NHRD Journal - National HRD Network

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and assess HR professionals and is collaborating with International bodies. By any means it has done a great service to young HR professionals. It has given opportunities to many young managers to test out their leadership potential and has helped a number of young professionals to acquire HR knowledge and set their careers in the right direction. Strengthening the Academic Base: The Academy of HRD The Academy of HRD is an education and research centre set up by the National HRD Network. It is an autonomous institution with its own members. It's founding members consist of organizations like SAIL, Voltas, Tata Steel, Crompton Greaves, Gati, Dr. Reddy's Laboratories, Visakhapatnam Steel, Satyam Computers, ILFS etc. corporations. It is located in Ahmedabad and its campus eventually planned to be in Hyderabad on a ten acre land donated by Dr. Reddy's Laboratories. It has done remarkable work in its initial stages. Though its pace has slowed down in the recent years, it has been contributing silently through its Doctoral and certificate programs. AHRD contributed a great deal so far to Human Capital Formation among HRD Professionals in India. However, there was much more scope. AHRD could have been a globally recognised institution and would have been considered the only place to go or main place to go for scholars across the world. The great dream still remains a dream - the great dream was to have its own campus, data-bank, and library, residential accommodation furnished for scholars to visit, write, renew and disseminate their work. The relevance and need for such an institution still exists today. Its doctoral programme could have become a flagship programme and would have contributed a great deal to HRD knowledge. In the last 20 years, NHRDN has grown vastly. The seeds for its growth were sown and foundation was laid in the first three years. The agenda of learning from each other continues. The annual or biannual conferences and the chapter meetings for learning from each other and networking continued. The chapters have grown in number. The culture of publishing papers to be distributed during conference continues. The Future Division kills and Integration builds. It is high time that all of us recognized the need and value of integration: integration of "Personnel and HRD" or "OD and HRD" or "Business and HRD" or "AHRD and NHRD" or "NIPM and NHRDN." Integration and collaboration is the only answer for future success. Overemphasis on separate identities and ownership, especially for professional bodies and institutions whose owners are all professionals and not any one or few individuals, is dysfunctional. Divisive thinking is detrimental.. The future of the HRD movement is in realizing that we have not even touched the most important sectors like education, health, infrastructure, government etc. where HR interventions are most needed. We need to pay attention to these strategic sectors. The spirit of HRD lies in learning from each others: teachers, managers, doctors, nurses, in fact all citizens involved in the pursuit of change and development. References • Pareek, Udai & T.V. Rao (1998). Pioneering human resources development: The L & T System, Hyderabad: Academy of Human Resource Development. 165p. • Rao, T V (2004) Future of HRD, New Delhi: Macmillan 106 November 2007 NHRD Journal
CHALLENGE OF MANAGING ORGANIZATIONAL PREPAREDNESS-ICICI K RAM KUMAR Abstract In this article we look at the changes that are happening in terms of socio - economic, educational, and demographic aspects of the society and organizational ecosystem and the associated changes needed in the mind set of managing an organization. Drawing up on the case of the financial services industry and specifically of ICICI, the changes required and expectations from HR, employees, and top management are described. The various interventions that are aligned to this change are also described here. K Ramkumar is the Group-Chief Human Resources Officer at ICICI Bank.He has 22 years of work experience in private and public sector industries. He has earlier worked in Hindustan Aeronautics, Hindustan Lever Limited, and ICI India Ltd. Apart from human resources, Ramkumar has also had exposure in managing manufacturing plants. Introduction India finds itself in a unique phase in its existence viz being in the vanguard of not only the Asian economic growth but also the Global economic hope. For the first time, its demographics and reservoir of human talent is turning out be a huge strength. A neardouble-digit GDP growth is powered by the service sector and the resurgent manufacturing sector. By 2020 Indian population will have an average age of 28 years. Currently 60% of the population has more than 30 years of productive work life. Rarely has any country had 500 million people with so much productive work life. However the galloping economic growth and the young demography brings along with its challenges. These challenges are linked to socioeconomic, educational, and demographic aspects of the society and organizational ecosystem. Education A broken education system which does not have any relevance to the new economy. India produces 3 million graduates and half a million engineers annually. India's pool of university graduates (
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NHRD Journal Organizational Change
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S.no Title of the Article Author Pa
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ORGANIZATIONAL CHANGE INDIRA J PARI
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give subtle shape to the organizati
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to be tempered by a sense of humor,
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Although the result did not spell o
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the Project Sponsor to engage the C
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• Consultative - The target popul
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Now they are confronted with change
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A living system can never be direct
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ut in absence of formal process of
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Higgs, M. and Rowland, D. (2005),
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• Organization Structure Rigid hi
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magnitude of the programme, you can
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• In only about 10% of the school
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memorization, the focus of the teac
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HOW HR CAN IGNITE 'HOT SPOTS' YOGI
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pointed the prerequisites of change
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BRINGING CHANGE TO THE CHANGE AGENT
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were low, people lived simply and s
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'People Academy' that seeks to fost
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DEFINING CHANGE AGENTS SANDEEP K. K
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human resource process like leaders
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References Chris Argyris, Initiatin
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needs to tell a trained nurse about
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esponse to changes in the external
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THE ENDURING SKILLS OF CHANGE LEADE
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Page 63 and 64: very capable people; but the organi
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Page 69 and 70: However the good news is that the a
Page 71 and 72: Organizational Culture and Sub-Cult
Page 73 and 74: References Ashkanasy, N. M., Broadf
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Page 81 and 82: COMMUNICATION EFFECTIVENESS, JUSTIC
Page 83 and 84: interactional justice focused on th
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Page 87 and 88: the merger, in whichever form has a
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Page 91 and 92: • Successful integration approach
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Page 95 and 96: ONE REASON FOR FAILURE OF CHANGE IN
Page 97 and 98: IPO: A POWERFUL INTERVENTION IN ORG
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Page 111 and 112: Conclusion There is a broad agreeme
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Page 117 and 118: ORGANIZATIONAL CHANGE-MARUTI SUZUKI
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Page 121 and 122: • Cross Functional Teams (CFTs) o
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Page 125 and 126: consolidates in a short period of f
Page 127 and 128: PBIT (Rs in crores.) The Company ha
Page 129 and 130: concepts in an organizational conte
Page 131 and 132: APPEAL TO CONTRIBUTORS The National
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