IOSR-JHSS   International Conference on Innovative Management Strategies

Abstract: Objectives:
The objective of the paper was to study the relationship between service quality and customers’ propensity to switch.
Scope
The study has been restricted to the sub-urban town of Cuttack district of Odisha i.e., Nuapatna and Athagarh and conducted on the customers of two of the SBI branches.
Findings and Originality of the paper
The study revealed that the customers of State Bank of India at Nuapatna and Athagarh are satisfied with their banks on the basis of ‘gap analysis’ which did not reveal any gap i.e. a negative P-E score. It was found and reaffirmed that the service quality dimensions, which are significantly important to influence the switching decision of the customers, are reliability, convenience and responsiveness. The study also found that better the perceived reliability, convenience and responsiveness factors, less the customers’ propensity to switch which ultimately mean that a decreased in the perceived reliability, convenience and responsiveness factors would increase customers’ propensity to switch. The regression analysis permitted to construct equation predicting customers’ propensity to switch (PTS) on the basis of service quality dimensions).
Direction for Future Direction
Therefore, in future other geo-demographic locations may be explored and incorporated for the study to obtain a generalized acceptability of relationship between the dependent and independent variables. A further study can be undertaken to understand the specific factor/factors pertaining to switching behavior with an estimation of switching cost which may be both financial and non-financial.  As Customer Relationship Management and retention of customers is significantly related to profitability (Reichheld & Sasser, 1990), analysis of switching behavior of bank customers is of prime importance.
Key Words: Service Quality, Switching Behavior, Customer Relationship Management

[1]Avkiran,N.K.(1994).Developing an Instrument to Measure Customer Service Quality in Branch Banking. International Journal of Bank Marketing, 12(6), 10-18.
[2] Babakus, E., & Boller,G.W.(1992). Anempirical assessment of the SERVQUAL scale. Journal of Business Research, 24,253-268.
[3] Baxi A.K & Parida B.B (2011). Service quality and switching behavior of customers. Management Science Letters 1.405–414
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[5] Bitner, M.J. (1990). Evaluating Service Encounters: the Effects of Physical Surroundings and Employee Responses. Journal of Marketing, 54,69-82.
[6] Buttle,F.(1996).SERVQUAL:Review, critique, research agenda. European Journal of Marketing, 30(1),8-32.
[7]Carman, J.M.(1990). Consumers' perceptions of service quality : anassessment of the SERVQUAL dimensions. Journal of Retailing, 66(1),33-55.
[8] Chakravarty, S., Feinberg, R., & Rhee, E.-Y.(2004). Relationships and individuals' banks witching behavior. Journal of Economic Psychology, 25(4), 507-527.

Abstract: According to the Michael Thomas Sunnarborg “A true balance between work and life comes with knowing that your life activities are integrated not separated". Ethics take part infundamentalposition into the nature of the high-qualityexistence and civilization, intuitive of biasedhypothesis and philosophy. Ethics is imperative, because it shapes the foundation of your convictionstructure. It oversees how you treat others; it is the foundation of your managerial process and how you respond in various states of affairs, because of its societal value and it is honored by others and in custody in high esteem. Ethical behavior was codified to offerstrategy for equality and integrity in one’s endeavors within a societal framework. The highest level of society can reach is one, in which everyone treats one another with respect and does only what is in the best interest of society as a whole, as an individual decision, without coercion. Ethical behavior is a way of conducting one’s life, not a measure of devotion to a specified set of capricious rules.The aspire of this manuscript is conveying the arguments about the forces&consequence ofethics and troubles encountered by ethics on work life and personal life. The line of attack for this revision goesthroughout theoretical, where I fetch together thedata bottomed on more secondary sources like a variety of journalsand attitudes from variouspeoples with conversed who countering to inquiringsome queriesby orally.However this manuscript conveysanextent to argue on criticalproblems connecting to Ethics in life and work.

Key Words: Ethics, Sustainability, Ethical behavior, Attitudes.

[1] Author unknown. (2000). Ethics in social sciences and health research: Draft code of conduct. Economic and Political Weekly, 35(12), pp. 987-992.
[2] http://www.ethics.org/resources/links.
[3] Broad, C.D. (1984). Ethics. Nijhoff International Philosophy Series 20. C. Lewy (Ed.). Cited in Davies, L. (2003).
[4] Bugeja, M. (2000). Defining Character. (Retrieved from the World Wide Web on 14 December 2004).
[5] Cascio WF. Managing human resources: productivity, quality of work life, profits. Boston, MA: Irwin McGraw-Hill; 1998.
[6] Ethics and the Conduct of Business, John R. Boatright, Pearson Education.
[7] Tuffley, D. (2004). Can Ethics be taught? School of Information and Communication Technology, Griffith University. Project report.
[8] National Health and Medical Research Council. (2007). The National Statement on Ethical Conduct in Research Involving Humans. (Retrieved from the World Wide Web on 1 November 2010) http://www.nhmrc.gov.au/publications/synopses/e35syn.htm.

Abstract: Corporate Social responsibility is expressed as the voluntary assumption of responsibilities that go beyond the economic and legal responsibilities of business firm. Ideally, CSR policy would function as a built in self regulating mechanism whereby business world monitors and ensure its support to law, ethical standards and international norms. Consequently business would embrace responsibility for the impact of its activities on the employees, stake holders, communities and all other members of the public sphere. CSR not only addresses the above attributes but also fights against climate change, sustainable management of natural resources and consumer protection too. The concept of CSR began in 1920 and found itself in the spot light after 1951.
The exercise of social responsibility must be consistent with the corporate objective of earning a satisfactory level of profit. It implies a willingness to forego a certain measures of profits in order to achieve non-economic aids. CSR focused business world proactively promote the public interest by encouraging community growth and development, and voluntarily eliminating practices that harm the public regardless of legality. Driven by the CSR movement, firms, especially MNCs have sought to positions themselves as good corporate citizens.
 The investigator has consulted the secondary sources to analyze and interpret the title, further in the paper an attempt has been made to examine the role of selected Indian MNCs is reinforcing, the development and welfare activities among the respective societies in our mother land. 

KEY WORDS: Corporate Social Responsibility, Business World, Public Spheres, Sustainable Management, Discriminatory Responsibility.

[1] Sharma and Kiran 2012. A passion of large organisations or a Commitment to the society, African journal of business management. In press
[2] Pederson, E.R., 2009. 'Modelling CSR: How managers understand the responsibility of business towards society' Journal of Business Ethics.
[3] Freeman, R.E. strategic management: A stakeholder Approach (Pitman publishing Marshfield, M.A, 1984)
[4] www.managementparadise.com
[5] www.scribed.com
[6] Retrieved from
www.enwikipedia.org/wiki/corporate_social_responsibility.
[7] www.enotes.com
[8] www.managementstudyguide.com

Abstract: This paper examines the question of measurability of the impact of Corporate Social Responsibility on Business Performance. It starts with describing newer trends of spending money from bringing better quality products to society upliftment, showing that one can observe a shift from the classical short-term analysis with particular focus on soft indicators, such as employee and customer satisfaction that contribute to the long-term success of a company. The paper goes on to give an overview of latest  trends in the field of Corporate Social Responsibility and then offers a possible way  to measure its impact on business performance on the basis of the stakeholder  concept in India.
All companies with turnover of Rs.1000 crores and more - or a net worth of Rs 500 crore and more or net profit of Rs.5 crore and more - will have to spend at least two percent of their three-year average profit every year on CSR activity and should have a CSR committee of the board consisting of three or more directors,”. The Government is now planning to increase its contribution from 2% to even 5%. .....Indian Government
Multi National Companies are always ready to spend more than what government insist for CSR, otherwise they cannot survive in the long run.... Narayana Murthy, founder Infosys.

Keywords: Corporate Social Responsibility, Business Performance, Stakeholder concept, social upliftment.

[1] Maon, F., A. Lindgreen and V. Swaen, 2009. 'Designing and implementing Corporate Social Responsibility: An integrative framework grounded FMCG Companies, Issues in Social and in theory and practice', Journal of Business Ethics, Environmental Accounting, 3: 2. pp: 71-89.
[2] Chaudhri and Wang, 2007. Communicating Corporate Social Responsibility on the Internet A Case Study of the Top 100 Information Technology Companies in India, Management Communication Quarterly, 21(2): 232-247.
[3] Blomback,A. and C. Wigren, 2009. 'Challenging the importance of size as determinant for CSR activities', International Journal Of Management Of Environment Quality, 20(3): 255-270. Retrieved From Emerald database
[4] Sharma and Kiran, 2012. A passion of large organizations or a commitment to the society, African journal of business management, In press.
[5] Blomback,A. and C. Wigren, 2009. 'Challenging the importance of size as determinant for CSR activities', International Journal Of Management Of Environment Quality, 20(3): 255-270. Retrieved From Emerald database.
[6] Pederson, E.R., 2009. 'Modeling CSR: How managers understand the responsibility of business towards
[7] Lather, A.S., 2007. 'The case of multinational corporations: Their Corporate Social Responsibility in India and back home', Journal of Management & IT, 5(3): 48-64.
[8] Paul Hill, R. and T. Ainscough, T. Shank and D. Manullang, 2007. Corporate Social Responsibility and Socially Responsible Investing: A Global Perspective, Journal of Business Ethics, 70: 165-174.
[9] Sachs, S. and E.R. Hli and V. Mittnacht, 2005. Strategy A CSR framework due to multiculturalism: the Swiss Re case, Corporate Governance, 5(3): 52-60.
[10] Cf. Taticchi, P., A. Asfalti, et al. (2010). Performance Measurement and Management in SMEs: Discussion of Preliminar Results from an Italian Survey. Business Performance Measurement and Management. P. Taticchi. Berlin, Heidelberg, Springer.

Abstract: : The media landscape has dramatically changed over the past decade, with traditional media (e.g., newspapers, television) now supplemented by Internet (e.g., blogs, discussion forums). This new media landscape is not well understood with respect to (i) the joint impacts of traditional and internet on marketing performance (e.g., sales), (ii) how these  media  types  influence  each  other on Marketing mix,  and  (iii)  the  mechanisms  through  which  they  affect marketing  outcomes. In this paper the author make a comparison between the main points of both traditional marketing and Internet marketing. Here the 4 Ps are mentioned in comparison to each other to give a clearer idea of different issues that either traditional marketing or Internet marketing carry in their tools.

Key words: Traditional media, modern media, performance, publicity, Marketing Mix.

[1] Dave Chaffey et al. (2000), Internet Marketing: Strategy, Implementation and Practice, Pearson Education Limited
[2] Philip Kotler (2003), Marketing Management, Eleventh edition, Pearson Education Limited
[3] Pervez Ghauri& Kjell Gronhaug (2005), Research Methods in Business Studies, third edition,
[4] Pearson Education Limited
[5] Robert K. Yin (1994), Case study research: Design and Methods, Second Edition, Sage Publications
[6] Tony Hines & Margaret Bruce, (2007), Fashion Marketing, Contemporary Issues

Abstract: Considering the environment in which the rural market operates and other related problems, it is possible to evolve effective strategies for rural marketing. The strategies discussed here though not universally applicable depend upon product characteristics, the targeted segment of the rural market, the choice of the rural area and its economic condition. Some of the typical characteristics which will help in rural market segmentation are land holding pattern, irrigation facilities, progressiveness of farmers, cropping pattern; mix of enterprise, education levels, proximity to cities/towns, sociological factors, occupation categories. The small and marginal farmers, agricultural labours and artisans forms the largest segment in rural market (about 2/3rd) where as rich farmers constitute about one third of rural market.

Key Wards: Improving, Rural Market, Strategies, Marketing Mix

[1] Awdhesh Kumar Singh and Satya Prakash Pandey, Rural Marketing Indian Perspective, New Age International Publishers, 2005.
[2] Balram Dogra and Karminder Ghuman, Rural Marketing Concepts and Practices, Tata McGraw – Hill
[3] Bobb Dilip, Rural Resurgence – Changing Face of Rural India, India Today, February-2010
[4] Chakraborty Suvadip, e-Rural Marketing : An Innovative Approach to tap the Rural Market, Marketing Mastermind, Sept. 2010.
[5] FMCG, Retail, Auto, Rural Demand Creator For India Inc. : ASSOCHAM Report, April, 2009
[6] Kashyap Pradeep, Raut Siddarth, The Rural Marketing Book, Biztantra, 2009.
[7] Prahalad,C.K., The Fortune at the Bottom of the Pyramid-Eradicating Poverty through Profits, Wharton School Publishing, 2007
[8] R.V. Badi, N.V. Badi, Rural Marketing, Himalaya Publishing House, 2004.

Abstract: Steel Authority of India Limited (SAIL) is the largest steel maker of India. SAIL is the top public sector enterprise in terms of turnover with the prestigious status of ‘Maharatna’.Owing to this there is responsibility of being a catalyst for positive change. Apart from the business of manufacturing steel, the objective of the company is to conduct business in ways that produce social, environmental and economic benefits to the communities in which it operates. SAIL’s socio-economic objectives are echoed in their principle which includes a commitment to uphold the highest ethical standards in conduct of business, and of valuing the opportunity and responsibility “to make a meaningful difference in people’s lives”. SAIL’s  concern for People also reflects the company’s commitment towards society at large, which it endeavours to fulfill through wide-ranging and diversified initiatives and activities under Corporate Social Responsibility (CSR).For SAIL, CSR has been an integral part of its operations ever since the establishment of its production units in remote locations of the country since the early 1950s.The present research paper tries to focus the practice of CSR status in SAIL. Itprovides insight into what extent company follows the CSR. It would throw light on CSR of SAIL which would be of both economic and social interest. It also provides few corrective measures on their CSR practices and performance.The funds allocated for CSR shall not be diverted to any other purpose.A dedicated CSR fund, separate from the main budget, may be created by SAIL so as to avoid lapse of fund and ensure full utilization of dedicated funds. Thecompany should evaluate impact on the society of these CSR activities which would also help the company in future planning of CSR initiatives.
Key Words: Corporate Social Responsibility,Maharatna, Social Interes.

[1] Dr. SuriSehgal, Chairman & Founder Institute of Rural Research&Development (IRRAD)Gurgaon.
[2] ACCSR'sState ofCSR inAustraliaAnnualReview2010/11.
[3] Trust andCorporateSocialresponsibility:Lessons fromIndiaby AshwaniSingla,Chief Executive Officer,&PremaSagar,Founder &Principal,GenesisPublicRelations Pvt.Ltd.
[4] Gupta, A.D.(2007), "Social responsibility in India towards global compact approach",
[5] International Journal of Social economics, Vol.34
[6] Cochram, p.(2007), "The evolution of corporate social responsibility", Business Horizons, Vol.50.

Abstract: Competency-based human resources planning serves as a link between human resources management and the overall strategic plan of an organization. Competencies are defined as observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job performance.
Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring and staffing; learning; career development; succession management; etc.) are then designed, developed and implemented to close the gaps.

Competency management is critical for organizations that seek to align their workforce with business objectives. However, ensuring that organization staff members have the proper skills and competencies to consistently perform the tasks may pose a challenge. A system used to evaluate current strengths and needs within an organization and then implement the necessary corrective actions. Competency management is a proactive method of gap analysis.Competence (or competency) is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. The term "competence" first appeared in an article authored by R.W. White in 1959 as a concept for performance motivation.

[1] Divakaruni, Chitra Banerjee, Arranged Marriage. Great Britain: Black Swan, 1997.
[2] Divakaruni, Chitra Banerjee, the Mistress of Spices. London: Black Swan, 1997.

Abstract: Knowledge management (KM) is the process of capturing, developing, sharing, and effectively using organizational knowledge. It refers to a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge.

Knowledge Management, (KM) is a concept and a term that arose approximately two decades ago, roughly in 1990. Quite simply one might say that it means organizing an organization's information and knowledge holistically, but that sounds a bit wooly, and surprisingly enough, even though it sounds overbroad, it is not the whole picture. "Knowledge management is the process of capturing, distributing, and effectively using knowledge."

[1] Knowledge Management, Sudhir Warier, Vikas Publishing House Pvt. Ltd. New Delhi.
[2] En.wiipedia.org/wiki/knowledge management
[3] www.ou.edu/deptcomm/dodjcc/groups/02b1/02b1litreview.htm‎
[4] www.slideshare.net/.../knowledge-management competitive advantage-9355388
[5] Gupta, Babita, Iyer, Lakshmi S., Aronson, Jay E. (2000) "Knowledge management: practices and challenges", Industrial Management & Data Systems, MCB University Press, 100/1 , pp 17-21
[6] Bhatt, Ganesh D. (2000) "Organizing Knowledge in the Knowledge Development Cycle", Journal of Knowledge Management, MCB University Press, Vol.4, No.1, pp 15-26

Abstract: Employee engagement has emerged as a critical driver of business success in today’s competitive marketplace. Further, employee engagement can be a deciding factor in organizational success. Not only does engagement have the potential to significantly affect employee retention, productivity and loyalty, it is also a key link to customer satisfaction, company reputation and overall stakeholder value. Thus, to gain a competitive edge, organizations are turning to HR to set the agenda for employee engagement and commitment. Employee engagement is defined as “the extent to which employees commit to something or someone in their organization, how hard they work and how long they stay as a result of that commitment.”1 In fact, employees with the highest levels of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance.

[1] Corporate Leadership Council. (2004). Driving performance and retention through employee engagement. Washington, DC: Corporate Executive Board.
[2] Ibid. Hackman, J.R. and Oldham, G.R. (1980), Work Redesign, Addison-Wesley, Reading, MA Rhoades, L. and Eisenberger, R. (2002), "Perceived organizational support: a review of the literature", Journal of Applied Psychology, Vol. 87, pp. 698-714. Maslach, C., Schaufelli, W.B. and Leiter, M.P. (2001), "Job burnout", Annual Review of Psychology, Vol. 52, pp. 397-422.
[3] Locke, E.A. & D. Henne ( 1986). Work motivation theories. In C.L. Cooper & I. Robertson (Eds.) International review of industrial and organizational psychology (pp. 1-35). London: Wiley.
[4] Harter, J.K., F.L. Schmidt & T.L. Hayes (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87 (2), 268-279
[5] Business world,5 MAY 2008
[6] Towers Perrin (2003) Working today: understanding what drives employee engagement.
[7] Towers Perrin. Available online at http://www.towersperrin.com/tp/getwebcachedoc?webc=HRS/USA/2003/200309/Talent_2003.pdf [retrieved on 6 March 2007]
[8] www.blessingwhite.com
[9] Crabtree, S. (2005, January 13). Engagement keeps the doctor away. Gallup Management Journal, http://gmj.gallup.com
[10] Corporate Leadership Council (2004) Driving Performance and retention through employee engagement (summary, website extract)

Abstract: This paper suggests various reasons why the Management education in this country needs to be re-oriented. It talks of the methods of how this re-orientation needs to be done based on research experience. It discusses challenges like closing down of B-schools, growing under employment of MBA Graduates, and suggests practical solutions to the challenges of Higher education in India with special reference to management education. Several recommendations are made to improve the systems and knowledge acquisition models. This paper provides a broad understanding of the Challenges faced by various B-schools and management colleges in India.

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