MANAGEMENT OF CORPORATE AFFAIRS 1. CORPORATE CULTURE TODAY: - In the ever changing political and economic scenario of the country, seismic changes take place in the corporate world requiring re-examination of fundamental concepts and even reversal of the very premises on which the company’s edifice is built. Realising that company of every size has the potential to grow and also that there is no such thing as a mature business, every Company is striving to become more vibrant, competitive and growth oriented. A growth, which is sustainable, profitable and capital efficient in the long haul. Such a good growth requires meticulous attention to the basics. A Company’s winning formula in the last decade will not only become obsolete today, but will probably undo the company in the next decade. Yes this is a problem but this is also a solution. It provides an opportunity to devise a new formula. To think freshly about company’s objectives, strategies and tactics. Rapid changes require rapid rethinking. The focus now is on internal processes and operational efficiency up to the factory gate while un-addressed challenges lie further ahead, in ‘factory forward” processes. Programme for management of Corporate Affairs of the Company enters into a race where the signs and rules keep changing, where there is no finish line and no permanent ‘win’. There is no more the climate of “business as usual”. The track ahead is not a market place of fixed and known competitors. The race is through a war zone of rapidly changing competitors, technological advances, new laws, managed trade policies, and diminishing loyalty. There are rigorous demands. 2. CONCEPTS: - Corporate Affairs is to be seen as more than a mere department. Its main ingredient is company wide philosophy, not a separate function. Managers of Corporate Affairs must get themselves involved long before facing a problem and must continue their participation long after the problem is solved. It is a continuous process of monitoring, which pays dividends. Managers of Corporate Affairs must participate in designing policies, providing service-mix, promoting image, and interfacing with personnel from every department within the company and also interacting with persons and agencies from without. It is not an argument for intuitive decision making, rather it is an argument for creating improved tools to shape up Corporate Affairs philosophy. Corporate Affairs ideology is obviously not easy and it cannot be applied universally. It is no more transaction oriented today. It is relationship oriented. The growing emphasis is on designing the best relationship mix for winning and holding on to a helping hand. Good contacts are an asset which, when well maintained and served, will return a handsome lifetime gain to the company. The first priority of a Corporate Affairs management programme is to create and retain relationship loyalty through constant catering. Although it takes only a short time to learn this ideology, it takes a lifetime to master it. Implementation of this ideology, it turns out, does not exhibit the neat quantitative properties of other products but definitely reflects a qualitative gain in by-products. And good will of a company is the most important aspect. 3. SCOPE: - A successful implementation of Corporate Affairs programme can achieve: - 1. Better image of the Company: - Public relation becomes a part of the programme as a better image of the Company has to be projected through media. Brand equity and leadership segments have to be highlighted periodically through press publications. Promotional activities for brands, held region wise cover this aspect but cost-effectiveness has to be taken into consideration. It is not always proportionate to the achievements and there is a scope for overdoing it. Systematic media campaign should be spearheaded by company’s own executive and agencies can be hired for brief spells only on assignment basis. Keeping an agency on a regular payroll makes it behave in a complacent manner and a luke-warm approach is the result. Thrust is lost. Company’s Public image automatically gets super-imposed on to the Governmental agencies but clarity of picture emerges only with working on that canvas directly and independently. Persons who matter must be motivated to view the projections in proper perspective. A successful Liasion is the key of this factor. Various Government departments; quasi-judicial & judicial authorities and law enforcement agencies some how record electrocardiographic images of the Company’s health. Negative publicity has to be curbed. 2. Smooth passage of the Company: - Obstructions blocking passage of the Company have to be bulldozed away. Pathway ahead has to be gradiented. It is the function of Corporate Affairs to keep the top management informed about the turns and twists in the road ahead. Government policies; likely changes in the pipe-line, stringent requirements planned in future are subjects to be put up by way of road signs for the drivers of the Company. Simultaneously answers are to be provided to law enforcement agencies with regard to ongoing investigations, if any, against the company or its top brass. 3. Better results through concerted efforts: - Legal fronts and matters before various fora require co-ordination of efforts. A core group of Legal experts must take care that company’s stand on all fronts is synchronized so that no conflict of interest comes on record to damage one cause in view of a different stand taken for another cause. Then again, the relief sought must also be such that it provides a clear advantage on one point without tangling with another. A verdict must come loud and clear. 4. Advantage all the way: - Competitors are to be kept under observation and within focus all the time. Every move has to be anticipated and countered in time. To keep head, neck, shoulder and the whole length ahead of the competitors; the antaena must be up, transmission clear and radar system accurate. Intelligence and counter-intelligence system must be installed. Corporate espionage has become order of the day. It is necessary part of the system. Vigilance within the organization is also required as a loss prevention measure. 4. STRUCTURE: - The team managing Corporate Affairs programme must have a leader. Game plan can be chalked out by all but it must be sanctioned by the leader. Unit heads can be created either department wise or region wise. Existing executives attending to matters of Corporate Affairs must be masters of their respective fields. A legal hand (preferably retired High Court Judge) for coordinating efforts of various Lawyers; a person with proven track record from law enforcement agency, a media person to build an image, a bureaucrat of repute to deal with administrators and a top notch Banking person o take care of Fls, IDBI, IIBI, UTI, and other Banks, should form the team. Leader has to be the employer or who is closest to the employer and is privy to long-term aims and objectives of the company. The leader also has to exercise control on all members of the team. A subtle and calculated approach is required to tackle officials holding key positions. Overkill spoils the gains and remains are never palatable. Proactive strategy for damage control has to be adopted at times. Chances created for greater interaction provides opportunities for potent persuation. Easier access to information makes better quality of research and collaborative work becomes easier for the group. Leading members of the Corporate Affairs department must also join trade association like FICCI; PHD Chamber of Commerce and CII. These are the platforms to interact more and more with Govt. Officials and to project company’s image. These trade associations and their office bearers are closest to the Govt. Indian Corporate World as a whole, present on one platform attracts politicians and Govt. officials for seeking combined approval of governmental policies. Foreign trade delegates also interact with Indian business houses available on these platforms. Likewise members get a chance to be selected, on behalf on the Govt. of India, to visit foreign countries for exploratory trade prospects and dialogue. All said and done these trade associations bear hall mark of Governmental approval and a lot can be achieved by company if responsible and high-ranking executives represent us on these fora. We have to make our presence felt. It is a Corporate Affairs function. 5. METHODOLOGY: - After careful selection of the core group for management of Corporate Affairs Programme, a working methodology has to be adopted. In the first meeting the leader should allocate Govt. ministries; departments; Judiciary; quasi-judicial authorities; law enforcement agencies and Fls for being cultivated & monitored by nominated members of the group. Tasks have to be clearly defined so that members do not overstep and don’t tread on each other’s toes. A monthly meeting must also be taken and predicted outcome must come through within the time frame. In the context of your company, the race has just started and anyone with enough guts, determination and the will to win could break the tape at the finish line. Abstract justice does not count for any thing when a corporate’s life is on the line and ethics are only down to jungle rules. It is in this context that the management of corporate affairs implementation programme must get top priority. Befitting one’s requirements, it has got to be tailor-made. (V.M.Pandit) DETECTIVES AT WORK: - CORPORATE CLOAK AND DAGGER An analysis of covert corporate espionage operations and the need to develop security mechanisms. According to estimates of ‘The American Society for Industrial Security’, U.S. Corporates spent a sum of about $100 Billion last year in defending against corporate espionage. Much of the growth in expenditure was on account of seeking specialized expertise to deal with undercover espionage activities. 300 out of “Fortune 500” Companies engaged one leading Corporate investigative firm or the other. High-tech surveillance, scientific gadgets, moles, dummies and plants were widely used. The corporate world in India has taken to spies, bugs and moles with a vengeance. It helps them reach for competitors’ jugular and, in money and market wars little else counts. PLANTS: - The practice of planting dummy employees in the competitor’s Company is becoming increasingly popular, particularly in Mumbai. Detective agencies are hired to place plants, as they are adept at this. Dummies are planted after preliminary investigations. Vacaney position, level and recruitment rules of the competitor are ascertained. Then the prospective employee is sent, armed with impececable references. Not many corporates bother to go too deep into the background of those whom they hire. These plants from detective agencies fit in like glove, usually in the lower and middle level of the organization. There is nothing peculiar about them to distinguish them from genuine employees. In fact, to detect dummies or to smoke them out from within a Company, one has again to employ detectives. Corporates usually wake up only after the damage has been done. METHODOLOGY: - Sometimes dummies are planted within an organization to keep a tab on one’s own employees too. Today even market leaders cannot afford to be complacent. Some squirm at the word ‘espionage’ and prefer to call it “competitive intelligence”. According to some, getting information is espionage and acting thereon is operations. Wholesale dealers, stockists, vendors can always give you a constant feed on rival’s plans. It is an open secret. Market surveys before launch are other forms of tactics to gather intelligence. Rivals also tap the same sources. The flip side of humouring dealers, vendors and wholesalers is that your competitor gets dope on you, too. The dealers like to ingratiate themselves with big companies for money returns and incentives. Hence, the need for independent investigators or detectives to be hired and controlled by professionals in the organization. But inside information is always at a premium. Too big a consideration paid also tends to scare off the informants as he gets to feel that he is involving himself into something criminal. Senior mangers of a competitor are wined and dined by sleuths. Even girls are thrown into operations. Nothing is far-fetched in corporate espionage because the stakes are high. Well-laid plans of an expert detective leave no chance for the competitor to defend. Bribing, arm-twisting and blackmail are some of the tools in methodology. Wooing secretaries of senior executives is again usually done by experts in the trade. It takes more time but the results are very good. Vital information comes through. There seem to be no qualms-when it comes to adopting a methodology. Target selection is very important and involves expertise of trained detectives. Cultivated persons are generally not allowed to even become aware that they are leaking crucial data. It is very important that the penetrated out-fit remains unaware. Otherwise sources become dry. Smear campaigns are difficult to contend with. Subotage is also resorted to. Corporate espionage sometimes passes off as market strategy. But by and large corporates are only too aware how vulnerable they are when it comes to protecting themselves against professionally master-mined onslaught of detectives. Business in India, is indeed turning into war. It is the need of the hour to be congnizant of all the risks involved. To thwart corporate espionage operations from without, Managers must understand functions of the security establishment available within the Company. More than ever before, a Company needs considerable initiative and ingenuity to cope with the potential aggression against its best business interests. The threats which warrant special concern are: - a. Public opinion – a Company must be more concerned with damage to its reputation or good name. b. Surreptitious gain of proprietary information through industrial espionage is increasing. c. There is a great deal of hiring away, or ‘pirating’, of key employees and much increased job mobility of personnel, particularly among young employees. d. There is an increase in theft and defalcation which no longer seems to have the criminal stigma that was attached to them in the past. e. Sabotage and violence today are committed not only by traditional enemies but by local citizens who take offense against an industry purely on the basis of their own moral convictions. f. Countrywide tensions and regionalistic trends create special problems for some companies run by ‘stamped’ outsiders. g. Organised crime is competing for economic power by investing money in legitimate businesses. h. There are new demands on business to assume more social responsibility. All of these special changes or threats or intrusions lead to added security problems in one form or the other, and these problems must be solved. DEFENCE MECHANISM: - In the context of our Company, the game is far from over as anyone could take the jackpot with enough determination, guts and will to win. Abstract justice does not count for any thing when a corporates life is on the line and ethics are only down to jungle rules. Personnel are the primary targets of corporate espionage. Key employees of a Company are cultivated regularly for vital information. A few of the safeguards could be summarized in the form of Do’s & Don’ts: - 1. Get done a complete background investigation on key employees. Pre-recruitment verification should be the order of the day in our context. 2. Keep an eye to check that lifestyles of employees is in keeping with their income. 3. Control access to company offices by logging all visitors and checking their bonafides. 4. Senior Executives should be imparted training in basic security requirements. Even circular letters from MD to various unit – heads would serve our purpose. 5. Sensitize employees towards security consciousness, as ignorant persons are more likely to leak sensitive information through cultivation by enimical forces. 6. Get sweeps done regularly to detect bugs placed in office premises and phones. 7. Encourage employees to report suspicious activity of any sort by creating anonymous channels of reporting so that they feel free to let the Management know about covert moves. 8. Due diligence investigation of potential partner, business adversaries and associates is a large part of the preventive exercise. 9. Trusted employees who have access to sensitive information have the potential to wreak havoc as a lot of kickback is involved. 10. Balance security concerns of the management with respect for the rights of employees but security must overweigh privacy because such tactics are an unfortunate necessity. 11. Have investigators strike up acquaintance with company’s traders, tellers, vendors or procurement officers to ascertain whether subtle offers of bribe get reported back to seniors or the employees fall prey to temptation. 12. Unionized drives are suspiciously well financed with paid and planted office bearers. Even assistants, associates, friends of an expelled or outgoing employee need to be told to exercise caution so that Company secrets don’t get pumped – out through them. 13. Those Companies which are losing market share to our company’s advantage need special attention and ex-employees of our Company, working with such competitors are the most likely persons to be deployed for espionage activities. 14. Don’t assume that every thing bad that happens to our Company is mere coincidence. Treat the Company as a deliberate target of a “whitemail” campaign, an effort to disseminate damaging information about our Company. Check to see who benefits and if they have hidden active role to play. Negative Comments about our Company through media, yellow journalism or concocted motivated court cases and uncalled for coverage and publicity is an indication of affiliation of persons who are undermining your efforts. 15. Share your findings with Governmental agencies as it could be a lot less expensive for our Company to get the malafides curbed through law-enforcement agencies. 16. Our Company could be attacked by very knowledgeable hackers who try to steal customer lists, formulae, other sensitive data bank information, and software code. And intruders know exactly what to get and where to find it. Many companies do not even know that they have been robbed. Passwords are not to be shared or left lying about. Key data should be encrypted, with access given only to authenticated employees. 17. Beef up security by hiring executives with law enforcement backgrounds. Hire technical experts to ensure that our offices are clean. Electronic snooping gear is continually evolving. 18. Don’t automatically assume that a former Police officer or CBI agent constitutes a good private investigator. Many are experts in criminal matters but novices in corporate or civil cases. Examine their capabilities through proven track records. Assign this job to the top gun of your security mechanism. 19. Communicate with the investigator. Tell him every thing you know so that he can get to the heart of the assignment without wasting time searching for information you have readily available. He is a part of our team and shares our good intentions. If you don’t trust him don’t hire him. If you trust him, give him elbow space to operate. 20. Get a written investigative plan and a budget from he investigator. Any activity that could lead to a cost over-run should be specifically cleared in advance. Ask the investigator to proceed in a legal and ethical manner. That would prevent cost from ballooning. 21. A single individual should serve as a liaison between the Company and the investigator. The said individual should be familiar with all facets of investigation and duly empowered to react quickly if necessary. He also has to act as a cutout for the management in the eventuality of an exposure. 22. Like it or not, investigators are becoming as important to doing business as marketing and finance professionals. Learn to love them, or at least learn to live with them. The concept of security has undergone a sea-change from its origin. We must grow up and away from the old school of thought which saw ‘secutity’ as enforcement. It no more operates through applied power or the fear of power. Security function is now essentially protective, preventive and precautionary. It is not punitive in nature. It no longer operates through rigid and burden-some controls. It flows from principles of intelligence and understanding. The need of the hour is effective communication from the top of the management. Unfortunately, not all employees are likely to respond in a desired manner. And quite a few employees know or care little about loyalty, integrity or even honesty. Since we all are not perfect, today’s business climate demands liberal blending of the pragmatic with the idealistic. It would be worthwhile to examine these basic security concepts with a view to incorporate them in our system of functioning. V.M.Pandit VIGILANCE SCOPE AND LIMITATION IN PRIVATE SECTOR COMPANIES Vigilance is part of the scheme of management to bring about a higher order of morality as well as rationality in the conduct of affairs of a business enterprise. But the concept of vigilance has been grossly misunderstood by the corporate houses in India. As a result, the contribution of a vigilance set-up, both direct and indirect, is not being appreciated in terms of profitability. In advanced management thinking and behavior, clear objectives derived from Company goals and provided for each manger at every level, could counteract sources of confusion and misdirected management efforts. Instead of directing operations towards a single end-result, such as profitability alone, business managers should set objectives in every area where performance and results directly and vitally affect the survival and prosperity of the business. These areas would include market-standing, innovation, productivity, physical and financial resources, profitability, productivity, physical and financial resources, manager performance, attitudes and responsibilities. The Government on the other hand not only adopted the concept of vigilance but has continuously nurtured it. Every Government department and undertaking, be it Central or State, necessarily has an exclusive vigilance set-up. Guidelines and Controls come from Central Vigilance Commission and or other quasi-judicial bodies like Lokayukt etc. The Government is well aware that wherever power, financial, administrative, is bestowed in an authority, the temptation to misuse/abuse it surfaces automatically and corruption in rank and file sets in. So much so that even the anti-corruption agencies become corrupt. Not only the legal system in India is clumsy but the rules and procedures prescribed are so complicated that the two most important deterrent are factors in curbing corruption, certainty and immediacy of punishment, get lost in the maze of constitutional rights of citizens. That is why anti-corruption measures in a Govt. sector fail to root our or curb corruption in a noticeable manner. Private business houses are not required to be infected with the virus of constitutional limitation inherent in the Govt. sector. The vigilance set-up in Govt. – sector is necessarily required to link up a person with violation of a defined rule or procedure. Otherwise no punishment can be administered. In the private sector, if an overt or covert act of an employee/associate is seen and adjudged as one that is detrimental to the best business interests of the Company, such person need only be identified and eased out from the Company. Mere identification of an errant (or corrupt) employee makes him walk towards the exit door. Not even circumstances are to be created to force his ouster. WHY VIGILANCE: - Vigilance is not to be construed as an administrative chore which begins after an act of corruption has surfaced. True vigilance is that which is ever watchful and one step ahead of the corrupt employee. Visible presence of a competent vigilance system is sufficient to inculcate (not enforce) honesty in a private Company. Then why do private companies fail to derive such an obvious advantage? This is a million dollar question in business terms. And it needs a valid answer. Business houses in India are not absolutely free enterprises and the Governmental controls in the form of rules, regulations and procedures have a curbing effect. Licences, permits, quota, entitlement, drawback, duties, taxes and statutory obligations are the controls. These controls also tend to limit the profitability of a business house. This is particularly so in respect of well-established companies with large resources. Then again these very controls tend to drain the earnings through levies, taxes and fees etc. When the Company gets too restrained in profitability and the top Management of the Company promises to increase earnings, an era of permissiveness begins. Then comes a stage when the top gun, and his coterie of managers adopt tactics to fill in their own storehouses. After all there is no limit to permissiveness. At least not in the matter of irregularities. What is being done for company is reason enough for managers to do for themselves? A point of no return is reached. The silent nod given at the start cannot now stop the momentum as it snowballs into a gigantic force. Yardstick to judge loyalty remains the same, whether for self or for managers. Only the measurements are kept a guarded secret by both the top gun and his managers. A business has its limits of production and profitability. The scale tilts when unaccounted profits start pouring more into the pots of managers than in the coffers of the company. This sets the stage for re-calibrating the yardstick. At least the one, which is used to measure the loyalty and intentions. By then the man is firmly in the saddle. Privy to all knowledge. Darkest and remotest corners in the citadel of rightful owners become illuminated in the eyes of the top gun and his close associates. They become arrogant. Over confident. More open in staking their “rightful” (illegal) claims. They have to be shown the door. And without antagonizing them. Their memory cannot be erased totally but it must be obliterated considerably. Every businessman realises that not all the profits are coming his way. A lot is being diverted by the managers. He knows the rules of the ballgame. Managers score goals. Those of the shots which cross the bar and are “netted” are termed the goals. Those could be easily counted. What efforts were genuinely aimed at goal? How many were thwarted by the opposition and how many moves were allowed to fail deliberately by one’s own team-mates (managers)? Which of the scorer’s teammates committed deliberate fouls of “off side”; “improper handling” or used objectionable tactics deliberately to foil the attempt to score a goal? Who connived and who remained a silent spectator? These are the questions, which need answering. And who can answer these questions? Not the owners, not the players who participated, not even the referee who only supervised the game as per his own rulebook. Some one independent, some one who was a non-player, and a non-referee but one who as a close associate, studying the players, on the field, off the field and, in-between. The one who could read the moves, lack of moves, of all the players. He is the person who can tell. He has to watch the interests of the owner. He could be termed a man who exercises vigilance. So vigilance is not an inconvenient critic or a hostile outsider but an integral part of and an essential aid to management in general and the Chairman in particular. ROLE OF VIGILANCE IN OUR CONTEXT: - We tie-up for territorial adjustments. We market directly. We arrange for marketing our products. We procure raw material directly. We get these through importers/suppliers. Wherever we have tie-ups we have to limit our own activities to the defined terms and conditions. There are always reasons to do business in this particular manner. Some are real reasons and some are created ones. Others are bogus reasons and the rest are “no reasons”. Categories of created reasons, bogus reasons and no reasons are the reasons for our worry. If we enter into an arrangement, we limit our activity. We permit the other party to have exclusive rights to a particular activity. Tie-ups can only be achieved when both the parties do not over-step each other’s limits. So each concedes ground to the other. In point of time, at a given stage of our business, such tie-ups are a must. Then the time changes. Circumstances change. There remains no reason not to break-up the ties and take control of the entire operation. Governments change. Their attitudes change. Their enforcement machinery changes. But we choose not to change. We fail to see that opportunity of changing the pattern of profitability to our company. We still want to maintain status quo. Why? Who gains? What are the reasons not to change? Do we feel that it would amount to betrayal of a tie-up partner? Do we see an opportunity, appreciate it, evaluate it and then deliberately choose not to derive any profit? On the ground of not seeing it! On the pretext of lack of facility, expertise, resources or funds? There could be hurdreds of excuses not to take full control even when capabilities exist. Direct kickbacks being received by managers is common knowledge. Even-to the owners. Indirect kickbacks are never visible. And these are the kickbacks which tempt the top management “not to disturb” the existing arrangement tie-up. Actually it is the profitability of others that generates a lot of money to be given to partners who concede. The hush money is meant for keeping mum. The Chairman must therefore, have a monitoring system to periodically evaluate all existing tie-ups of the Company. This core group of monitors should be high powered. Local mangers should not have a say in controlling the core group-either administratively or otherwise. The core group should only advise the chairman. Vigilance set-up has the capacity to assists such a core group. Vigilance can cover vulnerable areas of corruption in such tie-ups. Like Central Vigilance Commission, the core group and vigilance should have jurisdiction and powers in respect of matters to which the executive powers of the Chairman extend. TYPES OF CORRUPTION: - Corruption has various forms. It is a world wide phenomenon, and is not confined to India alone. It may not be possible to root out corruption completely at all levels, but certainly it is possible to roll it down or to contain it within tolerable limits. A little amount of inefficiency or negligence can be tolerated but there can be no compromise with integrity. Broadly there are four categories of employees: - 1. Honest and efficient. 2. Honest and inefficient. 3. Dishonest and efficient. 4. Dishonest and inefficient. It is the third category of employees, which requires strict watch. According to Kautliya’s Arthshastra there are forty ways of embezzlement alone. “What is realised earlier is entered later on, or what is realised later is entered earlier, what ought to be realised is not realised and what is hard to realise is shown as realised. What is collected is shown as not collected, what is realised from one source is shown as realised from another, what is payable is not paid, and what is not payable is paid, not paid in time. What has been taken into treasury is removed, while what has not been credited is shown as credited. Price of commodities enhanced, price of commodities lowered. Use of fake weights and measures, deception in counting etc. are the several ways of corruption. Kautilya further says that “just as it is impossible not to taste the honey or the poison placed at the tip of the tongue, so it is impossible for an employee not be eat up, at least, a bit of king’s revenue. Just as fish moving under water cannot possibly be found out either as drinking or not drinking water so the employees cannot be found out (while) taking money for themselves”. Like water, money has no colour. Times have proved Kautilayaa to be right. Changing economic scenario gives rise to new forms of corruption. The only way to curb corruption is to be vigilant about it. Hence, the vigilance set-up even in a private business house, it has to act as eyes and ears, antenna and radar. Chairman of a Company should have direct access to the picture being presented by the vigilance. IMPLEMENTATION: - The final requisite for effective implementation is related to the commitment and support by top management. A person who has worked at the helm of affairs in one job for a long time usually evaluates his job performance as consistent with the kind of person he sees himself to be. A sudden major change in the way he is required to perform his job is likely to come in conflict with larger than life image of himself. A new adjustment, requiring some modification of his self-image will have to be induced before he will be effective and satisfied. Another important factor is the extent to which changed goals are congruent with values of the company as an entity vis-à-vis individual self-concepts. Finally the major influence on acceptance of changed goal encompasses the top gun’s anticipated benefits or feared losses form the change. If vigilance is perceived by him as a trap, he would never subscribe to its implementation in his Company. Thus, an organizational climate that has been characterized by some unpredictability, ‘change resistance’ may surface. Major changes create a climate in which additional change can often be introduced without materially increasing problems. With the unfreezing of an organization, it is often possible to make or introduce changes, which have been postponed because of the impact that such a single change would have. The top management will not support introduction of a major change effort if it does not perceive a real enforcement zeal on the part of owners of the Company. SUGGESTIONS: - Management has to help in developing the context of a vigilance officer’s job in terms of relationships, resources and accountability. Focus must shift to the essence of the job in terms of unique contribution to the organization’s results. It must be emphasized that the purpose of vigilance is also derived from the purpose of the organization and is, therefore, not in conflict with the top-management. (V.M.Pandit)
Posted on: Thu, 14 Nov 2013 13:08:12 +0000
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