Friday, January 15, 2010

The Sangmas fit in everywhere

In the office of the NCP at Tura, party working president Bibhash Das explains the finer points of the Sangmas’ exploits at the polling booth: “Purno dada and his family are the only people here who can win both the tribal and non-tribal vote. There are 12,000 non-tribal votes here. And then there are also the issues of clan and religion. The Sangmas fit in everywhere.” In the midst of all the praise, though, there is a normally unseen streak of apprehension among some. “Don’t ask me about politics,” says a non-Garo businessman who runs one of the oldest business houses in Tura. “One word against either side and someone will burn my shop. The tribal non-tribal divide here can be serious.”

At the 73-year-old Sacred Heart Church where the Sangmas attend mass “whenever they’re there”, Fr Jimbert Marak describes Purno Agitok as a man who “never misses church and one who, given his sincerity towards his religion, would be sincere in his politics”. “You are a man of God, reverend, you speak from the pulpit…,” we coax him, “Tell us the negatives that no one else will. It can’t all be good…” And we have it: “Purno Sangma really knows how to connect with people but can be very dominating and always wants to be master. He needs to check that.” James, he says, is “friendly and simple but has a lot to learn” while Conrad “has knowledge and ideas but must think more”. And Agatha? “Nothing negative about her comes to my mind,” the reverend insists.

At her office at Delhi’s Nirman Bhavan, Agatha, the latest in the Sangma lineage to be minister, is “still learning the ropes”. As for the “no negatives” comment from the reverend, “that must have been a priest I bribed”, jests the youngest minister in Manmohan Singh’s cabinet. Crusades, though, political or otherwise, aren’t fought with kindness. Agatha, the youngest of the Sangma siblings, has her own take on what Fr Marak has to say about her father: “As a leader, one must be assertive and know where he is going. That’s what it’s about.”

In his long political life, Sangma senior has taken his battle much beyond West Garo Hills. The battle at Delhi’s Raisina Hill may not have been so successful with him laying siege at Sonia Gandhi’s fortress with the foreign national issue, but there are other places where he takes on his adversaries, the latest being Jharkhand where he strategises with his lieutenants on how to secure winning votes. But walking the corridors of power is just one part of political victory. There is another, one that is more personal. “This time, the porter at Howrah refused to take money saying ‘aap ne desh ke liye itna kiya hain’,” he says. Back in the hills of Tura, meanwhile, the wind still sings Sangma.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Thursday, January 14, 2010

Gujarat Riots

Many people express surprise why the mild mannered Gujaratis participated in one of the worst pogroms in an independent India. But it should be mentioned here that Gujarat’s socio-cultural milieu has diverse strains and its simplification as one homogenous entity could be misleading. The riot that started as retaliation to the burning of Hindus in Sabarmati Express at Godhra station, soon engulfed almost entire urban Gujarat leading to massive loss of life and wealth. The participation of administration in the riot and the planned way in which Muslims were targeted left little to imagination. Equally disturbing was the manner in which attempts to subservience justice were made. The only bright spot was the aggressive media coverage that led to identification and arrest of several culprits and made it difficult for the Modi government to put their people off the hook.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Wednesday, January 13, 2010

Resurgence of Big B


It was from the pulpit of an award ceremony that a down and out ex-superstar had asked Yash Chopra for a “job”. Millions saw it on their TV sets. The humiliation of India’s biggest superstar of yesteryears was complete. Luckily, Chopra offered him Mohabbatein and it clicked for him. The rise and fall of Amitabh is a story in itself. In the 90s, when the tastes of Indian audiences changed and he kept on playing a stereotypical hero, something went amiss. A series of flops and the debacle of his production company ABCL brought him to penury. His growing distance from 10 Janpath also affected him. And then came Kaun Banega Crorepati that was marked as his comeback. However, he is often criticised for his proximity to Amar Singh, but Amitabh knows how to handle the relationship with the man who helped him out of the crisis.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Monday, January 11, 2010

I had a dream...

Most of us are caught in an endless cycle – waking up late, driving like a maniac in a mad rush to reach the office before the clock strikes nine, slogging all day long, listening to the endless rebukes of the boss, heading home late only to be received by a dejected family upset by your neglect. In this race of life, it’s easy to forget ourselves, our dreams, our passions. When growing up, many of us loved to paint, to dance, act, write, sing... But as we grew up, the realities of life took over. Very few of us allow our creative side to dictate our careers and most of us opt for professional degrees that lead to beefy paychecks. But what if we could enjoy the best of both worlds?

There are people who work five days a week and on weekends they pursue their passions. For example, Dramatech, a 25-year old group, was founded by three alumni of IIT Delhi in 1984. “While at IIT, we had a very strong dramatics club wherein we used to call a director from the industry to direct our annual plays in Hindi and English, and because of that grounding we had a very strong interest in dramatics, which carried on even when we passed out of the institute. Later on, Dramatech grew to attract other students from Delhi University, IIM etc. It became a place for the transient population, the young population in Delhi, to go and do theatre. This is an amateur group and nobody is paid anything, neither the director nor the actors. Everybody is mostly working or studying in college or even school. People do it entirely as a hobby, but we do try to put up a good level of theatre, near professional standards you may say,” says Ravi Raj Sagar, who directs plays for the group and otherwise works as a Marketing Communications Manager with Hewlett-Packard. Most of the people in Dramatech are working with renowned companies like Pepsico, HP, KPMG etc. “The kinds of people we draw are people who are working professionally as executives and now many of them are senior managers, corporates and in the government, so the remuneration motive is not present in their case,” adds Ravi. The motivating factor for them is their passion and not money, which is why they don’t mind taking time out every Saturday and Sunday. Hello Dolly (in Hindi) is their latest production, which debuted on 14 November 2009, and its shows are also being held in December and January at the Sri Ram Centre in New Delhi.

Chetan Bhagat worked with Deutsche Bank for eleven years and gave it up for his dream to become a writer. Dr. R.K. Pachauri left his job of a railway engineer when his interest in the environment took precedence. Since 2002 he has served as the Chairman of Intergovernmental Panel on Climate Change (IPCC) and has also gone on to win the prestigious Padma Bhushan and Padma Vibhushan awards. Ravi Subramanian, however, is the Senior Vice President and Head of Consumer Finance with HSBC, and is also working on his dream to become the John Grisham of the banking industry. As of now he has penned three books. One doesn’t need to leave their jobs to pursue their passions. With a little time and plenty of initiative, one can live the life of their dreams, a life with no regrets...
For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

Friday, January 08, 2010

A small step in right direction

Top hospitals start casualty management courses

At a time when there is no stopping the government from touting India as the next medical destination for the world, it seems there is total disregard for the treatment needs of our own people. Today, trauma is a big killer for people in the highly productive age group of five to 40. Every year, nearly one lakh people die due to trauma and yet there is negligible focus on the issue of emergency medicine and trauma-related infrastructure. Even in the metros, it is just confined to ambulances and demarcating rooms for related cases. Even doctors accept that trauma centres in the country have junior doctors, mostly interning. TSI spoke to many doctors and specialists just to understand the seriousness of the issue. The most crucial period, the “golden hour”, according to the experts, is the first hour that can determine between life or death for a patient. Hence, for our country where pro-active thinking is like a flash in the pan and issues like health are neglected and good emergency care is going to be a dream for decades. While we were researching on this issue, AIIMS, emerged as one of the three training centres in this area. Max Hospital. too, has started a course in Emergency and Trauma medicine in collaboration with the US. But for nearly a year now, AIIMS has been able to churn out just 160 doctors who are well versed with this management and Max will have to wait for another year to see its doctors going out to treat people in trauma cases.

Dr Mahesh Chandra Mishra, the pioneer of this movement, is busy training doctors and believes that trauma management is a must for every doctor. He has developed the concept of A, B and C types of diagnosis to make this stream easy to understand for a common man. He says that if the A, B & C levels are normal, then comes the time for secondary diagnosis, but doctors don’t even have the basic training like helping a patient to breathe, if the wind pipe is choked. His course in Life Support for Trauma patients will not be of much use in the absence of readily available ambulances. "We have a severe shortage of trauma-equipped ambulances, whether in the big cities or anywhere else in the country," he says.

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2009


An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative