Knowledges in Management

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Indian It sector

Indian IT sector is heavily reliant on US for its business. India’s IT outsourcing industry is worth around $108 billion, as per the National Association of Software and Service Companies. Silicon Valley’s biggest companies, including IBM, Apple, Microsoft, Google, and Amazon, import a sizable amount of talent from India. Infosys, Cognizant, Wipro, Accenture, TCS, and Tech Mahindra are the biggest beneficiaries of the US H-1B work visa program. Recent developments by the Trump’s administration have aimed at reducing migration of workforce in US. With their aim of ‘America First’, the Congress passed bill that puts certain restrictions on the selection process of the beneficiaries of the work visa program. It will now be very costly for companies to import outsiders for IT jobs. There are regulations that also reduce and limit the number of people who’ll be granted work visa for US. This has sent shock waves in the entire global IT industry, especially India. If and when the restrictions come in enforcement, and are successful in US administration’s objective of keeping majority of skilled professionals from coming to US for work, lakhs of Indian IT jobs will suffer directly and indirectly. Speculations have already caused massive restructuring drives in many Indian service based tech giants like Infosys, Tech Mahindra, and TCS. A string of layoffs is expected to continue for at least next two years. The announcement has led to big unrest among the stakeholders in India. There has been a huge public outcry. NASSCOM and the Ministry of External Affairs in India have already took some steps to discuss with trump government how US and Indian IT industries are interdependent on each other and the regulations would hurt both the economies. IT companies in India that are major exporters of IT services are taking pre-emptive measures to tackle the impending fall in demand of work for them. Companies are looking at alternatives to survive. Some industry experts point that this decision, in fact, could prove to be a boon for Indian IT sector which would now shift its focus on core development of software products instead of just providing services to US based clients. This would further lead to enhancement of IT training in India. American IT companies that import a large number of Indians will have to look for employees within US for software. This direct loss of jobs to Indians living in US will also cause rippling effects in India’s domestic IT industry. But the problem isn’t just limited to India; many firms in US might have to shut down completely as they cannot afford to continue in operation by hiring expensive American workforce. The bigger question is what happens to the vacancies created in US. Either the companies would have to shift their entire operations in some other country or might have to hire Americans for the jobs. The former is any a overhauling process which hurts Americans more than anybody else. The latter is too difficult to be accomplished. In reality American education system is not producing as many computer science engineering professionals as demand in the market. Over the decades, there have been a flat percentage of American graduates specialising in computers and software domains. On the contrary there is abundance on Indian, Chinese and South Korean students graduating in the subject. Unless US becomes self sufficient in IT skills, this nationalistic sentiment isn’t going to do it any favour. Companies have started looking out for expansion in European and other pacific nations, foreseeing impending uncertainty in US rules and regulations. IT job placements from colleges have observed a significant downfall in numbers, both in India and Indian students in US. Students across the globe who dream to pursue higher education in US are also considering education opportunities in European and Canadian universities. There is no denial that the Indian IT industry and the companies in US have been hurt a lot by new regulations. Dependency is mutual and it this sudden wave of jingoism in US might throttle survival of both the industries in this era of globalisation. How this turns out in long term is yet to be seen.

Organizational Mangement- Case Analysis

Southwestern University Football Stadium Case Study Analysis

SCM management n design

SCM management n design

Guesstimates

How many gallons of white house paint are sold in the U.S. every year? THE "START BIG" APPROACH: If you're not sure where to begin, start with the basic assumption that there are 270 million people in the U.S. (or 25 million businesses, depending on the question). If there are 270 million people in the United States, perhaps half of them live in houses (or 135 million people). The average family size is about three people, so there would be 45 million houses in the United States. Let's add another 10 percent to that for second houses and houses used for other purposes besides residential. So there are about 50 million houses. If houses are painted every 10 years, on average (notice how we deftly make that number easy to work with), then there are 5 million houses painted every year. Assuming that one gallon of paint covers 100 square feet of wall, and that the average house has 2,000 square feet of wall to cover, then each house needs 20 gallons of paint. So 100 million gallons of paint are sold per year (5 million houses x 20 gallons). (Note: If you want to be fancy, you can ask your interviewer whether you should include inner walls as well!) If 80 percent of all houses are white, then 80 million gallons of white house paint are sold each year. (Don't forget that last step!) THE "START SMALL" APPROACH: You could also start small, and take a town of 27,000 (about 1/10,000 of the population). If you use the same assumption that half the town lives in houses in groups of three, then there are 4,500 houses, plus another 10 percent, then there are really 5,000 houses to worry about. Painted every 10 years, 500 houses are being painted in any given year. If each house has 2,000 square feet of wall, and each gallon of paint covers 100 square feet, then each house needs 20 gallons - and so 10,000 gallons of house paint are sold each year in your typical town. Perhaps 8,000 of those are white. Multiply by 10,000 - you have 80 million gallons. Your interviewer may then ask you how you would actually get that number, on the job, if necessary. Use your creativity - contacting major paint producers would be smart, putting in a call to HUD's statistics arm could help, or even conducting a small sample of the second calculation in a few representative towns is possible.

Human resource Related to SCM

Human resource Related to SCM

Forcasting in SCM

Forcasting in SCM

Integrated Lean Six Sigma Black Belt Training

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Six Sigma Green Belt Certification With Training

60 Hours of Classroom Training. Soft copies of Green Belt Study material. Sample Question Paper. Classes are held on Weekdays and weekends. Flexible Timings. This course is structured according to industrial standards of Six Sigma green belt, it provides in- depth knowledge of all the topic within the D-M-A-I-C, Six Sigma Tools, and with the real life examples and how it can be applied. Lean is an optional. At the end of six sigma green belt training, you will be able to. you be can be one of the leading and implementing six sigma projects in your organisation. Define Phase, it describe how to identify an improvement in projects. Measure Phase, explain how to measure process and the product. Analyse Phase, performing the data analysis using 7QC Tools and few hypothesis testing. Improve Phase, possible improvement actions for the performance in variations Control Phase, efficient operating level in inputs and outputs.

The key to perfect presentations

Recent research from The Aziz Corporation shows that training managers are clued up when it comes to the need for presentation training and its benefits, yet those who are most in need of this help are still missing out. Khalid Aziz, chairman of The Aziz Corporation, argues that spoken communications must be given more attention and suggests how training officers can ensure these valuable skills are targeted at the right people throughout the organization. Presentations are important In a world of faxes, memos, e-mails, newsletters and junk mail, most business people are forced to focus their attention on the written word and, as a result, neglect the development of their spoken communication and presentation skills. A recent survey carried out by The Aziz Corporation indicates that 78 per cent of company directors find public speaking the most daunting business activity. Yet this is a task many are required to perform on a regular basis – almost a quarter of respondents give a formal presentation to clients once a week or more. Directors confessed to being nervous about undertaking all manner of public speaking activities, from presenting to the board or addressing shareholder meetings, to speaking to a large audience of businessmen or giving a television interview. In fact, communication skills are becoming the cornerstone of any modern career. The Aziz Corporation's research showed that 63 per cent of company directors believe presentation skills are more important for career success than intelligence or financial aptitude. In addition, over one-third of respondents felt that poor presentation skills had hindered their progress up the career ladder. Communicate to inspire Highly polished presentation skills are not only important to individual career development, but are also increasingly valued by companies as a means of delivering real benefits to the bottom line. Face-to-face communication is a powerful business tool that can inspire, motivate, persuade, impress and reassure. Clear communication gives clients confidence, and is important for clinching deals. In addition, clients are becoming more discerning and demanding, resulting in customer service becoming a key element in the training remit. All this increases the need for effective communication skills, not least as a significant step towards developing better relationships with clients in order to secure their long-term custom. Presentation is crucial to building and maintaining that relationship. Organisations that employ effective communicators improve their sales effectiveness, achieve a higher profile with customers and win more business pitches. Benefits to the economy As well as being beneficial for the individual and organisations, effective presentation skills can be good for the economy. British companies are operating in a competitive global economy in which the ability to communicate effectively with potential customers has never been so critical to winning business. British businessmen should act as ambassadors of UK plc, representing the best of British business, via the media, to potential customers and investors across the world. However, the presentation skills of Britain's leading businessmen are, currently, not of a sufficiently high standard for this to be the case. Fortunately, spoken communication is a skill like any other, which can be acquired, improved on and, given time and tutoring, excelled at. However, while it is certainly the case that some companies are beginning to invest in presentation and media skills training, it may be that this is not reaching those business people most in need of assistance. It seems that – currently – those employed in personnel are most likely to receive this type of training, despite the fact that they do not address audiences as regularly as their counterparts in the finance or sales and marketing departments. It seems that this is due to the fact that personnel professionals appreciate that this type of training can be a very effective tool for advancing organizational and personnel objectives, while those who really need training are often resistant to the concept, considering presentation skills as "soft" and unworthy of their attention. Directed training The challenge for personnel executives is to direct training to those who need it most – even if they are unaware of their needs in this area or are unwilling to co-operate – and to those business disciplines where it will benefit the company. While it is certainly the case that the ability to speak clearly and confidently is a skill that individuals at all levels of an organization should seek to perfect, approaches will vary depending on the needs of the individual and their role in the company. Some of these methods might include: Individual tutorials for senior executives, covering all aspects of presentation, from preparation to delivery, incorporating rehearsals and constructive feedback on performance. Group workshops designed to improve the communication skills of junior and middle management. Workshops are a cost- effective way of delivering presentation training to a wider audience. Computer-based training, such as The Aziz Corporation's CD-ROM "The Perfect Presenter", which can make training accessible to staff throughout an organization, at their own time and pace, and in a cost-effective manner. Top tips! In addition, personnel executives themselves are not filled with confidence when it comes to speaking in public – 73 per cent of personnel directors claimed public speaking was the most daunting business activity facing them. The following simple rules, applicable to all professionals, constitute a practical guideline for the preparation and delivery of a successful presentation. These hints are equally relevant for meetings and day-to-day communication with clients and colleagues: Know your audience Research your audience. Tailoring your message and medium to your audience makes it more likely they will respond favourably to your presentation. For example, while an audience of young trainees will feel comfortable with a high-tech multimedia presentation, a group of senior executives may respond better to a more traditional approach. In addition, presenting to an enthusiastic in-house audience would require a very different approach from that demanded by a hostile share-holder meeting, for example. Writing your presentation Know your message. Have a clear idea of what you want to say, and what your aims and objectives are for the presentation. "The Aziz Corporation's research showed that 63 per cent of company directors believe presentation skills are more important for career success than intelligence or financial aptitude." Keep your presentation brief and to the point, as most people have a short attention span. As you are writing your speech, a good rule of thumb to follow is that it will take around four times as long to speak as to read to yourself in your head – a television newsreader reads aloud at three words per second, yet an educated person can read print at up to 15 words per second. Carefully select your words to ensure your message is clear, concise and easily understood first time. Take care to avoid the use of jargon, particularly when speaking on technical matters. Remember that your audience may be considerably less informed than you, so use everyday language to ensure your message is universally accessible. Empathise with your audience, stressing the "we" and "us". Concentrate on talking to your audience not at them. Have a positive beginning. Even if the information you have to deliver seems both dry and self-explanatory, try to capture your audience's attention at once. Visual aids If you are using slides, make sure that each one is necessary to the presentation and enhances it in some way. Keep slides relevant and succinct – if they are too cluttered with information, your audience will struggle to keep pace and will lose interest in both the spoken and written elements of the presentation. Delivering the presentation While the content of your presentation is, of course, important, it is also vital to concentrate on your delivery. Before you start to speak, stand for a few moments, establish eye-contact with your audience, smile at them and only begin when you have their full attention. Do not be tempted to read from a script. This deadens spontaneity, making it difficult to maintain eye contact and your audience's attention. If you have spent enough time rehearsing, a script should be unnecessary; instead use summary notes on cards, clearly printed in block capitals, at which you need only glance occasionally. Also, resist the urge to read from your slides – these are not notes on the screen for your use, but should be purely for the audience's benefit. Use silences to your advantage – a well-timed pause can be used to highlight important points and is an effective way of regaining the attention of your audience. Voice development Do not speak too quickly. Rushing not only conveys a lack of confidence but also makes it more difficult for your audience to follow what you are saying. You should aim to develop an expressive tone of voice. In general, delivering a message with passion and enthusiasm is a good way to make your audience feel up-lifted and enthusiastic also. But bad news should be broken in a sensitive way, without undue anxiety or emotion. Personal appearance How you look is almost as important as what you say. Your audience will judge you on what you wear. Your clothes should reflect your status and be clean and smart. While it is true that smart clothes are a necessity – casual dress is still frowned on by British business, with the wearer being considered unprofessional and unreliable – smart is not synonymous with boring. Black and grey make great base colours, but brighten them up with a colourful tie or scarf to avoid appearing too serious. Try to retain your individual style – for example, if you are a woman who hates wearing a skirt, a smart trouser suit is an acceptable alternative. Wearing something in which you feel uncomfortable will only sap your confidence. Body language Research shows that 60 per cent of all communication is non-verbal. Meaning can be conveyed through pace, pitch, timing and body language. Gestures can achieve great impact when employed correctly. It is important to get the timing right and to choose gestures that feel natural. Aim to exaggerate your movements so that they seem assertive and bold, and remember that your gestures need to get bigger according to the size of your audience and the venue. However, be sure to practise in front of colleagues – they will be able to spot habitual mannerisms that you may be unaware of, but an audience may find distracting or irritating. Eye contact is vital as it sends a message to the audience that you want to communicate with them, rather than just relate a list of facts or opinions. Failure to make strong eye contact implies either that you are lacking in confidence or, worse, that you are uninterested. There are several gestures that ought to be avoided, such as hands in pockets - which signifies a casual attitude – or hands on hips – indicative of aggression. In general, the recommended stance is feet shoulder distance apart, pointing slightly outwards, keeping arms and hands loose and open. Relax While audiences do tend to be sympathetic to nervous speakers, a faltering voice and trembling hands will detract from your performance. For a senior executive, seeming overly nervous may reduce your audience's confidence in you as a speaker and, unfortunately, by association, with your material. Although there is no substitute for thorough rehearsal and preparation, there are a number of techniques you can practise to conquer nerves, such as breathing exercises, and it is worth experimenting to find one that suits you. The Aziz Corporation's research indicates that formal training greatly reduces the stress associated with speaking in public. Asked to rate their own presentation and media handling skills, directors who had received formal training were up to three times more likely to describe their level of competence as excellent or fair. Any organization seeking to improve its image and effectiveness should ensure its executives receive thorough training in the art of making powerful and persuasive presentations. This article was originally published in Industrial and Commercial Training Volume 30 Number 6. The author was Khalid Aziz, Chairman of the Aziz Corporation, Winchester, Hampshire, UK.