International financial institutions, WTO and sustainable development Thesis Proposal

International financial institutions, WTO and sustainable development - Thesis Proposal Example The present approach to development recognizes that environmental and human rights protection is linked closely to economic growth and development (Kirk Herbertson). Kirk argues that the World Bank has invested in activities that promote sustainable development. But, the legal mandate of the World Bank has not changed to reflect this broader understanding (Kirk Herbertson).In the 1980 and 1990s, the World Bank demanded economic reforms. Now it allows the borrowing government to choose what is most appropriate for them. Sometimes governments demand funds for projects that are not environmentally sustainable. The civil society sometimes protests against such projects. In the recent past, World Bank has adopted policies to support sustainable development. In 2006, the Bank created its Sustainable Development Network. It provides financial support on issues such as climate change, agriculture, and natural resource management (Kirk Herbertson). The international financial institutions now serve more as advisors to government than regulators. Kirk further argues that in the next decade, the World Bank and other IFIs will play an important role in financing sustainable development. The IFI favourably responds to demands of government after considering the risk factors. Its fossil fuel related projects have grown.

Article Review LAW 421 Essay Example for Free

Article Review LAW 421 Essay The article was a proposal that tried to justify the reason that congress should repeal the Sarbanes-Oxley Act (SOX Act) of 2002. The act is seen as a problem because individual felt that the act was only put in place so government official could feel better about addressing some issues of popular concern rather than resolving the issue. According to Niskanen the SOX act of 2002 is unnecessary, harmful, and inadequate (2006). Punishments under this act included jail time and loss of personal property. The act was viewed as unnecessary because the stock exchange has already addressed and implemented procedures to deal with most of the issues presented in the SOX act of 2002. Those implementations include accounting standards, prosecution for fraud, audits, and financial reporting procedures. Officials felt that both acts addressed the same issues therefore, congress should deem the SOX act of 2002 unnecessary. The SOX act of 2002 was viewed as harmful because it would â€Å"reduce the incentive of corporate executives and directors to seek legal advice† (Niskanen, 2006). It was also seen as harmful because it cause a ban on loans to corporate officer which would pose a problem for compensation. The act was viewed as inadequate because it â€Å"failed to identify and correct the major problems of accounting, auditing, taxation, and corporate  governance that have invited corporate malfeasance and increased the probability of bankruptcy† (Niskanen, 2006). Recommendation to make the act better included congress needed to state more clearly that criminal penalties under the SOX act of 2002 needed proof of personal involvement and criminal intent. Another recommendation was to reduce the cost it took to implement the act. LEGAL ISSUE The legal business issues raised in the article monopoly and unconstitutional. Monopoly because SOX act would have sole control over punishments. Unconstitutional because private businesses were not targeted therefore, public businesses felt that all businesses did not have the same right. MANAGERIAL PERSPECTIVE The legal issues of the SOX act of 2002 affect the way business operate. Businesses have to have certain measures of internal control with the act. The would also have to report financial accounts accurately and follow certain accounting procedure in their day to day business activities. The issued implemented in the SOX act of 2002 could have been avoided if business owners and executives would have exercised fairness and accuracy in the first place. Government would not have had to step in and make these implantations. Reference Niskanen, W. A. (2006). Congress Should Repeal the Sarbanes-Oxley Act. Retrieved from http://www.cato.org/pub_display.php?pub_id=6624

Society Versus the Individual in Gather Together in My Name :: Gather Together in My Name Essays

Society Versus the Individual in Gather Together in My Name "I reassured myself. I was helping my man. And, after all, there was nothing wrong with sex. I had no need for shame. Society dictated that sex was only licensed by marriage documents. Well, I didn't agree with that. Society is a conglomerate of human beings and that's just what I was. A human being." What we have here from Maya Angelou's novel, Gather Together in My Name, is the basic battle of society against the individual. Who wins? Well, according to Angelou, the answer is no one wins because everyone loses. It is this particular theme that needs to be addressed the most for two reasons. One is that Maya Angelou is one of the first black females to write about the "Ritas" of the world. The second, which is the one under investigation in this essay, is in reference to John Oliver Killens' criticism, "This is the story of a great heroine who knows the meaning of a struggle and never loses her pride or dignity. Indeed, her story makes me proud of the human race." "I had no idea what I was going to make of my life, but I had given a promise and found my innocence. I swore I'd never lose it again." Those words spoken by Rita at the end of the novel seem to support Killens' appraisal. However, while an eighteen-year-old mother, who has had numerous failures and even a greater number of affairs, may know "the meaning of a struggle" quite well, it is not so that she never loses her pride or dignity. In fact, it is doubtful as to whether or not, even by the stories end, she has yet found it. One may argue that she found her pride and dignity after she stopped smoking pot or after she stopped prostituting or after (about the fifth time) she promised herself she would get her life together. Unfortunately, none of these are valid, for Rita did not actually discontinue the use of pot, she just ran out. Rita sleeps with a drug addict named Troubadour Martin for the security she thought she would receive from him.

Mba Syllabus

Master of Business Administration (MBA) – 2 Years (Syllabus 2007) SEMESTER I DBA 1601 MANAGEMENT CONCEPTS UNIT I INTRODUCTION TO MANAGEMENT – Evolution of Management thoughts – Contribution of Selected Management Thinkers – Various approaches to management – contemporary management practice – Managing in global environment – Managerial functions. UNIT II PLANNING – Importance of planning – TypesImportance of planning – Types of planning – decision making process – Approaches to decision making – Decision models – Pay off Matrices – Decision trees – Break Even Analysis.UNIT III ORGANISING – Departmentation – Span of ContDepartmentation – Span of Control – Delegation – Centralisation and Decentralisation – Commitees – Line and Staff relationships – Recent trends in organisation structures. eading – Leadership styl es and qualities – Communication – process and barriers. UNIT V CONTROLLING – Managements control systems – techniques – Types of control. TEXT BOOKS: * Stephen P. Robbins and David A. Decenzo, Fundamentals of Management, Pearson Education, Third Edition, 2001. *   J. S.Chandan, Management Concepts and Strategies, Vikas Publishing House, 2002. REFERENCES: * Tim Hannagan, Management Concepts and Practices, Macmillan India Ltd. , 1997. * Hellriegel, Jackson and Slocum, Management: A Competency-Based Approach, South Western, 9th edition, 2002. * Stewart Black and Lyman W. Porter, Management – Meeting New Challenges, Prentice Hall, 2000. * Koontz, Essentials of Management, Tata McGraw-Hill, 5th Edition, 2001. * Bateman Snell, Management: Competing in the new era, McGraw-Hill Irwin, 2002. DBA 1602 STATISTICS FOR MANAGEMENT UNIT I PROBABILITY -Basic definitions and rules for probability, conditional probability, independent of events, Bayeâ€⠄¢s theorem, random variables, Probability distributions: Binomial, Poisson, Uniform and Normal distributions. UNIT II SAMPLING DISTRIBUTION AND ESTIMATION – Introduction to sampling distributions, sampling techniques, sampling distribution of mean and proportion, application of central limit theorem. Estimation: Point and Interval estimates for population parameters of large sample and small samples, determining the sample size. UNIT III TESTING OF HYPOTHESIS -Hypothesis testing: one sample and two samples tests for means and proportions of large samples (z-test), one sample and two sample tests for means of small samples (t-test), F-test for two sample standard deviations, Chi-square test for single samples standard deviation. Chi-square tests for independence of attributes and goodness of fit. UNIT IV NON-PARAMETRIC METHODS – Sign test for paired data. Rank sum test: Mann – Whitney U test and Kruskal Wallis test. One sample run test, rank correlation. UNIT V CORRELATION, REGRESSION AND TIME SERIES ANALYSIS – Correlation analysis, estimation of regression line.Time series analysis: Variations in time series, trend analysis, cyclical variations, seasonal variations and irregular variations. TEXT BOOKS: * Levin R. I. and Rubin D. S. , â€Å"Statistics for management†, 7th edition, Prentice Hall of India Pvt. Ltd. , New Delhi, 2001. * Aczel A. D. and Sounderpandian J. , â€Å"Complete Business Statistics†, 5th edition, Tata McGraw – Hill Publishing Company Ltd. , New Delhi, 2004. * Anderson D. R. , Sweeney D. J. and Williams T. A. , â€Å"Statistics for business and economics†, 8th edition, Thomson (South – Western) Asia Pte. Ltd. , Singapore, 2002. REFERENCES: Levine D. M. , Krehbiel T. C. and Berenson M. L. , â€Å"Business Statistics: A First Course†, Pearson Education Asia, 2nd edition, New Delhi, 2002. * Hooda R. P. , â€Å"Statistics for Business and Economics†, 2nd edition, Macm illan India Ltd. , 2001. * Morse L. B. , â€Å"Statistics for Business and Economics†, HarperCollins college Publishers, New York, 1993. * Bowerman B. L. , Connel R. T. O’ and Hand M. L. , â€Å"Business Statistics in Practice†, 2nd edition, McGraw-Hill / Irwin, 2001. * Gupta S. C. and Kapoor V. K. , â€Å"Fundamentals of MathematicalStatistics†,Sultan Chand & Sons, New Delhi, 2002.DBA1603 ECONOMIC FOUNDATIONS OF BUSINESS ENVIRONMENT UNIT I NATURE AND SCOPE OF MACRO ECONOMIC ISSUES – Macro economic variables – national income, investment, savings, employment, inflation, balance of payment, exchange rate – circular flow of income – national income concepts – measurement of national income – role of economic planning – Indian economic planning. UNIT II ANALYSIS OF NATIONAL INCOME – Determination of national income – Keynesian perspective – multiplier – accelerator – busi ness cycle – the role of fiscal policy – Indian fiscal policy and experiences.UNIT III ANALYSIS OF MONEY MARKET – Demand and supply of money – money market equilibrium – the role of money – monetary policy – Indian perspectives. UNIT IV INTEGRATION OF COMMODITY AND MONEY MARKET – Analysis of inflation and unemployment – the role of economic policies – Indian experiences. UNIT V ANALYSIS OF EXTERNAL SECTOR – International trade – trade multiplier – linkage model – the role of trade policy – analysis of performance of Indian economy in external sector. TEXT BOOKS: * Ahuja H. L. , Economic Environment of Business, Macroeconomic analysis, S.Chand & Company Ltd. , New Delhi, 2005. * Gupta, G. S. Macroeconomics, Theory and Applications, Tata McGraw-Hill publishing company Ltd. , New Delhi, 2001. REFERENCES: * Samuelson, Paul A. , and Nordhaus, W. D. , Economics, Tata McGraw-Hill pu blishing company Ltd. , New Delhi 2004. * Ruddar Datt and K. P. M. Sundharam, Indian Economy, S. Chand & Company Ltd. , New Delhi, 2003. * Government of India (Ministry of Finance), Economic Survey (Latest issue), New Delhi. DBA1604 ORGANIZATIONAL BEHAVIOUR UNIT I FOCUS AND PURPOSE -Definition, need and importance of organizational behaviour – nature and scope – frame work – organizational behaviour models. UNIT II INDIVIDUAL BEHAVIOUR – Personality – types – factors influencing personality – theories – learning – types of learners – the learning process – learning theories – organizational behaviour modification. Attitudes – characteristics – components – formation – measurement. Perceptions – importance – factors influencing perception – interpersonal perception. Motivation – importance – types – effects on work behavior. UNI T III GROUP BEHAVIOUR -Organization structure – formation – groups in organizations – influence – group dynamics – emergence of informal leaders and working norms – group decision making techniques – interpersonal relations – communication – control. UNIT IV LEADERSHIP AND POWER – Meaning – importance – leadership styles – theories – leaders Vs managers – sources of power – power centers – power and politics. UNIT V DYNAMICS OF ORGANIZATIONAL BEHAVIOURS – Organizational climate – factors affecting organizational climate – importance. Job satisfaction – determinants – measurements – influence on behavior.Organizational change – importance – stability Vs change – proactive Vs reactive change – the change process – resistance to change – managing change. Organizational development †“ characteristics – objectives – team building. Organizational effectiveness – perspective – effectiveness Vs efficiency – approaches – the time dimension – achieving organizational effectiveness. TEXT BOOKS: * Stephen P. Robins, Organisational Behavior, Prentice Hall of India, 9th edition, 2001. * Hellriegel, Slocum and Woodman, Organisational Behavior, South-Western, Thomson Learning, 9th edition, 2001. REFERENCES: Schermerhorn, Hunt and Osborn, Organisational behavior, John Wiley, 7th edition, 2001. * Jit S. Chand, Organisational Behavior, Vikas publishing House Pvt. Ltd. 2nd edition, 2001. * Fred Luthans, Organisational Behavior, McGraw Hill Book Co. , 1998. * New Strom & Davis, Organisational behaviour, McGraw Hill, 2001. * Jaffa Harris and Sandra Hartman, Organisational Behaviour, Jaico, 2002. DBA1605 COMMUNICATION SKILLS UNIT I COMMUNICATION IN BUSINESS – Systems approach, forms of business communication, managemen t and communication, factors facilitating communication. UNIT II COMMUNICATION PROCESS -Interpersonal perception, selective attention, feedback, variables, listening, barriers to listening, persuasion, attending and conducting interviews, participating in discussions, debates and conferences, presentation skills, paralinguistic features, oral fluency development. UNIT III BUSINESS CORRESPONDENCE – Business letter. Memos, minutes, agendas, enquiries, orders, sales letters, notice, tenders, letters of application, letter of complaints. UNIT IV TECHNICAL REPORTS – Format, Choice of vocabulary, coherence and cohesion, paragraph writing, organization. UNIT V PROJECT REPORTS – Project proposal, project reports, appraisal reports.TEXT BOOKS: * Sharan J. Genrson and Steven M. Gerson – â€Å"Technical Writing – Process and Product† – Pearson Education – 2000. * Raymond V. Lesikar, John D. Pettit and Mary E. Flatley – Lesikass Bas ic Communication Tata McGraw Will 8th Edition – 1999. * Stevel. E. Pauley, Daniel G. Riordan – Technical Report Writing Today – AITBS Publishing & Distributors, India 5th edition – 2000. * Robert L. Shurter, Effective letters in business Thrid Ed. 1983. REFERENCES: * McGraith – Basic Managerial Skills for all Prentice Hall of India – 6th Edition 2002. * Halliday, M. A. Ky R. Hasan, Cohesion in English, Longman, London 1976.DBA1606 ACCOUNTING FOR MANAGEMENT UNIT I FINANCIAL ACCOUNTING 1. 1 Introduction to Financial, cost and management accounting, generally accepted accounting principles, conventions and concepts. The balance sheet and related concepts, the profit and loss account and related concepts/ Introduction to inflation accounting, introduction to human resources accounting. 1. 2 Accounting Mechanics – Basic records, preparation of financial statements, revenue recognition and measurement, matching revenues and expenses, In ventory pricing and valuation, Fixed assets and depreciation accounting, intangible assets. . 3 Analysis of financial statements – Financial ratio analysis, cash flow and funds flow statement analysis UNIT II COST ACCOUNTING AND MANAGEMENT ACCOUNTING 2. 1 Cost Accounts – Accounting for manufacturing operations, classification of manufacturing costs, Accounting for manufacturing costs. Cost Accounting Systems: Job order costing, Process costing, Activity Based costing, Costing and the value chain, Target costing, Cost-Volume – Profit Analysis, Standard cost system. 2. 2 Management Accounting:Relevant Cost for decision making, Incremental analysis, Special order decision, Production constraint decisions, Make or buy decisions, sell, scrap or rebuild decisions, Joint product decision, Responsibility accounting and performance evaluation. Budget: As a planning and control tool. TEXT BOOKS: * M. Y. Khan & P. K. Jain – Management Accounting, Tata McGraw Hil l publishing company Ltd. , 2004. * M. A. Sahaf – Management Accounting (Principles & Pratice): Vikas Publishing House Pvt. Ltd. , New Delhi, 2004. REFERENCES: * R. S. N. Pillai & Bagavathi – Managemnt Accounting S. Chand & Co.Ltd. , New Delhi, (2002). * R. Narayanaswamy – Financial Accounting – A managerial perspective Prentice Hall India Pvt. , Ltd. , New Delhi. * Bhattacharya S. K. John Dearden Accounting for Managemnt text and cases – Vikas publishing house, New Delhi, 2000. * Charles T. Hornegren – Introduction to management accounting Prentice Hall, New Delhi, 2001. DBA1607 LEGAL ASPECTS OF BUSINESS UNIT I MERCANTILE AND COMMERCIAL LAW The Indian Contract Act 1872 – Essential of a valid contract, Void Agreements, Formation of a contract, performance of contracts, breach of contract and its remedies, Quasi contracts.The Sale of Goods Act 1930 – Sales contract, transfer of title and risk of loss, warranties in s ales contract, performance of sales contracts, conditional sales and rights of an unpaid seller. Negotiable instruments Act 1881 – Nature and requisites of negotiable instruments, transfer of negotiable instruments and liability of parties, enforcement of secondary liability, holder in due course, special rules for cheques and drafts, discharge of negotiable instruments.Agency – Nature of agency – How created, Agent’s authority and liability of principal and third party: Rights and duties of principal, agents and Third party, liability of principal or agents torts, termination of agency. UNIT II COMPANY LAW – Major principles – Nature and types of companies, Formation, Memorandum and Articles of Association, Prospectus, Power, duties and liabilities of Directors, winding up of companies, Corporate Governance. UNIT III INDUSTRIAL LAW – An Overview of Factories Act, Payment of Wages Act, Payment of Bonus Act, Minimum Wages Act, Industri al Disputes Act.UNIT IV INCOME TAX ACT AND SALES TAX ACT – Corporate Tax Planning, Overview of Sales Tax Act, including Value Added Tax. UNIT V CONSUMER PROTECTION ACT AND INTRODUCTION OF CYBER LAWS. TEXT BOOKS: * N. D. Kapoor, Elements of mercantile law – Sultanchand and company, New Delhi – Latest edition. * Sen & Mitra – Commercial and Industrial law – The world press, Pvt. Ltd. , Calcutta – 1996. REFERENCES: * P. P. S. Gogna, Mercantile Law, S. Chand & Co. Ltd. , New Delhi, 1999. * Dr. Vinod K. Singhania Direct Taxes Planning and Management (Latest edition). * Respective Bare Acts.

theories of international trade

No: 1 BPO – BANE OR BOON ? Answers: 1. Which of the theories of international trade can help Indian services providers gain competitive edge over their competitors? 1. Suggested Theory to gain dynamism and competitiveness   in Operation A. Developing executive leadership at three levels †¢ top team, †¢ the personal development of individual executives as leaders and †¢ the Chief Executive Officer (CEO) B.Success Brand Development and Brand Strategy : An effective  brand strategy  will create a unique identity that will differentiate from the competition. That is why it's often deemed as the heart of a competitive strategy C. Strategies for Working : Work avoidance is one of the major paradoxes, Making a complete Plan to work, setting a quota for a week or month and making them to execute will increase the overall growth D.Achieve learning through knowledge management: Knowledge Management efforts typically focus on organizational  objectives  such as i mproved  performance,  competitive advantage,  innovation, the sharing of lessons learned, integration and  continuous improvement  of the  organization. Knowledge Management efforts overlap with  organizational learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. E.Achieve supply chain excellence : â€Å" The basis of competition for winning companies in today’s economy is supply-chain superiority,† â€Å" These companies understand that value-chain performance translates to productivity and market-share leadership. They also understand that supply-chain leadership means more than just low costs and efficiency, it requires a superior ability to shape and respond to shifts in demand with innovative products and services. 2. Productivity for   Ã‚  INTERNATION   TRADE   Competitiveness:The rapid changes in the context of the process of economic reform, globalization and liberalization have created greater compulsions for India to be productive and competitive than ever before. With rapid advancement in technology as well as Management Theory and Practice, the concept & techniques of productivity have undergone a change over time, thereby creating a need for devising fresh approaches, coining new message and adopting a new idiom to spread the message to the stakeholders.There is an urgent need to redefine and re-structure the Productivity Movement in such a way that it becomes a self perpetuating process, more so, because the general environment earlier was not very congenial for the desired productivity growth as lots of non-productive barriers & protective walls surrounded our economic system for a very long time. All these protective walls have come crashing down and now competition is the name of the Game.Keeping in view the stage at which it stands on the road to economic progress, promotion of productivity, i ts awareness creation and benefitable implementation should be the corner stone of productivity movement. Productivity in its new manifestation, as a culture of accepting and bringing about continuous change through teamwork having continued focus on the customer-need is an inescapable imperative. These Concepts have come to acquire greater significance in the current context of changes economic environment. 3. BUILDING   Brand India's Need Perspectives   STRATEGY: Need to move up the value chain- better R&D †¢ Need to project greater ROI on investment – better profitability †¢ Need to remove revenue dependence on any single resource such as human capital †¢ Need to carve a niche – IPR and Licensing †¢ Need for technological prowess and market knowledge – focused domain expertise †¢ Need to brand products and services – better marketing Every organization has its own distinctive approach towards development. Connecting these i nitiatives, there should be a commitment to enlarge the scope of innovation and to create environment conducive to Productivity.Productivity may be the outcome of techno-managerial practices, but eventually is the result of a mindset. Basic to this approach is the conviction that there is no limit to improvement. Even the best can be improved. The crucial ingredient is the preparedness of the human mind to change. Therefore, workers, managers, policy makers and others should be ready to continuously and collectively work for productivity improvement, not only in every economic activity, but also in every human endeavor for the development of the society as well as the country.Needless to mention, as we graduate further into knowledge era, traditional methods and principles will become increasingly ineffective and we will have to innovatively augment productivity both at micro as well as macro level to realize a global competitive edge. 2. Pick up some Indian services providers. With the help of Michael Porter’s diamond, analyses their strengths and weaknesses as active players in BPO. The Diamond Model of Michael Porter for the competitive advantage of Nations offers a model that can help understand the comparative position of a nation in global competition.The model can also be used for major geographic regions. Traditional country advantages : Traditionally, economic theory mentions the following factors for comparative advantage for regions or countries: 1. Land 2. Location 3. Natural resources (minerals, energy) 4. Labor, and 5. Local population size. Because these 5 factors can hardly be influenced, this fits in a rather passive (inherited) view regarding national economic opportunity. Porter says that sustained industrial growth has hardly ever been built on above mentioned basic inherited factors.Abundance of such factors may actually undermine competitive advantage! He introduces a concept called â€Å"clusters† or groups of interconnecte d firms, suppliers, related industries, and institutions,that arise in certain locations. Porter Diamond Nations: According to Porter, as a rule competitive advantage of nations is the outcome of 4 interlinked advanced factors and activities in and between companies in these clusters. These can be influenced in a pro-active way by government.PORTER   Ã‚  argued   that   a   nation   can create new   advanced   factor endowments   such as   skilled   labor, a   strong technology   and  knowledge base, government   support, and culture. PORTER used   a   diamond   shaped   diagram   as a   basis   of   Ã‚  a   framework to illustrate   the   determinants   Ã‚  of   national   advantage. The   diamond represents   Ã‚  the   Ã‚  national playing   Ã‚  field   that   the countries   establish   for their  industries. The points of the diamond are described as follows FACTOR CONDITIONS: †¢ a country creates its own important factors such as skilled resources and technological base. these factors are upgraded / deployed over time to meet the demand. †¢ local disadvantges force innovations. new methods and hence comparative advantage. DEMAND CONDITIONS: †¢ a more demanding local market leads to national advantage. †¢ a strong trend setting local market helps local firms anticipate global trends. RELATED AND SUPPORTING INDUSTRIES: †¢ local competition creates innovations and cost effectiveness. †¢ this also puts pressure on local suppliers to lift their game. FIRM STRATEGY , STRUCTURE AND RIVALRY. local conditions affect firm strategy. †¢ local rivalry forces firm to move beyond basic advantages. THE DIAMOND AS A SYSTEM †¢ the effect of one point depends on the others. †¢ it is a self-reinforcing system. THE ROLE OF THE GOVERNMENT IN THIS MODEL †¢ to encourage †¢ to stimulate †¢ to help to create †¢ growth in industries. †¢ In Terms and Conditions Let us take the organization â€Å"TCS†' 1. BPO/ KPO Business BPO is established and is on development stage. KPO is on Threshold of Growth The Passive Analysis of The Active/Proactive Analysis ofFACTOR CONDITIONS: †¢ TCS has created its own important factors such as skilled resources and technological base for expanding BPOs / KPOs †¢ TCS is upgrading / deploying resources over time to meet the demand. †¢ New innovations. New methods has given the local industry the comparative advantage. DEMAND CONDITIONS: †¢ a more demanding local/ global market has given ‘TCS' the international / national advantage. †¢ a strong trend setting local market has helped local firms anticipate global trends.RELATED AND SUPPORTING INDUSTRIES: †¢ local competition has created innovations and cost effectiveness for the TCS . †¢ this has also put the pressure on local suppliers to lift their game. FIRM STRATEGY , STRUCTURE AND RIVALRY: à ¢â‚¬ ¢ local conditions have affected TCS various strategy. †¢ local rivalry have forced TCS to move beyond basic advantages. THE ROLE OF THE INDIAN GOVERNMENT IN THIS MODEL: †¢ INDIAN GOVERNMENT is encouraging more TCS . †¢ INDIAN GOVERNMENT is stimulating with paperwork reforms. INDIAN GOVERNMENT is helping to create more skilled labors. †¢ INDIAN GOVERNMENT is providing infrastructures to attract more industries. 3. Compare this case with the case given at the beginning of this chapter. What similarities and dissimilarities do you notice? Your analysis should be based on the theories explained. †¢ If you’re not faster than your competitor, you’re in a tenuous position, and if you’re only half as fast, you’re terminal. †¢ The idea is to concentrate our strength against our competitor’s relative weakness. The opportunities and threats existing in any situation always exceed the resources needed to exploit the opportun ities or avoid the threats. Thus, strategy is essentially a problem of allocating resources. If strategy is to be successful, it must allocate superior resources against a decisive opportunity. †¢ It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. †¢ Organizations pursue strategies that will disrupt the normal course of industry events and forge new industry