Monday, September 26, 2011
Wednesday, September 7, 2011
What is Goan Culture
What is Goan Culture?
Why is it that so many tourists flock to Goa?Is it only because of its scenic views and beaches?No,there is a more eminent but less known reason to it.Goa absorbs you into it.It lets you relax and let go,and think about what you are doing in life and where you are heading.Perhaps,this is why Goan people are so content and satisfied with whatever they do.This aspect of Goan culture is often misunderstood by many and dismissed as being unprogressive.But in true sense,Goan culture realizes the real meaning of life and goan people know that the big pleasures of life lie in small things.Let it be the cheerful christmas eve,or newyear by the sea,Goan people pour their heart into every big and small celebration.
The culture of Goa is deep and fascinating,much like the sea by which it lies.Goan culture has many faces to it,and all of them are equally rich and vibrant.Let it be the music,the dance or the tiatr,all are extremely entertaining.Goan seafood is relished across the globe.Traditional fish curries prepared by Goan mothers are equally mouthwatering as compared to the culinary delights served in five-star resorts of goa.The marvels of Goan architecture are also world-famous.The churches and cathedrals are breathtakingly beautiful.
Goan culture is a medly of many cultures: Portugese,Konkani and marathi.Some parts of south Goa are also under the influence of Karnatak culture.But the real beauty of this unison of cultures lies in the fact that all of them come togethter and share a strong bond without losing their own individuality.In Goan culture,there is no place for conflict or disparities.Goan ideology is to live and let live.
To outsiders,Goa brings realization and rejuvenation.This is why,people who come here once,cannot stop themselves from revisting this place again and again.And everytime they return,they have learnt something new.But how is life for an average Goan?well,it is a relaxed and beautiful journey.Goan culture lets its people live peacefully,away from the mounting stress that is overtaking the rest of the world.Goan culture also has a strong connect with nature.
So,what is the best way to describe Goan culture?In simple words,it is the art of living life to the fullest and enjoying every single moment that god has granted you.To the rest of the world,happiness always remains a memory of the past or a dream for the future,but to Goans,happiness is everyday life.In this sense,Goan culture truly is unique and one of its kind.
Monday, September 5, 2011
Management of co-operative housing complexes
The states Model Housing Society Bye-laws have been changed after nearly a decade,with 30% more regulations being included. In a series of new inclusions to the existing bye-laws which govern the internal regulation of a society the government has made housing societies responsible for the implementation of several regulations.The onus of redevelopment has also been placed on societies.Often,residents realize that the building cannot be maintained,but they refuse to take a call on redeveloping it until it is too late.If it is in the bye-laws,at least people will discuss and debate the issue, said a source.What was earlier a police circular has now been incorporated in the bye-laws.Societies must inform the police about new tenants.
The New House Rules
Society should ensure that children below the age of 14 are not working on the societys premises,including in any flat.Maximum fine of 1 year prison and/or Rs 20,000 in fine for the individual hirer Bye-Laws | 49(b) & 153(c)
A flats nominee cannot create an interest in favour of third parties without establishing the rights of the legal heirs of the owner Bye-Law | 34
Society dues can be recovered from the legal heirs of a deceased member and/or the current occupant Bye-Laws | 70(b)
A member will not have the right to sell a parking space that has not been purchased by him at the time of transfer of shares Bye-Laws | 77
Amounts above Rs.1,500 should be paid to the society by accountpayee cheque only Bye-Laws | 138
Monthly honorarium that can be paid to each office-bearer should not exceed 15% of the societys income or Rs.2,000,whichever is lower Bye-Laws | 141(b)
If the share capital of a society exceeds Rs.10,000,then voting has to be by secret ballot at the time of elections in the society Bye-Laws | 108(a)
If any defects occur in the flats and any repairs are required after allotment, the committee shall have the right to get such defects rectified or repairs carried out at the cost of the member or members concerned in whose flats such defects need rectification or need repairs and if the member or members concerned fail to make payment to the committee for getting such repairs carried out upon being given proper notice, the committee shall recover the above dues as arrears of land revenue by making a reference to appropriate authority under section 111.
A member who wants to carry out internal repairs may apply to the committee for necessary permission and if no structural changes are involved and the proposed repairs are not likely to cause any defect in the flat of any other member, the committee may grant permission to the concerned member to carry out the internal repairs.
In case any defect occurs in the flat of any other member or members on account of internal repairs in his flat by a member, the member or members concerned shall be compensated by the member who has carried out repairs and in case the member concerned does not pay the necessary compensation after service of notice, the committee shall recover the same as arrears of land revenue by making reference to appropriate authority under section 111 and after such recovery to make payment to the affected member.
All the flats besides other assets of the co-operative housing society shall have to be insured for all risks including earthquake annually on reinstatement basis against the value of the inflation for the same type of buildings.
Friday, August 8, 2008
Assessment and Development Centres Notes for MHRDM at JBIMS Mumbai University
Assessment and Development Centres
Research demonstrates that that there is no substitute for objectively observing and systematically measuring how people actually perform "on the ground". A well designed Assessment Centre is the most effective tool available for assessing individuals in both individual and group based environments for selection or development.
We provide a complete range of Assessment Centre design and delivery services, from competency matrix design through assessor training, exercise design and the provision of psychometric testing. Even if an organisation has no prior experience of this most effective assessment method we can design and manage the whole process from scratch using either our own established procedures and assessment tools, or designing entirely new and highly organisationally relevant systems and exercises.
From the most basic unassigned role exercises to highly complex assigned role problem solving and decision making exercises for senior managers/directors, we apply psychometric rigour to every centre we provide to ensure it is highly accurate, stable and job relevant.
There is no such thing a 'standard' Assessment or Development Centre - some can last as little as half a day, while others can go on for three days or more. However, all demand considerable commitment from the host organisation. If you consider that an Assessment or Development Centre may be appropriate for your needs please contact us directly for advice.
What is an Assessment/Development Centre?
The term assessment centre does not refer to a physical place, instead it describes an approach. Traditionally an assessment centre consisted of a suite of exercises designed to assess a set of personal characteristics, it was seen as a rather formal process where the individuals being assessed had the results fed back to them in the context of a simple yes/no selection decision. However, recently we have seen a definite shift in thinking away from this traditional view of an assessment centre to one which stresses the developmental aspect of assessment. A consequence of this is that today it is very rare to come across an assessment centre which does not have at least some developmental aspect to it, increasingly assessment centres are stressing a collaborative approach which involves the individual actively participating in the process rather than being a passive recipient of it. In some cases we can even find assessment centres that are so developmental in their approach that most of the assessment work done is carried out by the participants themselves and the major function of the centre is to provide the participants with feedback that is as much developmental as judgmental in nature.
Assessment centres typically involve the participants completing a range of exercises which simulate the activities carried out in the target job. Various combinations of these exercises and sometimes other assessment methods like psychometric testing and interviews are used to assess particular competencies in individuals. The theory behind this is that if one wishes to predict future job performance then the best way of doing this is to get the individual to carry out a set of tasks which accurately sample those required in the job and are as similar to them as possible. The particular competencies used will depend upon the target job but one will often find competencies such as relating to people; resistance to stress; planning and organising; motivation; adaptability and flexibility; problem solving; leadership; communication; decision making and initiative. There are numerous possible competencies and the ones which are relevant to a particular job are determined through job analysis.
The fact that a set of exercises is used demonstrates one crucial characteristic of an assessment centre - namely that it is behaviour that is being observed and measured. This represents a significant departure from many traditional selection approaches which rely on the observer or selector attempting to infer personal characteristics from behaviour based upon subjective judgement and usually precious little evidence. This approach is rendered unfair and inaccurate by the subjective whims and biases of the selector and in many cases produces a selection decision based on a freewheeling social interaction after which a decision was made as whether the individual's 'face fit' with the organisation.
A History of Assessment Centres
The use of Assessment Centres in The UK
We can trace the existence of assessment centres back to 1942 when they were used by War Office Selection Boards (Anstey, 1989). Their introduction stemmed from the fact that the existing system was resulting in a large proportion of those officers it had predicted would be successful being 'returned to unit' as unsuitable. This is hardly surprising when one considers that the system as it was relied on interviewing to select officers and had as selection criteria things like social and educational background. Even the criteria of 'achievement in the ranks' which one might imagine as being more job relevant included things like 'exceptional smartness'. No wonder unsuitable people were chosen as officers and potentially excellent officers overlooked. The assessment centre approach subsequently adopted was an attempt to accurately elicit the types of behaviour that an officer was required to display in order to be successful in their job. The tasks included leaderless group exercises, selection tests and individual interviews by a senior officer, junior officer and psychiatrist respectively. This new system resulted in a substantial drop in the proportion of officers being 'returned to unit' as unfit for duty. During the post war years this system was so successful that it was introduced for selection to the Civil Service and a variation of it is still used for officer selection in the armed forces to this day.
The use of Assessment Centres in The US
In the United States assessment centres were initially used by the Office of Strategic Studies to select spies during the Second World War. Subsequently the use of assessment centres was taken up by the private sector especially the giant American Telephone and Telegraph Company (AT&T) which began using assessment centres for management selection in 1956 as well as Standard Oil Ohio, IBM, Sears and General Electric. There were differences between the US and UK approaches which largely stemmed from the original background to their introduction. In the UK a greater emphasis was placed on group exercises with an appointed leader, group discussions and long written exercises whereas in the US more emphasis was placed on in-tray exercises, leaderless group exercises with assigned roles and two person role plays (Woodruffe, 1993).
The use of Assessment Centres in Industry
Modern assessment centres in the UK tend now to follow the American format although there are still some which have their roots in the public sector Civil Service model. The growth of the use of assessment centres in the UK has been rapid. In 1986 Robertson and Makin reported that slightly more than one quarter of organisations who employed 500 people or more used assessment centres, in 1989 Mabey reported that more than one third of companies employing over 1000 people used them while most recently Boyle et al (1993) reported that 45% of organisations who responded used assessment centres and that their use was more prevalent in the private sector and by larger organisations. We have also seen a rise in the use of what we could term 'pure' development centres. The main reasons behind this have been the realisation that centres that have an element of selection decision making to them can have a demoralising effect on those individuals who have been deemed unsuccessful. Organisations have also come to realise that to be competitive they must constantly invest in the development of their staff in order to enable them to respond effectively to an increasingly uncertain marketplace. This has meant that rather than selecting new employees organisations are now investing more in their existing workforce. Traditionally companies who wished to train their staff would send them on a training course external to the organisation, indeed many still do, but there has been an increasing emphasis placed on delivering training that is relevant to the organisation's needs and business objectives. A development centre run as part of an integrated training strategy is an excellent way of ensuring that training is carried out in a context of organisational relevance. A final reason for the growth in use of development centres has been the widespread adoption of the idea of behavioural competencies in the human resource field, because development centres are designed around the job simulation format which requires the participant to actively do something they are a naturally effective way of assessing competencies in individuals.
What are the Differences Between Assessment and Development Centres?
The type of centre can vary between the traditional assessment centre used purely for selection to the more modern development centre which involves self-assessment and whose primary purpose is development. One might ask the question 'Why group assessment and development centres together if they have different purposes?' The answer to that question is threefold. Firstly, they both involve assessment and it is only the end use of the information obtained which is different i.e. one for selection and one for development; secondly, it is impossible to draw a line between assessment and development centres because all centres, be they for assessment or development naturally lie somewhere on a continuum somewhere between the two extremes; thirdly most assessment centres involve at least some development and most development centres involve at least some assessment. This means that it is very rare to find a centre devoted to pure assessment or pure development. The issue is further confused by the political considerations one must take into account when running such a centre, it is common practice for an assessment centre with internal candidates to be referred to as a development centre because of the negative implications associated with assessment.
It is easier to think about assessment centres as being equally to do with selection and development because a degree of assessment goes on in both. Development centres grew out a liberalisation of thinking about assessment centres and it is a historical quirk that while assessment centres were once used purely for selection and have evolved to have a more developmental flavour the language used to describe them has not. Another problem with using the assessment - development dichotomy is that at the very least it causes us to infer that little or no assessment goes in development centres. While you will hear centres being called assessment or development centres remember that assessment goes on in both and so to some extent at least they are both assessment centres. The end result of this is that it is not possible to talk about assessment or development centres in any but the most general terms. It is more useful to talk about the constituent parts and general processes involved in each. In these terms we can identify a number of differences between assessment and development centres that one might typically find:
Assessment centres usually -
· have a pass/fail criteria
· are geared towards filing a job vacancy
· address an immediate organisational need
· have fewer assessors and more participants
· involve line managers as assessors
· have less emphasis placed on self-assessment
· focus on what the candidate can do now
· are geared to meet the needs of the organisation
· assign the role of judge to assessors
· place emphasis on selection with little or no developmental feedback and follow up
· give feedback at a later date
· involve the organisation having control over the information obtained
· have very little pre-centre briefing
· tend to be used with external candidates
Development centres usually -
· do not have a pass/fail criteria
· are geared towards developing the individual
· address a longer term need
· have a 1:1 ratio of assessor to participant
· do not have line managers as assessors
· have a greater emphasis placed on self-assessment
· focus on potential
· are geared to meet needs of the individual as well as the organisation
· assign the role of facilitator to assessors
· place emphasis on developmental feedback and follow up with little or no selection function
· give feedback immediately
· involve the individual having control over the information obtained
· have a substantial pre-centre briefing
tend to be used with internal candidates
Development Center - Individual Development Reports
Development Center - Individual Development Reports
The Role of the Learner
Definition: Learning is a continuous process based on personal motivation to construct meaningful experiences. These experiences will facilitate understanding and competency in addressing situations in which the outcome is not fully known.
What is an Effective Learner?
§ Demonstrates Self Motivation
§ Sets Standards and Holds Themselves Accountable
§ Exhibit Natural Curiosity
§ Listens Carefully
§ Is willing to Take Risk
§ Invests Time & Energy
§ Acknowledges What is Not Known
§ Draws from Different Sources
How to use the Enclosed Report?
§ Read the entire Report carefully
§ Highlight Ideas that can quickly be put to use
§ Do Not Try too many ideas at once
§ Arrange A Time And Place to meet with your Manager / Coach
§ Have an One- On –One Conversation
§ Focus on Performance Improvement
§ Describe Behaviors That Need Changing
§ Reemphasize Your Strengths
§ Develop An Action Plan
§ Establish A Follow – Up Date to Review Progress
Simulations
Projective Technique
Through these exercises, participants can express their Self by projecting themselves in different situations through sentence completion. It also contains an exercise to stimulate participants to open out and present themselves symbolically through pictures, graphs, charts etc. in the form of a presentation to the observers on “Self”.
Case Study
This intensive exercise is a lay out of the challenges being faced by an organization. It gives the current position of the organization on various issues ranging from HR issues to survival in a competitive environment. Participants are expected to do the SWOT analysis of the organization and give their detailed plans on “The Way Forward / Turnaround Plan” for the organization.
Role Play
In this exercise the participant’s takes on a typical role from an organizational set up. They promote their respective ideas and interact to arrive at a common framework wherein organizational goals rise above the individual goals.
Mini Dairy Project / Binodia
The participants study the feasibility of a given project and provide recommendations on how the project can be pursued. The teams are split into two and one team debates for and the other against the Project being taken up.
The Binodia case study is to study a newly explored country and find opportunities of business for their organization in this country.
Leadership and Decision Making Styles
In this exercise participants will be briefed about the five different decision making styles. They will work individually on four different cases and will choose the decision style they think appropriate for each of the cases. Next the syndicates are formed and each syndicate will discuss to arrive at consensus on the Leadership / Decision Making Style.
Group Feedback
Each candidate gives a candid feedback on the strengths and areas for improvement to every other team member.
Entrepreneurship
“Ability to see the business and improvement opportunity, sizing them, and converting them into workable propositions”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Finds different business opportunities and opportunities for improvement in familiar and unfamiliar situations· Ambitious, there is desire in him to excel· Makes recommendations for converting opportunities in to workable· Understands the business environment fairly well· Needs to improve the financial implications· Demonstrates need to influence others · Demonstrates initiative and drive
Strategic Thinking and Implementation
“Ability and drive to create organization direction in terms of vision, mission, goals, strategies, values”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Identifies some of the business variables, analyses them· Tries to make projections · Takes overview considering multiple factors· Considers short term and mid term perspectives· Can create organization direction, however needs support to analyse· Works out strategies for growth· Can go beyond specialization · Makes financial implications, needs support to get greater understanding · Considers details
Innovative thinking and application
“Ability to find variety of options both divergent and convergent and making them to work”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Identifies multiple options in known areas, goes beyond his specialization sometimes· Flexible · Considers different perspectives· Being judgmental at times · Self reliant · Positive self image· Expresses fully – to the extent dominates sometimes
Customer Orientation
“Committed desire to identify customer needs and work towards exceeding their expectations relentlessly, with love, to build long-term relationship for repeat orders”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Understands the needs of the customer and works towards meeting the same· Can go beyond his call of duty to serve his customer· Openness · Willing to consider others view, if they are in line with his thinking· Understands business processes · Helpful, Co-operative· Makes good presentation· Strives to arrive at quick close, may or may not be mutually acceptable· Desire to add value to customer · Action oriented , Target oriented
Decision Making
“Identifying issues, analyzing them, defining the problems, specifying decision goals, defining criteria for evaluation, identifying options, evaluating the same, making a choice and implementing”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Considers the key issues and finds relationship· Takes overview considering multiple factors , shows concern for details · Tries to define decision criteria in group situations · Considers short term and mid term perspective. · Takes risk · Can relate concrete and abstract data
Leadership and Team Development
“Ability and will to create team direction, and synergy aligning, inspiring, influencing, developing people for High Performance
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Can articulate and create team direction , with some support· Tries to influence others to accept his view point, however tries to impose on others , if his views are not received well· Takes initiative and tries to integrate people and processes· Generally composed , looses cool if the going gets tough· Collaborates · Assertive, sometimes aggressive· Decisive, Self confident
Relationship and Relationship Networking
“Ability to relate and create rapport for lasting bond with people both within and outside the organization”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Understands the need of others, may or may not consider if they are not in line with his way of thinking · Tries to impose his views in group situations sometimes without using logic· Network with external agencies · Takes responsibilities · Demonstrates achievement drive
Change Management
“Ability to foresee change in business variables and working towards adapting to the emerging conditions”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Anticipates changes in his areas of operations · Considers some of the changes and challenges in the overall context of Business · Can work out change management process with support· Flexible , willing to experiment· Can implement change · Can influence others , Self Confident & responsible
Global Mindset
“Positioning products and services to be globally competitive”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Considers some of the factors influencing global business· Looks at opportunities in unfamiliar global situations· Tries to understand the needs of the customers · Helpful, Supportive to customers (external)· Demonstrates need to excel· Can go beyond boundaries· Influencing · Positive · Adaptable
Managing Work Pressure
“Ability to ride through varying demands on the job and produce results by being calm and composed”
Overall Indication and Observations on this competency:
Basic Developing Competent Mastery Role Model
1 2 3 4 5 6 7 8 9 10
· Generally maintains cool , however can be quiet imposing· Result oriented · Target oriented , can manage non- reporting relationship· Customer oriented · Tries to influence others to accept his view point· Decisive , may or may not find mutually acceptable solutions· Ambitious · Achievement oriented
· Recommendations:Mr X was very active and participative in all his exercises . He likes to interact and take initiative to drive the processes. However sometimes he can be quiet imposing, in team workTo facilitate his growth it is recommended that 1.0 He should attend an advanced course in marketing and sales management 2.0 Leadership and Team development 3.0 Course on General management 4.0 Should attend a course on finance management 5.0 He should also attend a course on Innovation & Decision making.
Individual Development Plan
Developmental Action Start Date End Date Behavior/ Competency Focus
HAY SYSTEM OF JOB EVALUATION - QUESTIONNAIRE FOR ASSESSING COMPETENCIES - MODEL QUESTIONS
HAY SYSTEM OF JOB EVALUATION
The Hay Guide Chart Profile System was developed in the United States in the periods immediately before and after the Second World War. It was designed specifically to cover administrative and managerial jobs in large organisations. Hay was first used in the UK in financial sector organisations. It subsequently spread to many other sectors, primarily, until the late 1980s for managerial and administrative jobs. Since then Hay has increasingly been used to cover all jobs in an organisation.
The scheme was amended in the late 1990s to accommodate local government manual jobs. A unique feature of the Hay system is that it is a universal scheme, in that the same scheme, with the same factors, factor levels and scoring system is intended to be applied in the same way in any organisation adopting the Hay system. A second unique feature of the Hay system is the Guide Charts. In summary, the factor headings are:
Know-How
Depth of Technical Know-How
Breadth of Management Know-How
Human Relations Skills
Problem-Solving
Thinking Environment
Thinking Challenge
Accountability
Freedom to act
Magnitude
Impact
Physical Demands
Physical Effort
Working Conditions
The numbers of levels used on some Hay factors can vary depending on the
organisation. Generally there are up to eight levels.
THE HAY GUIDE CHART-PROFILE METHOD OF JOB EVALUATION
General Use of the Hay Scheme
The nature of job evaluation schemes is such that only those schemes that compare jobs against jobs are universally applicable at any level in an organisation. The Hay scheme has found widespread acceptance because it:-
* is based on the step difference principle;
* it measures any job from office junior to the Chairman;
* will relate different cultures and styles of organisation; and
* is effective in all market sectors.
Consequently, it is now used by more organisations on a worldwide basis than any other single type of evaluation scheme. Hay has over 1000 consultants working from 76 offices in 36 countries around the world. In the British Isles, the HayGroup are working with over 1000 clients. Wherever the Hay Guide Chart-Profile Method of Job Evaluation is used it employs a number of well tried procedures and rules.
Procedures
1. Jobs must be properly understood before they can be evaluated hence, good quality information is required in the shape of job descriptions which make the content and context of the job clear.
2. Job evaluation is a judgmental, not a scientific, process thus every effort must be made to minimise subjectivity. This is achieved by having people with knowledge of the sector, function or organisation involved and by having a number of factors to make judgements about.
3. The task of the evaluators is to make consistent judgements and the use of the evaluation method is the tool which enables this to happen.
4. Each evaluation is checked using the profiling techniques.
5. As patterns of relativities begin to emerge they are reviewed on the basis of reason and fairness using the step difference and profile techniques to clarify judgements.
6. Each decision is properly recorded in order that the reasoning is documented for future use when maintaining the scheme as jobs change, or dealing with appeals when job holders consider the evaluators are at fault.
Rules
1. It is jobs that are evaluated not job holders.
2. The evaluation is based on a fully acceptable level of performance by occupants of the job.
3. The job is evaluated as it exists today.
4. Present pay, status or grading are not relevant.
5. Jobs can only be evaluated if they are understood.
The Hay Guide Chart-Profile Method has been developed empirically over a period of 50 years and has a number of key features:-
a) the three elements common to all jobs which facilitate comparison;
b) the step difference principle, which is the tool of comparison;
c) the numerical scale for relating different levels of jobs; and
d) the profiling technique for checking the consistency of each evaluation.
The Common Element
There are a number of different methods of job evaluation. Some compare whole jobs, the majority look at factors or elements which are common between jobs, such as knowledge, skills, experience, mental effort and responsibility. The Hay scheme is based on the analysis of three common elements, each element being measured on a separate guide chart which is set out like a grid. The elements are:-
KNOW-HOW The sum total of every kind of capability or skill, however acquired, needed for acceptable job performance.
PROBLEM SOLVING The original, self-starting use of KNOW-HOW required by the job to identify, define and resolve problems. "You think with what you know." This is true of even the most creative work. The raw material of any thinking is knowledge of facts, principles, and means. For that reason, PROBLEM SOLVING is treated as a percentage of KNOW-HOW.
ACCOUNTABILITY The answerability for action and the consequences thereof. It is the measured effect of the job on the end results of the organisation.
The Step Difference Principle
Some job evaluation schemes compare job factors against pre-determined scales. These are known as points rating schemes. The Hay scheme compares jobs against jobs using the step difference principle which works as follows:-
* if the difference between an element in two jobs is immediately evident and requires no consideration at all, then it is probably three steps or more;
* if, after some consideration, the difference is reasonably clear, it is probably two steps;
* if, after very careful consideration and scrutiny, a difference can just be discerned, then the difference is one step;
* if, after very careful scrutiny and consideration, no difference can be detected between the element in the jobs, then they are, for evaluation purposes, identical.
The Numerical Scale
Each intersect on the grid contains two or three numbers which overlap other intersects in order to provide the finest of tuning in evaluation judgements. The numbers themselves are directly proportional to each other in a geometric progression e.g. 100, 115, 132, 152. This avoids the difficulty that in an ordinary progression e.g. 1, 2, 3, 4, the numbers are in a constantly diminishing relationship to each other. The Hay scale of progression is 15% and means that each judgement is given this constant relativity wherever it falls on the scale.
Profiling
The Hay scheme also has a facility for checking the soundness of an evaluation by considering the shape or profile of the job. This is accomplished by testing the distribution of the three elements of Know-How, Problem Solving and Accountability in the evaluation of each job to see if it makes sense.
QUESTIONNAIRE FOR ASSESSING COMPETENCIES
BUSINESS ACUMEN
Q1. What are the various business opportunities, you see in your organization? (Ignore constraints)
Q2. How do you wish to convert them into workables?
Q3. What are the improvements that you would like to make:
· In your job
· In your organization
Q4. Prepare an organization direction for your present organization.
Q5. Make a SWOT Analysis of your Organization / Department.
Q6. Explain the financial viability of the case: Mini Diary Project
STRATEGIC PERSPECTIVE
Q1. Draw out a Road Map for this company / department if you were the Department Head or CEO of the organization? Give financial implications of each of the proposals.
Q.2 Find business opportunities for short term & long term in the given case:
CASELET: A
CASELET: B
CASELET: C
Q3. What is the likely business scenario by 2015?
INNOVATIVE THINKING & APPLICATION
Q1. What are the new ideas that you want to implement to improve the effectiveness in your current job / organization.
Q2. Explain the strategies for making the following products successful.
· A
· B
· C
· D
Q3. Mention an incident where you had to use a unique method to handle or resolve an issue.
Q4. A system / process / product have been doing well for your organization? Have you modified/altered or found an alternative for the same to get better output from the same?
Q5. What are the some of the reservations you have about doing a thing differently from what has been the practice?
Q6. What are the some of the ideas you have picked from elsewhere and implemented? Explain instances.
Q7. How do you get new ideas from your team members? How did you influence the team to implement? What has been the outcome?
LEADERSHIP
Q1. What are some of the leadership roles that you have assumed in your life?
Q2. What are some of the tools and techniques that you use to influence people performance?
Q3. Prepare a brief write-up on yourself to appear in a renowned Business Magazine in the year 2015? Name the magazine.
Q4. How do you identify talents, specify some of the talents you have identified and explain how you have developed them?
Q5. What are the major contributions you have made to your department which you are extremely proud of?
· Situation
· Process
· Outcome
Q6. What do you think are the priorities of people in work situations?
Q7. What are the contributing factors for high team output?
Q8. What are the different roles that you play in a Team?
1. Plant
(Advancing new ideas & strategies with special attention
to major issues)
2. Resource Investigator
(Exploring, reporting on idea developments & resources)
3. Co-ordinator
(Controlling in a way that team moves towards group
objectives)
4. Shaper
(Shaping the way in which a team effort is applied)
5. Monitor Evaluator
(Analysing problems, evaluating ideas and suggestions)
6. Team Worker
(Supporting members in their strengths)
7. Implementer
(Turning concepts and ideas into practical working
procedures)
8. Completer - Finisher
(Ensuring the team is protected from mistakes)
9. Specialist
(Contributing a professional viewpoint on the subject
under discussion)
CUSTOMER ORIENTATION
Q1. How do you build internal relationships?
Q2. In your tenure how did you build customer loyalty?
Q3. What did you do to identify customer needs?
Q4. Describe a Project team you managed, the people you involved. What was accomplished?
· Situation
· Process
· Outcome
Q5. Describe the situations of disagreement with your colleagues, boss, and what did you do to overcome the same?
Q6. Who are the people whom you regularly interact with?
Q7. You interact with people for --------
1. --------------
2. --------------
3. --------------
Q8. What are your most important values with respect to people?
Q9. Situation Test Questions.
DECISION MAKING
Q1. Have you ever planned a major Project? What was it? How did you handle?
Q2. What are three major decisions you have taken during the last one year? How did you go about making the decision? What was the impact
· Situation
· Process
· Outcome
Q3. Often we may have to take decisions, one which is less risky with minimum returns and other which is high risk and high returns. Have you been in any such situation? What decision did you take?
· Situation
· Process
· Outcome
Q4. What were the occasions you were required to take multiple decisions, under time pressure?
· Situation
· Process
· Outcome
Q5. What has been the most challenging performance standard set and achieved by you?
Q6. What are the reasons for non-adherence to schedule in an organization in general?
Q7. We sometimes exceed targets and/or complete work within timeframes. What could be the reasons?
Q1. What does work mean to you?
Q2. My preference in life: Rank them in order of preference
A) Completing assignments on record time with team of people
B) Generating new Product, Services
C) Creating direction for the team
D) Influencing others to produce high results
· Short case will be made available to be used in the discussion
· Role Play situations will be provided for different positions
Q1. In the context of globalization what are the various functions that would be necessary
for building competitive edge and organizational success. How do you measure the
success of HR Professionals in a large multinational organization ?
Q2 Explain the following (Any 3)
1.0 Development of Fast Trackers through Potential identification
2.0 Pay for Performance system
3.0 Hay MSL Job Evaluation system
4.0 HR Role in the coming years
5.0 Knowledge Management
Q3 Explain the function Engaging people for high performance. What are the practices
relevant to this function, how do you measure effectiveness of this function?
Q4 What are the various components of Performance Management System and explain
the same. How do you measure the effectiveness of Performance Management
System?
Q5 In large Indian multinational company operating in different countries it has been
decided to prepare a blueprint of HRM initiatives to be implemented in the next 2
years. What are the issues you would consider for preparing the above plans?
Q6 Analyse the case HI TECH COMPANY LTD and recommend your approach to
take the company forward
Q7 Recommend a compensation management system for a multinational company
which has manufacturing and marketing units in USA , Middle East , Singapore,
India and Japan. Recommendation should include the various issues and a common
Job Evaluation System
Q8 Apply change management model for making JBIMS a World Class Academic
Institute
Q9 How do you measure the effectiveness of following HR function?
1 - Leadership and Team Development
2 - Internal and External Customer Orientation
Q10 What are the various applications of Human Resource Audit, Explain the
processes. Recommend HRM benchmarking for an International Airline company
Q11 Why International Human Resource Management? , What are the competencies
required for HR Professionals to be effective in a global business scenario
Q12 Explain the various components of Talent Management in the context of an
International business organization.
In-basket Exercise _ MHRDM at JBIMS Mumbai University
In-basket Exercise
Instructions to the participants
1.0 You are promoted to the position as SBU Head / CEO of Consumer Products Division of Asiatic Pharma Limited. You have already spent about 6 months learning the new job. You have just returned from your brief holiday and today you have reported back to work.
2.0 As usual your mail box is full and you are required to take a number of decisions. The mail box contents are attached.
3.0 You may first classify all the papers as High, Medium and Low priority. – Task 1
4.0 Take decisions on high priority items. – Task 2
5.0 Your responses like “asking for more details” or “pass it on to the colleagues” do not qualify for scoring.
6.0 You can draw your own assumptions about the company in which you are required to take decisions.
7.0 MOST IMPORTANT:
You are required to send your recommendations immediately on the following items of the mail box; which will be discussed in the next top management team meeting.
7.1 Mini Dairy Project.
7.2 BINODIA
Asiatic Pharma Ltd – Consumer Product Division
Organization Structure
You have the following organization set up.
Response sheet for the participants
TASK 1
Please classify all the papers / items in the file in three categories: High Priority, Medium Priority and Low Priority.
- 4 -
Item No. 1
Asiatic Pharma Ltd
CEO
Sub: Mini Dairy Project
Task force meeting will be held in the next two days at 3 p.m. This was already communicated to you. Additional copy of the feasibility report is enclosed.
Please send your personal recommendations immediately, so that we can discuss the same in the above meeting and take a final decision. We expect you to take charge of this new project in addition to your current responsibilities.
M.D.
PROJECT PROFILE
MINI DAIRY (MILK PROCESSING PLANT)
1. GENERAL DESCRIPTION:
The Mini-Dairy capable of processing 3000 liters of raw milk per shift into different milk products is supplied, pre-assembled & ready to operate, to be installed in a locally constructed building.
The design specifications and supervision for this building can be provided for during the construction till acceptance of the building by the client.
Alternatively it is possible to supply this dairy in remodeled containers which are especially adapted to the industrial requirements. Due to the severe climatic conditions, these containers will have to be assembled inside a locally built structure/ production hall.
This Dairy production unit, will be based on advanced technologies, allowing optimal utilization and integration between equipments, structures and human resources.
Processing technologies, work routines and equipment have been especially developed and adopted for these mini-dairies. All these elements will assure, year round continuous operation, production/ processing, maintenance, etc.
Due to the fluctuations in the milk-supply to the dairy it is possible to use milk-powder to supplement the daily production capacity.
The proposed small-scale Dairy provides a sound basis for a wide range of products, but in view of the small-scale of production it is recommended to limit production in the early stages to a small number of products.
With relatively small additional investments, it would be possible to introduce at a later stage additional products such as hard yellow cheese.
2. PROCESSING CAPACITY:
3,000-liter milk (3.7% fat content fresh milk and reconstituted milk) per day, one shift.
3. PRODUCTS:
a. Consumption Milk (1 – 1.5% fat content)
b. Soft White Cheese (Quark)
c. Sour Cream (10% fat content)
d. Yogurt (1 – 1.5% fat content)
e. Butter (80 – 82% fat content)
Other products may be evaluated based on market demands and preferences.
4. PACKING:
One semi-auto. bag filling machine for liquids.
Capacity: 360 – 400 units/ hours (500 cc./1000cc. bags)
One semi-auto. cup filling machine for Soft Cheese, Yogurts, Sour cream, etc.
Capacity: 1,000 units/ hour (150 cc / 500 cc cups with clip on lids)
5. PRODUCTION TABLE:
Type of Product Quantity of Milk Quantity of Prod. Packing
Cream Cheese 1600 ltrs. 350 kg. 250 gr. Plastic cont.
Salted White Cheese 1100 ltrs. 160 kg. 1/2 kg
Sour Cream 60 ltrs. 60 ltrs. 200 ml. Plastic Cups
Yogurt 300 ltrs. 300 ltrs. 125 ml. Plastic Cups
Butter 30 kg. 1/2 kg.
Please note that the product range for a mini dairy project in India might be different and will be discussed with the client.
NOTE:
The above capacities are based on a one-shift operation and can be substantially increased without major additional investments.
It is an option to use the equipment / lines in order to produce milk based drinks and other products, such as choco and / or soft drinks based on reconstituted fruit juices, etc.
6. SPECIFICATIONS AND STANDARDS:
This proposal is for the standard Dairy but it is also possible to supply the unit according to specific requirements by the client.
7. The survey of the local market on the variety of diary products have already been carried out. The general conclusion is that there is a good market potential for diary products if quality of products can be matched to global standards.
INVESTMENT COST
The total investment cost of the project is estimated at Rs. 200 lakhs as follows:
APPLICATION OF FUNDS
Sr. No. Particulars Rs. in lakhs
1. Land (1 Acre including development cost) 10.00
2. Building (4000 sqft Built-up @ Rs. 500/-) 20.00
3. Plant and Machinery (including assembly & guidance) 120.00
4. Power connection & other infrastructure 10.00
5. Delivery Van 15.00
6. Preoperative Expenses 15.00
7. Margin for working capital 10.00
200.00
MEANS OF FINANCE
Sr. No. Particulars Rs. in lakhs
1 Promoters equity 60.00
2 Term loan from financial Institution 140.00
TOTAL 200.00
PROFITABILITY ESTIMATE
A) SALES TURNOVER
PRODUCT QTY PRICE SALES VALUERs. (in lakhs)
1. Cream Cheese 350 kg. 100.00 126.00
2. Salted White Cheese 160 kg. 125.00 72.00
3. Sour Cream 60 kg. 75.00 16.20
4. Butter 30 kg. 115.00 12.42
5. Consumption Milk 2000 lit 12.00 86.40
Total sale per Annum 313.02
Annual Working days 360
Annual Sale 313.02 lakhs
B) EXPENDITURE
1.Cost of Milk (3000 lit / per day @ Rs.12/-) 129.60
2.Consumables 21.00
3.Utilities (Power, Water etc.) 8.00
4.Manpower Cost 15.00
5.Overhead Cost 16.00
6.Financial Cost 30.00
7.Selling and Distribution 30.00
8.Depreciation 30.00
259.60
Net Profit 53.42
1. Break even point @ 64% capacity utilization can be achieved in the second year
2. Gestation period - 16 to 18 months
3. Pay-back period - 3 1/2 years.
Your Recommendations with reasons.
Item No. 2
Asiatic Pharma Ltd
CEO
Last week we had a meeting in which we had agreed to finalize the targets for the coming 12 months in this week.
Please come fully prepared, so that we can finalize the targets and review process etc. day after at 2 P.M. in my office.
CRITICAL SUCCESS FACTORS TARGETS KEY PERFORMANCE INDICATORS REVIEW PROCESS
M.D.
Item No. 3
Asiatic Pharma Ltd
150406
TELEGRAM
AWAITING MONEY TRANSFER FOR THE EQUIPMENT PAYMENT TO US MACHINERY COMPANY LTD FOR OUR NEW MACHINES. AM UNABLE TO SHIP THEM WITHOUT PAYMENT. YOUR GUIDANCE PLEASE.
REGARDS
AS
Item No. 4
Report on Population distribution in India
Area - sq. km. 3287273
No of states 25
No of Union territories 6
No of towns 58702
No of villages 938374
Urban and Rural population
Urban - 26%
Rural - 74%
Tea Main Distributors - 8399 all over India.
DDTE Market Share - 32%
No in market share - 2nd
Item No. 5
Asiatic Pharma Ltd
170406
Note from Maushami
Have received two tickets for you to Sri Lanka - one dated 220406 (to Colombo) and one dated 250406 (to our plantation in Sri Lanka). I can't make out why two tickets have come. Please advise.
Item No. 6
Billoria Fencing Company LTD
Ref: AEL/04/955
280306
Final Quotation
GM OPERATION
Sub: Final quotation
As discussed we are sending our final quotation for the supply of wire and posts for your requirement.
Wire - per meter - Rs. 33
Post - per Post - Rs.98
Installation Charge - Rs. 947 per 100 meters
This has been calculated based on your commitment to release full payment of the material 1 week in advance. Also we have given these bulk rates due to the quantity you have confirmed which is as below
Wire - 300 kms
Posts - 20000 Nos
The prices are valid only for the next fifteen days.
From,
Marketing Manager
Billoria Fencing Company.
Item No. 7
Asiatic Pharma Ltd
Consumer Product Division
120406
CEO
This is for your information that we have lost 6% market share in DDTEA during the last quarter. This is alarming, as there has never been such a steep drop. This may result into a drop of about 60 crores in our projected turnover and subsequent drop in profitability and cashflow.
Signed
GM Marketing.
Item No. 8
CEO
Interesting stuff - hope you love this.
Canoe racing … sound familiar?
A Japanese company and a California company decided to have a canoe race on the Columbia River. Both teams practiced hard and long to reach their peak performance before the race.
On the big day, the Japanese won by a mile.
Afterwards, the California team became very discouraged and depressed. The management of the California Company decided that they had to find a reason for the crushing defeat. A “Measurement team” made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was that the Japanese company had 8 people rowing and 1 person steering, while the Californians had 1 person rowing and 8 people steering.
So the management of the California company hired a consulting company and paid them incredible amounts of money. They advised that too many people were steering the boat and not enough people were rowing.
To prevent losing to the Japanese again the next year, the rowing team’s management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance management system that would give the 1 person rowing the boat greater incentive to work harder. It was called the “Rowing Team Quality First Program”, with meetings, dinners and free pens for the rower. “We must give the rower empowerment and enrichment throughout this quality program”.
The next year the Japanese won by 2 miles. Humiliated, the management of the California company laid off the rower for poor performance, halted development of a new canoe, sold the paddles and cancelled all capital investments for new equipment. Then they used the money saved by giving a High Performance Award to the steering managers and distributed the rest of the money as bonuses tote senior executives.
Too long in a “Consultancy firm”
1. You ask the waiter what the restaurant’s core competencies are.
2. You decide to re-organize your family into a “team-based organization”
3. You refer to dating as test marketing
4. You can spell “paradigm”
5. You actually know what a paradigm is
6. You understand your airline’s fare structure
7. You write executive summaries on your love letters
8. Your Valentine’s Day cards have bullet points
9. You think that it’s actually efficient to write a ten-page presentation with six other people you don’t know.
10.You celebrate your wedding anniversary by conducting a performance review.
11.You believe you never have any problems in your life, just “issues” and “improvement opportunities”
12.You calculate your own personal cost of capital
13.You explain to your bank manager that you prefer to think of yourself as “highly leveraged” as opposed to “in debt”
14.You end every argument by saying “let’s talk about this off-line”
15.You can explain to somebody the difference between "re-engineering", "down-sizing", "right-sizing", and "firing people".
16.You actually believe your explanation in number 15.
17.You talk to the waiter about process flow when dinner arrives late.
18.You refer to your previous life as "my sunk cost".
19.You refer to your significant other as "my co-CEO".
20.You like both types of sandwiches: ham and turkey.
Item No. 9
Asiatic Pharma Ltd
Consumer Products Division
Notes for Today
Note from Maushami
News Reporter from THE TIMES OF INDIA has been trying to contact you, to make a write up on our organization. He wants you to contact him urgently.
Trade Team from South Africa is already being briefed in our Conference Room, by our DGM Technical. He desires that you also address the Trade Team for a while, as there are good opportunities of business development in South Africa.
Item No. 10
Asiatic Pharma Ltd
FAX
160406
FROM
EARL GREY COMPANY - London
URGENT: SHIP FIRST LOT IN THE NEXT TWO DAYS. ACKNOWLEDGE AND CONFIRM.
PRODUCTION HEAD UP
STEVE.
Item No. 11
Asiatic Pharma Ltd
20th April, 06
URGENT AND CONFIDENTIAL
CEO
We are launching the public Issue on 30th June 06. Please ensure that everything is in order at the Factory and that we are not in the newspapers for any wrong reasons. I don’t want any wrong signals to be passed on to the market. This is very crucial for us as a company.
M.D.
Item No. 12
Asiatic Pharma Ltd
170406
CEO
URGENT AND CONFIDENTIAL
Yesterday in Plant No. 2, Ram, our Ex-Trade Union leader had met with an accident. The doctor who is attending to him in the hospital feels that Ram will lose his right leg permanently. The Union has taken up this issue and they want compensation. Although, the accident was caused due to negligence, all the staff members are sympathetic towards Ram. The move is to get a huge compensation and job to his wife who is not educated. Union wants to see you immediately.
Production Manager.
Item No.13
Asiatic Pharma Ltd
170406
Message from Maushami
Data to be sent to HR Dept: By 30-04-06
TRAINING NEED IDENTIFICATION OF THOSE WHO REPORT TO YOU (Refer to the organization chart)
NAME PRESENT ROLE FUTURE ROLE(if constituted) WHAT KIND OF TRAINING
Item No. 14
Asiatic Pharma Ltd
VOUCHER FOR PAYMENT
Enclosed bills for Payment.
Total Amount Rs. 5507/-. Expenses incurred on account of Entertainment's to Company customers.
Please approve.
ACCOUNT ASSISTANT
Item No. 15
Asiatic Pharma Ltd
CEO
PRODUCTION PLANNING 2007-2008
We are considering the different aspects of bottlenecks, barriers, etc. for achievement of planned targets in our production units. I want you to prepare a note for discussion in our next strategic planning meeting to be held on 150506. Please confirm your participation.
In this meeting, we will also examine our future direction.
Please ensure that you EMAIL details to me as soon as possible.
M.D.
Item No. 16
Asiatic Pharma Ltd
Cost Sheet
FOURTH QUARTER 2005 FIRST QUARTER 2006
SALES 100 100.0
MATERIAL COST 35 37.0
EMPLOYEE COST 15 17.5
POWER, FUEL 9 9.0
COMMISSION 5 5.0
MAINTENANCE 7 10.5
OTHER 15 14.0
TOTAL 86 93.0
MARGIN 14 7.0
100 100.0
Item No. 17
Asiatic Pharma Ltd
CEO
170406
COST REDUCTION MEETING
The Meeting will be held on next Tuesday at 10 am. You are requested to contribute effectively in this meeting. Appreciate your giving points for discussion in advance. Please email.
TASK FORCE
Coordinator.
Item No. 18
Asiatic Pharma Ltd
CEO
BINODIA
A team has visited “BINODIA” to find out the business prospects. They have prepared a detailed report. Copy enclosed. You are requested to send your responses to me by 220406.
1. A chart comprising of relevant data from the report.
2. What are the strengths of this country?
3. What are the immediate business opportunities in this country?
4. What are the long-term business prospects?
5. What are the business prospects for a Pharma Company?
BINODIA
The Country
Binodia has an area of about 300,000 square kilometers and at last years sensus a population of 22 million, growing at about 2.5 % p.a. About two-thirds of the area lies in the plain which is bounded by the sea to the west. To the east of the plain lies the broad mountain area which covers the remaining third of the country, along the crest of which runs the frontier which isolates Binodia from white-ruled Brookstad, except for the broad valley created by the major tributary of the river Binod which feeds Lake Lava and its new Hiwata hydroelectric scheme. The valley provides a mountain crossing for the road and single track rail links between Brookstad and Binodia, which create an important source of revenue for Binodia and form the main access to and from the isolated plateau which forms the under-developed west of Brookstad. Binodia’s commercial contacts with the Islamic Socialist Republic of Jehadaland to the North and to the People’s Republic of Marxia to the South are currently limited by reliance on coastal shipping, as the colonial era left border areas devoid of roads and railways, while the cataracts on the Jehadaland border prevent river traffic.
The area of the capital, Igorata, contains 8 million of Binodia’s population and this figure is expected to almost double in two decades. An even faster population growth is expected in the region of the booming industrial city of Illogos, favoured by good communications and natural resources, where the 3 million population is currently growing at twice the rate of Igorata.
The Economy
The year 0 economic performance showed a GDP of Binodian Dollars ($b) 19 billions, about $b 850 per capita, with a GDP growth rate just under 5% p.a. Exports were $b 5.02 m, overbalanced by $b 5.87m important of which half were imported crude oil. The recent currency realignment leaves the official exchange rate at $b 1.03 to the US Dollar, currency controls exist but are not severe enough to produce a significant currency black market or unofficial exchange rate. Allowing for purchasing parity, the GDP per capita is assessed as about $US 1800.
The traditionally, Binodia has been an agricultural country with an export trade mainly in cereals and coffee conducted through Igorata port. The sedimentary rocks and alluvial deposits of the plain give way to the older rocks which form the mountains and extend across the north of the country to Petit Island. Tin is present on Petit Island, and is produced from a rather antiquated pre-colonial mine for export to Europe and Japan. A Uranium open pit in the foothills near Judytown was closed as uneconomic 20 years ago, but some copper is mined south of the river above Lake Lawa. In the foothills to the south of the lake there appears to be coal deposits, not yet exploited except by local hillmen for village use.
The country does not yet produce oil commercially, and onshore prospects seem slight. Offshore, there appears to be large potential reserves. Exploration to date handled by the Binodian State Oil Company (BINODOIL) has been unsuccessful, but promising offshore concessions have recently been opened for survey to Binodian-based oil majors.
Most commercial traffic is by coasters up to 3000 dwt which can also navigate upriver as far as Illogos. The river Binod allows year-round barge traffic as far as Judytown. One dual-carriageway round Igorata bay and down the Delha peninsular, and east of Ilogos alongside the single track railway to the Brookstadian frontier. Both the Eastern and Western blocks, however, are making bids to construct a grandiose from Jehadaland to Marxia. The location of the highway’s crossing point on the Binod is hotly disputed between Igorata and Ilogos.
The Eastern Block-build Hiwata Hydroelectric scheme at the outlet of lake Lawa is expected to give impetus to village industries in the mountains and foothills, besides rendering the Ilogos area less dependent on fuel oils shipped upriver from the Gama refinery installation.
Retail trade and local banks are mainly in the hands of overseas merchants, sometimes associated with and frequently ‘fronted’ by long established Binodian land-owning families from the region of large estate close to the capital. Government may introduce legislation to ‘rationalize the situation’. Most firms operating in Binodia depend on this group for brokerage and financing, and use their talents as agents, dealers and contractors.
The People
About 19 million of the population live in the plains and constitute a homogenous ethnic group, although lifestyle vary from the Northern nomads who extend across the Jehadaland border, through the fishermen and seamen of the coast and lower Binod and the peasantry and city dwellers of the central plain, to the sparse population of the Southern forests on the Marxian frontier. The population of the central plain includes an emerging middle class of landowners and of professionals and business people in the urban areas. They place great value on their children’s education, fostered originally two generation ago by mission schools, which still exist as an elite private educational sector. A colonial college taking external University of London degree in law and arts subjects was extended at independence to the University of Binodia with additional facilities of Physics and Chemistry. The degree, however, are considered less reputable than those awarded abroad. Many Binodian graduates and lawyers produced are absorbed into government service and politics. A government programme “Homeward Bound” attempts to attract scientists, technologists and engineers back to Binodia.
The culture of the plains people respect the wisdom which comes with age. There is a statutory retirement age of 65, and the majority of the business and community leaders are now in the 55-60 age band. The ‘Better Child Care’ programme which began 30 years ago resulted in a population bulge with half the population in the late twenties / early thirties and 20% in the late tens / mid-twenties. The programme changed early life expectancy dramatically, and the late life expectancy is expected to respond to the relative absence of childhood malnutrition and chronic disease among those who are now aged up to thirty-five.
Family life is matriarchal among both plainsmen and mountain people, with the women usually controlling the family budget (and doing a substantial amount of work). Although the university population contains an increasing proportion of women, currently 10%, there are few women in executive posts in industry, commerce, and government and feminist movement is developing, led by women members of profession like law and medicine, demanding more equal opportunities.
The number of mountain dwellers are uncertain but probably exceed million. Known as “hillmen” to the plain dwellers, they are a different ethnic group, which extends over the frontier into Brookstad. They were neglected before independence, except for a few isolated missions run by small sects. The presence of the government is still evident mainly in the tax collector, the recruiting officer and the army pensioner. This is also obvious in the Binodian armed forces, whose crack troops and technical crops tend to be predominantly hillmen with a reputation for decisive, even ruthless, action when required. The mountain tribal structure is matriarchal; the main tribal grouping is the Callovians, around Lake Lawa but extending East to Brookstad.
A Higher technical School was established at a mission in the Callovian area about 10 years ago, and has produced many good craftsmen / artisan, the best of whom have gone overseas to become graduate engineers of higher value to Binodian Industry than the pure scientists produced by the University of Binodia located in Igorata. Some have returned to their tribes and are teaching civilian skills, particularly to soldiers who might otherwise turn to traditional intertribal banditry, raids on the plains villages whose cultivation encroaches on winter pasture in the foothills, or mercenary service on Brookstad’s border with Marxia. Government approval is awaited on a proposal to raise the Higher Technical School to University College of Technical status, but has been delayed by objections from Interalia, the National University.
The Government
“Chairman” Aurelios (his preferred title) holds the Life Presidency and also heads a cabinet of young plainsmen, originating from the commercial / land-owning classes or fairly interactive administrative positions in the officer corps. The top hierarchy they represent are still steeped in the free market entrepreneurial spirit which created them. The Chairman’s own background is a leading Igorata family of landlords and merchants. He completed his legal education in the “mother country” in colonial times, and returned to join and eventually lead the comparatively peaceful struggle which resulted in independence for Binodia during the decade following World War 2. His first wife fulfills a magnified version of the role of a leading family matriarch, as Vice-Chairman and Ombus person. There is no obvious successor, but the Chairman, aged 63, seems to enjoy good health.
The unicameral parliament approves his decrees, officially, only one party “The Binodian People’s Congress”. The party contains a spread of opinions represented by factions ranging from the Blues, traditionally favouring an open market economy and strong in the agricultural areas to the Greens favouring a greater degree of state intervention, drawing support from the urban areas, and well represented in the officially-approved trade unions. Marxism undoubtedly influences the thinking of younger Green politicians and union leaders, who have social contacts with ‘Eastern Loc technicians’ working on foreign aid projects which may have contributed to a recent public split between elements looking towards Moscow and towards Peking.
The mountain tribes tend to ignore Binodian politics, operating through the strong family links cemented by tribal intermarriage, which extend into the NCO and lower commissioned ranks of the technically based public services like the National Airline, Binodair, the State Railways, and the Binodian Electricity. Undertaking which operates the recently commissioned Hiwata scheme and the distribution network. Although not represented in the cabinet and with only two members in parliament, mountain-born technocrats have tended to support the government in the times of stress – for example, when the Army Engineering Corps plus civilian technical staff maintained services during an unsuccessful strike by the left-wing led Utility Workers Union.
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