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Managing
Global Challenges
Increasing
globalization, and second; the transition to knowledge-based
business. With regard to the transition to knowledge-based
business, I would like to read a quote from the World
Bank's "World Development Report 1999/2000"..
---By
Dr. Ian Brown
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Capital
Structure and Managerial Performance :
A Study of Tamilnadu Electricity Board
Setup in 1957, the Tamilnadu Electricity Board (TNEB)
has been making rapid strides in various dimensions.
Its role in rural electrification is commendable.
From 1,67,297 huts in 1978-80 power reached to 1,05,24,024
huts in 1993. Now more than 14 Lakh huts are lit with
lights. Its contribution to modernization of agriculture
is significant. Energization of pump sets zoomed up
from 33,440 in 1955-56 to 14,45,951 in 1992-93. Now
it has crossed 20 lakh1. It has been the dynamo of
the socio-economic transformation of the rural sector.
TNEB has carved a niche in the generation of energy
from non-conventional sources. Despite these colorful
performances, TNEB has been working under several
severe constraints.
Dr
T.S Mohanchandralal,
Director, Maharishi Institute of Management, Bangalore
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Gearing
up Human Resources for
Corporate Restructuring - Vedic Approach
Dr.
Garrow Luxmoore, an international expert in marketing
services while commenting on Indian industries made
several significant observations, which are eye openers
to the corporate world. Indian industries by and large
have made a significant breakthrough. But the power
structure is still trumped by age-old cultural heritage.
There exist chasm between owners and employed professionals,
between seniors and junior managers, between workers
and supervisors and so on.
Dr
T.S Mohanchandralal,
Director, Maharishi Institute of Management, Bangalore
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