Iima Leading From The Top

Although corporations have been around for well over half a millennium, Corporate Governance as a distinctive field of study and specialization is of relatively recent origin. With corporate footprints escalating across industry and service sectors over different geographies around the world, governing the corporation has become an increasingly complex exercise. Professor Balasubramanian explains the three pillars of governance—the shareholders, the board and the executive management including the dynamics of managing board effectiveness—through real life case studies and interactive examples. The author aims to encourage dialogue about leading corporations in an ethical and sustainable manner. In the wake of corporations like Satyam, Sahara, Sardha, SKS Microfinance, and National Spot Exchange making headlines for all the wrong reasons—Leading from the Top becomes essential reading for aspiring directors, budding professions, and the conscientious citizens.

Although corporations have been around for well over half a millennium, corporate governance as a distinctive field of study and specialization is of relatively recent origin. With corporate footprints escalating across industry and service sectors over different geographies around the world, governing the corporation has become an increasingly complex exercise. Professor Balasubramanian explains the three pillars of governance -- the shareholders, the board and the executive management -- including the dynamics of managing board effectiveness, through real-life case studies and interactive examples. The author aims to encourage dialogue about leading corporations in an ethical and sustainable manner. In the wake of corporations like Satyam, Sahara, Sardha, SKS Microfinance and National Spot Exchange making headlines for all the wrong reasons, this is essential reading.

How was IIMA born? Who were the key players? What has made it synonymous to success? These questions become even more relevant as the Indian Institute of Management Ahmedabad (IIMA) marks its Golden Jubilee year in 2011. Established in 1961, IIMA is the first Indian business school to achieve international recognition. In 2002, Economist Intelligence Unit’s list declared IIMA as the most selective management school in the world. And in 2011, IIMA has been ranked number 7 in Financial Times (FT)’s global ranking of Masters in Management Programme. In this well researched and timely book, Prafull Anubhai charts the journey of this premier institution from its inception to what is it today—the construction of its iconic campus by American architect Louis Kahn, policies and processes that set the benchmark, exemplary leadership exhibited by its various chairmen and directors, and the vision and future challenges for the institute. In The IIIMA Story, Prafull weaves all the threads together to present a vivid history of one of India’s greatest pride that has shaped the lives of many individuals through generations.

Every organization—small or large, managed professionally or by a family—wants to grow. Strategies for Growth explores the different expansion strategies companies adopt, and the management and marketing challenges they face along the way. Amply illustrated with business experiences from the Indian context—such as Bharti Airtel, Amul, GE, Infosys, Compaq and HP—this book tells you all you need to know to make the best decision for your company.

What qualities do you need to be a successful manager, and how can you develop the qualities you already possess? Managers Who Make a Difference examines how managers’ perceptions about themselves shape their behaviour at work, and studies the ways in which people can translate their ambition, sense of purpose, perseverance, confidence, and resourcefulness into successful management. How can you train yourself to spot competences in others and build on them to create an effective team? How do you achieve the right balance between adherence to existing systems, and creative or experimental problem-solving? And do you have the people skills—the ability to network extensively and build trust-based relationships—required to be a leader? Richly illustrated with anecdotes and experiences of well-known managers, and with a broad array of tips and self-assessment tools to sharpen your management skills, this book is a must read for all practising and aspiring managers. The IIM Ahmedabad Business Books bring key issues in management and business to a general audience. With a wealth of information and illustrations from contemporary Indian businesses, these non-academic and user-friendly books from the faculty of IIM Ahmedabad are essential corporate reading.

The Persuasive Manager argues compellingly that strategic communication lies at the core of leadership, and helps organizations run smoothly and effectively. It explains persuasion and how managers should balance their ability to persuade and exercise authority without being authoritarian. With its wealth of real-world illustrations, scenarios and tips, The Persuasive Manager is the perfect communications roadmap for all managers.

Why is it that airline tickets booked well in advance are always cheaper? How would Phoolan Devi and Veerappan react to a case of Prisoners’ Dilemma? Professor Satish Y. Deodhar explains the dynamics of pricing with respect to demand and supply, and the various market structures like perfect competition, monopoly, monopolistic competition and oligarchy through everyday examples and case studies.

How organisations listen, learn, and adapt to their environment drives success and long-term sustainability. This book focuses on internal stakeholders and how employers can use the voice of their people to improve decision-making, innovation, and performance. It is about why listening to employees matters and how to do it well. Leading the Listening Organisation reveals not just the practices and processes that underpin effective listening but also the leadership characteristics and mindsets necessary to create resilient organisations that feel fair to work in, where people want to speak up, and where new ideas can flourish. It is based on extensive international research with leaders across over 500 organisations before, during, and after the pandemic. The authors bring decades of international experience and expertise in communicating with employees across public, private, and third sector organisations. Rich in practical tools, processes, and working frameworks and brought to life with case studies and insights from leaders and communicators, this book provides a complete guide to understanding the barriers to, and implementation plans for, leading a listening organisation. This comprehensive guide will resonate with leadership, internal communications, human resources, and organisational development professionals.