DOMS IITRoorkee Magazine March2010

8/9/2019 DOMS IITRoorkee Magazine March2010

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Spotlight

Creative Accounting: Manipulation Number Game

The E of Economic Policy of India

Admissions 2010

lume - 1 Issue 02 March 2010

Way to the Top!Elite Talks: Mr. S. Ramnath


2/22Department of Management Studies, IIT Roorkee

Animesh AgraEditor DoMination

(Department of Management Studies, IIT-Roorkee.)

Dear Reader,

I welcome you to the second edition of "DoMination . March officially marks the closing of fiscal year. In due course as you plan to save taxes doing 11th hour investments, be cautiousas though share market has rolled back its sleeves from 16K taking back charge to 17K , it may not have an extended stay there. Along with budget experts occupying your share of mind, wetoo have something to share with you in Union Budget 2010: Whats on your mind explaining what Budget means to you and also sharing our view on Economy and Equity Market Impact . Uncertainty is on the cards, but we would definitely keep you engaged forgood, if you stay invested in us.

After the successful launch of our first edition in February, it undeniably excites us to stay all geared up to bring to you the second edition which will serve as a knowledge capsule that

would recharge your mind. This March special edition brings to you articles like:

Creative Accounting" which on some instances is termed as islike riding a tiger, withouknowing how to get off without being eaten . March is the month that strikes a bell in mind as theright time to understand 'The "E" of Economic Policy' ; that point out the direction in

which the country proposes to move.

An account of recently held Webinar on "Proactive Employee Relations conducted by NHRDN enabled the students and faculty members to interact with Mr. Vinay Bassi ,CHRO, ONICRA Credit Rating Agency Ltd. and Ex-HR Director at Goodyear India.

In February we conducted the admission process for the batch of 2010-12 to scout for oursuccessors; we would soon be coming out with best of the lot to make DoMS proud onceagain.

Do not forget to spend time on "Qutopia" , and send in your entries to make your mark inour next editions.

This March we see the real BIGGIE coming alive - "Cognizance" is back with a bang."Cognizance-2010" has all eyes locked on, various online competitions and events are already on the roll. DoMS has its own share in "Cognizance-2010" through some really exciting events ; to charge-up each business-cell in your mind.

All the entertainment we experience here inside our campus, we make sure to reach out toyou with true infotainment on them.

Till the time we meet again; "Kudos" and "Happy Reading".



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Way to the Top!

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Union Budget 2010 What's on your Mind?

-Animesh Agrawal & Akanksha Tikku

DoMS, IIT-Roorkee

Elite Talks: Mr. S. Ramnath

Senior President (Corporate AffaPrism Cement

Webinar with HR Thought Leader, Vinay Bassi

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Proactive Employee Relation

- Arpit Agrawal & Rishi Kesh Kaushik

DoMS, IIT-Roorkee

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Creative Accounting-Akhil Verma & Rahul Mondkar DoMS, IIT-Roorkee



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Hocus-Focus

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Qutopia-J. Arjun & Mayur Gujjar

DoMS, IIT-Roorkee

Upcoming Event, you just cant afford to miss out

14Admissions 2010

- Prashant Nath Endley

DoMS, IIT-Roorkee

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The E of Economic

Policy of India-J.Pooja

DoMS, IIT-Roorkee



Union Budget 2010 when declared must have straight away occupied your share of mind. By the time we get to know expert views on its tits & bits, ifs & buts of it; we interviewed few individuals on How this is going to affect them? .

Here we share some of them with you as we await entries from you to have your say onUnion Budget 2010 .

- Animesh Agrawal & Akanksha Tikku

DoMS, IIT-Roorkee

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Mr. Neeraj Agrawal Designation: A.G.M. (Sales &

Marketing ) Organization: Reliance Infocom

My take is that Direct-Tax benefits specifically intoslabs I fall in, alongside Rs.20 thousand additional investment wave off limit (though on investmentinto infrastructure allied investments), clubbed

with existing optimal rates of home loanscumulatively call for a feel-good factor on the

whole or rather I should say for me. Over andabove now as LTA allowance on travelling hasbeen renewed to be accounted annually insteadof once in two years slab again calls forapproximately 30 % savings on my annualleisure tour. Overall I can say is that it hasincreased my income by few thousands bucksper month.Counter Question: What about hiked fuel pricesdoesn't that compensates for your pseudo- increments ?

A. Inflating fuel prices was a much expectedone; as far as I visualized observing existing pressure on private players into Oil Refinery &Distribution sector; which indeed was apparentfrom recent strikes in National Capital Region by

various private players in this sectors; this wasmuch of an expected one. Rather we can say thatthis budget has tried to compensate for that not

so welcoming move.

Mrs. Achala Agrawal Home-maker

Ahmedabad

Surge in fuel prices gives a directindication that all things related tomy home becomes costlier now.Recent increase in auto / taxi farein Ahmadabad has already squeezed my budgets a little.

This calls for a few very wellthought of measures to be taken tomanage my home.



Mr. S. M. Goyal

Retired (Age:62) Indore

Wave off for senior citizen savesme on my traveling expenses whiletraveling back & forth to meet my kiths & kins. But recent Rail-Budget has nothing to offer.

Though Teerth-Yatra specialtrains have started but still itdoesn't have a pan-India coverage.

Additionally Income Taxconsiderations for senior citizensstill defined at age of 65 Yrs &above leaves a big questionunanswered while everywhereage:60 + is considered eligible forsenior citizen what difference is it

making to income-tax slabs?

Contd..

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Mr. S.K.TikkuDesignation DGM

(Finance & Accounts)Organization Engineers

India Ltd.

On an individual level, this budget hasresulted in the increase in my take homeincome by appx. Rs. 50,000 due torestructuring of the tax slab rates. Alsothe Saral II form that has beenintroduced for filing tax returns is much

simpler and user friendly. Since therehas been no change in service tax, there

will be no additional impact by way of services utilized. An adverse effect willbe on account of increase in excise duty on petrol and diesel. On a corporatelevel, although there has been nochange in present tax rates but thesurcharge for domestic companies has

been reduced to 7.5% from 10%,leading to a lesser tax impact on thecompanies.

Mr.s. Abha Tikku Scientist (Soils)

Organization: Haryana Agricultural University

There has been a shift in the tax slabsdue to which as a working woman, I

will get a tax benefit of appx. 50,000p.a . At the same time the increase inexcise duty leading to a hike in priceof consumer goods will definitely increase the cost of living. As ascientist, Im happy to see that thebudget has focused on promoting theuse of green and clean energy.



Contd..

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Impact On The Economy The Union Budget 2010-11 presented on Friday has several importantimplications for the economy as well as equity and debt markets for theyear ahead. Broadly speaking, the government aims to improve itsfinances by reducing subsidies and normalizing indirect taxes even as ithas reduced income taxes on individuals. Over the last couple of years,because of the macro-economic crisis and rise in subsidies due to highcommodity prices, the governments finances weakened considerably andthe government has announced a multi-year road map to improve itsfinances. Specifically this budget aims to reduce the gap between thegovernments overall revenue and expenditure, called fiscal deficit, from6.7% in FY2010 to an estimated 5.5% in FY2011.

Impact on Equity Markets What is good for economy is usually good for equity markets. We believethe budget will provide an additional boost to the already strong domesticdemand, particularly in the consumption-oriented segments. Fromcorporate revenue and earnings perspective, the budget has positives forconsumer sectors such as Auto, negatives for cement and realty sectorsand is neutral for banking sector. Also this budget is likely to enable apositive environment for infrastructure and capital goods sectors, giventhe increased outlays and additional tax break on infrastructure bonds.Overall the budget does not alter our view that FY2011 will be a year of economic revival, and also a year of strong growth in corporate earnings

which is a significant improvement from the flattish trend observed overlast two years.


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The way to the top of the corporate ladder isto cross the three levels namely the lower level,the middle level and the top level of management,to reach the pinnacle, the ultimate CEO.

On the way to the top, executives need toeffectively manage three main things or areas of management namely: Functions Management covering functionalexpertise like production, selling and marketing,administration, treasury, accounting and otherfunctions for operations of the company. Resources Management namely management of human resources and physicalresources like machinery, materials, money andother assets required for operations. Growth Management including BusinessPlanning, Strategy and Policies and other macroissues.

At each level of management, executives arerequired to engage themselves in more than oneof the above areas of management namely functions, resources and growth management.

Executives do not realise that the content,scope and importance of the respective areas aredifferent at each level. Accordingly, the type of ability (knowledge, experience and skill) and

willingness (confidence, commitment andmotivation) required to perform and effectively

manage the three areas vary at each level. Henceexecutives need to be alive to this situation andaccordingly set goals, prepare an action plan andupgrade themselves to meet the challenges aheadof each level.

Professional graduates generally enter theorganisation at the lower level of management. Atthe lower level of management, executives wouldbe required to spend most of their time inmanaging their respective functions andeffectively use the resources allocated to them

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The following matrix gives a snapshot of thelevels of management and the respectiveareas they manage.

What Executives Think!!

Department of Management Studies, IIT Roorkee

Mr. S. Ramnath Designation: Senior President (Corporate Affairs) Organization: Prism Cement


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A Story as it is:

Sandeep and Sachin were fresh graduates from Bschool with specialisation in marketing, who wererecruited from campus by an Indian FMCGCompany, as Area Managers. They had excellentacademic record and did extremely well in the preemployment interview with the Company. As

Area Managers their role and responsibility was toachieve sales targets and maintain market share.

After a two month orientation about theCompany, its products and processes, they wereassigned marketing areas.Sandeep and Sachin made regular call cycles anddeveloped a good knowledge of the territory andcustomers of their area. They used theiradvertisement funds innovatively and upgradedtheir interpersonal skills. Both worked hard andconsistently exceeded their targets over the years.

They put their theoretical knowledge to practice. They were soon rewarded by being promoted asRegional Sales Manager, to the next level of management, namely middle level.

At the middle level management, executives would be required to be involved in all the threemanagement areas namely functionsmanagement, resources management and growthmanagement. They were also the bridge betweenthe lower and top level management. They wereinvolved in giving inputs and analysis to the topmanagement for the long term plans and once thebusiness plans are made, get the same executedthrough the lower level management.

Sandeep soon found that that the marketing skills were alone not enough to handle his role of a Regional Manager. He was required to preparebudgets and various financial reports. He was notgood at preparing forecasts and often based hisstrategies on wrong assumptions of demand. Hefound it difficult to handle his team of 15 people,some of whom were colleagues till recently.

When his subordinates were not able to achievetargets, he got annoyed and started doing their

work himself. He then complained of too much work and found no time for himself and family.

He was stressed out and remained irritatedmost of the time. His family life was also affectedas a result of work pressure. His confidence took a beating and his own motivation level camedown. He started blaming the externalenvironment and competitors for poorperformance. He did not realise that he had notprepared himself for his new role in the middlemanagement.

Sachin on the other hand, had planned for thenext level. While he was the Area Manager, hehad studied the Indian market, the customerprofiles, the demand and supply situation and thecompetitors, both national and international andmade a presentation at the annual salesconference. He managed to create a goodimpression and made himself visible to the topmanagement, who were present at the seminarHe enlisted voluntarily for helping his Bossprepare budgets, cost control measures andmarketing strategies to increase revenues and inturn learnt a lot in the process. He sharpened hisleadership skill by observing his Boss, since heknew that he would be required to handle a largeteam, as and when he would be promoted to thenext level. He enrolled for a Time Management

Workshop to learn how to manage work lifebalance.

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Department of Management Studies, IIT Roorkee


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Have you ever thought about what

happened in the Enron scandal or the Satyamsaga? Well, it was all about creative accounting.

Creative accounting, also called aggressiveaccounting, is the manipulation of financialnumbers, usually within the letter of the law and accounting standards, but very muchagainst their spirit and certainly not providing the trueand fair view of a company thataccounts are supposed to. A typical aim of

creative accounting will be to inflate profitfigures. Some companies may also reducereported profits in good years to smoothresults. Assets and liabilities may also bemanipulated, either to remain within limitssuch as debt covenants, or to hide problems.

Creative accounting always starts withhuman intervention. Rarely can a system,even the most advanced accounting system,create profits and assets out of thin air.Creative accounting can be caused by humanerror, but statistically, some of these errors

would have a positive effect on profits,others would have negative effects.

Therefore, a typical creative accounting incident involves both human effort and abias towards some objective.

The sectors where creative accounting isthe most popular are housing (which includesfirms related to real estate, construction and

cement), healthcare and capital goods (which

includes firms in construction, power T&Dand materials).

Objective of Creative Accounting The most common objective of creative

accounting is increased profits, inflated asset values, understated liabilities, and overstatedshareholder value. The motivation of management and accountants typically being bonuses, promotion, and salary rises, etc.

The company can also show increasedprofits and inflated asset values when it wantsto go for an IPO so as to attract the potentialinvestors. The company may also minimizeits bad debts if it needs a loan or wants to geta loan at a favorable rate. This is donebecause the lender charges a lower interestrate if it perceives less risk. On the otherhand, company may understate its profits,income and assets or overstate its costs,expenses and liabilities to pay less tax.

There can be other objectives of creativeaccounting. Most managers and accountantsperform a given role for two or three yearsbefore seeking a promotion. Thereforethroughout that period they are motivated toshow increases in profitability (year on yeargrowth). This results in a form of creativeaccounting that smooths out income andcosts so that the result over the two or threeyear period is a growth in profits.

-Akhil Verma & Rahul Mondkar

DoMS, IIT-Roorkee

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Takeovers and acquisitions also createopportunities for creative accounting. In the

year of the takeover, the new managementand accountant have a bias to show a dismalpicture low profits, deflated asset values,inflated provisions, and perhaps an impactedstock value (as a result of the poor results if they are made public). Then in the yearsproceeding the takeover, the assets can be re-inflated, provisions released, all contributing to increased profits and a perception that thenew management is doing a great job. The

above technique may also be used before amanagement buy-out. This helps the new buyers negotiate a lower purchase price, andincreases their return after the buy-out.

Creative Accounting - Satyam The accounting fraud at Satyam (which

means truth in Sanskrit) is said to havestarted way in 1999. However it came intolight only in January 2009 when its chairmanMr. R. Ramalinga Raju issued a statement to

its Board of Directors on 7th January, 2009.For 10 years it went unnoticed by theanalysts, auditors, regulators, directors,bankers and the media . It required aconfessionary statement from its chairman toexpose the accounting fraud.

Mr. Raju claimed that Satyam inflatedprofits for many years:1.By inflating cash and bank balances of Rs5,040 crore as against Rs 5,361 crore reflected

in the books2. Accrued interest of Rs 376 crore was non-existent3.Liability of Rs 1,230 crore was understated4.Debtors position of Rs 490 crore wasoverstated as against Rs 2,651 reflected in thebooks

Mr. Rajus also confessed to having forgedthe company's fixed deposits,documents, diverting as much as Rs 20 croremonthly from the IT company, holding more

than 400 benami land transactions running into thousands of acres, and claiming that the

strength of the company was 53,000 when it was actually only 40,000.

According to Mr Raju, he explained in hisletter to the Board about the cover-up, whichhe said started as an attempt to disguise apoor quarterly performance by artificially inflating the groups profit, got out of handover time. He claimed that he and his family had never benefited from the fraud and hisfellow board members were unaware of it.

The year after the Satyam ComputerServices fiasco came to light, corporate sector

was less inclined to indulge in creativeaccounting . However, in 2010, investors areadvised to be careful because euphoricmarket conditions may prompt corporate tostart fudging their numbers.

While presenting this we would likepeople to stay knowledgeable about this but

be sure these are the things one should neverput into practice.

The Bottom line is: Creative -Accounting is likriding a tiger, without knowing how to get off wbeing eaten .

Contd..

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If a person can participate dynamically in

an important training, educating massnumber of students all over the globe, orpromoting product and services, what morecan you ask for with such efficient andoptimum methodology a technology hasoffered.

The webinar has arisen as part of this new 21st century business culture.

They are even farther beyondteleconferences where there is just talk between several different people in just acouple of locations without any ability to seeeach other or interact with each other.

Such a technology find its way to theadvantage of Students and faculty membersof the Department of Management Studies,IIT Roorkee, as they participate in these

Webinars.

One of the recent webinar was with HR Thought Leader , Mr.Vinay Bassi , , CHRO,ONICRA Credit Rating Agency Ltd. and Ex-HR Director at Goodyear India; on"Proactive Employee Relations" organized by NHRDN on 11th February, 2010.

Employees are always the key ingredientof organizational success; as they can make orbreak an organization. Hence the proactiveemployee relations is an integral part of strategic human resource management.Employee relations involve creating andmaintaining harmonious employer-employeerelationships that contribute to satisfactory profitability, productivity, motivation, and jobsatisfaction for an organization.

Proactive Employee Relations starts withright selection, orientation, productivedeployment, connected contribution,development and maintaining a right balance

between Business partnership & people

touch than only with anticipating, diffusing

and resolving workplace issues that may interfere with the organizations businessobjectives between management andemployees. HR's Job is that of Building strong people relationship in the organizationby executing innovative employee relationsstrategies based on the industry bestpractices.

The session witnessed speaker expressing his views on the topic for around 35 minutes

over:1. Worker empowerment2. How to improve employee productivity 3. Supervisors development4. Industry Best Practices5. Inclusive Growth Environment6. Building a Innovation Culture

Thereafter questions and queries wereinvited from the participants of the webinar.581 HR professionals across 45 organizationsregistered for the Webinar.

- Arpit Agrawal & Rishi Kesh KaushiDoMS, IIT-Roorkee


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The session highlighted the importance of

building trust collaboration and bonding of intellect, heart, spirit, and body, as the basisfor proactive employee relations, asexplained by Mr. Bassi. He started the session

with a brief about the need for proactiveemployee relations (ER) in the first place,citing the following four needs as thecornerstones of a successful ER programme.

1. Meeting customer service levels;2. Reliable and disruption-free operations;3. Driving and sustaining quality, efficiency and productivity; and,4. Building capability and skills to deliver ahigh degree of flexibility and speed of response.

After taking the participants through theroad rules of an ER programme, Mr. Bassimoved on to discuss the conditions that canenable an organisation to become successfulat this. He stressed on mantras such as

setting up right, treating all stakeholders withrespect, and giving employees a voice. Giventhe fact that he has worked withorganizations like Goodyear, PepsiCo andRanbaxy, he was able to bring in a variety of examples for tools that can be used tospearhead such an initiative, two of thembeing Dialogue Tool and OperativePerformance Management System. Heaffirmed on the importance of creating a

performance-oriented setup wherein people

understand their jobs and the structure within

which they operate.He added, Thediscipline process must

be fair and applied consistently. The focusshould be on correction and notpunishment.

Mr. Bassis presentation was well-articulated, and the use of concrete toolsensured the right backing for the knowledgethat he shared. He ended with a piece of advice for HR:

Catch people doing the right things and rewthem right then and there. Care for your peoplethey will, in turn, care for your business.

DoMS, IIT Roorkee plans to participatein more of webinars on various subjectsrelevant to students and faculty members.

This was learning and enriching experiencefor all of us and as we say learning neverends.

At the end to reflect the belief of budding Techno-Managersof DoMS we wouldconclude with the following quote:

"Knowledge is not simply another commoditthe contrary. Knowledge is never used up. It incby diffusion and grows by dispersion."

: quoted by Late. Daniel J. Boorstin

(American historian, professor)


Contd..

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The economic policies of a country pointsthe direction in which the country proposesto move. The Indian Economic Policy aimsto take care of basic parameters of Indian

Economy, namely, agriculture, industry andcommerce. Further in the article, we discussindividual policies and their effect on theIndian Economic scenario.

The Fiscal Policy of India aims to achievedesirable price, consumption andemployment level. It also tries to curbinflation, increase capital formation andmaintain equitable income distribution.Controlled by the Government, the variousinstruments of fiscal policy are taxes, publicexpenditure and debt. There are mainly threestances of fiscal policies; neutral,expansionary and contractionary stance. Thestance is decided on the basis of theeconomic environment prevailing in thecountry like normal, recession or inflation.Government spending and tax revenues arethe two factors which specify the stancefollowed by the Government.

The second most important policy of acountry is the monetary policy as formulatedby the Central Bank of India. It refers to theaction taken by the central bank to affect themonetary magnitude or variables like money supply, interest rates and credit availability. Inother words, monetary policy affects totaldemand of the country. The differentinstruments of monetary policy like discountrate, reverse ratios and open market

operations strive to attain full employment,

stable exchange rate, a healthy balance of payment, economic growth and overallfinancial stability.

Fiscal and Monetary policies change withchange in the local and global businessenvironment. However policies like ForeignExchange Policy, Foreign InvestmentPolicies and Industrial Policies changes withthe change in the vision of a countrys future.Gradually, Indian policies have changed in

order to flourish in the era of globalization.Indian Foreign Exchange policy had a

paradigm shift from import substitutionstrategy to export promotion with sufficientforeign exchange reserves from mid 90s.Foreign Exchange Regulation Act, FERA of 1973 was replaced by Foreign ExchangeManagement Act, FEMA in 2000 in the lightof economic liberalization. FEMA wasformulated with the main objectives of facilitating external trade and payment along

with promotion of orderly development andmaintenance of forex market rather than theprevention of misuse as intended by FERA.

The imposition and administration of this actis carried out jointly by the centralgovernment and Reserve Bank of India.

-J.Pooja

DoMS, IIT-Roorkee

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On similar lines, the Foreign Investment

Policy of India gradually moved fromcautiously pragmatic approach of 50s and 60sto technology intensive Foreign DirectInvestment (FDI) in 1970s. Till late 1980sFDI was diverted from consumer goods tocapital and intermediate goods. Decontrolled,outward oriented and market friendly systempaved the way to major transition of ForeignInvestment Policy in 1991. State monopolies

were cramped to sectors of strategic

importance and channels for FDI were madeliberal. The foreign investment in India hasincreased from $ 103 million in 1990-91 to $61.8 billion in 1007-08 which indicates thepositive response to changes in the ForeignInvestment Policies. Today India is identifiedas one of the most attractive long terminvestment location.

The progressive de-licensing facilitatedcompetition and forced the Indian industries

to wake up from the slumber and perform inorder to compete with world class technology else cease to exist. At present, license isconfined to 5 activities like alcoholicbeverages, aerospace, cigarettes and tobacco,industrial explosives and hazardouschemicals. India has great potential forforeign investment in the sectors of agriculture and public services.

Industrial Policy of India stressed on the

reservation of industry, dominance of publicsector, entry and growth restrictions till theyear 1991. The new Industrial Policy redefined the roles of public sector,dismantled entry and growth restrictions andliberalized foreign investment in tune withthe Foreign Investment Policy. Issues likeindustrial licensing, industrial sickness andprice and distribution controls wereaddressed in the new policy. The Indian

Companies Act, 1956 regulates the formation

and functioning of companies. The act lay

downs rules for every aspect of company including shares and debentures, compositionof board of directors, procedure for annualgeneral meeting and others. TheCompensation Act of 2002 is a legislativetool to promote competition and hasrecommended the establishment of competition commission and division of enterprise enjoying dominant position.

Trade policy includes the Export and

Import policies. Trade reforms have formedthe crux of economic reforms in India.Policies have been aimed to create a friendly environment by eliminating redundantprocedures, increasing transparency andmoving away from quantitative restrictionsand finally resulting in the improvedcompetitiveness of Indian industries.

Together these policies, constituting theeconomic policies of India, shape the futureif the Indian Economy and aim to makeIndia a country the world looks at as theemerging superpowers.

Contd..

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1. Whats the name of the phone launched by Taiwans High Tech Corpfor competing against the Apple IPhone?

2. The Delhi-Bangalore Rajdhani is the first of the three Rajdhanis tobe branded; featuring a host of additional passenger amenities,

including round-the-clock housekeeping operations. Who is theadvertiser?

3. Which tea giant has collaborated with IRCTC as an initiative fordiscovering new distribution channels?

4. Three major companies dominate the dehydrated soups/saucesmarket in Europe. Two of them are Unilever (with its Bachelors andBlue Bond brands), and CPC (with its Knorr brand). Which is thethird?

5. By 1861, this product, produced in USA enjoyed higher sales abroadthan in USA. In Africa, salesmen had to customize the machinebecause the tribesmen wanted it noisier saying Good iron makesloud noise. Mahatma Gandhi called it one of the few useful thingsever invented. Name the brand.

6. What is common to the following words - creep, rise, gallop,burgeon, increase, climb, soar?

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-J. Arjun & Mayur Gujjar

DoMS, IIT-Roorkee

Its Exquizite, Kills your Quriosity and adds to your Quizdom. Need we say more?Qutopia A Utopia of the best Biz Quiz Tidbits to wreck your brains! Mail in youranswers to [email protected]. The winner will have their names published in thenext issue. Answers in the next issue of DoMination.

The Answers of Qutopia-1 were:1. Genpact2. The Indian Navy rules which

allow only women to inductnew arsenal in the navy fleet

3. Googles Doodle4Googleinitiative in India to design adoodle around the theme My

India. Puru Pratap Singh, a IV standard student was the

winner4. Kalpen Suresh Modi better

known as Kal Penn5. Roche (Hoffmann La Roche)6. Infosys

Look for winners in next edition



Always stand tall when they are calling you out,Dont bend dont break people dont back down Boosting up the confidence of call getters foradmissions 2010, students of DOMS were allgeared up while facilitating the admissionprocess.

The Department of Management StudiesIIT Roorkee conducted the Group Discussionand Personal Interview for the prospectivecandidates of 2010-12 batch from 19th to 22ndFebruary 2010. More than 485 students were

called for the process based on their profilesand rank in JMET 2010.The process of conducting GP/PI was handled by students ina truly professional manner. The teamconstituted first and second year studentsalong with research scholars. The team workedclosely under the guidance of Prof. V K Nangia, Head, Department of ManagementStudies and Dr. Zillur Rehman. The process

went exactly as per schedule.

The four day event was divided into eightsessions- forenoon and afternoon session eachday. About 60 candidates were called for eachsession. Accommodation arrangements werealso made for the candidates.

Each session began with candidatesreporting to registration desk and getting theirdocuments verified. This actually helped thecontrol room to get the final count for thesession and deal with any last time

rescheduling. Following this first year studentsgave a presentation showcasing the history of the college, facilities, MBA course, differentshades of life @ DoMS and placementhighlights .They also covered Confluencia2009, Umang 2009, DeeOMS 2009, Jigyasaya2010 among other initiatives. A mesmerizing

video about the DoMS IITR was also shown.

After presentation Prof. V K Nangiainteracted with the gathered candidates andanswered their queries. The candidates were

then led to their panels for GD/ PI. Thecandidates interacted freely with the studentsof DoMS during the whole process. The

volunteers managed to keep the candidatescheerful. Utmost care was taken to make thisexperience a memorable one. Control roommade sure of minimum waiting time for eachcandidate. Finishing of each session on time iscommendable work of the organizing team.

Finally, the candidates reported back to theRegistration Desk. Before leaving, the

candidates were asked to give their feedback about the conduct of process. Feedback forms were designed to maintain the anonymity of the candidates so as to get a true feedback incase candidate hesitates in-case otherwise.

These feedbacks were closely monitored inevery session and all efforts were aligned tomake a continuous improvement.

The registration desk got admirablefeedbacks from the candidates.

Some of the comments received were:

Amazing people, Amazing college!

The GD panel was very friendly. It was my bGD experience among all my calls said a candidateafter his GD.

The coordinators were amicable. The ovexperience was good and to most part stress- free saidanother candidate on 20 th February.

Please publish the presentation video on you-It was great! said a candidate on 21st Feb.

The logistics for the whole process werealso managed by the students, with the helpfrom department staff.

"Overall, it was a good learning experience fobudding managers @ DoMS, IIT Roorkee on howmanage events having tight schedules and deadlines"

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- Prashant Nath Endley & Nitin Tiwar

DoMS, IIT-Roorkee



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T Roorkee brings to you its annual technical festival, Cognizance 2010,ne of the largest extravaganzas of its kind in India, witnessing a largeultidimensional congregation of over 7,000 budding technocrats from

ot only in and around the country but internationally too.

Hocus-Focus 17
http://www.cognizance.org.in/


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Comments / Feedback Mail to: [email protected]

Tel: 01332-285014, 285617, Fax: 01332-285565

Do Visit: http://www.iitr.ac.in/departments/DM/pages/Index.html Department of Management Studies,

Indian Institute of Technology Roorkee,Roorkee Uttarakhand-247667

The Team:

Editor:Animesh Agrawal

Sub-Editors:Akanksha Tikku

Himanshu Mishra Prashant Nath Endley

Rama Pruthi Siddharth Srivastava

Varun Goel Design Team:Animesh Agrawal

Arushi

Contributors:Akhil Verma & Rahul Mondkar

Arpit Agrawal & Rishikesh Kaushik J.Pooja

J.Arjun & Mayur Gujjar P.N.Endley & Nitin Tiwari

Animesh Agrawal & Akanksha Tikku

DOMS IITRoorkee Magazine March2010

Documents

Transcript of DOMS IITRoorkee Magazine March2010