Jain University-Centre for Management Studies, CMS College is hosting and organizing a National Level Faculty Development Programme, 'WORK-LIFE BALANCE', to be held in the Atria hotel, Bangalore on 18th September 2010.

A day long seminar, the event theme is of interest for all employed people and will primarily benefit the education sector with target audience mainly being Educators, Corporate trainers, Counselors, Professors, students and Research Associates.

The seminar includes a panel of well known individuals comprising of:

  • Dr. R. Chenraj Jain, Chairman, JGI
  • Ms Snehal Mantri, Director-Marketing, Mantri Developers Pvt. Ltd
  • Prof. Vasanthi Srinivasan, IIM-B, will be talking about Work-Life Balance of Academics
  • Yogacharya Swami Devaprasad, Yoga Guru & Instructor, will be talking about Yoga at the workplace
  • Mr. Rahul Kapoor, Founder and Chief Trainer of KWEC will talk about A time for change and how
  • Mr. Deepak Shinde, ALMA MATER will be providing Life Changing Oration

Registration for the event have begun and is Rs 1000 inclusive of all. Corporate registrations will attract a 10% discount. Last date for registration is 13th september 2010.

For further details you can contact 080-43430200/9945356648

From India, Bangalore


Universities in California are into phase of creative disassembly where reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by GE, Chevron, Sam’s Club, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing employees, staff, faculty and part-time lecturers through “Operational Excellence (OE) initiative”: last year 600 were fired, this year 300. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.

Until recently, loyalty was the cornerstone of that relationship. Employers promised work security and a steady progress up the hierarchy in return for employees fitting in, accepting lower wages, performing in prescribed ways and sticking around. Longevity was a sign of employer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee work and careers, even if they want to. Senior managements paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ and are now forced to break the implied contract with their employees – a contract nurtured by management that the future can be controlled.

Jettisoned employees are finding that their hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.

What kind of a contract can employers and employees make with each other?

The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability. The partnership can be dissolved without either party considering the other a traitor.

Let there be light!

From United States, Walnut Creek

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