IPE MDP Training Calendar 2015-16

institute of public enterprise
MANAGEMENT DEVELOPMENT PROGRAMMES
W
o
s
hop
rks
Co
Op
en
2015 - 16
Pr
og
ra
m
m
es
Programmes
Customized
nf
er
en
ce
s
Institute of Public Enterprise
Contents
Directors Message
About IPE
Management Development Programmes at IPE
List of MDPs for 2015-16
34
MDPs, Conferences, Seminars & Workshops conducted during 2014-15
37
Faculty Proles
41
Adminstrative Support
42
Nomination Form
Management Development Programmes 2015-16
Message from
Director
Greetings from the Institute of Public Enterprise (IPE)!

Ever since its inception in 1964, IPE has been oering Executive Development Programs for almost
a half-century now, in various areas of contemporary interest and concern. IPE has identied
relevant Management Development Programs to be oered during the year 2015-16 based on
popular feedback from the participants of previous courses oered at IPE, as well as a thorough
assessment of emerging management training needs in various sectors.
The MDPs and in-company programs designed by the IPE are aimed at helping public and private
sector enterprises as well as Governments to enhance their competence, competitiveness and
performance. Covering a wide spectrum of subjects including Corporate Governance, Leadership,
Strategy, Financial Management, Human Resources Management, Brand Management,
Operations, Project Management, Resettlement and Rehabilitation, Supply Chain Management,
Corporate Social Responsibility and related areas, IPE is uniquely positioned to blend its
research and consulting work with post graduate teaching to oer insightful learning to the MDP
participants from both public and private businesses. Every year, we strive to introduce new MDPs
of contemporary interest in this ever changing, dynamic scenario.
Our MDPs act as a bridge between IPE and the corporate world. Our strong team of faculty
members drawn from the industry as well as the academia is well equipped to assist corporate
sector executives in assessing their competency gaps and to overcome the same in an experiential
learning mode. I am quite condent that you would continue to extend your support in nominating
your executives for these programs that t into your training plans for the coming year. We would
also be delighted to conduct exclusive in-house programs on mutually agreed terms and conditions.
Our faculty colleagues will be happy to discuss with you and design tailor made programs to suit
the specic learning and development needs of your organization.
Looking forward to contributing to the management capacity building of your enterprise,
Prof RK Mishra
Director
About IPE
he Institute of Public Enterprise (IPE) was

established in 1964 as a not for prot
institution, with the initiative of Shri. SS Khera,
the then Cabinet Secretary, Government of
India. IPEs forte has traditionally been its
holistic approach to systematic and sustained
study of issues relevant to Public Enterprise
Policy. Widening its focus of work over the
years, however, the IPE has emerged in
recent years as an institution of excellence in
executive training, consulting and management
education with balanced focus on both private
and public sector enterprises.
The post graduate courses oered by IPE
are recognized by the Association of Indian
Universities and other statutory bodies like the
All India Council for Technical Education. The
IPE Campus Main Entrance
Institute has gained recognition as a Center

of Excellence in Social Science Research by
the Indian Council of Social Science Research
(ICSSR) of the Ministry of Human Resource
Development, Govt. of India. With a multidisciplinary team of around fty full time
faculty members and access to globally
distributed resource persons in diverse areas of
management and public policy, IPE stands out
today as a one stop provider of management
development services.
IPE has also established collaborative linkages
with national and international agencies of
repute. At the national level, it has collaborative
arrangements with the Department of Public
Enterprises (DPE) in the Government of India,
various other Ministries of the Government
of India, State Governments, autonomous

think tanks, central universities, professional
bodies, industry associations, chambers
of commerce and academic institutional
networks.
Internationally,
IPE
enjoys
professional linkages with the World Bank,
Asian Development Bank, UNDP and other UN
Agencies, DFID, Commonwealth Secretariat
and the International Centre for Promotion of
Enterprise (ICPE), Slovenia.
The activities of the Institute are governed by
a body of internationally acclaimed scientists,
scholars, business leaders and policy makers.
Mr. K. Madhava Rao, former Chief Secretary
to the Government of Andhra Pradesh
and former State Election Commissioner is
currently the President, Board of Governors of
IPE. The Institute has world class infrastructure
at its new campus in Shamirpet and the city
campus with state of the art class rooms,
library, computing, residential and recreational
facilities.
Management Development
Programmes at IPE
The sweeping changes in the corporate world
consequent upon liberalization, privatization
Hostel Room
and globalization, the convergence of

technologies and the growth of the Internet
have unleashed competition both in the
domestic and international markets. The new
millennium demands that managers keep
abreast of developments and be ahead of the
needs of their organization.
In the emerging learning society, knowledge
has become an important tool in the corporate
world. Managers have recognized the need to
update their knowledge and skills to deal with
rapidly changing situations and developments
in the market place. IPE shares its knowledge
and expertise to build corporate Indias global
competitiveness and governments facilitation
role.
Academic Block
IPEs strength lies in its diverse faculty traits

and experience of nearly ve decades of
training public and private sector executives.
The programs are either customized in-house
programs designed to suit an organizations
specic need, or open programs where
participants from dierent organizations attend.
Learning and Development

Interventions
In IPEs path towards becoming a totally
integrated institute with a national presence,
Management Development Programs (MDPs)
are a milestone in achieving the same. The
objective of the MDPs is to help improve
management systems through competency
building at various levels in the corporate,
government and non-government sectors to
take on leadership roles in various positions
individually and collectively. IPE devises and
designs customized programs to meet the
specic needs of various organizations, in both
the public and private sectors. These programs
pertain to general management as well as
various functional areas. The programs can
be conducted at IPE campus or at a location
designated by the client organizations.
In essence, the MDPs epitomize the quest for

knowledge that ties together the IPE faculty
and the industry through mutual exchange. The
MDPs two-way learning process lters through
to the Institutes MBA (PE) and PGDM programs
through case studies of current situations. As a
result, IPE is able to produce leaders with not
only the tools to build what tomorrow will be,
but also with the knowledge of today that must
work. The Institute has been organizing MDPs
for the past 50 years for ocers of state and
central governments and practicing managers
of public and private sector organizations. It has
conducted nearly 100 programs for over 1600
ocers of IAS, IFS and other allied services.
IPE has also conducted over 880 MDPs and
in-company programs for nearly 40,000
practicing managers of the corporate sector, in
the following categories:
General Management / Marketing / Corporate
Social Responsibility & Sustainability / Project
Planning & Appraisal / Corporate Planning /
Human Resource Development / Financial
Management / Information Technology / Project
Management / Enterprise Risk Management/
Operational Excellence, Cyber Security and
Cyber Laws, Corporate Governance etc..
Release of Souvenir during the Inaugural of International Conference & Doctoral Colloquium-March 3-4, 2015
Several seminars, conferences and other

programs sponsored by various international
agencies and AICTE are regularly conducted by
the Institute. The Institute has well-furnished
conference halls and a large auditorium
with modern audio-visual equipment. It
also has an executive hostel and canteen
facilities. IPE caters to fulll the training and
management development needs of public
and private enterprises through the following
methodology:
Unit-Based (In-House / Customized)

Programmes :
Customized training programs and executive
development interventions can be delivered
at the designated venue of the organization.
The training programs are designed to help
government, public and private business
organizations to enhance their competence,
performance, productivity and protability. The
Training Division oers a cafeteria approach to
in-company learning / training, which enables
the client organization to choose training
modules that meet their HRD needs. IPE can
design and conduct such customized training
programs as per the client organizations
choice, or in combination with other modules.
The duration generally range from 1-15 days.
Management / Strategic Planning for SelfSustainable Growth / Soft Skills / Frontiers

of Finance / Cyber Security / Managerial
Eectiveness / Finance for Non-Finance
Executives.
Open Programmes
Open-house programs draw participation from
across dierent industries in the public and
private sectors. They are organized in functional
areas such as Strategic Management, Marketing
Management,
Financial
Management,
Accounting & Finance for Non-Finance
Executives, HR Development, Organizational
Behavior, Industrial Relations, Information
Technology, Supply Chain Management,
Project Management, International Capital
Markets and New Financial Instruments.
Expert faculty in the respective areas identify
topics of contemporary interest and oer these
programmes and nominations are sought from
various organizations for participation and
these programmes are conducted at the IPE
campus. Residential facilities are also oered
to the participants where necessary.
Some in-house programs conducted

by IPE in the recent past include:
Executive Development Programme / Project
Management / Commercial Accounts and
Financial Management / Pooling Resources
for Optimum Results / Board Development
Programme / Human Resources and Personnel
Management in SLPEs-Best Practices for
Resource Optimization / Manufacturing
Excellence / Best Result Through Competitive
Advantage Analysis / Rural Marketing / Project
Formulation, Project Evaluation & Project
Inaugural of International Conference and

Doctoral Colloquium - March 3-4, 2015
List of MDPs for 2015-16
S No
Topic
Dates
Coordinator(s)
Enhancing Behavioural Competencies Through

Soft Skills
May 13-15, 2015
Mr K R S Sastry
Customer Relationship Management

Measurement Frameworks
May 20-22, 2015
Dr V Srikanth
Finance for Non-Finance Executives
May 27-29, 2015
Dr S S Murthy &
Dr G Vidyanath
National Seminar for Exchange of Best Practices May 28-29, 2015

of Training Need Assessment and Evaluation of
Training Eectiveness
Mr K R S Sastry
Strategic Management of Tenders & Contracts
June 17-19, 2015
Mr K R S Sastry
Information & Cyber Security
June 18-20, 2015
Mr A S Kalyana Kumar &

Mr A Rakesh Phanindra
Enhancing Behavioural Competencies Through

Soft Skills
June 22-24, 2015
Mr K R S Sastry
Managing Corporate Social Responsibility for

High Impact
June 25-26, 2015
Ms Punam Singh &

Dr Shulagna Sarkar
Manufacturing Excellence
July 9-11, 2015
Mr J B Venkataratnam &
Mr S Satish Kumar
10
Changing Industrial Relations Scenario
July 24-25, 2015
Dr A Jagan Mohan Reddy &

CS T Anil Kumar
11
Applied Financial Management
July 27-30, 2015
Mr K R S Sastry
12
Advanced Leadership Programme
Aug. 10 21, 2015,

(Indian component)
& Aug.30 Sept.12,
2015 (International
component)
Mr K R S Sastry &
Mr S Satish Kumar
13
MoU: DPE Guidelines, Implementation and

Performance Evaluation
Aug. 28, 2015
Prof R K Mishra &

Ms J Kiranmai
14
Competency Based HRM: Designing and

Establishing Assessment Centre
Sept 3-4, 2015
Dr Shulagna Sarkar &

Ms Punam Singh
15
Eective Sales & Distribution Management
Sept 10-12, 2015
Dr M M Karuna &
Mr M J Ramakrishna
16
Resettlement and Rehabilitation: Baseline,

Social Impact and Land Acquisition Issues
Sept. 21 -23, 2015
Dr A Anand
S No
Topic
Dates
Coordinator(s)
17
Board Development Programme for Board

Members and Senior Level Executives (NFCG
Sponsored)
Sept 23-25,2015
Mr K R S Sastry &
Ms J Kiranmai
18
Strategic Brand Management
Oct 7-9, 2015
Dr M M Karuna
19
Eective Project Management
Oct 14-16, 2015
Mr S Satish Kumar
20
Oct 28-30, 2015
Mr K V Ramesh &
Dr S S Murthy
21
Nov 4-6, 2015

22
Business Analytics for Managerial Decision

Making
Nov 16-18, 2015
Dr K V Anantha Kumar &

Ms Shaheen
23
Board Development Programme for Board

Members and Senior Level Executives (NFCG
Sponsored)
Nov. 16-18,2015
Mr K R S Sastry &
Ms J Kiranmai
24
Supply Chain Management for Sustainability
Nov 25-27, 2015
Mr S Satish Kumar
25

Nov. 27, 2015
Prof R K Mishra &

Ms J Kiranmai
26
Planning, Monitoring and Evaluation
Dec. 7-9, 2015
Dr A Anand
27
Innovation in Business and Marketing Strategies Jan. 21-22, 2016

for Products & Services
Dr S K Mathur
Group Photo of Corporate Social Responsibility Programme
Enhancing Behavioural
Competencies through Soft Skills
Introduction
Communication Skills
Every sector of our present economy is poised for

substantial and sustainable growth. Competency,
Commitment, Culture and Systems are the four
imperative building blocks in this progression.
Sourcing, Selection and Training should therefore
ensure balanced skill sets among all its employees,
which imply right combination of soft skills, hard
skills, technical skills professional skills and life
skills. Importantly the demand for soft skills is
more pronounced in the Departments like HR,
Commercial, Procurement in the Industrial sector
and in all the departments in the service sector
represented by Banks, Financial Institutions,
Insurance, Infrastructure, IT, Health Care etc.
Motivation and Persuasion Skills
Emotional Intelligence
Workplace Dynamics - Handling Constraints

at Work
Personality Development
Negotiation Skills
Business Etiquette
Soft skills are personal attributes that describe an

individuals ability to interact with others. In the
current scenario employees are screened on 3600
appraisal process which includes all the required
individual traits Viz: attitude, aptitude, accuracy,
understanding levels, skills set, organizational
values, human values, exibility, adoptability,, and
above all communication and negotiation skills.
Programme Objectives
To impart suitable soft skills to improve the

competency, commitment & organizational
culture
Team Building and development of Leaders.
To import required behavioral skills
Target Group
This programme is designed to meet the
requirements of executives of all levels working
in. HR, Commercial, Procurement Departments in
the Industrial sector and in all the departments in
the service sector represented by Banks, Financial
Institutions, Insurance, Infrastructure, IT, Health
Care etc.
Programme Duration :
Three days (May 13-15, 2015 &

June 22-24, 2015)
Programme Coordinator :
Mr K R S Sastry
Programme Content
10
Building & Leading the Team
Transactional Analysis & Management
Stress Management
Inaugural of conclave of vigilance ocers- March 12-13, 2015

Measurement Frameworks
Introduction
In recent years, there has been a signicant shift in
the balance of power between the consumers and
the organizations providing them with the products
and services. Business, the world over, is struggling
to sustain competitiveness in a rapidly globalizing
customer centric economy. The key to protability
and sustainable competitive advantage is building
long-term relationships with the customers.
Customer Relationship Management (CRM)
has evolved as a tool through which businesses
obtain, maintain and retain customers. In the new
customer centric economy where the competition
is erce, there is an urgent need for the companies
to formulate and implement appropriate CRM
strategies. There is also a need to understand the
impact of technology interventions in maintaining
the relationships.
Implementing a CRM score card with

appropriate measurement frameworks
Utilizing measurement frameworks for

continuous improvement in CRM processes.
Target Group
All levels of managers and executives from dierent
functions who directly or indirectly contribute to
the quality of a customers experience with the
rm, will benet from this programme.
Three days (May 20-22, 2015)

Dr. V. Srikanth
1.
To enable the participants to formulate and

implement appropriate CRM Strategies.
2.
To outline various CRM strategies with an

understanding the building blocks of CRM
including choice of technology interventions.
3.
To evaluate the impact of CRM using

appropriate measurement frameworks
Programme Content
Emerging concepts in Customer Relationship

Management (CRM)
CRM Strategies including the choice of

technology options.
Planning and developing the

architecture in the organization
CRM
Inaurural of International Conference on Global Business
Environment - Dec 11-12, 2014
11

Introduction
In todays business world, non nance managers
are often called upon to make quick and accurate
decisions, often with nancial implications for
every manager. Ecient nancial management is a
prerequisite for any organization irrespective of its
size, nature of business and ownership. The nancial
management activity is inextricably interwoven
with other functional areas of management viz.,
production, marketing, human resources etc., and
it is as important as any other functional area.
Ecient nancial management not only stimulates
the growth in an individual organization, but also
the nations economy.
The programme has been designed to provide the
practicing non nance managers, an understanding
of nancial management principles and to equip
them with the practical skills to develop informed
and eective nancial plans. The learning will enable
them to contribute to the nancial performance of
their organizations or business units and to make
decisions based on nancial data. The programme
also aims to enhance nancial evaluation skills
and the ability to link all management decisions to
nancial performance.
3.
To appreciate the signicance of nancial

decisions and be able to understand the
nancial statements and interpret the
nancial performance of the enterprise.
Programme Content
Importance of nance function and nancial

decisions
Understanding the story of

statements and their analysis
Fixed capital management and capital

budgeting decisions
Working capital management
Basic concepts of costing and breakeven

analysis
Budgeting and budgetary controls
nancial
Target Group
Non nance managers from all functional areas in
both public and private sector enterprises; owner
managers of small and medium enterprises; and
professionals like advocates, architects and others
seeking basis knowledge of nancial management.
1.
2.
12
To understand the role of nancial

management in a business organization and
its relationship with other functional areas.
To impart basic knowledge in the areas
of accounting and nance and the use of
nancial data in management decision
making.
Three Days (May 27-29, 2015)

Programme Coordinators :
Dr. S.S.Murthy & Dr. G.Vidyanath
National Seminar for Exchange of Best Practices

Introduction
Programme Content
Indian economy is poised for a robust growth in

the current decade (2011-2020). Every sector of
our economy has a paramount role to play in the
growth process and help in enhancing its respective
share in the GDP.
An overview on Training Need Assessment &

its Conceptual Developments
Performance Management System
Organisational, Operational & Personnel

Analysis
The ultimate aim of Performance Management

System (PMS) is to promote better performance,
improved production and productivity, under a bell
curve system, and to identify the training needs of
the employees whose performance is rated below
par. To enhance the Skill as well as to develop
positive attitudes (will), it is essential to institute
suitable systems of assessment of training needs
in every organisation and evaluation of the training
eectiveness. In nutshell, the training eorts should
not only help to improve the business performance
but also to facilitate in improving the employees as
individuals.
Competency, Commitment,
System Building
Evaluation of Training Eectiveness
To promote better performance, improved

production and productivity, under a bell
curve system, by identifying the training
needs of the employees whose performance
is rated below par.
To enhance the Skill as well as to develop

positive attitudes (will),
To evaluate the training eectiveness.
To help in improving the business

performance as well as to facilitate in
improving the employees as individuals.
Culture
&
Target Group
Heads of the Department & Section In-charges
of all disciplines in every organisation who are
responsible for assessing the training needs of
their employees, the executives and sta working
in the Training and Development, Human Resource
Department and all those involved in Performance
Management System (PMS).
Two days (May 28-29, 2015)

Mr K R S Sastry
International Conference on Financial Inclusion - Issues, Opportunities and

Challenges
13

Introduction
Procurement which includes goods, works and
services has emerged as a vital business process
with many revolutionary changes that are being
witnessed, especially in the last decade. In the
present regime of corporate governance, and
green initiatives, there should be an ecient
and strategic management of tendering and
pre-and-post contract dealings, for ecient and
economic management of resources. It is widely
acknowledged that automating procurement
process using electronic tools/techniques and
providing ample opportunities to all the suppliers,
fully supports the objective of non- discrimination,
fair & open competition. Yet human involvement
as a part of the strategic management is essential
while undertaking major capital works and/or in
supply or procurement of high valued goods or
services.
Insights into the latest developments in

ecient and strategic management of high
value tenders
To provide updates on various guidelines

and policy issues
To leverage on technology with minimal

human intervention.
Programme Content
Key Principles of Material procurement &

Contract Management
Recent Trends in Material Procurement
Coverage of bench marked procedures

&systems of PSUs
Eective Tendering Management
Preparation of Tender Documents
Validation of suitable contract obligations
Auctions & Reverse Auctions
Integrated e-procurement
Guidelines
Art of Negotiation
Corporate Governance & Principles of

Transparency
Case studies on criticalities faced in the

process of procurement
&
Statutory
Target Group
This programme is designed to meet the
requirements of executives working in Purchase,
Works, Maintenance, Stores, Finance, Commercial,
Transport, Contracts and EDP Departments at all
levels.
Three days (June 17-19, 2015)

International Workshop on Urban Green Space Management
14
Mr K R S Sastry

Introduction
In todays digitized world, data rules. Safeguarding
intellectual property, nancial information, and
the companys reputation, is a crucial part of
business strategy in any corporate. Yet, with the
number of threats and the sophistication of attacks
increasing, its a formidable challenge. Companies
that understand the value that security brings to
the business should also ensure that they have a
comprehensive strategy in place, and that they
have the processes and procedures to back up the
strategy. The guiding principles for the strategy are
driven, in large part, by the nature, expanse and
sensitivity of the data.
Securing vital resources and information in the
network, is the most challenging feat for the system
enterprise. As business has migrated to the digital
world, criminals have, too. What has emerged is
a sophisticated criminal ecosystem that has come
to function like any other business with its own
management structure, quality control, o shoring
and so on. While hacking skills can be used for
malicious purposes, this programme prepares you
to use the same techniques to perform ethical hacks
for your own security. At the end of the programme,
you will be able to quantitatively assess and measure
threats to information assets and combat them.
To update the participants knowledge on

various Information and Cyber Security
issues.
To develop awareness of the hackers attack

points and to assess the security threats
To prevent and combat cyber attacks and to

discuss solutions when attacks occur.
Programme Content
Importance of Cyber Security in business

organizations
Intelligent threat analytics for overlay

networks
Fake block attack, Sybil attack, port scan

using Metasploit, Armitage etc.
Malicious attacks prevention, analysis of

security threats and vulnerabilities
Cyber forensics, antivirus detection

mechanism and prevention of cyber attacks.
Discuss Hacking windows 7, Chinese

PDF exploits, Vulnerability scanners,
Rootkits, Spoofing attacks, Steganography,
Nexpose, Bineders, facebook sniffers,
Websites Hacking, Social Engineering, Web
Shells
Cyber Security laws and standards
Network security Firewalls, Gateway

Devices, Antivirus, Anti-Spam and proxy.
IEEE and CSI Case studies on Cyber Security
Target Group
Middle and senior level managers in public and
private sector enterprises, incharge of and
interested in matters of cyber security; police
ocers from states and central police organizations;
central and state government ocers responsible
for IT administration.
Programme Duration:
Three days (June 18-20, 2015)

Programme Coordinators:

Mr. A Rakesh Phanindra
15
Managing Corporate Social

Responsibility for High Impact
Introduction
There is a growing realization that long-term
business success can only be achieved by companies
that recognize Corporate Social Responsibility (CSR)
as part of the process of wealth creation and as a
source of competitive advantage. Undoubtedly,
high impact implementation of CSR projects calls
for strong capacity building of managers across all
functions and business units of the organization.
The above programme is aimed at providing
practical insights to participants in the planning,
implementation,
monitoring,
documentation
and reporting of CSR activities. A base line
understanding of the project situation, knowledge
of processes guiding eective implementation of
the CSR projects and case studies in best practices,
will be at the heart of the learning process.
2.
To discuss best practices in planning,

implementation, monitoring, and reporting
of CSR activities
3.
To strategize for enhancing CSR impact for all

stake holders.
Programme Content
Evolution of CSR as a concept and practice,

globally and in the Indian context.
Holistic discussion of Section 135 of the

Companies Act.
Approaches to base line studies and impact

assessment of CSR activities.
Understanding best practices in planning,

implementing and evaluating CSR activities
Engaging stakeholders including civil society

groups and NGOs in promoting high impact
CSR projects.
Reporting of sustainability practices as per

the standards and guidelines of the Global
Reporting Initiative (GRI)
1.
To orient the participants to Section 135 of

the Companies Act 2013 and the relevant
schedules of the Act.
Target Group
Directors, senior managers and sta specialists
in charge of corporate social responsibility in
both public and private sector enterprises; senior
functionaries of non-governmental organizations
(NGOs); central and state government ocers
from Industries and Commerce Departments and
academics interested in CSR.
Two Days (June 25-26, 2015)

Managerial Eectiveness for the executives of The State Trading

Corporation of India Ltd- Jan 20-22, 2015
16
Ms Punam Singh & Dr Shulagna Sarkar
Manufacturing Excellence
Introduction
Manufacturing Excellence is of paramount
importance to a vibrant industry and strong
economy. A sustained eort towards technology
up gradation, productivity increases and quality
improvement besides creating an enabling
environment for innovation and value addition
at every stage of manufacturing process, are vital
for achieving excellence in manufacturing. Since
manufacturing oers huge scope for process
improvement and resource eciency towards
enhancing business competiveness, every activity
that a rm performs in converting its raw material
into nished products, lends itself to performance
improvement. The programme on Manufacturing
Excellence is designed to be a holistic learning
experience for managers involved in various units
of manufacturing irrespective of the nature of
industry.
To introduce the participants to the latest

concepts and trends in global Good
Manufacturing Practices (GMP)
To discuss manufacturing strategies adopted

by world class companies
To appreciate value creation through

innovation in procurement, supply chain
management and information technology
Achieving manufacturing competitiveness

through
innovation
and
resource
optimization.
Value creation through Concurrent

Engineering, JIT, TQM, Lean Manufacturing,
Rapid Prototyping and Business Process
Reengineering.
Best practices in supply chain management
Green and
manufacturing
sustainability
issues
in
Target Group
Middle/senior managers of public and private sector
organisations, working in the areas of materials and
stores management; supply chain management and
production/ operations functions.
Three days (July 9-11, 2015)

Mr J B Venkataratnam &
Mr S Satish Kumar
Programme Content
Good Manufacturing Practices across

Product life cycle with emphasis on Lean
Manufacturing
National Convention on Executive Compensation in CPSEs-Jan 29, 2015
17
Changing Industrial Relations Scenario

Introduction
Industrial Relations scenario in a highly competitive
environment, like today, is not only determined
by survival pressures on organizations but is also
signicantly impacted by an acute sense of insecurity
and uncertainty in the minds of the employees.
Todays employees are confronted with the new
reality of eroding employment opportunities,
shrinking social security benets, diminishing
collective representation and the progressive
withdrawal of the welfare state. This in turn sets
the stage for the rise of employee disenchantment
and the resultant strain on relations between
employees and employers.
Managers and specialists dealing with human
resources issues suddenly nd themselves
inadequate and ill prepared to deal with the
changing industrial relations scenario characterized
by a more assertive labour force, articulating their
genuine demands. Therefore reorientation of
HR managers to the new Industrial Relations (IR)
needs of the organization is vital to preserving
and sustaining industrial harmony. A congenial
atmosphere has to be created for management and
trade unions to understand and resolve dierences
in a climate of trust and stakeholder sensitivity
which will be at the core of the learning in the
above programme.
2.
To familiarize the participants with the policy

and legislative changes impacting the IR
climate
3.
To enhance the skills sets of HR managers

in regard to counseling, negotiating and
conict resolution
Programme Content
Participants sensitisation to the changing

prole of the workforce and the current
industrial relations scenario
Changing role of the state and its

constituents; new industrial relations laws;
and evolving role of trade unions
Identify and develop skill sets like negotiation

strategies
and
skills;
interpersonal
communication; conict resolution and
leadership.
To share experiences
contemporary IR issues
with
managing
Target Group
Human Resources (HR) and Industrial Relations
(IR) managers from both public and private sector
enterprises; line managers with IR responsibilities;
and government oces administering IR laws.
1.
18
To sensitize the participants to the emerging

socio-political, economic and technological
environment and their resultant impact on
industrial relations.
Two days (July 24-25, 2015)

Dr A Jagan Mohan Reddy &

CS T Anil Kumar

Introduction
Corporate nancial management is fast evolving with
several new models and tools nding application in
the areas of nancial planning, accounting, analysis
and reporting. Capital budgeting, project nancing,
tax planning and risk management decisions are
some applied aspects of nancial management,
increasingly impacted by the changes occurring in
the global nancial markets on one hand and the
policy responses of the Governments on the other
hand. The new Companies Act, 2013 has gone
through several changes that aect the manner in
which corporates raise capital and disclose their
borrowings, investments, guarantees, securities etc.
The above programme is designed to enable the
participants to cope with complexities of nancial
decision making in an ever demanding environment
of compliance and transparency.
1.
To familiarize participants with the highlights

of the new Companies Act, 2013 and its
impact on corporate nancial decisions.
2.
To understand capital restructuring options

and asset valuation techniques
3.
To discuss best practices in costing, budgeting,

tax planning and risk management.
Programme Content
Overview of the new Companies Act, 2013
Transparent accounting systems, standards

and disclosure requirements
Capital restructuring, valuation models and

tax planning
Capital budgeting, options for project

nancing and investment decision-making
Costing principles, practices, reporting and

cost audit
Cost control techniques
E- procurement practices and protocols
Approaches to risk management
Target Group
Finance managers and accounting practitioners
from middle and senior levels of management in
public and private sector enterprises; entrepreneurs
and owner managers; and nancial advisors from
the state and central government departments.
Four days (July 27-30, 2015)

Mr K R S Sastry
Prof R K Mishra, Director-IPE delivering a lecture for the participants of Advanced Leadership Programme in the presence of Shri
Surender Mohan, CMD, Neyveli Lignite Corporation Ltd
19

Introduction
As organizations around the world continue to
grapple with challenges of slow economic recovery,
management of businesses requires much more than
traditional knowledge and experience. What is needed
is a leadership that can provide both dynamism
and strategic direction to unearth new sources of
competitive advantage. Such leadership needs to
combine insights from past experience with a broader
perspective on the business environment, to steer the
organizations through dicult times. The Institute of
Public Enterprise (IPE) has designed the IPE ALP 2015
to enable the aspiring leaders to transform challenges
in the current business environment into actionable
strategies that produce sustainable competitive
advantage.
Public sector enterprises in India have consolidated
their position and have contributed immensely to
the countrys growth story. They have been the prime
drivers of growth along with the private sector even
during crisis periods. Yet, there is an increasing need to
augment internal capabilities to face the challenges of
competition and more importantly, create enterprises
that ensure development in a sustainable manner.
Leveraging the long years of experience that IPE
has had in understanding the challenges of public
sector management, the above programme oers
a unique opportunity for participants to share and
reect on their experience. The programme also
provides international exposure for participants to
select organizations in Europe known for their global
footprints.
1.
20
To analyze and understand the global

business environment and the challenges to
economic growth
2.
To identify new sources of competitive

advantage for businesses
3.
To develop the strategic thinking and thought

leadership necessary to revolutionize
organizational performance
Programme Content
Understanding and interpreting the global

and domestic business scenario.
Revolutionizing Organizational Performance
Discovering new pathways to competitive

advantage
Developing strategic thinking
Learning from global organizations
Target Group
The programme is targeted at senior and top
management personnel who are being groomed
for board level responsibilities - General Managers,
Deputy General Managers, Functional Heads and
SBU leaders.
Four Weeks (Two weeks in India and
two weeks in Europe)
Dates: August 10 21, 2015,

(Indian component) &
August 30 September 12, 2015
(International component)
Mr K R S Sastry &
Mr S Satish Kumar

Introduction
To study the new guidelines issues by DPE
This one day programme is intended to organize a

discussion on principles, practices and challenges that
the Memorandum of Understanding (MoU) system
is faced with in the context of the guidelines on MoU
for the year 2015-16 issued by the Department of
Public Enterprise (DPE), Government of India and the
Mankad Committee (2011) recommendations on the
various facets of MoU as approved by the GoI. The
programme will focus on MoU as a tool for performance
improvement to implement breakthrough idea in Public
Enterprise (PEs) transcending beyond the process
improvement. Disruptive Strategies are adopted by
modern enterprises to lift the levels of performance.
The programme will explore the possibility of making
MoU as the focal point for designing and implementing
such disruptive strategies. The One day programme
would be conducted at Institute of Public Enterprise,
Hyderabad.
Future challenges of MoU system
Understanding the international scenario
Working with MoU system
Recommendations of Mankad Committee
Implementation challenges to MoU system
Linkage between PRP and MoU rating
Target Group
Managers and executives from dierent

functions who directly or indirectly dealing
with the MoU system in the enterprise.
One day (Aug. 28, 2015)

The main objectives of the programme are
Programme Content
Prof R K Mishra &

Ms J Kiranmai
To understand the relevance of MoU System
Soft Skills Programme for the executives of LIC of India
21
Competency Based HRM:

Designing and Establishing Assessment Centre
Introduction
Most Human Resources (HR) professionals
recognize the value of managerial competencies.
However, many are unsure how to begin integrating
competencies into their talent management
practices. The experience can be a powerful
and positive one, when the organization adopts
competency based HR policies and practices.
Adopting a competency-based approach can
dramatically improve both the experience and the
outcomes of HR processes in organizations. By
clearly articulating successful behavioral patterns,
competencies bring greater depth, focus, impartiality
and utility to HR systems in organizations. Designing
and implementing competency based human
resource management practices is challenging yet
rewarding and this would be the focus of learning in
the above programme.
Competency based job and personnel

proling
Linking competencies to key result areas of

individual and organizational performance.
Indentifying competency needs and

competency gaps in an organization, from
strategic planning and appraisal reports
Building competency Job Proles and

Personnel Proles
Linking Key Result Areas with

Competencies and Core Values
Building Assessment Centre for competency

based recruitment, succession planning and
talent management
Competency based performance appraisal

and incentive planning
Core
Target Group
1.
To dene and interpret managerial

competencies and to analyze the main
components of a competency
2.
To design competency frameworks and

Competency Tool Matrix to analyze
competency gaps in an organisation
HR managers, talent managers, training and

development managers from middle and senior
levels in public and private sector organizations;
HR practitioners in the development sector; and
senior ocers in the government, in-charge of the
personnel function.
3.
Designing and establishing an Assessment

Centre for facilitating recruitment, selection
and development of talent pools
Two days (Sept 3-4, 2015)
4.
22
Programme Content
Apply competencies in the recruitment

and selection processes, training and
development and succession planning
Dr Shulagna Sarkar &

Ms Punam Singh
Eective Sales & Distribution Management

Introduction
Managing sales in an organization is a core and
critical activity. Over the years, substantial changes
have taken place in the selling environment,
across businesses. The changing trends include
shorter product life cycle, longer and more
complex sales cycles, reduced customer loyalty,
intense competition, rising customer expectations,
electronic revolution in communications and the
entry of women into the sales force. In addition to a
strong sales function, companies should also develop
ecient distribution channels to make the products
available to the end consumer. Management of
distribution channels involves appropriate channel
design, conict management and implementation
of sophisticated channel information systems
which will ensure timely availability of the product
to end consumer. Hence, sales and distribution
has assumed an important place as an eective
management tool for marketers.
Programme Content
Understanding the sales cycle and identifying

pressure points that inuence performance
Techniques of sales forecasting and territory

wise sales planning
Sales promotion strategies (Online & Oine)
Eective distribution systems; need, types &

key issues
Selecting suitable channel partners (Online

& Oine)
Retail strategies (Online & Oine)
Target Group
Marketing and sales managers at all levels in
public and private sector businesses; supply chain
managers; market research professionals; and
enterprise owner managers.
Three days (Sept 10-12, 2015)
1.
To expose the participants to various

concepts and practices of Sales and
Distribution Management.
2.
To equip the participants with tools and

techniques with which they can handle
their current business tasks in an eective
manner.
3.
To expose participants to the best practices in

motivating and leading sales and distribution
teams
Dr M M Karuna &
Mr M J Ramakrishna
Inaugural of Board Level Orientation Programme at Leonia Resorts
23
Resettlement and Rehabilitation : Baseline, Social

Impact and Land Acquisition Issues
Introduction
Government of India and state governments have
carried out a number of R&R projects up until
now, however, capacity building of ocers on key
aspects concerning Land Acquisition, Social Impact
and Baseline studies of the project displaced and
aected people remains a big challenge. While
this is largely because of lack of proper training
followed by hand holding and consulting in the
R&R sector, an overwhelmingly important aspect
has been the inability to draw on the research
carried out by dierent institutions at national and
international levels on social impact assessment.
For example World Bank and UNDP in partnership
with Government of India have done pioneering
work in the area of R&R which resulted in the rst
ever policy document on R&R. The current policy on
Land Acquisition and Social Impact Assessment has
greater challenges to be addressed without which
implementation of R&R projects would not yield
satisfactory results.
1.
To train and capacitate participants towards

conducting Social Impact Assessment,
comprehensively with focus on participatory
approaches
2.
To provide understanding of M&E

frameworks for implementation of an R&R
project.
Programme Content
Social Impact Assessment Concept, Design

and Methodology
Land Acquisition Act 2013 and R&R Policy

Current Issues (including the recent
ordnance)
Participatory approaches to SIA
CSR and R&R in public sector units
Planning, Monitoring and Evaluation Analysis

and Report writing
Field Work processes and practical issues
Target Group
Managers at all levels involved in implementing
projects, land acquisition, resettlement and
rehabilitation of project displaced persons.
Managers looking after CSR function in public
and private sector enterprises would also nd the
programme useful
Three days (Sept. 2123, 2015)

Inaurural of MDP on Corporate Reforms and Changing Corporate Strategy
24
Dr A Anand
Board Development Programme for Board Members

and Senior Level Executives (NFCG Sponsored)
Introduction
The globalization of businesses and corporate
governance practices are putting new pressures
and posing new challenges to members of
the board and senior management teams in
organizations. To ensure that the boards set the
right strategic direction and remain accountable for
the organizations performance, it is important that
members of the boards and senior executives are
fully aware of their obligation and responsibilities
to various stake holders. The new Companies Act,
2013 puts sharp focus on the role and responsibility
of both executive and independent directors.
The above programme is designed to enable a
comprehensive understanding of the broad context
in which boards operate and the responsibility that
comes with the board mandate.
1.
To provide the participants an overview

of the changes in the new Companies Act
2013, that has implications for corporate
governance.
2.
To facilitate awareness and understanding of

the best practices in implementing corporate
governance frame works with reference to
the Indian context.
3.
To empower the participants with concepts

in analysis of nancial statements and audit
reports
Programme Content
Duties, responsibilities & liabilities of

directors under various Corporate Laws.
Role of various Board level sub-committees

and their accountability
Conceptual framework of nancial reporting,

analysis of nancial statements and scrutiny
of audit reports.
Best practices in corporate governance and

business ethics.
Risk Management and whistle blower policy
Corporate social responsibility and its wider

scope under the new Companies Act.
Ranking your enterprise on Coroporate

Governance
Board evaluation
Target Group
Executive and independent members and potential
members of board of directors in both public and
private sector organizations; and senior executives
heading functions and business units, with reporting
relationships to board members
Three days (Sept 23-25, 2015) &

(Nov. 16-18, 2015)
Mr K R S Sastry &
Ms J Kiranmai
25
Strategic Brand Management

Introduction
Programme Content
A brand is a visual, emotional, rational and cultural

image that customers associate with a company or
a product. Many companies invest a huge amount
of time and resources to develop a brand and relax
once they have done. But it is only the beginning. An
equally important eort has to be put in to sustain
the brand and to ensure that the experiences of
the stakeholders remain consistent with the brand.
Customers are living with the brands and growing
with the brands. Whether the company is a public
sector or private sector enterprise, it has to relate
its brands to the customers life style. All this can
be done through better branding strategies, which
would be the central focus of learning in this
programme.
1.
To discover the brand essence of an

organization.
2.
To promote an honest conversation among

the participants on how to design branding
strategy for an organization
3.
To familiarize the participants with tools and

techniques of enhancing brand equity.
Knowledge of brand as a concept and brand

building as a process.
Branding decisions and strategic options for

brand management.
Organizing and strengthening marketing

communication team.
Motivating the organization for building a

positive image of itself
Managing and conguring marketing mix for

enhanced brand equity
Linking brands with customers life styles.
Target Group
Middle and senior level managers responsible for
brand management in public and private sector
organizations; marketing and sales managers; and
professionals from advertising industry.
Three days (Oct 7-9, 2015)

Dr M M Karuna
Board Orientation Programme-Its Her Time on Board at Shamirpet Campus
26
Eective Project Management

Introduction
The importance of Project Management is being felt
more in the recent past than before, because of the
number of large projects that are being taken up by
many enterprises. The current day requirements
set by the ever changing customer requirements
and the increasing level of global competition has
ensured that no enterprise wants to enter the
market a day too late or at a higher cost. Managing
the projects eectively has become imperative
to ensure the success of the venture itself. Each
project is unique in its own way and hence needs
dierent methods of handling.
The function becomes more complex because of the
fact that a project requires performing dierent sets
of non repetitive large scale activities eectively.
Project Management is a study of alternative tools/
techniques that help an organization to address
the complex issues of planning, controlling and
executing these large activities in an eective
manner. The need for using these modern project
management techniques has grown multifold in the
current scenario. Given the status of many projects
in both public and private sector organizations,
where Time and cost over runs have become
common, this programme is designed to enhance
project management competence.
Programme Content
Introduction to project management

concepts, project life cycle and project
scoping
Work breakdown structure and project

scheduling, network modeling
Project Cost and Finance Management
Project quality, risk and procurement

management
Managing human resources at project sites
Hands on learning in project management

software.
Target Group
Managers across all functions dealing with
project management in public and private
sector enterprises; project directors and project
management specialist and owner managers
Three days (Oct 14-16, 2015)

Mr S Satish Kumar
1.
To introduce the concept of project

management and project management
principles in the execution of projects
2.
To understand project scheduling, network

modeling, resource scheduling and related
techniques
3.
To highlight the multidisciplinary nature

of project management involving human,
material and nancial resources
Inaugural of Integrated Materials Management Programme
27

Introduction
In todays business world, non nance managers
are often called upon to make quick and accurate
decisions, often with nancial implications for
every manager. Ecient nancial management is a
prerequisite for any organization irrespective of its
size, nature of business and ownership. The nancial
management activity is inextricably interwoven
with other functional areas of management viz.,
production, marketing, human resources etc., and
it is as important as any other functional area.
Ecient nancial management not only stimulates
the growth in an individual organization, but also
the nations economy.
The programme has been designed to provide the
practicing non nance managers, an understanding
of nancial management principles and to equip
them with the practical skills to develop informed
and eective nancial plans. The learning will enable
them to contribute to the nancial performance of
their organizations or business units and to make
decisions based on nancial data. The programme
also aims to enhance nancial evaluation skills
and the ability to link all management decisions to
nancial performance.
3.
To appreciate the signicance of nancial

decisions and be able to understand the
nancial statements and interpret the
nancial performance of the enterprise.
Programme Content
Importance of nance function and nancial

decisions
Understanding the story of

statements and their analysis
Fixed capital management and capital

budgeting decisions
Working capital management
Basic concepts of costing and breakeven

analysis
Budgeting and budgetary controls
Target Group
Non nance managers from all functional areas in
both public and private sector enterprises; owner
managers of small and medium enterprises; and
professionals like advocates, architects and others
seeking basis knowledge of nancial management.
1.
2.
28
To understand the role of nancial

management in a business organization and
its relationship with other functional areas.
To impart basic knowledge in the areas
of accounting and nance and the use of
nancial data in management decision
making.
nancial
Three Days (Oct 28-30, 2015)

Mr K V Ramesh &
Dr S S Murthy
Business Analytics for Managerial Decision Making

Introduction
Organizations are not only concerned about their
protability but also about sustaining them in the
long term. Managers cannot rely entirely upon
their observations and experience for eective
decision making in the existing complex business
environment but decisions have to be based upon
data which show relationship, indicate trends, and
show rates of change in regard to key variables.
Data is everywhere and the volume of new data is
growing at an exponential rate.
Businesses of all kinds do have real opportunities
to use the relevant data to develop knowledge and
drive better decision making which in turn gives
them the competitive edge at the market place.
Business Analytics, a set of applications,
practices, skills and technologies designed
for investigating and analyzing business
performance, helps the organizations in
gaining more insights about the existing
and prospective customers, optimization
of processes, enhancing the profitability,
increasing the market share, better returns
for the shareholders and also in understanding
the eect of change in price and service. This
programme addresses the above knowledge
requirements of managers.
To enhance participants knowledge of data

mining and data modeling
Programme Content
Data mining, modeling and visualization

techniques
Analytics based decision making in diverse

areas including Retail, Direct Marketing,
Healthcare, Financial Services, Insurance
and Supply Chain Management
Applications of optimization techniques in

product mix design, inventory management,
transportation etc.,
Analytical models for understanding brand

loyalty, brand switching and locational
decisions for projects.
Target Group
Managers at all levels in charge of market
research, new business development, research and
development, new product development, customer
relationship management, product mix planning,
production planning and scheduling and related
areas from public and private sector organization.
Three days (Nov 16-18, 2015)
To facilitate participants in identifying areas

of application of business analytics, relevant
to their organizations.
To expose participants to descriptive,

prescriptive and predictive analysis for
decision making.
Dr K V Anantha Kumar &

Ms Shaheen
29
Supply Chain Management for Sustainability

Introduction
The current market scenario demands companies
to deliver better products at cheaper prices on
a continuous basis. Cost reduction was originally
managed through better product design, economies
of scale and use of improved technology. Today,
the regular review and reconguration of supply
chain is an important source of cost reduction
and improvement in customer support services.
While the design of the supply chain will decide an
organizations ability to be responsive to the ever
changing needs of the customer, the design will
also have to be cost eective for the company to
remain competitive. Hence, a good understanding
of the structure of the supply chains, their traits
and the options for altering the supply chain
design, has become an integral element of the
strategic framework for achieving competiveness in
an increasingly globalised market. Only a properly
structured, exible supply chain can ensure the
sustainability of the business competitiveness.
1.
To introduce the participants to various

concepts, structures and drivers of costs and
performance in supply chain management.
2.
To enable participants to develop a

comprehensive understanding of dierent
supply chain models and to decide the
optimal solutions through relevant case
studies.
Programme Content
Supply chain structure, models and drivers

of costs and supply chain performance
Redesign of logistics, inventory management

and information systems to enhance supply
chain eciencies
Role of forecasting and holistic planning in

supply chain management
Strategic sourcing and contract management
Managing risk in supply chains
Target Group
Managers at all levels in public and private sector
enterprises responsible for procurement, logistics,
warehousing, inventory management, and related
functions
Three days (Nov 25-27, 2015)

Mr S Satish Kumar
Inaugural of International Seminar on Social Sector

Development Issues, Challenges and Policy
30

Introduction
Programme Content
This one day programme is intended to organize a

discussion on principles, practices and challenges
that the Memorandum of Understanding
(MoU) system is faced with in the context of the
guidelines on MoU for the year 2015-16 issued
by the Department of Public Enterprise (DPE),
Government of India and the Mankad Committee
(2011) recommendations on the various facets
of MoU as approved by the GoI. The programme
will focus on MoU as a tool for performance
improvement to implement breakthrough idea in
Public Enterprise (PEs) transcending beyond the
process improvement. Disruptive Strategies are
adopted by modern enterprises to lift the levels
of performance. The programme will explore
the possibility of making MoU as the focal point
for designing and implementing such disruptive
strategies. The one day programme would be
conducted at the Institute of Public Enterprise,
Hyderabad.
Working with MoU system
Recommendations of Mankad Committee
Implementation challenges facing to MoU

system
RFMS and MoU system
Linkage between PRP and MoU rating
New frame work for MoU
Target Group
Managers and executives from dierent

functions who directly or indirectly deal with
the MoU system in the enterprise.
One day (Nov. 27, 2015)

Prof R K Mishra &

Ms J Kiranmai
The main objectives of the programme are to:
Understand the relevance of MoU System
Study the new guidelines issues by DPE
Envision future challenges facing MoU

system
Develop and understanding

international scenario
of
the
Inaugural of KSAD Programme
31
Planning, Monitoring And Evaluation

Introduction
Planning, Monitoring and Evaluation system is an
integral part of many verticals and programmes in
the social and economic sectors of State and Union
Governments. Generally, experiences have shown
that programmes with excellent conceptualization
and good intentions lagged behind in delivering
expected outputs. This is often direct fallout of
weak or ineective monitoring and evaluation
frameworks. The necessary mid course actions
cant be taken in time without a good M&E system
in place.
It is very important to adequately equip the
programme planning sta with techniques of
planning as well as constructively monitoring the
development projects. International agencies like
the World Bank, UNDP and UNICEF have developed
useful frameworks for eective Planning, Monitoring
and Evaluation of development projects. In this
background, to build the capacity of senior and
middle level ocers working in the above areas,
a one week residential programme is proposed by
the Institute of Public Enterprise, which has rich
experience in capacity building of development
functionaries.
32
To develop the participants ability to plan

and analytically conceptualize programmes
that address stakeholder needs.
To equip the participants with knowledge
of quantitative and qualitative methods of
M&E activities.
To capacitate the participants in the areas

of monitoring, reporting and disseminating
results.
Programme Content
Overview of planning, monitoring and

evaluation frameworks and design
Logframe analysis
Results based management
Quantitative methods and techniques
Data analysis using SPSS
Qualitative methods and PRA techniques
Qualitative data analysis and narrative

analysis using NVivo
Managing evaluation,
dissemination
reporting
and
Target Group
Ocers of state and central government involved
in development planning and monitoring,
development professional from NGOs, project
managers in internationally assisted programmes,
and M & E functionaries from public and private
enterprises working with CSR projects.
Three days (December 7 -9, 2015)

Dr A Anand
Innovation in Business and Marketing

Strategies for Products & Services
Introduction
Innovate, else Perish. This seems to be truly the
scenario of the intensely competitive businesses
in the present day global business environment.
And, precisely for this reason, companies across the
globe, be it global giants like Apple, GE, Samsung,
Toyota, Toshiba, BMW or the Indian large companies
like the TATA, Birla, Infosys, Wipro, BHEL, CIL, IOCL,
ONGC, etc., are all embracing Innovation as the
sole weapon to emerge victorious in the ercely
fought business wars .
Hence the need to learn and gain knowledge about
the intriguing and powerful realm of Innovation as
applied to businesses, be it the Public Sector, or the
Private Sector companies.
Familiarizing the participants with the

concepts of Innovation Management
Inspiring the participants to resort to

innovation as second nature to help their
company / organization attain rapid growth
in revenue/ prot / market share
To endeavour to transform them as

Brand Ambassadors of Innovation in their
Organizations who could take the initiative
to transform their organization into an
Innovative Enterprise
Innovation as a Strategy for Growth Amid

Fierce Competition ;
Imbibing the Culture of Innovation within an

Organization;
Innovation Management and the way to

accomplish management of innovation ;
Business Model / Business Strategy /

Marketing Strategy Innovation For Growth in
Market Share & Protability;
A Case Study of an extremely successful

company.
System
attributes
to
accomplishment of Innovation.
A hands-on exercise to participants to incite

them to contribute ideas on innovating
across businesses.
facilitate
Target Group
Top and middle management executives of Public
and Private sector Companies and business
organizations, Ocers of R & D units of Enterprises,
Entrepreneurs owning businesses as well as
Academicians / Faculty of Management / Commerce
/ Engineering Departments, Institutes of Design /
Fashion Technology.
Two days (Jan. 21-22, 2016)
Programme Content
Signicance of Innovation for attaining a

quantum jump in revenue, market share and
prots
Breakthrough Innovations of Products and

Services;
Dr S K Mathur
33
MDPs, Conferences, Seminars &

Workshops Conducted During 2014-15
S No
34
Title of the Programme
Programme Director
Programme Dates
Seminar on MoU : DPE Guidelines for 2014-15,

Implementation and Performance Evaluation
Prof R K Mishra
April 23, 2014
National Seminar for Exchange of Best Practices

Mr K R S Sastry & Dr G
Vidyanath
May 22-23, 2014
Auto CAD for Civil/Mechanical/Electrical

Engineering
Mr A S Kalyana Kumar
May 28-30, 2014
Network Design and Cyber Security Measures
June 6-7, 2014
Sharing of Best Practices in Vigilance and Audit

Proof System of Integrated e-Procurement and
Cyber Security in Public Sector
Mr K R S Sastry
June 17-18, 2014
Information Intelligence and Cyber Security
June 26-27, 2014
Applied General Management
Dr Swayam Prava Mishra, June 26-28, 2014

Dr Ch Lakshmi Kumari &
Dr S S Subrahmanyam
Integrated Materials Management
Mr J B Venkataratnam
July 7-9, 2014
Executive Development Programme [for the

executives of NRSC]
Dr A Sridhar Raj
July 8-11, 2014
10
Project Management [for the executives of NMDC

Ltd, NISP, Nagarnar]
Mr S Satish Kumar
July 8-12, 2014
11
Commercial Accounts and Financial Management

[for the ocers of KSAD]
Mr S Satish Kumar & Dr S July 14-26, 2014

S Murthy
12
Board Orientation Programme : Its Her Time on

the Board
Dr Shital Jhunjhunwala & July 18-19, 2014

Ms J Kiranmai
13
Mr KRS Sastry
July 22-25, 2014
14
Corporate Reforms and Changing Corporate

Strategy
Dr K Trivikram & Dr
Nandita Sethi
July 24-25, 2014
15
Project Management [for the executives of NMDC

Ltd]
Mr S Satish Kumar
July 29 to 2nd Aug,

2014
16
Corporate Social Responsibility
Ms Punam Singh & Dr

Shulagna Sarkar
August 4-5, 2014
17
Board Level Orientation Programme
Dr N Rukmini Rao
August 7-9, 2014
18
Leadership & Change Management
Mr V Anji Raju
August 8-9, 2014
19
Mr KRS Sastry
August 20-22, 2014
20
Project Management [DPE, Govt. of Karnataka]
Dr S S Subrahmanyam
September 1-3, 2014
21
Pooling Resources for Optimum Results [DPE,

Govt. of Karnataka]
Dr S S Subrahmanyam
September 8-12,
2014
S No
Programme Director
Mr KRS Sastry
Programme Dates
22
Board Development Programme for Board &

Senior Level Executives
September 10-12,
2014
23
Board Development Programme [Inhouse prog for Mr KRS Sastry

The Shipping Corpn of India Ltd]
October 8-10, 2014
24
Human Resources and Personnel Management in

SLPEs / Best Practices for Resource Optimization
[DPE, Govt of Karnataka]
Dr S S Subrahmanyam
October 13-17,
2014
25
Manufacturing Excellence [for the executives of

BDL]
October 27-28,
2014
26
Best Result Through Competitive Advantage

Analysis [DPE, Govt. of Karnataka]
Dr S S Subrahmanyam
October 27-31,
2014
27
National Conference for the Development of

Women Executives
Mr KRS Sastry & Dr

Narendranath K Menon
October 30-31,
2014
28
Information Intelligence and Cyber Security
October 30-31,
2014
29
Board Dev Prog for Board & Sr Level Executives
Mr KRS Sastry
November 11-13,
2014
30
International Conference on Health System

Strengthening : Country Experiences
Dr P Geeta
Nov 12-14, 2014
31
Rural Marketing [Sponsored by DPE, Govt. of

Karnataka]
Dr S S Subrahmanyam
Nov 13-15, 2014
32
Dr P Geeta & Dr R
Jayasree
17th Nov 14th

Dec, 2014
33
Project Formulation, Project Evaluation & Project

Management [for the executives of APIIC Ltd]
Mr KRS Sastry
Nov 17-22, 2014
34
International Conference on Corporate

Governance
Dr Shital J & Ms J
Kiranmai
Nov 20-21, 2014
35
Project Formulation, Project Evaluation & Project

Management [for the executives of APIIC Ltd]
Mr KRS Sastry
Nov 24 & 26-29,

2014
36
International Seminar on Social Sector

Development : Issues, Challenges and Policy
Dr A Anand & Dr Ch
Lakshmi Kumari
Nov 27-28, 2014
37
Strategic Planning for Self-Sustainable Growth

[sponsored by DPE, Govt. of Karnataka, Blore]
Dr S S Subrahmanyam
Dec 1-5, 2014
38
Global Congress on CSR
Dr Shulagna Sarkar & Ms

Punam Singh
Dec 5-6, 2014
39
International Conference on Global Business

Environment : Strengthening Marketing Strategies
in Emerging Markets
Dr S K Mathur & Dr
Prarthana
Dec 11-12, 2014
40
Commercial Accounts and Financial Management

[Sponsored by KSAD, Bangalore]
Mr S Satish Kumar & Dr S Dec 15-27, 2014

S Murthy
41
International Conference on Financial Inclusion :

Issues, Opportunities and Challenges
Dr S S Murthy
42
Soft Skills [for the Branch Managers of LIC of India] Mr KRS Sastry
Dec 29-30, 2014

January 5-7, 2015
35
S No
36
Programme Director
Dr S S Murthy
Programme Dates
43
Frontiers of Finance [for the executives of Indian

Railway Finance Corporation Ltd]
January 7-8, 2015
44
Soft Skills [for the Branch Managers of LIC of India] Mr KRS Sastry
January 8-10, 2015
45
Cyber Security [for the executives of Numaligarh

Renery Ltd]
Mr S Satish Kumar
January 20, 2015
46
Managerial Eectiveness [for the executives of

State Training Corporation of India Ltd]
Mr S Satish Kumar & Dr A January 20-22, 2015

Sridhar Raj
47
Finance for Non-Finance Executives [NEEPCO,

Shillong]
Dr G Vidyanath & Dr A
Pawan Kumar
January 21-22, 2015
48
Awareness Programme on CSR [for the

executives of Neyveli Lignite Corpn Ltd]
Ms Punam Singh & Dr

Shulagna Sarkar
January 23, 2015
49
Awareness Programme on CSR [for the

executives of Neyveli Lignite Corpn Ltd]
Ms Punam Singh & Dr

Shulagna Sarkar
January 24, 2015
50
National Convention on Executive Compensation

in CPSEs
Mr KRS Sastry
January 29, 2015
51
Soft Skills [for the Branch Managers / AAOs of LIC

of India]
Mr KRS Sastry
February 5-7, 2015
52
Soft Skills [for the Branch Managers / AAOs of LIC

of India]
Mr KRS Sastry
February 9-11, 2015
53
International Workshop On Urban Green Space

Management : Areas for Global Policy and
Research Intervention (Australia India Council
Research Scoping Workshop : Liveable Cities)
Dr P S Janaki Krishna and

Dr Ch Lakshmi Kumari
February 27, 2015
54
Building Excelling Organizations Through People

[Jointly organized with National Institute of
Personnel Management & NLC]
Dr Shulagna Sarkar
Feb 28th & 1st

March, 2015
55
2nd International Conference and Doctoral

Colloquium on Transformative Social Science
Research : Disciplines, Collaborations and Think
Tanks [in collaboration with IIPA]
Dr R Jayasree
March 3-4, 2015
56
Mining and Metals Forum for Public Sector

Companies [SAP in association with IPE]
Mr ANK Prasanna
Anjaneyulu
March 10, 2015
57
Conclave of Vigilance Ocers
Mr KRS Sastry
March 12-13, 2015
Faculty Prole
Prof RK Mishra
M.Com. (Applied Economics), PhD (Finance), ITP (Management), SDA, Bocconi, Milan, Italy, Senior Professor and
Director, IPE. He has studied, researched and taught at the University of Rajasthan, London Business School, SDA
Bocconi, University of Bradford, International Center for Promotion of Enterprises. He is a Visiting Professor at
Maison Des Sciences De L Hommes, Faculty of Economics University of Ljubljana, and UiTM, Malaysia. He has
handled assignments from UNDESA; OECD; ADB; Cabinet Secretariat, GoI; Commonwealth Secretariat; various
ministries of Govt of India; state governments and public enterprises. He has guided doctoral research and
taught at the MBA programmes in several universities in India and abroad.
Areas of Interest : Finance, Restructuring, Corporate Governance, Corporate Social Responsibility, Enterprise
Management and Public Policy.
E-mail: rkmishra@ipeindia.org
Dr S Sreenivasa Murthy
Dr K Narendranath Menon
Dr S K Mathur
Dr G Vidyanath
Mr K R S Sastry
Dr A Anand
Mr S Satish Kumar
Dr Trivikram Rao Kadiyala
M.Com., PhD, Associate Professor

Finance, Adviser - PGDM-BIF, Dy Dean &
Head-Placements Division
Areas of Interest : Financial Management,
Financial Services, Security Analysis &
Portfolio Management, Project Appraisal
& Management
E-mail: ssmurthy@ipeindia.org
Fellow - IIM Bangalore, BE (Mechanical),

Sr Faculty - International Business &
Adviser- PGDM-IB
Areas of Interest : MIS, IT, e-Governance,
International Business, Transportation
Management, Performance Monitoring
Systems for Public Enterprises, General
Management, Export Strategies,
Innovation & Technology Management,
Management of Educational Institutions.
E-mail: skmathur@ipeindia.org
Certied Cost Analyst (Institute of Cost

Analysis, USA), Fellow ICWAI, Associate
Member (ICSI), MBA, Sr Faculty - Finance
Areas of Interest : Corporate
Management in Public Enterprises, Cost
Accountancy, Chartered Accountancy,
Turn Around Strategy, Project Financing,
Cost and Financial Analysis, Performance
Management
E-mail: krssastry@ipeindia.org
BE (Hons), PGDM (IIM-Bangalore), Sr FacultyQM & Operations, Training Coordinator

Areas of Interest : Quantitative
Techniques, Operations Management,
Project Management
E-mail: satishkumar@ipeindia.org
M.Com., M.Phil, PhD,

Sr Faculty Finance
Areas of Interest : Financial
Accounting, Leadership and
Strategic Management
E-mail: narenkrish@ipeindia.org
M.Com, M.Phil, PhD, Sr Faculty Organizational Behaviour, Financial

Management
Areas of Interest : Organizational
Behaviour, Core Financial Management,
Accounting
E-mail: vidyanath@ipeindia.org
M.A., PhD.,
Sr Faculty - Governance & Public Policy
Areas of Interest : Social Science
Research, Public Policy, Social Sector
Development, Culture and Change
Management
E-mail: anand@ipeindia.org
BA (Economics), MA (Economics), PhD,

Associate Professor Economics and
Adviser - PGDM
Areas of Interest : Public Enterprise
Policy, Economic Reforms, International
Business, Privatization Aspects.
E-mail: trivikramk@ipeindia.org
37
Dr S S Subrahmanyam
Dr Nandita Sethi
Dr A Jagan Mohan Reddy
Dr Shital Jhunjhunwala
Mr V Anji Raju
Mr ANK Prasanna Anjaneyulu
Dr M LN Rao
Dr Ch Lakshmi Kumari
Dr PS Janaki Krishna
Dr Pawan Kumar Avadhanam
Dr V Srikanth
Ms Shaheen
B.Tech.(Mech), M.Tech.(IE & M), PhD, FIE,

Chartered Engineer, Associate Professor
- Operations
Areas of Interest : Project Management,
Production & Operations Management,
Operations Research.
E-mail: sssubramanyam@ipeindia.org
MA (Economics), M.Phil., MBA, LLB,

PGDIR & PM, PhD, Associate Professor
- HRM
Areas of Interest : HRM, Strategic
Management
E-mail: jaganmohan@ipeindia.org
M.Sc.(Agriculture), Associate Professor

Production and Coordinator Student
Aairs
Areas of Interest : Project Management,
Production & Operations Management,
Rural Marketing, Biotechnology.
E-mail: vanjiraju@ipeindia.org
M.Sc., PGDIPR, MBA, PhD, Associate

Professor Marketing & Controller of
Examinations
Areas of Interest : Intellectual property
Rights, Marketing Management
E-mail: mlnrao@ipeindia.org
M.Sc., PhD, Associate Professor Biotechnology

Areas of Interest : Biotechnology,
Biosafety, Public-Private Partnership
in Biotechnology, Climate Change,
e-Agriculture, Waste Management
E-mail: janaki@ipeindia.org
MBA (Marketing Management, HRM),

PhD, Assistant Professor Marketing &
Adviser - PGDM-RM
Areas of Interest : Marketing Management,
Market Research, Consumer Behavior,
Strategic Management, HRM, Cyber
Marketing, Retail Management, CRM
E-mail: srikanthv@ipeindia.org
38
M.Phil., PhD, Assistant Professor Economics

Areas of Interest : International Trade &
Finance, Asian Markets, Indian Economy,
Women Entrepreneurship
E-mail: nanditasethi@ipeindia.org
Fellow - ICA, PGDBM (IIM-C), (ICWAI),

PhD, Assistant Professor - Finance
Areas of Interest : Cost / Management
Accounting, Auditing, Credit Appraisal,
Investment Planning, Valuation of
Intangible Assets
E-mail: jhunjhunwalas@ipeindia.org
M.Sc.(CS), M.Tech.(CS), AMTIE, Assistant

Professor - IT & IT Facilitator
Areas of Interest : Data Warehousing,
Data Mining, Web Mining, Semantic Web,
DBMS & Programming Languages
E-mail: ankprasanna@ipeindia.org
MA, M.Phil., PhD, Assistant Professor Economics

Areas of Interest : Micro- & MacroEconomics, Environmental Management
E-mail: laxmi_k@ipeindia.org
M.Com.(Business Management), M.Phil.

(Commerce), MBA (Finance), PhD
(Economics), Assistant Professor - Finance
Areas of Interest : International
Business, International Economics,
International Financial Management,
Indian Financial Systems
E-mail: pawanavadhanam@ipeindia.org
M.Sc.(Computers), (PhD), Assistant

Professor IT & Coordinator-PGDM
Areas of Interest : Data Structures,
Articial Intelligence, Design & Analysis
of Algorithms, Operations Research,
Business Statistics
E-mail: shahmsc@ipeindia.org
Dr M Meher Karuna
Dr Jayasree Raveendran
Ms Punam Singh
Mr M J Ramakrishna
Dr A Sridhar Raj
Mr K V Ramesh
Dr M Karthik
Ms J Kiranmai
CS T Anil Kumar
Dr V Rajeev Karan Reddy
Dr Shulagna Sarkar
MA, MBA, PGDPMIR, PhD, Assistant

Professor - Marketing & HRM and
Coordinator-PGDM-RM
Areas of Interest : Marketing
Management, Strategic Management
E-mail: meherkaruna@ipeindia.org
MBA (HRM), (PhD), Assistant Professor

- HRM & OB, Coordinator-Center for CSR
and Joint Coordinator-Training
Areas of Interest : HRM, OB, Training
& Development, Compensation
Management and CSR
E-mail: punamsingh@ipeindia.org
M.Sc., MCA, M.Phil. (CS), Assistant

Professor - IT)
Areas of Interest : Software Engineering,
Project Management, Networks
E-mail: kalyan@ipeindia.org
M.Com., LLB, PGDT, PGDPM, MBA,

M.Phil., (PhD), Assistant Professor
Finance and Coordinator - MBA (PE)
Areas of Interest : Financial Management,
Business Laws, Taxation
E-mail: kvramesh@ipeindia.org
M.Com., M.Phil., (PhD), Assistant

Professor Finance and CoordinatorPGDM-BIF
Areas of Interest : Restructuring,
e-Governance
E-mail: kiranmai@ipeindia.org
MA (French), MA (Philosophy), PhD

(Philosophy), Assistant Professor - French
Areas of Interest : Basic French
for Managers / Business People,
Management as seen in India & France,
Social & Political Thought, Traits of an
Ideal Manager, Communication
E-mail: rajeev_karanv@ipeindia.org
M.Com., M.Phil., PhD, Assistant ProfessorFinance & HRM and Coordinator- Research
Areas of Interest : Investors Risk Perception
in Capital Markets, Application of Behavioral
Decision Theories in Investment Decisions,
Behavioral Dynamics in Capital Markets,
Corporate Governance
E-mail : rjayasree@ipeindia.org
MBA (HR), Assistant Professor - HRM

Areas of Interest : Strategic Management,
Recruitment & Selection, Training &
Development
E-mail: mjramakrishna@ipeindia.org
MA (Public Administration), Ph D;
Assistant Professor - OB & HRM
Areas of Interest : General Management,
Organizational Behavior
E-mail: sridharraj@ipeindia.org
MIB, PhD, Assistant Professor International Business & Marketing and

Coordinator-PGDM-IB
Areas of Interest : International Business,
Global Marketing, Branding, Rural
Marketing
E-mail: karthik@ipeindia.org
M.Sc., LLB, MBA, ACS,

Assistant Professor Finance and
Coordinator-PGDM-HRM
Areas of Interest : Finance, Corporate,
Industrial / Labour Laws, Taxation
E-mail: anilkumar@ipeindia.org
LLB, MBA, PhD,

Assistant Professor - HRM & OB and
Joint Coordinator-PGDM-HRM
Areas of Interest : Organizational Behavior,
HR Management, Competency
Management, Training and
Development and CSR
E-mail: shulagnasarkar@ipeindia.org
39
Dr Geeta Potaraju
Dr Rajesh Gangakhedkar
Mr P Mahesh
Mr S Vivek
Mr S Parabrahmaiah
Dr K V Anantha Kumar
Dr Usha Nori
Dr Swayamprava Mishra
Dr B Sai Sailaja
Mr M Chandrashekar
Dr Prarthana Kumar
Ms Anupama Dubey Mohanty
M.A (Political Science), M.Phil, PhD,

Assistant Professor - Governance
Areas of Interest : Participatory
Governance, Public Sector Reform
E-mail: pgeeta@ipeindia.org
M.Com., PhD, Assistant ProfessorEconomics

Areas of Interest : World Trade
Organization and Power Sector
E-mail: rajesh@ipeindia.org
MBA (University of Wales, UK), Assistant

Professor - HR
Areas of Interest : Personality
Development and HR Management
E-mail: vivek@ipeindia.org
BE, MBA, PhD, Assistant Professor

Quantitative Techniques and Marketing
Areas of Interest : Marketing
Management, Quantitative Techniques,
E-mail: ananth@ipeindia.org
M.A. (Economics), PhD., UGC NET,

Assistant Professor - Economics
Areas of Interest : Macro Economics,
Credit Risk Management, Econometrics,
Financial Economics
E-mail: swayampravamshr@ipeindia.org
M.Com, MBA, M.Phil(I), (PhD), NET, SET,

Assistant Professor - Finance
Areas of Interest : Corporate Finance,
Financial Modeling, Financial Statements
Analysis
E-mail: m.chandrashekar@ipeindia.org
M.Tech (Production Engineering),

Faculty - Operations
Areas of Interest : Production and
Operations Management
E-mail: jbvratnam@ipeindia.org
40
MCA, M.Tech(CSE), Faculty - Information

Technology
Areas of Interest : Web Technologies,
Cloud Computing, Network Security,
Operating Systems.
E-mail: rakesh@ipeindia.org
B.E, PGDM, Faculty - Retail

Areas of Interest : Marketing & Retail
Management.
E-mail: maheshp@ipeindia.org
M.Sc (Statistics), MBA(Finance), S.A.S,

Faculty - Finance
Areas of Interest : Finance, Accounting &
Auditing
E-mail: param@ipeindia.org
Ph.D in Economics, Faculty - Economics

Areas of Interest : International trade,
International Finance, Agriculture,
Industrial Economics, Rural Development
and Social Welfare
E-mail: ushanori@ipeindia.org
MA, M.Phil, PGDEE, PhD (Economics);

Assistant Professor (Economics) &
Head-Admissions
Areas of Interest : Energy, Infrastructure
and Resources Economics
E-mail : saisailaja@ipeindia.org
MBA, PhD (Mktg); Faculty MemberMarketing & Coordinator-Exe. PGDM

Areas of Interest/Expertise: Experiential
Marketing, Multisesnsory Marketing,
Sensory Branding, Services Marketing;
E-mail : prarthanakumar@ipeindia.org
MA, MPhil, (PhD), UGC NET;

Faculty Member (Geography)
Areas of Interest : Water Management,
Sustainable Development, Climate
Change, Migration, Agri Crisis, Research
Methodology
E-mail : anupama@ipeindia.org
Administrative Support
Mr Goverdhan Gokul
B.Sc., PGDPM, LLB, MBA;

Administrative Ocer
About 30 years of experience in areas
of Personnel, Administration and Estate
Management
Directors Oce
Mr Mohd Abdul Muttalib (Record Assistant),

Mr J Raghunath Reddy (Oce Subordinate)
Library
Mr B Bikshapathy (Junior Assistant), Mr M K Badruddin (Book

Bearer), Mr P Ranga Reddy (Oce Subordinate)
Training Division
Mr T Raju (Oce Subordinate)
Mr P Sreenivasa Rao
B.Com., MBA (Finance);

Accounts Ocer
Experience of about 30 years in
Finance & Accounts
MBA (PE) Division
Mr RVL Narayana (Steno-Secretary)
PGDM / PGDM-IB / PGDM-HRM Divisions

Ms K Padmaja (Steno-Secretary)
Mr G Ravinder (Oce Subordinate)
PGDM - RM / PGDM-BIF Divisions

Mr Ch Manmad Reddy (Junior Assistant)
Placement Division
Ms Sunita Murthy
MA, MLISc (Library Computerization);

Library In-charge
Professional experience of about 20 years
in Library Management and Services
Ms HV Shailaja (Junior Assistant)

Mr B Ramulu (Oce Subordinate)
IT Division
Ms YV Sujana (Programmer), Mr Mohd Osman (Lab Instructor &

Console Operator) , Mr K Phani Kumar (Lab Instructor & Console
Operator), Mr T Vikram (Lab In-charge),
Mr M Vaman Reddy (Lab Instructor)
Controller of Examinations Oce
Mr P Chandra Shekhar
B.Com; Training Division In Charge

Has more than twenty years of
experience in administration
Mr Ch Upender
BA, LLB, PGDPMIR; PS to Director

Exposure to Law and Industrial Relations,
liaison with Educational Institutions,
Government, etc
Mr B Nagesh (Junior Assistant),

Mr T Venkatesh (Oce Subordinate)
Research and Publications
Mr AV Bala Krishna (Editorial Associate), Ms R Yasholatha,

Ms Qudsia Hafeez, Mr Kotigri Reddi Swaroop, Mr Gellu Srinivas,
Mr D Sambaiah, Ms Lakshmi Rawat, Ms S Lakshmi, Ms Salma Jahan
Siddiqui, Ms Mousumi Singha Mahapatra, Ms Seema Ghosh,
Ms Honey Gupta, Mr Jehangir Ahmad Khan, Ms Khudsia Zeeshan,
Mr Maram Srinivas, Mr Balaji Vejju, Mr K Sambasiva Rao,
Mr V Ramesh
Administration & Accounts
Mr C Ramakrishna (Project Assistant), Mr P Radhakrishna Reddy

(Sr Accounts Assistant), Ms Geeta Iyer (Front Oce Assistant),
Ms C R Kavitha (Junior Assistant), Mr A Sreenivasa Rao (Record
Assistant), Mr T Sudheer Kumar (Junior Assistant), Mr N Ganesh
(Assistant Facilities Manager), Mr B Ravi (Electrician), Mr P Jogi Reddy
(Driver), Mr G Raghava Reddy (Driver), Mr G Venkatesulu (Driver),
Mr K Yadaiah (Oce Subordinate), Mr K Jagan Mohan (Oce
Subordinate), Mr G Bikshapathy (Oce Subordinate),
Mr K Harivardhan (Oce Subordinate), Mr Akhilesh Roy
(Hostel Attendant), Mr K G Omana Kuttan (Oce Subordinate),
Ms K Yadamma (Sweeper), Ms Sankaramma (Sweeper),
Ms J Pushpa (Sweeper), Ms Syed Shaheeda Begum (Sweeper),
Mr TVK Prashanth Ram (Oce Subordinate), Mr Narsing Rao
(Oce Subordinate-Garden), Mr Ch Balraj (Oce SubordinateGarden), Ms M Subhadra (Oce Subordinate-Garden),
Ms K Pushpa (Oce Subordinate-Garden)
41
INSTITUTE OF PUBLIC ENTERPRISE

O U Campus, Hyderabad-500 007
Advance Nomination Form

To
The Incharge-Training Division
Osmania University Campus
Hyderabad 500 007
Dear Sir,
We wish to sponsor the following nominees for the programs indicated against their names:
S.
No
Name of Organization
Name & Designation

of Nominee
Programme
Title & Date
Phone / Fax / Email
Kindly register their names for the respective programs and send us the brochures and nomination forms for
completing the required formalities.
Thanking you,
Yours faithfully,
Signature: _________________________________
Address : ____________________________________
Name: ____________________________________
____________________________________________
Designation: _______________________________
____________________________________________
Organization: ______________________________
____________________________________________
Phone (Oce) : _______________________________
Mobile : _____________________________________
Fax : ________________________________________
Email : ______________________________________
42
KSAD PROGRAMME at Luminous One Continent Hotel
Welcome Address by Prof R K Mishra, Director, IPE During the Inaugural of Board Level Orientation Programme at Leonia Resorts
43
CONTACT
Mr S Satish Kumar
Sr Faculty and Training Coordinator
Mobile No: 9849017703
e-Mail id: satishkumar@ipeindia.org
Mr P Chandrasekhar
Training Division In-charge
Mobile No: 9391932101
e-Mail id: sekhar88@gmail.com
institute of public enterprise

OU Campus, Hyderabad - 500007
Telefax: +91-40-27095478
www.ipeindia.org

IPE MDP Training Calendar 2015-16

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

IPE MDP Training Calendar 2015-16

Uploaded by

Copyright:

Available Formats

institute of public enterprise

MANAGEMENT DEVELOPMENT PROGRAMMES

Institute of Public Enterprise

Management Development Programmes at IPE

List of MDPs for 2015-16

MDPs, Conferences, Seminars & Workshops conducted during 2014-15

Management Development Programmes 2015-16

Greetings from the Institute of Public Enterprise (IPE)!

Institute of Public Enterprise

he Institute of Public Enterprise (IPE) was

IPE Campus Main Entrance

Institute has gained recognition as a Center

Management Development Programmes 2015-16

of India, State Governments, autonomous

and globalization, the convergence of

Institute of Public Enterprise

IPEs strength lies in its diverse faculty traits

Learning and Development

In essence, the MDPs epitomize the quest for

Management Development Programmes 2015-16

Several seminars, conferences and other

Unit-Based (In-House / Customized)

Management / Strategic Planning for SelfSustainable Growth / Soft Skills / Frontiers

Some in-house programs conducted

Inaugural of International Conference and

Institute of Public Enterprise

List of MDPs for 2015-16

Enhancing Behavioural Competencies Through

May 13-15, 2015

Customer Relationship Management

May 20-22, 2015

Finance for Non-Finance Executives

May 27-29, 2015

National Seminar for Exchange of Best Practices May 28-29, 2015

Strategic Management of Tenders & Contracts

June 17-19, 2015

Information & Cyber Security

June 18-20, 2015

Mr A S Kalyana Kumar &

Enhancing Behavioural Competencies Through

June 22-24, 2015

Managing Corporate Social Responsibility for

June 25-26, 2015

Ms Punam Singh &

July 9-11, 2015

Changing Industrial Relations Scenario

July 24-25, 2015

Dr A Jagan Mohan Reddy &

Applied Financial Management

July 27-30, 2015

Advanced Leadership Programme

Aug. 10 21, 2015,

MoU: DPE Guidelines, Implementation and

Aug. 28, 2015

Prof R K Mishra &

Competency Based HRM: Designing and

Sept 3-4, 2015

Dr Shulagna Sarkar &

Eective Sales & Distribution Management

Sept 10-12, 2015

Resettlement and Rehabilitation: Baseline,

Sept. 21 -23, 2015

Management Development Programmes 2015-16

Board Development Programme for Board