ISSN (Print) - 0012-9976 | ISSN (Online) - 2349-8846

Articles by S K BhattacharyyaSubscribe to S K Bhattacharyya

Optimising Customer Service in Telecom Operations-Beyond Holding Companies and Protocorporations

Operations Beyond Holding Companies and Protocorporations S K Bhattacharyya The Athreya Committee was set up last year to recommend an appropriate organisational structure for telecom operations. This article reviews the recommendations it has made, the objections which have been raised and the pros and cons of the alternative proposed and concludes by proposing a third alternative model.

Venture Management A Much Needed Professional Service

Professional Service S K Bhattacharyya Venture management firms could emerge as a powerful stream in the professional world in India, provided topflight chief executives and senior corporate managers are motivated to set up such firms and attract opera- tional and functional managers with excellent track records to join them in their effort. Much would depend on how the worlds of industry and finance perceive the value and criticality of such professional services and how they compensate and reward such services. As the quantum of venture capital increases, and the value of industrial development funds locked up in sick companies swells, this possibility will become increasingly real FOR many years now, in the United States venture management has been available as a service to new venture capitalists as also to commercial banks, venture capital firms, merchant banking firms, etc, for managing new high-risk (often based on high technology) ventures till they become viable and for turning around companies which have become chronically unprofitable or sick. Since many American professions allow their members to charge fees on the basis of a percentage of the gains accruing to the clients out of their professional efforts, such venture management firms often stipulate their fees as stock options at par in new venture firms (to be exercised at a later time often as late as five years) or as a percentage of the profits of the company which they have turned around. Many senior managers of venture management firms have done such an exceptionally good job of managing new ventures, particularly high technology based enterprises, whose projects are relatively new (e g, bio-technology, advanced materials, micro-chips, etc) or made the sick companies so profitable that their fees have often run into millions of dollars.

Managers and Technocrats Role in the Political-Administrative World-Some Current Issues

Political-Administrative World Some Current Issues IN a recent Seminar on the theme of "Ushering in the 21st Century", Rajni Kothari, the distinguished political scientist, made two baste comment,- which should be of interest to all serious students of the management process. He observed that :

A Case of Analysis Paralysis

A Case of Analysis Paralysis S K Bhattacharyya Accumulated Deficits of Public Enterprises by J Satyanarayana, Institute of Public Enterprises, Hyderabad;

Investing in New Projects

S K Bhattacharyya Project Financing in Corporate Sector by C G Karandikar and G M Dave; Satish Publications,
Public Enterprise Investment Decisions in India: A Managerial Analysis by A Besant C Raj; Macmillan Company of India, 1977; pp 235, price not stated.

Consulting as Tool of Management Development-Role of Business Schools

Review of Management August 1977 of Some Aspects of Socio-Techni- cal System of an Experimental Automatic Loom Shed', Human Relations, Vol VI, No 4, November

Mythical Equation of Audit and Appraisal

Efficiency Audit of Public Enterprises in India, by Laxmi Narain, Orient Longman, pp 304. IN considering the nature of 'efficiency' in business enterprises in industrial engineering terms

Joint Sector Guidelines for Policy

Joint Sector: Guidelines for Policy Samuel Paul S K Bhattacharyya S C Kuchhal This paper argues that the joint sector needs to be encouraged because of the significant role it can play in the social control of private industry, in the promotion of industrial growth, in the mobilisation of resources, and in broad-basing of entrepreneur ship. Indeed, joint sector enterprises may be permitted in all industries which are not reserved exclusively for the State or the small-scale sector, and the sector can be defined without modifying the Industrial Policy Resolution of 1956.


Programme Targets and Operating Tasks S K Bhattacharyya While strategic planning involves the formulation of organisational objectives by top management, the attainment of those goals involves at least two other distinct management planning and control processes. First, the long-range organisational objectives have to be translated into short-run (usually one- year) targets of accomplishment; and secondly, functional tasks have to be specified for attaining the short- run organisational targets.

Strategic Planning Some Operational Considerations

Strategic Planning: Some Operational Considerations S K Bhattacharyya The process of strategic planning or formulation of objectives requires consideration of the external as well as the internal environments and of the likely state of competition for assessing the threats and opportunities that arise during the strategic plan period. The objectives finally set must keep in view (a) the minimal level indicated by the weighted average cost of capital and (b) the highest level theoretically attainable by exploiting all potential opportunities and by overcoming all future threats, Such possibilities have, of course, to be reviewed in the light of the strengths and weaknesses of the organisation and to be related to the past performance of the unit.

Evaluating the Effectiveness of Management Planning and Control Systems

Between Industry and Agriculture', Oxford Economic Papers (July 1971).
[23] H K Sau, 'Approaches to Project Evaluation', Economic and Political Weekly, Review of Management, August 1971.

Management Reporting Systems-Structure and Design

A management reporting system is essentially a mechanism for monitoring the 'mission9 of an organisation. That mission has usually been defined by a formal plan in terms of three distinct streams: the desired organisation structure; the time-phased statement of organisational goals; and the critical variables for success, To the extent that the formal plan is imprecise or inadequate, failing to take into account the actuality of the real-life situation, the de facto points of decision-making, and the personnel, the monitoring system becomes open-ended and ineffective. Designers of the reporting system must, therefore, take into account the impact on it of such constraints.


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