ordinate the activities of the various regulatory agencies already in existence

Jairam Ramesh, The Man
Who put Environment in front

·         To appoint environment officers to check environmental pollution

·         To improve the quality of life by protection of environment

·         Establishing environmental laboratories

·         To protect the forests and wildlife in the country

Sources and causes for the pollution

 Natural and man made sources. Though globally man made pollutants from ::  Combustion, Construction, Mining, Agriculture, Warfare, Chemical plants, Coal-fired power plants, Oil refineries, Petrochemical plants, Nuclear  waste, Large livestock farms (dairy cows, pigs, poultry, etc.), PVC factories, Plastics factories and other heavy industry are increasingly significant  in the pollution equation.

The Environment Protection Act, 1986 was constituted on 19 Nov, 1986, to provide for the protection and improvement of environment and for matters connected with environment.

There are four main chapters and different clauses under various chapters which lay down the standards, policies and act of environmental degradations and policies for improvement of environment and prevention of human beings from environmental hazards. The main outlines of this act  are described here .

First chapter describes the definitions of various entities that are related to environment. Here are excerpts of some of the definitions that are directly taken from the Act.

“Environment” includes water, air and land and the inter-relationship which exists among and between water, air and land, and human beings, other living creatures, plants, micro-organism and property.

“Environmental Pollutant” means any solid, liquid or gaseous substance present in such concentration as may be, or tend to be, injurious to environment

“Hazardous Substance” means any substance or preparation which, by reason of its chemical or physico-chemical properties or handling, is liable to cause harm to human beings, other living creatures, plant, micro-organism, property or the environment.

Second chapter describes the role of central government to take measures for environment protection and its improvement along with the economic development.

It includes the appointment of officers, power to give directions, rules to regulate environmental pollution, laying down procedures and standards for industrial waste, emissions, hazardous waste etc.

Third chapter deals with the prevention, control and abatement of environmental pollution.

As per the guidelines, a person running an industry or operation can not emit or discharge environmental pollutants in excess of the permissible limit.

Central government or its officers may take samples of air, water, soil or other substance from any factory for the purpose of analysis and upon failure to satisfy the norms, shall liable to be proceeded against and punished accordingly.

Chapter four lists miscellaneous clauses which are not pertaining to environment but are guidelines for functioning and conduct of officers and government representatives.

Power with Govt. under EPA (1986)

Section 3 of the Act gives extensive powers to the Central Government. It is empowered to make rules in the following areas:

·         Std of quality of air, water and soil for various areas

·         Maximum permissible level of pollutants for diff areas

·         Procedures & Safeguards for handling hazardous substances.

·         Prohibition & restrictions on location of Industries.

The enforcement of rules has been entrusted to the state pollution control Boards.

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Barriers before Intrapreneurs

As we all know that starting an enterprise is not easy, it requires efforts and proper planning. An entrepreneur needs to check market conditions before starting an enterprise. He/ She also need to generate resources and use them efficiently. Moreover, the entrepreneur needs to keep in mind various environmental and social aspects of the business, before starting the enterprise.

The entrepreneurial barriers are  :

• Economic Barriers :
1. Capital
2. Labour
3. Raw Materials
4. Technology  -  Machine & Other resources
5. Macro  Level Environment & its compliances

• Non Economic Barriers
1. Social Barriers
• Social Norms
• Practical Values
• Emotional Blocks

2. Personal Barriers
• Lack of Sustained Motivation
• Unclear or Ambiguous ideas
• Lack of Vision
• Lack of clear perception.  

Here , we try to evaluate these parameters  on Girish  Paranjpe Ex CEO of Wipro.   

Girish Paranjpe

Mr. Girish  Paranjpe served as Co-Chief Executive Officer of IT Business at Wipro Ltd., from April 18, 2008 to January 31,2011.

He has been with Wipro for more than 13 years and has headed the finance function in virtually all of Wipro's businesses.

In August 2000, he moved to a business role to head Wipro's fledgling BFSI (Financial Services) practice.

He served as a Director of Wipro Ltd., since April 18, 2008.

He served as Director of Wipro Technologies, Ltd.

He was a Member of Wipro's Corporate Executive Council.

Macro Economic Barriers :

Girish Paranjpe was a keynote speaker for the Fortune Conference, October 8, 2008 in London. Girish spoke about the various measures CEO’s across the world are taking to brace against the downturn. Innovation takes on a different meaning in this scenario. He talked about Wipro’s experience in co-innovating with the customer to help them through the current economic environment.

He introduced the concept of Value delivery where Wipro team got involved with its customers in getting the total solution for sustainable business during recession. It helped Wipro in maintaining a growth rate of 30% plus during bad patch of economy.

 Skill Labour & Knowledge Barriers (Economic) :

He took initiative in implementing the effective knowledge sharing and skill development models. These addressed needs for different levels in the organisation and the specific success behaviours at every role.

 1.        Entry-level program (ELP) - The program covers the junior management employees with the objective of developing managerial qualities in the employee. The target group is campus hires and lateral hires at junior level.

2.        New Leaders’ Program (NLP) - It is popularly known as NLP and aims at developing potential people managers, who have taken such roles or are likely to get into those roles in the near future.

3.       Wipro Leaders’ Program (WLP) - This program is for middle level leader with people, process, business development and project management responsibilities. These leaders are like the flag bearers of Wipro values and Wipro way of doing business. They not only walk the value talk the value but they also have a responsibility of assimilating new leaders with the Wipro culture.

4.       Business Leaders’ Program (BLP) - This is for senior leaders with business responsibility. At this level, people are trained up for revenue generation; and Profit & Loss responsibilities. The program covers commercial orientation, client relationship development, and team building and performance management responsibilities among other things.

5.       Strategic Leaders’ Program (SLP) - This program covers top management employees. The focus is on Vision, Values, Strategy, Global Thinking and Acting, Customer Focus and Building Star Performers. Wipro ties up with leading business schools of international repute to conduct this program for Wipro leaders.

Social Barriers :

He  was  a qualified  CA. By virtue of that to head the financial activities of any firm was quite natural and acceptable.  But he  moved to Business role and took the ownership of those responsibilities which are more acceptable for an Engineer with Management Qualifications. Such a  move socially is discouraged.

But  Mr Pranjpe overcome this thought and moved to accept the responsibilities that included the following business units: Financial Services, Communication, Media, Telecom and Technology vertical. He was also directly responsible for driving Consulting, Business Technology Services, Product Engineering Solutions and other functions under him were Global Delivery, CTO and CIO office & Operations.

Personal Barriers :

In the year 2008 he was appointed as Jt CEO of  WIPRO. Sharing that position is very rare. it is a more complex model. This joint-CEO model was built on strong collaboration and needs high degree of maturity and flexibility.  He took it positively and explained, “But it also has advantages. We took over in April 2008. By then, the clouds of the (financial) crisis were already on the horizon. So we needed more bandwidth at the top.”

When the clouds of financial crisis were over and organisation wanted to return to a simplified model at top, the decision was tough. He could have continued heading the finance portfolio of the business.

He told a newspaper, “So you can’t have collaboration and say that only one of you will succeed in this job. That does not foster collaboration. So it was either both of you will survive, succeed, or both of you will go. And that was always the understanding.”

His vision was clear and motivation intact after leaving WIPRO he accepted an even more challenging role in May, 2006 at Bloom Energy®, a Silicon Valley-based provider of breakthrough solid oxide fuel cell technology that produces clean, reliable, affordable onsite power. He joined as head of Bloom Energy International designated as Managing Director.

As part of his role, Mr Paranjpe will be responsible for developing the global market for Bloom Energy’s presence beyond the US. Mr Paranjpe will also focus on creating new solutions around the Bloom Energy Server, and the flagship Bloom Electrons offering. In an effort to ensure that clean energy reaches millions around the world, Mr Paranjpe will lead Bloom Energy’s initiative in partnering with energy industry innovators, and leading solution and infrastructure providers.

Clean  or Green energy was his dream even at WIPRO.

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Indext – C consolidate and promote Cottage Industry

Indext – C  in an initiative of the Gujarat government  to handle the problem of rural unemployment effectively, priority has been given to make the development of cottage and village industries because more employment opportunities are being created with less capital in them. The INDEXT-C has been created to provide information and guidance & organising Cottage & Rural Industrial sector as a catalyst.

Objectives  :

Ø  Indext-  C was established with the objective to co-ordinate activities of various corporations engaged in the promotion of  Cottage Industries  and to publish literature on behalf of Commissioner, Cottage Cottage Industries and related corporations.

Ø  The Indext C also carries out promotional Campaign through advertisement, Websites etc. organises Seminars, Workshops, Exhibitions, Melas. at State and District Level for the development of Cottage Industries.

Ø  The INDEXT-C would also initiate discussions with bankers and other financing agencies to sort out problems of finance of the cottage sector.

Organisation Structure  :
A Governing Board is headed by a senior IAS officer and 10 Chief Executives of Boards/Corporations associated with the development of the Cottage and Rural industries looks after the activities of the organization.

The Partnering organization are those  who work in this field  like :

1. Gujarat State Handloom Development & Handicraft Development Corporation Limited
2. Gujarat State Khadi and Village Industries Board, Ahmedabad
3. Gujarat Rural Industries Marketing Corporation Ltd. (GRIMCO)   Gandhinagar
4. Gujarat Matikam and Rural Technology Institute, Gandhinagar

 Functions and Activites

Ø  To Organise awareness programmes regarding the Cottage and Rural Industries Policy and for cultivating mutual understanding about the problems faced by artisans at the regional level.

Ø  To become helpful to beneficiary groups by co-ordinating the activities and efforts of Board/Corporations, District Industries Centers and Voluntary agencies connected with the cottage and rural industries

Ø  To organise exhibition cum sale programmes for propagating and promoting sale and exports of Cottage and Rural industries Products outside the state.

Ø  To arrange open house programmes for solving the problems on the spot relating to Co-operative societies and cottage industries artisans of the state.

Ø  To make publicity with the help of various media to give motivation to the sale of cottage and rural industries products

Ø  To take the services of the concerned sector for preparing specialised projects.

Schemes & Clusters

There are various schemes available where Indext-C  helps the  cottage entrepreneurs :
Schemes
·         Prime Minister's Employment Generation Programme   
·         Shri Vajpayee Bankable Scheme  
·         Manav Kalyan Scheme  
·     Web Marketing of Craft Products  

URBAN HAT

Clusters

Cluster development initiatives are aimed at promoting and strengthening existing crafts & craft-clusters by developing artisan clusters into professionally managed and self reliant community enterprises on the principles of effective member participation and mutual cooperation towards sustainable competitive advantage through technology up gradation transfer, raw material access, skill development, managerial inputs, credit and market support.

This scheme is implemented by Boards Corporations working under Cottage Commissionerate and reputed institutions such as National Institute of Design (NID) and National Institute of Fashion Technology (NIFT), SHRUJAN, SHAHJ, ICE&CD & Freelance Designers.

Haats at Ahmedabad & Bhuj :
With the intention of making urban market available to the  handloom and handicrafts artisans. This Haat has been developed under the Urban Haat Schemes at Ahmedabad and Bhuj.

Ahmedabad  Haat is in posh locality of Vastrapur  built on a land area of 8368 Square Meters..

In these Haat the following Facilities are Provided for the Handloom and Handicrafts Artisans.

·         Stalls for Artisans
·         Platforms shops for Artisans
·         Exhibition Hall
·         Craft Gallery
·         Amphitheatre (Capacity of 2000 Audience)
·         Meeting Hall
·         Food Court

In these Haat Stalls would be allocated in turn for 15 days each in a Token Rate to all Handicraft/Handloom Artisans of the stalls as well as from across the nation. Stalls would also be allocated Personally to State Government corporations the Gujarat State Handloom & Handicrafts Development Corporation Ltd. GRIMCO, RT.I., Matikam Kalakari Board, Women Economic Development Corporation etc.

Traditional Food Items are available to the Artisans and Visitors at the Haat through the facility of Food Stalls. An Amphi Theater with an audience capacity of 2000 has also been provided to organize various types of cultural programmer for the entertainment of the visitors.

Arrangements would be made to develop this Haat as a permanent attraction and entertainment destination  of Gujarat an the lines of 'Delhi Haat' at New Delhi. Throughout the year During various festivals of different states special celebrations, fairs and exhibition will be organized at this places and thus this Haat would thrive with activities around year. 

Unique Features of the Haat  :

This Haat has been developed an attractive destinations to view, enjoy and purchase the grand vibrant and precious Handloom and Handicrafts heritage of country which beats in this hearts of every Gujarat.

The Haat provides a direct opportunity to purchase artifacts created by Artisans, processing skills that are inherited and perfected by training, who keep active the great tradition &  handicrafts workmanship from villages of Gujarat .

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