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Articles by R C SekharSubscribe to R C Sekhar

Ethics and the Indian Manager

Vol. 30, Issue No. 47, 25 Nov, 1995
R C Sekhar

R C Sekhar Organisations caught up in the tough world of competitive survival have found it difficult to make their ethical missions congruent with the traditional systems of management controls. The IIMs in India do not have as yet compulsory courses in ethics. This article makes a case for ethics in business, not just as a rhetoric but as a socially useful basis for action.

Programmed Rural Technology-Damn with Faint Praise

Vol. 27, Issue No. 19, 09 May, 1992
R C Sekhar

Damn with Faint Praise R C Sekhar Appropriate Technologies for Rural Development in India by Floris P Blankenbergh; Concept Publishing Company, New Delhi, 1991; pp 292,

Distribution and Price Controls on Molasses and Industrial Alcohol in Gujarat-A Review

Vol. 24, Issue No. 7, 18 Feb, 1989
R C Sekhar, R Rajagopalan

and Industrial Alcohol in Gujarat A Review R Rajagopalan R C Sekhar This paper attempts to unfold the dynamics of government controls and subsidies, albeit in a small, location- specific context. It studies distribution and price controls on molasses and industrial alcohol in Gujarat.

Corporate Planning Styles in Public Sector

Vol. 16, Issue No. 22, 30 May, 1981
R C Sekhar

R C Sekhar The analysis of corporate planning styles in this paper follows the framework of J Friedman, a pioneer in cross-national or cross-cultural studies in corporate pluming styles. The paper draws a correlation between the expressions 'normative planning' and 'functional planning' used by Friedman and economic planners, on the hand, and 'strategic planning styles' and 'operational planning styles' used in managerial literature, on the other.

Profits and Investment in Coal Industry-A Comment

Vol. 6, Issue No. 17, 24 Apr, 1971
R C Sekhar

through the fiscal machinery was considered better by some participants.
ROLE OF PUBLIC OWNERSHIP The paper on the role of public ownership as an instrument of income distribution noted that the public sector policy of providing model housing and other amenities to its workers or that of limiting the salaries of top executives had not had any real impact on the much larger ptt- vate sector. In many cases the benefits of the public sector did not flow to those who deserve them most, and, since in general the public sector undertakings had a low rate of profit, the problem of small surplus and consequently slow growth would lead to bleak prospects for the poor in future as well.

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