Parikalpana: KIIT Journal of Management

Shikta Singh ¹

Affiliations
1 School of Management, KIIT University, Bhubaneswar, IN

Abstract

It is already clear that progress has been rather mixed. The agenda of the Millennium Development Goals (MDGs) has been cut back to a standard set of statistics, and macroeconomic, sectoral or institutional reforms of a technical nature. Growth has been equated as panacea for all forms of deprivation. However, the MDG agenda failed to bring fundamental transformations in human development and society to make it more inclusive. An objective and impassionate analysis of the past achievement and current trajectories are essential to understand reveal our conceptual, structural and operational deficiencies and the kinds of reorientation needed to ensure that SDGs are much more attainable. Such reorientations would include; prioritizing type of growth, disaggregated regional and local targets rather than global standards, focus on qualitative aspects of human wellbeing over technical 'solutions', and the painstaking work of developing national and sub-national enablement over quick outcome indicators. It further probes into the matter relating to India's recent development experience which shows that achieving the ambitious vision by 2030 will require addressing a wide range of challenges. Agenda of inclusive and holistic growth can accordingly no longer neglect the link between the economic, social and environmental dimensions of development which needs long term integrated policy making. Conceptualizing, planning and implementation beyond 2015 must be made integral, normative part of economic, social and environmental objective of the nation.

Keywords

MDG, SDG, Sustainability, Sectoral, Economic Growth.

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Beyat Pragnya Rath ¹, Shikta Singh ¹, Biswajit Das ¹

Affiliations
1 KIIT School of Management, KIIT, Bhubaneswar, IN

Abstract

Article revolves around the collective bargaining process of selected mining industry of Odisha. The complexities of industrial relations have been increasing in a habitual basis. The problem of mis-match has been identified in the negotiation process and have been reviewed through the literature survey pertaining to collective bargaining ,work culture and various benefits availed by the workers since antiquities. It has been accolade with the Dunlop model to resolve on the issues. Hence, it has argued that the three players in the industrial relations have to resolve disputes through flexible interaction in the worker’s participation in the management, as collective bargaining ultimately ends with the reconciliation that is acceptable to both the parties. Article is a qualitative study into the research approach of collective bargaining. Paper uses ideal model of Collective Bargaining, identifying the gap and determining the objectives of employing tools and techniques viz. reliability statistics, frequency distribution, factor analysis in a comprehensive manner. The findings of the study indicate that collective bargaining has a positive impact on the mining industry in Odisha from the empirical data deduced from the analysis and data interpretation. The genuine co-operation of workers to achieve higher productivity can be gained only by mutual understanding through the process of collective bargaining which is ultimately proven method in the scenario of maintaining peaceful industrial relations.

Keywords

Collective Bargaining, Condition of Employment, Employment Relations, Trade Unions.

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Monica Nayyar Patnaik ¹, Shikta Singh ², S. N. Misra ³

Affiliations
1 Research Scholar, School of Management, KIIT University, Bhubaneswar-751024, Odisha, IN
2 Associate Professor, School of Management, KIIT University, Bhubaneswar-751024, Odisha, IN
3 Professor Emeritus, School of Management, KIIT University, Bhubaneswar-751024, Odisha, IN

Abstract

The concept of VUCA was introduced or brought into forefront post 9/11, when the businesses and their respective models were questioned, their existence, their profitability was uncertain. The growth, globally in various industries was facing a slowdown, however when the financial crisis was almost getting over, the ‘new normal’ emerged. VUCA circumstances undermine any efforts to understand the future and to plan for response. There is a change that is witnessed in the global business climate, the companies that have been doing well now thrive in this business environment in developed countries, the volatile situation in the industries continue to pose economic challenges for the businesses and where decision regarding technology and innovation is questioned. An important understanding of operational leadership in the context of VUCA is to identify the issues embedded in it. Unlike the problems that need to be solved, the issues are the unresolved, unexpected, complex - issues and challenges that every leader faces. Size and volume are no longer the keys to business success. Cash flow rather than profit helps an organization to cope with difficult times. Transforming a rapidly changing foreign environment into a onesize- fits-all approach requires a major overhaul of the way we develop, implement and deliver business plans and objectives as evidenced by numerous companies such as Ford Motors, Capital One Bank, Philips NV, Panasonic Corp, South West, The airline, Rio Tinto, Halliburton to name a few. This paper seeks to emphasize how important it is for leaders to enjoy the promotion and use of financial resources, maintain financial viability at all costs, master the art of budgeting, maintain and improve organizational performance.

Keywords

VUCA, Value creation, Divestiture, Financial Agility, Operational Hedging.

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