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Notes, projects, reference material etc all under 1 roof MP
Dk's collection
starting with MR :

Types of Questionnaires

1) Structured non disguised questionnaire
2) Structured disguised questionnaire
3) Non structured non disguised questionnaire
4) Non structured disguised questionnaire


1) Structured non disguised questionnaire

• Questions are listed in a pre-arranged order
• Respondents are told about the purpose of collecting information

2) Structured- disguised questionnaire

• Questions are listed in a pre-arranged order
• Respondents are not told about the purpose of conducting survey

3) Non structured non disguised questionnaire

• Questions are not structured.
• Researcher is free to ask questions in any sequence he/she wants.
• Respondents are told about the purpose of collecting information

4) Non structured disguised questionnaire

• Questions are not structured
• Researcher is free to ask questions in any sequence he/she wants.
• Respondents are not told about the purpose of conducting survey.

Types of Questions

1) Closed ended questions:---
• In the closed ended type of questions, the respondent is asked to select from a fixed list of replies.
• Repondent has to choose any one of the options given or multiple options
• This facilitates coding and helps in quantifying the answer to the questions
• Respondents don’t have to think much and answer within the options given.

2.)Open ended questions: Respondents are free to answer the questions in their own words.
It does not restrict them to choose from the given alternatives as in closed-ended questions
The respondent expresses his/her thoughts in a free wheeling manner.


Mail Survey

Survey done through mail/post office.
Merits of mail survey

• Economical : The cost includes cost of postage (pre paid envelopes are sent along with the survey) and the printed questionnaire .
• Wide geographical coverage :
• Interviewer’s bias is eliminated
• Convenience to respondents:-- as thee is no pestering by interviewer and there is no pressure to fill up on the spot. The respondent can take their own time and this allows them to think before answering .
• Repondents and supervisors not required.—major expenses saved
• Family views can be ascertained.

Demerits of mail survey

• Repondents not replying at all or not replying on time.
• Exhausitve and correct list of mailing address of respondents is required. The accuracy is debatable
• Additional on the spot linked/thought questions cannot be asked as in personal interview.
• Not suitable when quick reply is required.
• Non verbal (facial ) expressions cannot be noted.





Telephone survey

Telephone is the medium through which the information from respondents is collected.
A brief interview of the respondent is taken on telephone.

Merits of telephone survey

• Economical
• Quick response
• Busy people prefer telephonic interviews
• As the interviews are short, more people can be contacted in a day.
• The interviewer’s time and money is saved considerably.

Demerits

• Questionnaire has to be short and sweet.
• Limited information is given by respondents
• Non – verbal responses cannot be seen and analyzed.
• Difficulty in checking the authenticity of the respondent.

Scaling techniques/ scales of measurement

1) Nominal scale :
In this scale, numbers are only used as labels, they have no numerical sanctity. e.g To categorize male and female respondents we could say a nominal scale of 1 for male and 2 for female.
Other examples could be to indicate categories of any variable which is not be given a numerical significance --- Religion--- Hindu—1, Muslim--- 2, Christian – 3 etc.
Education level: H.S.C Pass--- 1, Graduate ---2, P.G--- 3 etc.
Languages spoken: --- English--- 1, Marathi--- 2 etc.







2) Ordinal scale: ordinal scale variables are ones, which have a meaningful order to them.
e.g. : A typical marketing variable is ranks given to brands by respondents. These ranks are not interchangeable, as nominal scale labels are.
This is because rank 1 is higher then rank 2 and so on.
The distance between each rank is not known. Ranking simply denotes that rank 1 is higher then rank 2, rank 2 is higher then rank 3 , but by how much is unknown.

3) Interval scale (Rating scale) : Most of the behavioural measurement scales used to measure attitudes of respondents on a scale of 1 to 5 or 1 to 7 are interval scales.
The difference between interval and ordinal scale variables is that the distance between 1 and 2 is the same as distance between 2 and 3 and so on.

4) Ratio scale : In a ratio type scale , there is a unique zero or beginning point. Interval scale doesnot have a unique zero. Also the ratio of two values of the scale corresponds to the same ratio among the measured values.

e.g distance is a ratio scaled variable. Starting point is zero . 2 metres is to 1 metre as 2km is to 1 km.
Some of the common ratio scaled variables are--- age, height, length, weight and income.

Other Attitude scales

1) Likert or agreement scale : A statement or series of statements with which the respondent shows the amount of agreement/disagreement.
e.g Inorbit Mall is the most attractive Mall in Mumbai Strongly disagree disagree neither agree or disagree
agree strongly agree

2) Semantic differential scale: A scale connecting two bipolar words , where the respondent selects the point that represents his/her opinion.
e.g Indian Airlines
Modern _ _ _ _ _ _ _ Old- fashioned
Air hostesses

Courteous _ _ _ _ _ _ _ Rude

3) Importance scale : A scale that rates the importance of some attribute e.g Airline food service to me is

Extremely important very Important somewhat important
Not very important Not at all important

4)Intention –to –buy scale : A scale that describes the respondents intention to buy. E.g If an inflight telephone service was available on along flight , I would Definitely buy Probably buy Not sure Probably not buy
Definitely not buy.

5) Projective techniques
a) Word association : Words are presented , one at a time and respondents mention the first word which comes to their mind
e.g :-- What is the first word which comes to your mind when you hear the following : Airlines : ____________
Jet Airways:___________
Air Deccan :___________
Travel :_______________

b) Sentence completion : An incomplete sentence is presented and respondents complete the sentence .
e.g When I choose my airline the most important consideration in my decision is ______________________________________.

c) Story completion : An incomplete story is presented and the respondents are asked to complete it
d) Picture completion : A picture of two characters is presented , eith one making a statement . Respondents are asked to identify witht the other and fill in the empty balloon.

e) Thematic Apperception test (TAT) : A picture or a series of pictures is/are presented and the respondents are asked to make up a story about what they think is happening or may happen in the picture.
​
 
MARKETING RESEARCH

CONCEPT QUESTIONS

1) MARKETING INFORMATIONAL SYSTEM
2) DEFINE RESEARCH DESIGN
3) DEFINE INFORMATION
4) DEFINE HYPOTHESIS
5) DEFINE TEST OF SIGNIFICANCE


DISTINGUISH BETWEEN

1) MARKET RESEARCH & MARKETING RESEARCH
2) TYPE I & TYPE II ERRORS
3) OPEN & CLOSED ENDED QUESTION
4) DESK RESEARCH & FIELD RESEARCH


BRIEF QUESTION

1) WHAT ARE THE STEP IN CONDUCTING MR? EXPLAIN BRIEFLY

2) WHAT ARE THE FACTORS LEADING TO THE NEED OF MR? WHAT ARE
THE DECISIONS THAT DRAW AN MR?

3) EXPAORATORY, DESCRIPTIVE & CASUAL RESEARCH AN
COMPLEMENTARY. JUSTIFY WITH SUITABLE EXAMPLES

4) WHAT ARE THE CONTENTS OF A GOOD QUESTIONAIRE? EXPLAIN
WITH EXAMPLES.

5) DISTINGUISH BETWEEN PROBABILITY & NO PROBABILITY
SAMPLING TECHNIQUE.

6) ENUMERATE THE DIFFERENT TYPES OF SCALES & EXPLAIN THEIR
USE IN MR

7) DISTINGUISH BETWEEN PRIMARY & SECONDARY DATA & EXPLAIN
THE IMPORTANCE OF SOURCING OF SECONDARY DATA.

8) WHAT ARE THE VARIOUS PANELS? WHAT IS ITS USE?







SHORT NOTES

1) OMNIBUS PANEL
2) SHOP AUDIT
3) CROSS SECTIONAL STUDY
4) LONGITUDIAL STUDY
5) FOCUSSED GROUP
6) HUMAN & MECHANICAL OBSERVATION
7) BIVARATE ANALYSIS
8) MULTI DIMENSION SCLAING & PERCEPTUAL MAPPING
9) T TEST
10) Z TEST
 
MARKETING RESEARCH

CONCEPT QUESTIONS

1) MARKETING INFORMATIONAL SYSTEM
2) DEFINE RESEARCH DESIGN
3) DEFINE INFORMATION
4) DEFINE HYPOTHESIS
5) DEFINE TEST OF SIGNIFICANCE


DISTINGUISH BETWEEN

1) MARKET RESEARCH & MARKETING RESEARCH
2) TYPE I & TYPE II ERRORS
3) OPEN & CLOSED ENDED QUESTION
4) DESK RESEARCH & FIELD RESEARCH


BRIEF QUESTION

1) WHAT ARE THE STEP IN CONDUCTING MR? EXPLAIN BRIEFLY

2) WHAT ARE THE FACTORS LEADING TO THE NEED OF MR? WHAT ARE
THE DECISIONS THAT DRAW AN MR?

3) EXPAORATORY, DESCRIPTIVE & CASUAL RESEARCH AN
COMPLEMENTARY. JUSTIFY WITH SUITABLE EXAMPLES

4) WHAT ARE THE CONTENTS OF A GOOD QUESTIONAIRE? EXPLAIN
WITH EXAMPLES.

5) DISTINGUISH BETWEEN PROBABILITY & NO PROBABILITY
SAMPLING TECHNIQUE.

6) ENUMERATE THE DIFFERENT TYPES OF SCALES & EXPLAIN THEIR
USE IN MR

7) DISTINGUISH BETWEEN PRIMARY & SECONDARY DATA & EXPLAIN
THE IMPORTANCE OF SOURCING OF SECONDARY DATA.

8) WHAT ARE THE VARIOUS PANELS? WHAT IS ITS USE?







SHORT NOTES

1) OMNIBUS PANEL
2) SHOP AUDIT
3) CROSS SECTIONAL STUDY
4) LONGITUDIAL STUDY
5) FOCUSSED GROUP
6) HUMAN & MECHANICAL OBSERVATION
7) BIVARATE ANALYSIS
8) MULTI DIMENSION SCLAING & PERCEPTUAL MAPPING
9) T TEST
10) Z TEST
 
Notes, projects, reference material etc all under 1 roof MP
Dk's collection
starting with MR : board ques papers
 

Attachments

Notes, projects, reference material etc all under 1 roof MP
Dk's collection
starting with MR : Quantitative & Qualitative research

imp quest:

Question Bank of Marketing Research
Concept question
1 Basic research 21 Cross sectional
2 Corporate research 22 Dependent & independent variable
3 Product modification 23 Cluster sampling
4 Delhpi technique 24 Non probilistic method
5 Likert scale 25 Type of response error
6 Rank order test 26 Judgement sampling
7 Multivariate test 27 Census & sample survey
8 Audit & types 28 Quote sampling
9 Sentence completion test 29 Multistage sampling
10 Conjoint analysis 30 Systematic sampling
11 Semantic differential scale 31 Stratified sampling
12 Filtered question 32 Coding of responses
13 Pre- testing questionnaire 33 Qayulitative & quantitative research
14 Desk research 34 Types of variable
15 Hard association 35 Time series method
16 Attitude scale 36 Univariate analysis
17 Themantic apperception 37 Factor analysis
18 Annova 38 Oral reporting
19 t-test 39 Technique report
20 z-test 40 Popular report

Short notes
1 Limitation of MR
2 Bayesian decision theory
3 MR v/s MIS
4 Forecasting techniques
5 Test marketing
6 Product research method
7 Shop audit
8 Types of questionnaire
9 Secondary data source
10 Types of scales
11 Experimental research
12 Types of panel
13 observation method
14 Hypothesis testing
15 Market research process

​
 

Attachments

Notes, projects, reference material etc all under 1 roof MP
Dk's collection
starting with MR :Sampling & Scales and Attitude Measurement + good project on Sources of DATA + Z test & T test
 

Attachments

Notes, projects, reference material etc all under 1 roof MP
Dk's collection
starting with IMTP: Main points 2 remember

Karma: each action has consequences tht shapes d future of an individual, if one does good karma his future will b good n if not then bad, if one is suffering a lot in his life we believe tht he might hav done something bad in his last birth hence once shud fulfill his duties n responsibility which wud benefit d society at large.
Style of leadership: autocratic-gives orders to follower’s n wants them 2 follow them, nevers involves subordinates in decision making, behave like dictator, believe in x theory of Mc gregors. Democratic- involves followers in decision making, empo have faith in him they respect n support him; helps them 2 build team spirit. Laissez faire- gives complete independent2 empo, neither motivates nor guide them, only helps when asked 4 it, never leads it is done when leader is 4 short time. Intellectual style- he is quit knowledgeable/experienced/professional/expert, employee respect him 4 valuable advices, and it is done when empo r qualified n mature. Bureaucratic style: not ready 2 accept change, follow old rules n regulation, not flexible n no innovation, want followers 2 follow him blindly. Situational- depends on situation, he can b mixture of all above types.
Traditional n modern method of learning: traditional- karta takes all decisions, childerens learn a lot frm grand perents who tells them stories on Mahabharata, Ramayana, mothers ues 2 b at home n look after childrens, students go 2 gurukul stayed wid guru n learnt a lot 4m nature n discipline, after learning they bcome complete man, students lead easy n harmonious life due to learning 4m Upanishads, equal status 2 all students, early morning was considered good time 4 learning, students respects parents gurus, students learnt in open environment. All opposites 4 modern method.
Meditation: helps balance the mind n helps 2 remove all distractions thoughts/mind will b purified full of positive thoughts which helps in taking positive action.
Yoga: helps 2 b relaxed/energetic/handle jobs more effectively/reduces toxic level/helps 2 improve relationships n high team spirit/beter concentration on wrk/feel relaxed n improve mental health 2 take proper decision. Yoga-reduce toxic level-focused-better relation-positiveness-high productivity.
Values n skills: values r those beliefs n teaching which we learn 4m parents teachers, society, culture, country. This determines whether any act is ethical or not. Skills- helps doing wrk efficiently, helps overcoming prob, skills donot involve values but values may give strength 2 acquire a skill eg pick pocket.
Bliss: state beyond happiness, attainment of internal happiness, becomes bliss when we bcome detached, nothing can disturb our inner peace n becomes a soul which is ready 2 sacrifice n reach stage of moksha, dharma, artha, Kama, moksha r 3 stages.
Holistic approach: giving training n develop 2 empo spiritually n psychologically 2 attain obj of org.
Social audit: done 2 find out whether org is performing its social responsibility or not, it measures social responsibility done by org, it is done 2 measures if org is providing good service 2 customer or not.
Service attitude: Seva attitude providing service 2 customer wid out expecting anything in return, org instead of profit oriented they shud b service oriented n provide better services 2 customer.
Transformational n transnational leader: transformational- brings changes in mind set of org mem, provides vision n mission n increase self esteem, org goals b come more important, expects high expectation 4m followers, encourage them 2 bcome more creative n innovative, treats every1 separately. Transnational- manages transactions, gets job done n exchange rewards 4 initiatives taken, promises contingent reward, checks corrective measures taken, does not take initiative, not a mentor.
Situational leadership theory by hersey Blanchard: types of maturity- job maturity, psychological maturity. style depending on situation- telling style, selling style, participating style, delegating style.
Qualities of narayan murthy: understands in n out of business, develop hidden qualities n potential of empo, imp must given 2 HR, participative decision, look things 4m others prespective, self confidence, can do attitude, honest/ethical, firm must b managed ethically, goal oriented, motivated, empo development.
SRT GUNAS: sattva- purity, spiritual, wisdom, bliss. Rajas- anxiety, selfish, aggression, emotional. Tamas- anger, confusion, fear, greediness.
4 varnas: brahmanas, kshatriyas, vaisyas, sudras.
 
How 2 increase productivity of ORG: yoga, maintain inner n outer peace, org must develop individual skills as well as personality n values, follow ethics, nishkama karma, wrk hard wid dedication widout desire, dignity of wrk no wrk is big or small, wrk in a team wid service attitude, individual shud b self motivated.
How 2 b self motivated/Indian style of motivation: control ur inner emotions, generate interest in wrk, b focused, give more imp 2 wrk, service attitude, can do attitude, set target, wrk hard.
Qualities of an ideal leader: service attitude, hlping in nature, good HR skills, self managed, discipline, motivate empo, honest/ethical, understand potential of each person, confidence, good decision maker, focused, hav faith in god, practice Indian values 4 higher productivity, participative decision, can do attitude, be balanced person, tak care of nature, develop team spirit, develop hidden qualities of empo, self motivated.
Types of leadership: autocratic, democratic, laissez fair, intellectual, situational, bureaucratic,
SRT GUNAS: sattva- purity, spiritual, wisdom, bliss. Rajas- anxiety, selfish, aggression, emotional. Tamas- anger, confusion, fear, greediness.
4 varnas: brahmanas, kshatriyas, vaisyas, sudras.
Situational leadership theory by hersey Blanchard: types of maturity- job maturity, psychological maturity. style depending on situation- telling style, selling style, participating style, delegating style.
Maintain ecological balance by ORG: unplanned industrialization is dangerous 2 eco, planned Indus develop must b done, avoid polluting, maintain eco balance, bring awareness n educate empo abt d imp of eco balance, control pollution/clean enviro shud b maintained.
Qualities of narayan murthy: understands in n out of business, develop hidden qualities n potential of empo, imp must given 2 HR, participative decision, look things 4m others prespective, self confidence, can do attitude, honest/ethical, firm must b managed ethically, goal oriented, motivated, empo development.
Types of conflict: intrapersonal, interpersonal, and intergroup. 2 overcome it social harmony n mutual understanding.
Holistic approach: develop of empo spiritually n psychologically2 attain org obj.
Karma yoga: selfless wrk.
Spirituality: doing meditation n believing in 6 sense.
Bliss/moksha: detached person nothing can disturb him.
Transformation leader: bring changes in d mind set of empo, provide vision, raisw self esteem, inspire them 2 perform better, motivates empo so tht org goals bcum more imp than own goals, encourage empo 2 b creative, treat each individual differently cause every 1 has diff potential 2 developn r unique,
Whistle blowing characteristics: address illegal act, current n former empo can b whistle blower, can use internal or external channel of communication within d comp, if comp does not take any action he can tell d govt abt d fraud.
Swadharma: while doing any wrk we must take care n consider well being of d society at large.
Value system of diff countries: Japan- dedicated 2 service, macro vision (for country), spirituality, and professional life kept away 4m personal, ethical, team spirit, self mgt, non interruption while talking or thinking, long term relationship. China- truthful, nonviolence, generous, sincere, kind hearted, maintain peace, thinking good 4 some 1 wid positive attitude is imp, self discipline n focused, maintain balancein every situation bad or good, maintaining relationship wid people they know relation is not wid org but wid people. America- materialistic, give n take relation, non interference in personal life, equity n co-operation, top 2 down mgt, interest in developing empo skills, no job security, loyal 2 profession. India- niskama karma, co-operation, spiritual n materialistic, family oriented, humanity n respect for others, respect 2 elders, self mgt, shreyas (must b non violent n truthful, upgrade ur skills n also values for becoming a god human being).
 
Notes, projects, reference material etc all under 1 roof MP
Dk's collection
starting with IMTP:

• PERSONALITY
• PERSONALITY DEVELOPMENT
• LEARNING NATURE
• NATURE SYNTHESIS
• WORK-MOTIVATION AND WORK ETHICS
• PRODUCTIVITY
• LEADERSHIP
• LEADERSHIP ROLE MODELS
• CREATIVITY
• NATURAL ENVIRONMENT AND HUMAN SOCIETY
• CONFLICT AND HARMONY IN SOCIETY AND WORK ORGANISATIONS
• CONTEMPORARY ORGANISATIONAL EXPERIENCES OF EFFECTIVENESS OF PRACTICES BASED ON SUCH INDIAN INSIGHTS.
 

Attachments

corporate governance


Corporate governance is the set of processes, customs, policies, laws and institutions affecting the way in which a corporation is directed, administered or controlled. Corporate governance also includes the relationships among the many players involved (the stakeholders) and the goals for which the corporation is governed. The principal players are the shareholders, management and the board of directors. Other stakeholders include employees, suppliers, customers, banks and other lenders, regulators, the environment and the community at large.

Corporate governance is a multi-faceted subject. An important theme of corporate governance deals with issues of accountability and fiduciary duty, essentially advocating the implementation of guidelines and mechanisms to ensure good behaviour and protect shareholders. Another key focus is the economic efficiency view, through which the corporate governance system should aim to optimize economic results, with a strong emphasis on shareholders welfare. There are yet other aspects to the corporate governance subject, such as the stakeholder view, which calls for more attention and accountability to players other than the shareholders (e.g.: the employees or the environment).

Recently there has been considerable interest in the corporate governance practices of modern corporations, particularly since the high-profile collapses of a number of large U.S. firms such as Enron Corporation and Worldcom.

Board members and those with a responsibility for corporate governance are increasingly using the services of external providers to conduct anti-corruption auditing, due diligence and training.


Definition


The term corporate governance has come to mean two things.

* the processes by which companies are directed and controlled.

* a field in economics, which studies the many issues arising from the separation of ownership and control.

Relevant rules include applicable laws of the land as well as internal rules of a corporation. Relationships include those between all related parties, the most important of which are the owners, managers, directors of the board, regulatory authorities and to a lesser extent employees and the community at large. Systems and processes deal with matters such as delegation of authority.

The corporate governance structure specifies the rules and procedures for making decisions on corporate affairs. It also provides the structure through which the company objectives are set, as well as the means of attaining and monitoring the performance of those objectives.

Corporate governance is used to monitor whether outcomes are in accordance with plans and to motivate the organization to be more fully informed in order to maintain or alter organizational activity. Corporate governance is the mechanism by which individuals are motivated to align their actual behaviors with the overall participants.

In A Board Culture of Corporate Governance business author Gabrielle O'Donovan defines corporate governance as 'an internal system encompassing policies, processes and people, which serves the needs of shareholders and other stakeholders, by directing and controlling management activities with good business savvy, objectivity and integrity. Sound corporate governance is reliant on external marketplace commitment and legislation, plus a healthy board culture which safeguards policies and processes'.

O'Donovan goes on to say that 'the perceived quality of a company's corporate governance can influence its share price as well as the cost of raising capital. Quality is determined by the financial markets, legislation and other external market forces plus the international organisational environment; how policies and processes are implemented and how people are led. External forces are, to a large extent, outside the circle of control of any board. The internal environment is quite a different matter, and offers companies the opportunity to differentiate from competitors through their board culture. To date, too much of corporate governance debate has centred on legislative policy, to deter fraudulent activities and transparency policy which misleads executives to treat the symptoms and not the cause
 
Subject: Narayan Murthy's (Infosys) Wife's Narration

WHEN NARAYAN MURTY PROPOSED TO ME HE SAID, SUDHA I WILL NEVER BE RICH IN MY LIFE. I CAN NEVER GIVE YOU THE RICHES THAT MONEY CAN BUY.
WILL YOU MARRY ME?
It was in Pune that I met Narayan Murty through my friend Prasanna who is now the Wipro chief, who was also training in Telco. Most of The books that Prasanna lent me had Murty's name on them which meant that I had a preconceived image of the man. Contrary to expectation, Murty was shy, bespectacled and an introvert.
When he invited us for dinner.I was a bit taken aback as I thought the young man was making a very fast move. I refused since I was the only girl in the group. But Murty was relentless and we all decided to meet for dinner the next day at 7.30 p.m at Green Fields hotel on the Main Road, Pune. The next day I went there at 7 o clock since I had to go to the tailor near the hotel. And what do I see? Mr Murty waiting in front of the hotel and it was only seven. Till today, Murty maintains that I had mentioned (consciously!) that I would be going to the tailor at 7 so that I could meet him. And I maintain that I did not say any such thing consciously or unconsciously because I did not think of Murty as anything other than a friend at that stage. We have agreed to disagree on this matter. Soon, we became friends. Our conversations were filled with Murty's experiences abroad and the books that he has read. My friends insisted that Murty was trying to impress me because he was interested in me. I kept denying it till one fine day, after dinner Murty said, I want to tell you something. I knew this was it. It was coming. He said, I am 5'4" tall. I come from a lower middle class family. I can never become rich in my life and I can never give you any riches. You are beautiful, bright, and intelligent and you can get anyone you want. But will
You marry me? I asked Marty to give me some time for an answer. My father didn't want me to marry a wannabe politician, (a communist at that)
Who didn't have a steady job and wanted to build an orphanage... When I Went
To Hubble I told my parents about Marty and his proposal. My mother was
Positive since Marty was also from Karnataka, seemed intelligent and comes from a good family. But my father asked: What's his job, his salary, his qualifications etc? Murty was working as a research assistant and was earning less than me. He was willing to go Dutch with me on our outings. My parents agreed to meet Murty in Pune on a particular day at 10 a. m sharp. Murty did not turn up. How can I trust a man to take care of my daughter if he cannot keep an appointment, asked my father? At 12 noon Murty turned up in a bright red shirt! He had gone on work to Bombay, was stuck in a traffic jam on the ghats, so he hired a taxi (though it was very expensive for him) to meet his would-be father-in-law. My father was unimpressed. My father asked him what he wanted to become in life. Murty said he wanted to become a politician in the communist party and wanted to open an orphanage. My father gave his verdict. No. I don't want my daughter to marry somebody who wants to become a communist and then open an orphanage when he himself didn't have money to support his family.
Ironically, today, I have opened many orphanages something which Murty wanted to do 25 years ago. By this time I realized I had developed a liking towards Murty which could only be termed as love. I wanted to marry Murty because he is an honest man. He proposed to me highlighting the negatives in his life. I promised my father that I will not marry Murty without his blessings though at the same time, I cannot marry anybody else. My father said he would agree if Murty promised to take up a steady job. But Murty refused saying he will not do things in life because somebody wanted him to. So, I was caught between the two most important people in my life. The stalemate continued for three years during which our courtship took us to every restaurant and cinema hall in Pune.
In those days, Murty was always broke. Moreover, he didn't earn much to manage. Ironically today, he manages Infosys Technologies Ltd one of the world's most reputed companies. He always owed me money. We used to go for dinner and he would say, I don't have money with me, you pay my share,
I will return it to you later. For three years I maintained a book on Murty's debt to me. No, he never returned the money and I finally tore it up after my wedding. The amount was a little over Rs 4000. During this interim period Murty quit his job as research assistant and started his own software business. Now, I had to pay his salary too! Towards the late 70s computers were entering India in a big way. During the fag end of 1977 Murty decided to take up a job as General Manager at Patni Computers in Bombay. But before he joined the company he wanted to marry me since he was to go on training to the US after joining. My father gave in as he was happy Murty had a decent job, now. WE WERE MARRIED IN MURTY'S HOUSE IN
BANGALORE ON FEBRUARY 10, 1978 WITH ONLY OUR TWO FAMILIES PRESENT. I GOT
MY FIRST SILK SARI. THE WEDDING EXPENSES CAME TO ONLY RS 800 (US $ 17) WITH
MURTY AND I POOLING IN RS 400 EACH. I went to the US with Murty after marriage. Murty encouraged me to see America on my own because I loved travelling. I toured America for three months on backpack and had interesting experiences which will remain fresh in my mind forever.
Like the time when I was taken into custody by the New York police because they thought I was an Italian trafficking drugs in Harlem. Or the time when I spent the night at the bottom of the Grand Canyon with an old couple. Murty panicked because he couldn’t get a response from my hotel room even at midnight. He thought I was either killed or kidnapped. IN 1981 MURTY WANTED TO START INFOSYS. HE HAD A VISION AND ZERO CAPITAL... initially I was very apprehensive about Murty getting into business. We did not have any business background. Moreover we were living a comfortable life in Bombay with a regular pay check and I didn't want to rock the boat. But Murty was passionate about creating good quality software. I decided to support him. Typical of Murty, he just had a dream and no money. So I gave him Rs 10,000 which I had saved for a rainy day, without his knowledge and told him, this is all I have. Take it. I give you three years sabbatical leave. I will take care of the financial needs of our house. You go and chase your dreams without any worry. But you have only three years!
Murty and his six colleagues started Infosys in 1981, with enormous interest and hard work. In 1982 I left Telco and moved to Pune with Murty.

We bought a small house on loan which also became the Infosys office. I was a clerk-cum-cook-cum-programmer. I also took up a job as Senior Systems Analyst with Walchand group of Industries to support the house. In 1983 Infosys got their first client, MICO, in Bangalore. Murty moved to Bangalore and stayed with his mother while I went to Hubli to deliver my second child, Rohan. Ten days after my son was born, Murty left for the US on project work. I saw him only after a year as I was unable to join Murty in the US because my son had infantile eczema, an allergy to vaccinations.
So for more than a year I did not step outside our home for fear of my son contracting an infection. It was only after Rohan got all his vaccinations that I came to Bangalore where we rented a small house in Jayanagar and rented another house as Infosys headquarters. My father presented Murty a scooter to commute. I once again became a cook, programmer, clerk, secretary, office assistant to Mr. Nandan Nilekani (MD of Infosys) and his wife Rohini stayed with us. While Rohini baby sat my son, I wrote programmes for Infosys. There was no car, no phone, just two kids and a bunch of us working hard, juggling our lives and having fun while Infosys was taking shape. It was not only me but the wives of other partners too who gave their unstinted support. We all knew that our men were trying to build something good. It was like a big joint family, taking care and looking out for one another. I still remember Sudha Gopalakrishna looking after my daughter Akshata with all care and love while Kumari Shibulal cooked for all of us. Murty made it very clear that it would either be me or him working at Infosys. Never the two of us together... I was involved with Infosys initially. Nandan Nilekani suggested I should be on the Board but Murty said he did not want a husband and wife team at Infosys. I was shocked since I had the relevant experience and technical qualifications. He said, Sudha if you want to work with Infosys, I will withdraw, happily. I was pained to know that I will not be involved in the company my husband was building and that I would have to give up a job that I am qualified to do and love doing. It took me a couple of days to grasp the reason behind Murty’s request. I realised that to make Infosys a success one had to give one's 100 percent. One had to be focussed on it alone with no other distractions. If the two of us had to give 100 percent to Infosys then what would happen to our home and our children? One of us had to take care of our home while the other took care of Infosys. I opted to be a homemaker, after all Infosys was Murty's dream.
It was a big sacrifice but it was one that had to be made. Even today,
Murty says, Sudha, I stepped on your career to make mine. You are responsible for my success. I might have given up my career for my husband’s sake. But that does not make me a doormat... Many think that I have been made the sacrificial lamb at Narayan Murty’s altar of success. A few women journalists have even accused me of setting a wrong example by giving up my dreams to make my husbands a reality. Isnt freedom about living your life the way you want it? What is right or one person might be wrong for another. It is up to the individual to make a choice that is effective in her life. I feel that when a woman gives up her right to choose for herself is when she crosses over from being an individual to a doormat. Murty's dreams encompassed not only himself but a generation of people. It was about founding something worthy, exemplary and honorable.
It was about creation and distribution of wealth. His dreams were grander than my career plans, in all aspects. So, when I had to choose between Murty's career and mine, I opted for what I thought was a right choice.
We had a home and two little children. Measles, mumps, fractures, PTA meetings, wants and needs of growing children do not care much for grandiose dreams. They just needed to be attended to. Somebody had to take care of it all. Somebody had to stay back to create a home base that would be fertile for healthy growth, happiness, and more dreams to dream. I became that somebody willingly. I can confidently say that if I had a dream like Infosys, Murty would have given me his unstinted support.
The roles would have been reversed. We are not bound by the archaic rules of marriage. I cook for him but I don't wait up to serve dinner like a traditional wife. So, he has no hassles about heating up the food and having his dinner. He does not intrude into my time especially when I am writing my novels. He does not interfere in my work at the Infosys Foundation and I don't interfere with the running of Infosys. I teach Computer Science to MBA and MCA students at Christ College for a few hours every week and I earn around Rs 50,000 a year. I value this financial
Independence greatly though there is no need for me to pursue a teaching career. Murty respects that. I travel all over the world without Murty because he hates travelling. We trust each other implicitly. We have another understanding too. While he earns the money, I spend it, mostly through the charity. Philanthropy is a profession and an art... The Infosys Foundation was born in 1997 with the sole objecttive of uplifting the less-privileged sections of society. IN THE PAST THREE YEARS WE HAVE BUILT HOSPITALS, ORPHANAGES, REHABILITATION CENTRES, SCHOOL BUILDINGS, SCIENCE CENTRES AND MORE THAN 3500 LIBRARIES. Our work is mainly in the rural areas amongst women and children. I am one of the trustees and
Our activities span six states including Karnataka, Tamil Nadu, Andhra, Orissa, Chandigarh and Maharashtra. I travel to around 800 villages constantly.
Infosys Foundation has a minimal staff of three trustees and three office members. We all work very hard to achieve our goals and that is the reason why Infosys Foundation has a distinct identity. Every year we donate around Rs 5-6 crore (Rs 50 - 60 million). We run Infosys Foundation the way Murty runs Infosys in a professional and scientific way. Philanthropy is a profession and an art. It can be used or misused. We slowly want to increase the donations and we dream of a time when Infosys Foundation could donate large amounts of money. Every year we receive more than 10,000 applications for donations. Everyday I receive more than 120 calls.
Amongst these, there are those who genuinely need help and there are hood winkers too. I receive letters asking me to donate Rs five lakh to someone because five lakh is, like peanuts to Infosys. Some people write to us asking for free Infosys shares. Over the years I have learnt to differentiate the wheat from the chaff, though I still give a patient hearing to all the cases. Sometimes I feel I have lost the ability to trust people. I have become shrewder to avoid being conned. It saddens me to realise that even as a person is talking to me I try to analyse them:
Has he come here for any donation? Why is he praising my work or enquiring about my health, does he wants some money from me? Eight out of ten times I am right. They do want my money. But I feel bad for the other two whom I suspected. I think that is the price that I have to pay for the position that I am in now. The greatest difficulty in having money is teaching your children the value of it and trying to keep them on a straight line...
Bringing up children in a moneyed atmosphere is a difficult task. EVEN TODAY I THINK TWICE IF I HAVE TO SPEND RS 10 ON AN AUTO WHEN I CAN WALK UP TO MY HOUSE. I cannot expect my children to do the same. They have seen money from the time they were born. But we can lead by example. When they see Murty wash his own plate after eating and clean the two toilets in the house everyday they realise that no work is demeaning irrespective of how rich you are. I DON'T HAVE A MAID AT HOME BECAUSE I DON'T SEE THE NEED FOR ONE. When children see both parents working hard, living a simple life, most of the times they tend to follow. This doesn't mean we expect our children to live an austere life. My children buy what they want and go where they want but they have to follow certain rules. They will have to show me a bill for whatever they buy. My daughter can buy five new outfits but she has to give away five old ones. My son can go out with his friends for lunch or dinner but if he wants to go to a five star hotel, we discourage it. Or we accompany him. So far my children haven't given me any heartbreak. They are good children. My eldest daughter is studying abroad, whereas my son is studying in Bangalore. They don’t use their father's name in vain. If asked, they only say that his name is Murty and that he works for Infosys. They don't want to be recognised and appreciated because of their father or me but for themselves. I DON'T FEEL GUILTY ABOUT HAVING MONEY FOR WE HAVE WORKED HARD FOR IT. BUT I DON'T FEEL COMFORTABLE FLAUNTING IT ...IT IS A CONSCIOUS DECISION ON OUR PART TO LIVE A SIMPLE, SO- CALLED MIDDLE CLASS LIFE. WE LIVE IN THE SAME TWO- BEDROOM, SPARSELY FURNISHED HOUSE BEFORE INFOSYS BECAME A SUCCESS. Our only extravagance is buying books and CDs. MY HOUSE HAS NO LOCKERS FOR I HAVE NO JEWELS. I WEAR A STONE EARRING WHICH I BOUGHT IN BOMBAY FOR RS 100.
I don't even wear my mangalsutra until I attend some family functions or I am with my mother-in-law. I am not fond of jewellery or saris. Five years ago,
I went to Kashi where tradition demands that you give up something and I gave up shopping. Since then I haven't bought myself a sari or gone shopping. It is my friends who gift me with saris. Murty bought me a sari a long time ago. It was not to my taste and I told him to refrain from buying saris for me in the future. I am no good at selecting men's clothes either. It is my daughter who does the shopping for us. I still have the same sofa at home which my daughter wants to change. However, we have indulged ourselves with each one having their own music system and computer. I don't carry a purse and neither does Murty most of the time.
I do tell him to keep some small change with him but he doesn't. I borrow money from my secretary or my driver if I need cash. They know my habit so they always carry extra cash with them. But I settle the accounts every evening. MURTY AND I ARE VERY COMFORTABLE WITH OUR LIFESTYLE AND WE DON'T SEE THE NEED TO CHANGE IT NOW THAT WE HAVE MONEY. Murty and I are two opposites that complement each other... Murty is sensitive and romantic in his own way. He always gifts me books addressed to From Me to You. Or to the person I most admire etc. We both love books. We are both complete opposites. I am an extrovert and he is an introvert. I love watching movies and listening to classical music. Murty loves listening to English classical music. I go out for movies with my students and secretary
Every other week. I am still young at heart. I really enjoyed watching "Kaho Na Pyaar Hai" and I am a Hrithik Roshan fan. It has been more than 20 years since Murty and I went for a movie. My daughter once gave us a surprise by booking tickets for "Titanic". Since I had a prior engagement that day, Murty went for the movie with his secretary Pandu. I love travelling whereas Murty loves spending time at home. Friends come and go with the share prices... Even in my dreams, I did not expect Infosys to grow like the way it has. I don't think even Murty envisioned this phenomenal success, at least not in 1981. After Infosys went public in 1993, we became what people would call as rich, moneyed people. I was shocked to see what was happening to Infosys and to us. Suddenly you see and hear about so much money. Your name and photo is splashed in the papers. People talk about you. It was all new to me. SUDDENLY I HAVE PEOPLE WALKING UP TO ME SAYING, OH, WE WERE SUCH GOOD FRIENDS, WE HAD A MEAL 25 YEARS AGO. THEY CLAIM TO HAVE BEEN PRESENT AT OUR WEDDING (WHICH IS AN UTTER LIE BECAUSE ONLY MY FAMILY WAS PRESENT AT MY WEDDING). I DON'T EVEN KNOW ALL THESE PEOPLE WHO CLAIM TO KNOW MURTY AND ME SO WELL. But that doesn't mean I don't have true friends. I do have genuine friends, a handful, which has been with me for a very long time. My equation with these people has not changed and vice versa. I am also very close to Narayan Murty’s family, especially my sister-in-law Kamala Murty, a school teacher, who is more of a dear friend to me. I have discovered that these are the few relationships and friendships that don't fluctuate depending on the price of Infosys shares. Have I lost my identity as a woman, in Murty's shadow? No. I might be Mrs Narayan Murty. I might be Akshata and Rohan's mother. I might be the trustee of Infosys Foundation. But I am still
Sudha.
I play different roles like all women. That doesn't mean we don't have our own identity. Women have that extra quality of adaptability and learn to fit into different shoes. But we are our own selves still. And we have to exact our freedom by making the right choices in our lives, dictated
by us and not by the world.
 
Notes, projects, reference material etc all under 1 roof MP
Dk's collection
starting with IMTP:

I M T P

CONCEPT QUESTIONS
1) KARMA
2) DHARMA
3) BLISS OR ANANDA
4) SOCIAL AUDIT
5) RAJ RISHI MODEL OF LEADERSHIP
6) GURUKUL
7) YOGA
8) SOCIAL AUDIT
9) SOCIAL HARMONY
10) DHARMIC LEADERSHIP

DISTINGUISH BETWEEN
1) DYSFUNCTIONAL & FUNCTIONAL CONFLICTS
2) TRANSATIONAL & TRANSFORMATIONAL LEADER
3) TRUE & ROLE PERSONALITY
4) VALUES & SKILLS


BRIEF QUESTIONS
1) DISCUSS THE IMPACT OF INDIAN CULTURE HERITAGE ON YOUTH TODAY

2) MAKE A COMPARATIVE STUDY OF VALUES SYSTEM OF EAST & WEST

3) IS IT POSSIBLE TO INTEGRATE VALUES IN TODAY’S MODEL?

4) IS BUSINESS EXCELLENCE POSSIBLE WITHOUT COMPROMISING ON INTEGRITY & VALUES? GIVE SUITABLE INDIAN EXAMPLES.

5) WHAT ARE THE QUALITIES TO BE IMBIBED FOR A HOLISTIC PERSONALITY ACCORDING TO INDIAN MANAGEMENT THOUGHT?

6) WHAT ARE THE MOTIVATIONAL PRACTICES THOUGHT BY INDIAN PHILOSOPHY? GIVE INDIAN EXAMPLES

7) MAKE A COMPARATIVE STUDY OF TRADITIONAL & MODERN DAY SYSTEM OF EDUCATION.

8) DISTINGUISH BETWEEN TRANSATIONAL & TRANSFORMATIONAL LEADERSHIP. GIVE SUITABLE INDIAN EXAMPLES.
 

Attachments

Indian Ethos:

Indian ethos for management means the application of principles of management as revealed in our ancient wisdom brought forth in our sacred books like our Gita, Upanishads, Bible and Kuran.
There are 6 basic principles, which come to light in the holy books applicable in today’s management world. They are :
 Each soul is a potential God
 Holistic approach
 Equal importance to Subjectivity/Objectivity
 Karma yoga
 Yogah Karmasu Kaushalam
 Co – operation


Each Soul is a potential God
A human being has a soul, a spark of the Divine. The divine resides in the heart of a person. The Divine means perfection in knowledge, wisdom and power. Therefore a human being has immense potential power or energy for self – development. Thus human efforts can achieve even an apparently impossible goal and convert the impossible into a reality. The partnership of God and Man can bring about extraordinary or miraculous results; only if man chooses willingly to collaborate with God and actively participates in the affairs of the society by right action under his guidance and grace. He can bring about not only personal development, harmony, happiness but also prosperity of his own organization and the society without injustice to others.
Of course here, also, God helps those who help themselves.

Holistic Approach
Holistic approach in Management is based on spiritual principle of unity, oneness, non-dual or Advaita concept. Under this principle of unity, the universe in an undivided whole where each and every particle is connected with every other particle. Thus, entire Humanity is ONE.
Such an integrated human personality of self-developed manager and worker can assure best and competent management of any enterprise, involving collective works and efforts. It will achieve perfection or excellence in whatever sector you work. This is the ideal of Indian ethos : ‘Atmano Mokshartham Jagat Hitya Cha.’ (For gaining perfection in individual life, as well as for the welfare of the world.). This is the message for all managers and workers given by the Indian ethos for management.

Equal Importance to Subjectivity / Objectivity
Indian ethos for management distinguishes between subject and object. Subject is subtle and intangible. Object is concrete and tangible or visible.
We have the concept of the third eye, the eye of wisdom. It can see even that which the normal two eyes cannot. It can see the intangible i.e. invisible.
Human and ethical values or qualities such as courage, vision, social awareness, fearlessness, integrity, pure and clear mind, truth, etc. are subjective, subtle and intangible concepts. These subjective or subtle qualities are as important as money, materials, machines, information or data as well as human skills. Inner resources of human beings are more powerful than external resources.
Creator is subjective. Creation is objective. Insight i.e., creator is more important than Outsight i.e., creation. Our body, senses, intellect, mind,etc., are objective, seen, tangible. But our soul atman is unseen, intangible, subtlest and subjective. Hence, wisdom manager/ worker is much more important and valuable than knowledge manager/ worker.
Therefore, manager must develop his third eye, ‘Jnana Chakhu’ , the eye of Vision intution, insight, foresight and such other divine qualities or values. This is the essence of Indian ethos for management.

Karma Yoga
It is yoga of selfless service to others. Karma Yoga is all about identifying your priorities and trying to achieve them. Also, a person should have accountability i.e. he should always hold only himself responsible for whatever goes right or wrong. This brings about the union of human being with the Divine.

Gita says that do your duty without ego and without calculations of gain or loss. One should believe in Nishkama Karma i.e. fruits of work should not be thought of while performing the duty.

The memorable words of Gita are “ To work only you have the right and you have no right to the fruits of work”. However, this does not mean that one should work day and night and the returns that he gets should be almost negligible. What the Gita tries to say is that let not the fruits of action motivate you as they might just divert your attention from work. When you are doing a job, put your heart and soul in to it. One has no control over the future hence never waste your present in useless dreams of future hopes and fears of present actions.

WHY DO I WORK?

1. For my own salvation and personal growth.
2. For the good of the world.

The inner joy of doing something gives the doer a sense of achievement and also helps him in respecting himself more than he used to. Money is important but running behind money all the time leads to tension, stress and total loss of peace. Self-motivation can assure self-development. When work is performed without passion, hatred, arrogance and desire we have individual development and social good.

Indians always had two great truths of successful, harmonious and happy life:

1. Divinity of life can be used through self-development for personal growth and also for social welfare.
2. I cannot cheat you and nature without cheating myself. Working for harmony and peace results in a sense of fulfillment.

It is becoming clear that a chapter, which had a Western beginning in business management, will have to have an Indian ending. Karma Yoga is not just meant for the common man but also for leaders and managers who if act responsibly will in turn influence the behavior of a number of people.

Karma Yoga thus is a good pathway for:

1. Self-purification and Self-development.
2. Individual growth and welfare.
3. Collective growth and welfare.
4. Minimum play of passion, jealousy, hatred.
5. Team spirit and Teamwork.
6. Autonomous management, minimum control and supervision.
7. Manager acts as a Mentor.
8. Self-motivation.
9. Perfection.
10. All round happiness and prosperity.
11. Skills and values united.
12. Conflicts resolved by integration.

Yogah Karmasu Kaushalam
Yoga means excellence at work. Seek to perform your assigned duty or work in an excellent manner. Kaushalam denotes doing work with devotion and without attachment i.e. without being a work-a-holic. Such detatched attitude enhances its values and improves the concentration and skill of the worker. You work with smartness, determination and ability. Your head, heart and soul co-operate with your hands. You do not hanker over the fruits of action. You have no anticipation of reward, or personal gain. You become a tool of God to perform the work. Any work carried out with full concentration, dedication and with all abilities that a person has, becomes valuable and the person also becomes valuable to others as well as to society. In total quality management(TQM) Karma Yoga and Yogah Karmasu Kaushalam provide valuable contributions. Under this slogan we have one hundred percen concentraion coming from within. The extrinsic incentives e.g., money, other perks, etc. play a very minor role as motivators.

Co – Operation
Healthy competition is a powerful motivator for excellence and success, especially business success. The idea of cut-throat competetion is founded on the concept of ‘struggle for existence’ and survival of the fittest.
Indian ethos says that for human beings the royal road is co-operation as a powerful motive for team work. We are human beings having mind and power of discrimination.
The Gita says : “ By co – operation and mutual help all shall achieve the highest human welfare.” Unity is strength. Even in the holistic approach, we stress the co-operation integration, synthesis and team – spirit for extraordinary performance, for enduring harmony and peace, because in our hearts chamber is living the pure conciousness of the Divine, i.e., Purnatman. Peaceful co-excistence, harmony, not struggle is the rule. Indian insight endorses this in the management of any enterprise.
Excessive competetion at work can destroy many young people and our social life. Co-operation, united efforts and striving for success leads to all round prosperity and success leads to all round prosperity and success in any field of human enterprise.


Indian ethos expresses this :

Parspar Devo Bhava


Paraspar Bhavayantah, Shreyati parma Vapsyatha.



Features of Indian Ethos and Insight

 Divinity of a human being is not merely a notion but a truth which can be experienced in the stillness of the mind.

 Balance is the keynote of Indian thought. We have synthesis, harmony between the dual concepts.

 The Individual is the central focus.

 Devine element in the individual is only a portion of the universe of the universal or cosmic consciousness.

 Gives greater emphasis on values, human and ethical. Knowledge is not power.

 Indian ethos are based on Indian scripture. Indian thoughts provide eternal knowledge

 All work is worthy and honorable.

 Emphasis on duties and responsibilities.

 Deals with two types of knowledge.
a) Knowledge of creation.
b) Knowledge of creator.
 
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