September 30, 2016

Home Page of the Blog/Site - MBA - Management Theory Review - Revision Articles

"Sharpen The Saw"

Revise Marketing Management - March Revision Schedule

Read my detailed article on Stephen Covey's Sharpen the Saw Principle

Knowledge is the saw with which knowledge workers solve the complex problems that come to them for decision making, design and development of products, services and systems.

This collection of articles facilitate review of knowledge gained in the MBA course. The core curriculum of the course is being covered in this blog. For specialization streams separate blogs will be opened.

"Sharpen the Saw" said Covey in The Seven Habits of Highly Effective People. Knowledge workers have to keep their knowledge fresh always as 'quick recall knowledge' and 'quick assisted recall knowledge' to do their job right as knowledge workers. This can be ensured by periodic review or revision of the knowledge learned during the education years. Articles in the blog are prepared using reputed and popular textbooks on various subjects. Readers can read one or two articles per day and keep their knowledge sharp. The articles also help persons now pursuing their MBA to grasp the main ideas presented in a chapter.

Steven Covey on Seven Habits. He mentions the role of knowledge

Steven Covey left for the heavenly abode on 16 July 2012.

Revision Schedule

Current Month - March  

January  - February  - March  - April  - May   -   June

July       - August     - September  - October  - November  - December

Revision Articles -  Subjects Covered 

(See the labels list also)

Auditing  -   Business ethics - Cost accounting - Cost management - Corporate Social Responsibility

Economics - Effectiveness -  Efficiency - Engineering economics - Financial accounting

Financial management - Human resource management - Industrial engineering -

Knowledge management -

Marketing Management - Operations ManagementOrganizational Behavior - Principles of Management

Supply chain management -


New Project of the Blog

30 Day MBA Self Study Course - Free Notes with  Recommended Texts

Developed by Professor K.V.S.S. Narayana Rao, Ph.D.
Professor, NITIE, India
Professor, SP Jain Institute of Management and Research, India
Senior Professor, ICFAI Business School, India

Developer of Graham - Rao Method of Analysis of Indian Stocks.

Developer of Markowitz Portfolio Analysis Method for Equity Stocks using Target Prices, Past Price Data, and Excel Software Developed by Associates of Markowitz

Provided Definition for Industrial Engineering: "Industrial Engineering is Human Effort Engineering and System Efficiency Engineering."

Organized First All India Student Equity Research Competition "Khoj" in India.

Organized First Student Presented Investor Conference in which Top 5 Indian equity share
purchases were recommended under 5 different equity research methods and each analytical method was explained in detail to the participants.

Global Number Individual English Author on Knol, which was a platform of Google.

Recipient  of the Innovation Award from Association of Indian Management Schools (AIMS) for Development of Web Based MBA Materials.

Recipient  of the  Award from Higher Education Forum of India (HEF) for Development of Web Based MBA Materials.

Labels of this blog



Online Management Books of Readings

Books of Collections of Online Articles by Professors of Global Top Business Schools

Advertising - Knol Book of Readings 

Auditing - Knol Book of Readings 

Business, Corporate and Managerial Ethics - Knol Book of Readings

Communication Skills - Knol Book of Readings 

Corporate Governance - Knol Book of Readings 

Cost Accounting - Knol Book of Readings

Economics - An Introductory Knol Book of Readings 

Entrepreneurial Spirit - Knol Book of Readings 

Environmental Management - Knol Book of Readings 

Equity Research - Knol Book of Readings

Ergonomics - Knol Book of Readings 

Financial Accounting - Knol Book of Readings - India version

Improvement Management of Tasks, Processes and Systems - Knol Book of Readings 

Inventory Control and Management - Knol Book of Readings 

Manufacturing Management - Knol Book of Readings 

Marketing Management - Online Book on Blog

Mergers and Acquisitions - Knol Book of Readings

Principles of Management - Book of Readings

Organizational Behavior - Knol Book of Readings 

Social Media Marketing - Book of Readings

Supply Chain Management - Knol Book of Readings

Management Textbooks - Online Versions - Reputed Authors

Business Communication for Success by By Scott McLean - Online Book

Financial Accounting by Joe Ben Hoyle and C. J. Skender - Online Free Access Book

Human Resource Management by Laura Portolese Dias - Online Book Contents

Introduction to Economic Analysis  - Ralph Preston McAfee, Tracy R. Lewis

Marketing Management Online Text Book by Tanner and Raymond - Principles of Marketing

Mastering Strategic Management by Dave Ketchen and Jeremy Short

Operations Management - Nigel Slack 4th Edition - Student Resources

Organizational Behavior by Talya Bauer and Berrin Erdogan - FWK Online Book

Principles of Accounting - Larry Walther

Principles of Management - Open Access Book - Mason Carpenter et al.

Psychology: An Introduction by Russell A. Dewey - Free Access Online Book

The Business Ethics Workshop by By James Brusseau - Online Book

The Power of Selling by by Kimberly Richmond - Free Online Book

Research in Management

Actively posting content in two blogs related to research in marketing

Management Theory Review - Research Perspective
Will have research paper collections and literature review type treatment of various topics

Management Research Papers Review
Will have summaries some research papers in various topics and areas. If a paper has given propositions, the propositions are listed under the paper.

Updated 26 August 2016, 31 Mar 2015

September 23, 2016

Management by Values

Management by Values (MBV) differentiates between three terms: vision, mission and other operating values.

Every company should have explicitly defined two important groups of values or shared principles.

1. The basic values associated with its vision (Where are we going?) and its mission (What for? or Why does the company exist?).

2. The instrumental or operating values associated with the organization's way of thinking and way of doing things to meet the challenges of  understanding market, new product development, producing and selling.

The differentiation between basic or final values and operating values: The basic values give meaning and cohesion to the collective effort to move the company towards where it wants to go in the long-term. They clarify the reason for its existence,  the kind of business it wants to become, the differentiation that it will provide, any. Every business company has a double mission: one economic and , the other social; the second depends clearly on the first. The economic mission  is to earn revenues and distribute the share of partners in business in timely way and retain the profit. The social mission expresses the supply of specific products or services to the society and take care of other social obligations that demand that it takes care of the people involed in its business activities on the supply and distributive sides.

The operating value determine or define its "operating culture". They are the explicit principles of action that regulate the daily conduct of individual employees in their work to achieve the vision and mission of the company. Some examples include: mutual trust, customer satisfaction, honesty, teamwork, etc.

Construction of new beliefs and values as the foundation of new structures, new processes and new
human resources policies:

Managers have to "think through" what new beliefs and values must underpin the new organization structures, new internal processes (including introduction of new technologies), new colleagues (recruitment) new human resources policies (selection, compensation, training, etc.).

MBV helps the leadership in constructing a collective sense of what the company "should be", and some freely chosen and accepted "rules of the game", to channel future action. In this way, MBV provides a way for effecting transformation and introducing coherence, across the length and breadth of the company.

MBV proposes the need to manage values, to guard them as the scarce resources they undoubtedly are. Managing values means managing the culture (behavior, artifacts, values and beliefs) of the company, strengthening it day by day and always revitalizing it, to face the unknowns of the future.

In today’s ever-increasing globalized, complex, chaotic and fast-changing world, leaders need to develop and enshrine an organizational culture based on shared values.  The values have to be selected from the bedrock of mankind and distilled by millennia of the human civilizing experience

Dolan and colleagues (Dolan et al., 2006; Dolan et al., 2008; Dolan, 2011) proposed that the set of values followed by an organization has to be a combination of three facets (or axes):
1) economicpragmatic values;
2) ethical-social values;
and 3) emotional-developmental values.

• Economic-Pragmatic Values: This group of values are necessary to sustain the various organizational subsystems by allowing them to participate in the production-consumption system. Encompassing efficiency, performance standards and discipline etc. these values guide such activities as planning, directing and controlling.

• Ethical-Social Values emerge from norms and mores as to how people should conduct themselves in public and at work and go about their personal and professional relationships. Values such as honesty, integrity, respect and loyalty belong to this group.

• Emotional-Developmental Values create impetus for action. These values are related to intrinsic motivation: optimism, passion, perceived freedom, satisfaction and happiness are a few examples of such values. Deficiency in these values hinder involvement and and organizational commitment.

Simon L. Dolan and Yochanan Altman (2012) in Managing by Values: The Leadership Spirituality Connection, advocated that the fourth axis of spiritual dimension has to be added to three groups of values.

The task of an effective leader is to select the value set that is aligned with the mission and vision of the organization and manage so that they become shared values. Leader has the ability to influence his followers but he has to use his influence in a rational way and emotional way so that the followers achieve their economic and emotional needs under his guidance as an organization.

Practicing MBV

MBV is a process for making lasting, positive performance improvements impacting their culture, strategy, processes and people.


Leaders have to define the values for their organization first. Vaues become the basis for decision-making and action/behavior in the organization.


Values have to be communicated and articulated. Everyone becomes informed about the organization’s mission, vision, values and aspirations—including their importance. This may include formal and informal meetings, resource materials for individuals and printed communications. Most important is the examples set by the leaders of the organization in living the values being communicated.


This step takes lot of effort and time.  Behavioral rountines that reflects the values have to be developed and the members of the organization have to be provided opportunities to exhibit the recommended behavior through role plays and actual situations. Monitoring by the leaders to identify the deviations and to correct the deviations has to be done and this responsibility is to be given more and more people so that organization wide monitoring of value reflecting behavior becomes the norm in the organization.

Management by Value has to result in behaviour change to give results.


Dolan, Simon L. and GarcĂ­a, Salvador, Managing by Values in the Next Milenium: Cultural Redesign for Strategic Organizational Change (June, 2000). Available at SSRN: or

Managing by Values: A Corporate Guide to Living, Being Alive, and Making a Living in the 21st Century
S. Dolan, S. Garcia, B. Richley
Springer, 28-Jul-2006 - Business & Economics - 236 pages

This book develops a new framework, Management by Values (MBV), for strategic and competitive advantage. Through its step-by-step guide to implementation, it serves as a necessary strategic leadership tool whose practical application will mine market potential through its relevance to individual organizational members.

Simon L. Dolan and Yochanan Altman (2012), "Managing by Values: The Leadership Spirituality Connection", PEOPLE & STRATEGY, Volume 35/Issue 4

MBV Consultant

Managing by Values
Kenneth H. Blanchard, Michael J. O'Connor, Jim Ballard
Berrett-Koehler Publishers, 1997 - Business & Economics - 154 pages

Today's business world is characterized by increasing change - technological, cultural, social, economic, and personal - the net effect of which is increasing anxiety, insecurity, and more pressure than perhaps ever before on today's employees, managers, and business owners. Managing By Values provides a practical, proven new solution for addressing these issues. Blanchard and O'Connor provide a framework for stability, continuity, and growth in the midst of these challenges. Written in the simple, direct story format that has become a trademark of Ken Blanchard's previous books, Managing By Values builds on the mass of diverse research, experiences, and literature on organizational, group, and individual performance and satisfaction. Based on the authors' research and applied real-world experience with client organizations, Managing By Values provides a practical, proven approach for how to give your organization the gift of a promising future while also discovering a way for all of its stakeholders to be satisfied in the process.

September 13, 2016

Building Trust in Teams and Organizations

Growing trust workshop: “In Team We Trust” by Alexey Pikulev



An article by Pikulev on Linkedin

Pikulev's model in use in Astrakhan

8Cs to Build Trust

Clarity - Connection - Compassion - Culture (Values) - Competency - Commitment - Contribution - Consitency

September 10, 2016

August - Management Knowledge Revision

August Revision Subjects

Product Design and Development

1 August to 5 August

1. Introduction - Product Design and Development
2. Product Development Process

3. Product Planning
4. Identifying Customer Needs for Product Development


15.  Basics of Statistics

Statistical Process Control

16. Statistical Quality Control

Test of Hypothesis

HYPOTHESIS TESTING FOR THE PROCESS CAPABILITY RATIO - 2002 MS Thesis!etd.send_file%3Faccession%3Dohiou1040054409%26disposition%3Dinline

17. Design of Experiments


Application of Six Sigma

19. Statistical Forecasting

Operations Research

(from the perspective of an industrial engineer)
(From Maynard's Industrial Engineering Handbook, 5th Edition, pp. 11.27-11.44)
Jayant Rajgopal (From Rajgopal's website)


What is mathematical programming?
Examples of Mathematical Programming.


Simplex Method

Transportation Problem

25.  Queing Models


26. Dynamic Programming

Game Theory

Business Research Methods  (To into a different month)

To September - Management Knowledge Revision

One Year MBA Knowledge Revision Plan

January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December

Economics - Revision Articles - List

Updated  13 September 2016, 31 July 2016, 31 Aug 2014

September 9, 2016

September - Management Knowledge Revision

September (HRM, Mentoring, Training, Maintenance, Energy & Environment Management)

HRM Revision

First Week  1 to 5

Strategic Human Resource Management in a Changing Environment
The Role of Globalization in HR Policy and Practice - Review notes

The Legal Environment of HRM: Equal Employment Opportunity - Review Notes
Work Analysis and Design - Review Notes

Human Resource Planning and Recruitment - Review Notes
Personnel Selection - Review Notes

Performance Management and Appraisal - Review Notes
Training and Development - Review Notes

Career Development - Review Notes
Compensation: Base Pay and Fringe Benefits - Review Notes

Second Week  8 to 12

Pay for Performance - Review Notes
Managing the Employment Relationship - Review Notes

Labor Relations and Collective Bargaining - Review Notes
Employee Health and Safety - Review Notes

23. Energy‐efficiency policy opportunities for electric motor‐driven systems
OECD-IEA Paper 2011

24. Environmental Protection : Challenges

25. Corporate Environmental Management Practices - OECD Survey

26. Sustainability Management - Bayer AG

To October - Management Knowledge Revision

One Year MBA Knowledge Revision Plan

January  - February  - March  - April  - May   -   June

July  - August     - September  - October  - November  - December

Birthdays of Management Scholars in the Month

1 - Fredmund Malik (1944), Brian Halligan (1967)
2 - Henry Mintzberg (1939), David John Teece (1948)
3 - Mary Parker Follett (1868)
5 - Werner Erhard (1935)
9 - Kurt Lewin (1890)

10 - Ordway Tead (1891)
11 - Eric Trist (1909)
12 - Eiji Toyoda (1913), Richard Thaler (1945)
15 - A.D. Chandler (1918)
16 - Hurst R. Anderson (1904)
19 - Karl Ludwig von Bertalanffy (1901)

21 - Phil Town (1948)
26 - Dorian Shainin (1914), Sumantra Ghoshal (1948)
27 - Joan Woodward (1916), Oliver Eaton Williamson (1932)
28 - Thomas Anton Kochan (1947)
29 - Charles Hampden Turner (1934)
30 - Pankaj Ghemawat (1959)

Updated 12 September 2016

September 1, 2016

Marketing Management Article Directory – KVSS Narayana Rao

Marketing Management Revision Article Directory - Based on Kotler and Keller's Book - Marketing Management

Marketing Concept - Kotler

Planning in the Marketing Process

Marketing Strategy - Marketing Process - Kotler's Description

Scanning of Environment for Marketing Ideas and Decisions
Revised Article: Scanning the Marketing Macroenvironment - Philip Kotler's Book Chapter Summary

Marketing Strategy - Differentiating and Positioning the Market Offering

Management of Marketing Department and Function

Determinants of Customer Satisfaction and Loyalty

Marketing Research and Market Demand Forecasting

Consumer Behavior

Analysis of Consumer Markets

Organizational Buying Processes and Buying Behavior

Market Segmentation and Selection of Target Segments

Branding Strategy and Brand Equity

Brand Positioning

Analyzing Competitors

Strategy of Market Leader

Marketing Strategies for Challenger Firms

Competitive Strategies for Followers and Nichers

Managing Product Lines and Brands

Marketing Strategy for New Industry Products

Marketing Management for Service Firms

Pricing Strategy and Tactics

Marketing Channel Management – Important Issues

Managing Wholesaling and Retailing Network

Marketing Logistics

Integrated Marketing Communication - Kotler and Keller Chapter Summary

Marketing Communication: Channels and Promotion Tools


Sales Promotion

Marketing Public Relations

Sales Process and Sales Training

Direct Marketing

Online Marketing

Marketing and New Product Development

International and Global Marketing

Sales Force Management

Developing Enterprisewide or Company Wide Marketing Orientation

Management of Marketing Department and Function

Marketing Management Research - Propositions

Planned Revision schedule for marketing chapters is in February and March

Updated  4 Sep 2016,  28 Jan 2015, 7 June 2014, 4 December 2011

Papers from the Conference of Australia and Newzealand Marketing Academy Conference 2008 - Index and Full Papers

Productivity Orientation

As a result of these technological and cultural trends, consumers are constantly concerned with being productive, making progress, and accomplishing more in less time—a tendency that we label “productivity orientation.”
Productivity Orientation and the
Consumption of Collectable Experiences
JOURNAL OF CONSUMER RESEARCH, Inc. ● Vol. 37 ● April 2011

Jun Ye , Jesse King , (2016) "Managing the downside effect of a productivity orientation", Journal of Services Marketing, Vol. 30 Iss: 2, pp.238 - 254

The authors find evidence of a trade-off when a productivity orientation is adopted. A productivity orientation improves frontline service employee productivity performance but indirectly harms quality performance and job satisfaction. The authors find further evidence that trust in management helps to mitigate these negative effects.

This paper suggests that a productivity orientation must be managed carefully.