SRI LANKA MANAGEMENT NEWS The Magazine of the Institute of Management of Sri Lanka ISSN 2420-7330 [DM YMP. fram IMSI 2014 ‘eu tr uaa Seto ‘fi Golombo, “The Institute of Management of Sri Lanka's (IMSL) contribution to bring NATIONAL the country's managerial community under one umbrella is remarkable” MANAGEMENT y Hon. Dr. Sarath Amunugama, Minister of International Monitory CONFERENCE si it Cooperation and the Deputy Minister for Financial Planning told at the COLOMBO : oe e “National Management Conference (NMC) 2014”. He made this remarks at the Sri Lanka's premier annual management symposium held at Hotel Galadari Colombo on the 30” September 2014. 30 Sept 2014 Continued on page &oer rower sts {fd ts (0773 721 460 / 0773 796 848 - Corporate 675 527 / 0777 123 201 - Colombo 733 919 / 0773 675 526- Kandy 0773 952 437 / 0972 229 062 - Kurunegala Unity Plaza - Colombo 4 New Shopping Complex (MC Plaza) Kunimegala Center - Kandy Battery Obes System now available in Syj lanka Tech Information Solutions (Put) Ltd ZONE] The Uttimate Computer Store AB nin RA Fevnsaee, 4 AVR www.techzone.lk | Oren meso + reassomn Snel BEST WISHES FROM MED WORLD HOSPICO We are specialized for All Kinds of Spare Parts, Batteries and Accessories for Medical Equipments No, 9/58, 6" Lane, Pagoda Road, Nugegoda, Sri lanka, ‘Tel/Fax: 0112088817 Mobile: 0777302577 B. R. No: W/93505‘A message from IMSL President Pod National Management Conference 2014 -IMSL Pes Public Lecture - IMSL on 27 November 2014 Pe ia Two Sri Lankans for Yip 2014 Pela ‘Member Portal in IMSL Web Pe 20 EDM - IMSL, your stepping stone towards becoming a Management Professional Pe2t Mr. Mansoor Ghouse - The Second President of IMSL Pe 22 IMSL Management Capability Index Pe 24 Internet of Things (101) The Birth of Global Nervous System loT wil take us oeyend connection to become part ofa living, moving global reruns systom Pgs Organizational Justice for Better Performance Organizational lustice has been ‘operat onalized inte three dimensions namely; Procedural Justice, Distributive Justice ang InteractionalJustce, Pe 12 ‘Quality in Life and Work We are oftentimes up against making choices between alternatives. While = choicr can ba made impulkivaly or on a random basis there isa tendency to ask for a reason why a particuler alternative was selected. Pe Lo ll LETS LAL ines) ip De Silva Ariyabandhu Chairman / Managing Director Serendib Horticulture Technologies (Pyt) Lid Pes ey iA / Mr. Aravinda Perera Managing Director Sampath Benk PLC Peis Sri Lanka Management News Managing tet Lavonia dysor teiterisl Ad Executive Ector DasizantEdor Mal Gen Urul Perera (ea) ‘lta Ranawsks Pati Rocigo Sames's Abeycelera The nse of wanaisient of 5 Labla, 2p foo, "sya Maney 120/.0, idja Maratha OW jer Nata, Come 07, Lanta Tel #9411 206858 eral: secretarat@ims iWeb www ira iA message from. IMSL President, Maj Gen Upul Perera DearMembers, Welcome to “Sri Lanka Management News" Volume 1- Issue 2. | wish you a bissful and successful New Year~2015; ‘yearwhich wewilleontinue to see progress and change in our institute through Improved membership, effectual dissemination of knowledge, extended with networking opportunities along added and imoroved facilities to our embetship. eeping In line with my acceptance speach atthe last AGM in lune 2014; Education, Membership Development snd Ethics willbe considered the key areas to exzand within theinctkute during 2014 / 2015. Thus ‘ar, IMSL has: finalized the curriculum, its related _etvitios andl a timaline to eammance tha Executive Diploma in Management Programme within the frst Half of 2015. 1 believe this effort in giving significant importance to Managernent Educatior will bbe a turning point in IMSL, paving the way towards a successful and stimulating joumey for our current and prospective members. Hence, continuous measures will be taken to boost Education, Mombership Development and Ethics within thecapacityofiMst, Introduction of our own magazine, “Sri Lanka Management News’ is another milestone we have stepped on to. We published the first ever printed magazine (Volume t-Issuet) by IMSLinSept201/. As ‘a quarterly magazine, we will be compiling profiles of successful business personalities and management articles by ‘eminent scholast'¢ personnel which will Taciltate our members to acquire valuable information. Thus, the magazine will provide members with essential knowledge snd assistance to articulate their own managerial careets in the most appropriate manner. This is yet another project that we have launched as a hybrid tool of management education and communication. Furthermore, we have launched a progressive membership drive which nasa farheen very successful. Asa ‘result, within a course of six ronths since the last AGM, 7Onewmembershave joined IMSL. | am confident the new enrellment numbers will aass the merk of 100 members within the next quarter, enhancing the institute's mamberstip and contributing towardsthe sustainability and visibility of IMSL in the management sphereboth locally and intarnarionally We have also dene spedework to launch a “ember Fortal’ in our Website before the fond of tho frst cuartar at 2015 Thus, IMSL. members would have direct, accurste and spoacy access to current details of their ‘own membership accounts, event calendar cof IMSL, snd many more information ‘through an online portal. Furthermore, a “amivership Directory" has beer planned and currently in the process of its development, to depict important details cf each IMSL member followed by s brief ‘meribar profile as a toal ta foster greatar interaction emong our members, nticioate the “Mambershio Directory” ta bee @ handy tool for be: and networkingwith eachother within the IMS. family. However, $0 far only around 225 members have respanded 10 our br communicate squest letter, by sending their relevant dots, “Morabership Directory" wil coon be processed to printing upon receint of other members! details. Thus, | would ike to bring your kind attention to be part of our comprehensive “Membership Directory of IMSL” by directing your contact information. we have also introduced other facilities ke a card payment systery at the IMSI Secretariat ‘to make matters more comfortable and cffiient to our members, Therefore, | Would like to state that IMSL have been ‘moving through a progressive journey in {ulfilingthe key areas of focus; Education, Membership Development and Ethics within IMSL. Deer Metnbers, | would like Lo thank you and appreciste your interest in being a part of the IMSL family. I's been my honour to se-ve as IMSL President since June 2014. | would like to invite all members to join our Public Lecture Series, Sociels, ational Management Contorance and all other activitios of which details are intimated to you over emails from time to time, Thase who are below 35 years, please do apaly for the “Young Mangers Programme” whichis a ‘scholarship organized by IMSL and offered by the Macau Management Association (MMA) afflicted to AMO. Finally, on behalf the entire Council of IMSL, let me once agzin wsh you, your organizations and familes “A Very Happy andiSuccessful New Year—2015" MajGenUpulPerera (rtd) FINA (SL) PresidentDr. Keerthi Gunawickrama Dr. Keerthi Gunawickrama obtained his PhD in computing from Gdansk University of Technology, Poland in 2002. He is currently the Head of the Department of Electrical and Information Engineering of the Faculty of Engineering at University of Ruhuna. Dr. Gunawickrama has hands on experience in handling many information technology projects and has closely worked with the industry for many years in helping those with information technology solutions. He has published a number of research articles in computing and has presented his research findings at numerous academic and industrial forums. Internet of Things (loT) The Birth of Global Nervous System The Internet, at present, mainly contains human cleated Information enc. in feeneral, seid to piciure the past. But, 3 simple Internet search would rake us realize that the said condition is rapicly changing. The digital world that Internat represents, is merging with the physical worldi.. Internet evolvesintoa network that alows to access information on the present moment of time and perhaps even oredict the future subject to scienvite limits. 19. be specific, the umber of “things” connected to the Internet now exceeds the total number of humans on the planet, and accelerating te ae many as 50 billion connected devices by the end of the decade, making the Internet an Internet of Things {lor}. These. devices. wil possess various types of sensors vision, position, acceleration, temperature, electric, magretic, humidity, souno, force, pressure, flow, chemical, gps, -) and will accurately process the sensed information, digitized end make available through isernet in all levels af communication. These sensed and networked information can easily be merged ‘0 form systems that integrate processes, people and data for effective and accurate decision making, The interaction between these ertities leads to new array of smart applications and services(customer relationship / support, analytics and cloud computing, location / tracking, upgrades/ configurations, financial markets, remote monitoring / maintenance, control and automation, supply chain management, security / energy, mobile devices and apos, .). Many connecting, cevices are already available In the global market (parking sensors, smart cutlets, connected.ars, activity trackers.) ané quickly advancing to divers applications in many fiolds (such as Transportation, Home, Health, Buildings, Infrastructure, Cities, Industries). What is more interesting is when these connected devices and services start forming compound applications within thei- own domains and across fields (Transportation + Smart Cities, Healthcare + Smart Homes, Smart idings + Mobility, coupled tightly ‘across time, locations and services. According te recent projections, in the not so distance future, billions of individuals and businesses with trilions of smart communicating devices will continuously extend the boundaries of present systems, potentially. changing ‘the way we work, learn, entertain and innovate. The impications of these trends are tremendous and enormous In 2014, the global revenue opportunities from the lot is projected to be § 180:bilion and estimated to ‘gros beyond 1 trillion by 2020 and$6.5 trillion by 2025, ttis also projected that 80 to 190 percent of all manufacturers will be using toT aprlications by 2025, leading to potential exonomic impact of fas much as $2.3 trillion for the global manufacturingindustry alone. oT will take us beyend connaction to become part of a living, moving global nervous system. To capture this value creation opportunity, all corresponding local stakeholders’ including industry, academia and policy makers have an Urgent needto rethink nearly everything, from production to services. AL least, educaters need to provide loT ready workforce and industry should be geared to grab this galden opportunity, so that the country won't miss the train again. (References; www.pte.com, www.visualcapitalist.com, wuww.mckinsey.com, www:forbes.com, www.cisco.com, www.microsott.com, wav internet-oF things eu)Continued from page 4 Cac CS og This year's theme “Contemporary Challenges in Management: Diversity, Integration & Social Media in a Dynamic World” drew a sign attention from the ndustry and attracted nearly 300 practicing managers and entrepreneurs. esa crn cg Pe ud Dr. Amunugama delivering his keynote address further emphasized the fact that Sri Lanka possess a highly competitive human resource and stated that the country should capitalize on its human resource ngths on the road to achieve ‘economic development. He further exploined the role Sri Lankon business organizations have to play inthecontemporary ecanomy. Tre Chicf Guest and conference participants were welcomed by MSU's President Major General Upul Perera (rtd) Fild (SL) and the introduction to the conference was given by the Conference Chair Mr. Errol Smith, FIM (SL). Mr Anver Dole FIM (SL), Immediate Past President introduced the keynote speaker. NMC 2014 triumphs in ‘Colombo VLOI lbp The 2014 NMC had been structured in z more elective approach than the traditional “paper presentation” mode. The conierence carried three distinctive sessions divided upon “Managing Diversity’, “Ensuring Integration” and “Potentials of Social Media’, Each session was held as a panel discussion which followed an interactive session with the participants. Panel discussions and the interactive moderated by Dr. Wijaya Jayatilaka, FIM (SL)The session on Managing Diversity was mainly focused on the concept of diversity and the relevance and importance of diversity management in contemporary organizations, Mr Aravinda Perera, Managing Director, Sampath Bank PLC., Ms. Varuni Amunugama Fernando, Joint Managing Director, Traiad (Pvt) Ltd., and Mr. Nanda Dediyagala, Principle Consultant, arain power Consultancy Ltd. were the panelists for the session. The key points discussed in the session included, diversity in the context of migration within the organization and within countries, visible and invisible parts of cultural diversity and its impact on organizations, and the three rillars of managing diversity identified by the panel; accommodation, understanding and collaboration This was a highly stimulating session for the audience which helped them to “break-the ice” and get involved in theinteractive session The second focused on Ensuring integration, became an effort to identify the challenges that contemporary organizations are facing when attempting to integrate diverse session which was id E into cohesive wholes. workforce Panelists involved in the session were Mr. Sunil Wijesinha, Chairman NOB Bank PLC, Ms, Janaki Kuruppu, Chairperson Mother Sri Lanka and Mr. Jonathan alles, Managing Director, Hatton National Bank PLC. Integration as a holistic concept was identified as an essential for good corporate governance, reflecting inclusiveness. It wes emphasized that integration would become more feasible as an opportunity rather than going by a compliance approach, Panelist shared their experience in integration in organizations with the participants which followed by some interesting questions. Last session on social media consisted of panelists Mr Rohan Jayaweera, Sri Lanka country consultant Google, Ms. Neela Marikkar, Chairperson Grant McCann Erickson and Mr. Wellington Perera, Director Developer Platform Evangelists, Microsoft Sri Lanka, This, session drew wideattention from the audience, may be because of its contemporaneous nature. The immense opportunity created for individuals and arganivations due to the development of digital technologies and specifically social media were discussed inthe forum in length. The challenges faced by organizations in integrating with cyber platterms to secial media, and bringing social media into the organization in order to improve productivity, ntegratingsocial media with corporate cultures as a top down approach were the other key areas ot discussion Cer The 2014 NMC’s panel discussion approach looked very attractive and pleasing in the eyes of the participants. Conference ended up with the adoption of the conference declaration which was an open invitation for actionat individual and organizational levels. More information For comprehensive set of photographsear the company 1999. Meee (le ok Ore reaver Ov reas then, the Eompanyrhas diversified and flourished into diferent markets, ae en eC na eS oy Peete ous Set ear ee eee ee Cee Ce oer Ue oe oui atte ate Interview with Choirman / MD What are the challenges and ‘opportunitiesin your industry ? This industry is very fast changing industry. Peoples preference tor plants change all the time. So you need to keep pace. Research and Development shouldbe priority It's a big challenge, We need to introduce new varieties to the market if you need to be a leader in the industry. This involves R & D and innovation. This is my personal objective for thisyear Best Gold Opportunities are many. Generally people like plants and its consumption globally has keengoing up at 8% annually. We in Sri Lanka contribute only less than 19% of the global requirement What i Serendib's corporate philosophy? (Vision, Missionete) ur vision is to become the best Horticulture/ Biotechnology Company in South Asia by the year 2017 and our mission isto delight the Such as banana, strawberry and Pineapple. These plants are aropagated though Eee ese sae eee Perce OR tee SC CU ue Ueto customer with our superior quality products. How do you define corporate culture at Serendib ? And how do you make sure that people live, act and breathe Serendib’s Vision, mission and core values? We have a very informal culture at Serendib, Everyone from the laborer upwards have access to me at anytime, Most of my employees have been with me for over 10 year. The Continued 0 page 9company is part of their life. During ‘the tough times they have pulled ‘their weight together in order to achieve our vision to be come the best inSouth Asia. We are new close to being that | Delighting the customer is our mission. This is something | have engraved in the mind of allemployecs. Mr. Dilip De Silva Ariyabandhu Chairman / Managing Director Do you think that you have a winning team? How do you motivate your team, assess their performance and make them accountable for results In ordertoachieve success? Yes, | have a winning taam. It is a team that has dedicated their time and effort to bring the company forward, Motivation not only through financial inducements. People want to appreciate their work. We closely monitor the work of every emoloyee. Thisactuallyhas increased their productivity. My core team has been working with me fer over 10 years. They now have the experience to teke the company forward Being the Chairman / MD of Serendib, what is your strategy regarding succession planning and developing thecompany? Succession planning in any family owned company becomes difficult if the Interest of your children are diverse. My two children are into Economics/Sociology and the other into Fashion Designing. We are now discussing to diversify the company to suit their interest, This does not mean that we will be getting Fashion | But we are looking into fusing horticulture with education/ consultancy and also using the themesinhortieultureintodesign. 0 Do you have any plans of expansion and where do you see Serendib five years downtheroad? Yes, our expansion over the next 5 years is going to be in Research and Development and International Consultancies, The industry and the country needs new innovations. This is something lacking in our country. We are in the process of discussing with Public institutes like the Universities in establishing Public. Private Partnerships to develop research projects to benefit the local farmers and the country. At the moment we have consultancies in Gatar and Rwanda, Now I'm discussing with an Indian company whorequiresourhelp. ‘Many management thinkers argue that It Is no longer enough to do well financially; companies also need to imprave the wellbeing of the employees, communities and the environment inwhich they operate. Can you talk about corporate social responsibility and how Serendib pursues CSR? We have just started a CSR project in the Polonnaruwa district, where we are working with a village of small scale plant growers, We give them the technology with a buy back guarantee. We have given them the know how as to how plants should be prepared for export, so at a later stage some of them will be in a position to export on their own. We were also ably supported by the Provincial Agriculture Ministry In our own ttle way I try to help my workers and their children in education ete, loffer scholarships to bright, needy children. My workers have gone toall parts of the island on company sponsored trips except to Jaffna. I'm hoping to send them this year. They couldn't have done all this ‘on thelr own and they are very grateful forthat! Share with us an accomplishment that youconsidersigrificant in yourcarrier? | took over the business from Ceylon Tobacco Company in 1999. There were 3 trade unions active at the company, Initially | was harassed by fone union, but | managed to ‘overcome all challenges with the helo of my management and at present we have no union in operation. | have told my workers and staff, that |am the Union ! Since taking over from CTC, the business has grown many folds and had diversified into consultancies overseas as well. We now have projects in Qatar and Rwanda. We arenow in discussion with an indian company for a consultancy. | can proudly say that we are the best in the field of Plant Biotechnology in Sri Lanka. Please share with us your professional backgroundas tohowitallstarted, My basic dagree is in Microbiology from the USA and then | did a Masters at University of Peradeniya in Plant Pathology, | also have done courses at the University of Cambridge in the UK and the ‘Gontinvos to pags 1010 National University of Singapore. I'm thorough in my technical knowledge and after nearly 25 years in Management, | can call myself an expert inmanagement aswell! Any favorite book on professional development that you would recommend others to read. | think the series by Sun Tsu is excellent for managemer ‘Any message of hope to the younger generation of CEOs, managers, ‘entrepreneurs and business leaders ‘Any person who warts ta get into his own business should reslize that its not a bed of roses. You have to encounter many problems and issues, which you yourselt is responsible to solve. You have to think positive all the time and take ‘one problem at a time to resolve. One would become confused and stressed if you try to resolve allissues at the same time, You need to havea lot oftrust in your managementstaff, You cannot work effciently if you have doubts in their ability and need to delegate, But you need to monitor and control. This strategy could lead to other issues like technology leaking out, compartmentalization and voids ereated due to turn over ‘These are issues you always have to expect and should have alternatives worked out. You need to think ahead allthe time and shoule have answers whentheneed arises ‘Any remarkable recognition and achievements by Serendib? Sorendib has won many awards during the sast15years. Serendib haswon 13 awards curing the past 15 years. Among the awards, Serendib received 2 prestigious awards from the National Agribusiness Council in 2012; Gold Award in Services Research and Development 2011/2012 and Bronze Award in Producer - Cut Flower/Foliage 2011/2012. The National Chamber of Exporters of Sri Lanka awarded Serendib Horticulture Technologies the Bronze Award in Agriculture Value Added 2011/2012 and Silver Award in the seme award category for 2012/2013. In 2008, Serendib won the Best Company in Horticulture awaré 2005/2006, along with the silver award for the Entrepreneur of the Year by the Federation of Chambers of Commerce and industryof Sti Lanka 2006/2007. awarded the Best Company in Global Research 2004/2005 end Best Company in Small Industry Sector 2003/2005 by the National Chamber of Commerce Sri Lanka, Serendib was also Would you like to define your leadership style and why do you think Continued o page 11 Guim || eit om ict (ee — as wethat suits you more than any other style? My leadership style is more democratic where | always discuss issues withmy core team to get their views before | take a decision, This does not mean that you always have to take this path. There are certain decisions / risks you have totake on your ewn and then monitor it implementation. Do you believe in empowering? Have you ever experienced any disadvantage in empowering during your career as 2 MD and if so kindly explainmoreabout it? Yes, | believe in empowering. Yet, you need to monitor. Ina small or Medium industry you need to monitor all processes though they, are empowered and the responsibilitiesdelegated, Retention of employees is always a challenge. But in terms of earning more profits ar enjoying advantage of having employeeswith short stays. so that only alittle commitment expected on your part, do you or do you not think that retaining top talent and key people in the company isan advantage? Retaining talent is always an advantage, But you should not bank (nit. You should always work on the principal that no one is indispensable, You should not depend on ary one person to move ‘your business forward. That's why its important to build up a good competent team. Explain the competencies a Chairman/MD should passess to achieve success in a company like Serendib Horticulture Technologies (Pv) rd. " Fora business lke ours that involves technology, the MD should have technical competence whe should know when to change and what to change to drive your company ‘through the ever changing world. The MD should also be a people's personwho should be able to getthe maximum of yourstaff, How do you manage your work ~ life balance? This isa very important aspect where you should really work hard to achieve. If this balance cannot be achieved it becomes very difficult to achieve your corporate objectives. I try and spend as much time as possible with my family when at home. it shouldbe quality time. Even watching TV or going shopping together should be made a fun activity, It's better to have 4 to 5 inexpensive week end halidays in Sri Lanka with your family and friends rather than spending excessively on one foreign holiday, So it's all about spending time in small doses than having one big dose!2 Dr, Prasagini N Gamage Dr. Prasadini Gamage is a senior lecturer from the faculty of commerce and management studies, University of Kelaniya. She is an attomey-at-law in the Supreme Court of Sri Lanka and a well known lecturer in Human Resource Management and law in many Masters degree programmes. Dr. Gamage is an author of many research articles and two text books and was also the recipient of the vice chancellors award for the best researcher last year. She has also functioned as the head of the Human Resource Management Department and the Deputy Director of the Centre for Distance and Continuing Education of University of Kelaniya, Sti Lanka. Organizational Justice for Better Performance People in the organizationsare highly concerned with how their performances are being rated, promotion decision: are takes, transfer policies, pay raises, and selection decisions are taken etc. These decisions are based on the procedures in the organization Organizational Justice (OJ) emphasizes on the fairness of policies of the organizations such as pay systems, promotion policy, transfer policy ete. Orgenizational Justice has been operationalized into three dimensions namely; Procedural Justice, Distributive Justice and Interactionallustice. DistributiveJustice Before 1975 no dimensions were developed to categories O) like today. Atthat time the OJ consists of only a single dimension known as Distributive Justice. The dimension Distributive Justice was derived based on the Equity theory introduced by Adams (1965). According to the Equity theory employee would compare his ratio of output (rewards) and input (contribution that he has madeto the organization) with his colleagues at the work place. If his ratio is higherit enhances his performance, if the employee feels his ratio is less than the others, he will reduce his contributions for the oetterment of the organization, Distributive justice refersto the fairness oftheoutcomes received by the workers based on the allocation decisions (Cropanzano & Greenberg, 1997). Distributive Justice is dealt with thet all the employees are not treated equally. Sometimes employees believe that the things are distributed just. For example when most qualified employee |s gven the pramotion ‘employees feel thatit isa fair and just decision. Procedural Justice Some of the scholars who were interested on organizational behavior raised a common question about how pay plans were decized, how to handle disputes and erievances of workers etc. They believed those procedures must be fair for everyone. By publishing a book in 1975, Thibaut and Walker added the study of process to the literature on justice, It refers to the employees’ perception about the fairness of the procedures followed by the organization to made decisions, Hence the employees’ perception about the fairness of the procedures in the organization is knownas procedural justice Thidaut and Welker (1975) observed that dispute resolving methods like arbitration, mediation consisted of two stages namely; process stage anda decision stage. They referred to the amount of influence that disputants have as process contral and decision control. If disputants are given enough contro! at process level they don't expect to have control at the next stage. Examples for control at the process stage are disputants are given an opportunity to present the case, give evidence etc. They were highly concerned on the situation where high autocratic procedures were followed and disputants were not given chance to collect and give evidence in their Continvod to page 13If they are given such opportunities as they perceived such procedure as “fair process effect or voice effect (Floger, 1977; Lind & Tyler, 1988). That is one of the most replicated findings in justice literature. Finally Thibaut and Walker (1975) named fair orocess effect as procedural justice, Though Thibaut and Walker (1975) proposed the concept of procedural justice their studies were limited to disputants' reactions tolegal procedures, cases. Interactional Justice Another type of justice was introduced by Bies & Moag (7986), it is known as Intcractional justice. It emphasizes how well the employees are being treatee when the procedures are being implemented in the organization. Colquitt et al., (2001) further divided interactional Justice inta two dimensions namely Interpersonal Justice and Informational Justice. Interpersonal Justice is how the organization treats its workers with politeness, respect and dignity when implementing procedures. Info-mational justice refers to the degree in which the organization provides information to ‘the employees adout why certain procedures have been followed and 13 also why certain outcomes were granted to certain employees. (Ol has the power to create many benefits to the organization es wellas to the workers. These benefits are greater trust, and commitment, job satisfaction, job performance, OCB and minimizing conflicts. Leana and Van Buren (1999) stated that the performance-hased pay leads to the development of high-quality social exchange relationships resulting in the emplayees spending more time doing things forthe organization. prasaciini@kln.acclk \ (Mr, Suranjith Gedagama Sueanjth ie a traines, coach, auctor, motivator, talent developer and a practitioner of NLP He counts over 25 years of experience in sales, ‘management, leadership and turnan resource development. The winnerof 2010 National HR Excellence award for Training and develooment awarded by The Institute of Personnel Management (IPM) Sri Lanka. Suranjith halds a Post Graduate Diploma in Business management ‘rom Colombo University Dipiome in Marketing ~CIM-UK, Associate member of chartered institute of ‘marketing UK, Diploma in HR, Award in financial planning of chartered insurance institute-UK and Certified Master practitioner of NLP. Evening Presentation in the “Public Lecture Series” The last Lecture organized by the Institute of Manzgement of Sritanka was conducted by Suranjith Godagama on the topic “Determine vour own Pattern for Success” and was held at the Sri Lanka Foundation ‘on Thursday, 27" November, 2014. This Lecture forms part of the IMSL Public Lecture Series Programme, which is held in joint colaboration with the Management Club and Sri Lanke Foundation, Mr. Suranjith Godagama centered his lecture on — “Leading = Balanced Life and Attaining the Unatiainable” He presented three video clips and explained how new Tasks need to be handled in order to achieve success, emphasizing that the pillars that form the best balance in Life are, Work, Relationship, Health, Spirits and Interest. Brief of the Presentation, Determine Your Own Pattern for Success” was that Balancing work, relationships, interests, spiritual and health equally is not practical and most of the people live off balance. Off balance is the reality. People should find an own pattern to find ‘space to incorporate all five areas of lifeandlivehappily. These interactive sessions in the Public Lecture Series are held once in two months where we invite knowledgeable and experienced personalities to impart their knowledge and share their experiences with those in the field of management. A noteworthy feature is that these Lectures which are conducted free of charge, are well attended and much locked forwardad to by those in the management segment as well as professionals and entrepreneurs,14 Asian Association of Management Organizations (AAMO) organizes the AAMO Young Managers' Programme (YMP) every year. The Macao Management Association (MMA) hosts the event for AAMO. From year 2011 to 2013, Young Managers Program (YMP) had been organized successfully; almost 70 young managers from South-fast Asia / Oceania exolored their leadership journey in Macau and Pearl River Delta in Chine. Many business organizations share ther successful experiences with the delegates in areas such as Talent Acquisition & Retention / Employee Engagement / Market Strategy and Building Corporate Culture. The Institute of Managemert of Sri Lanka (IMSL) awarded two scholarships to young professionals to represent the country at the annual AAMO Young Managers! Programme (AAMO YMP) which was held in Macau and Mainland China from November 23" to 29" of 2034. IMSL called applications fromeligible applicants in the month of August ankans Repr Sri/Lanka at/AAMO‘YMP - 2014 2014 and screened all applicants to identify the most suitable two applicants with appointing an eminent panel of jury led by Prof. Sarath Kedithuwakku, of University of Peradeniya whois a Vice Prasident of IMSL, The two young professionals who represented Sri Lanka at AAMO YMP were Mr. Prasad Wilesuriya and Mr. Tharindu Wijetunga. Mr. Prasad Wijesuriya is @ Fellow Member of IMSL and holds an honorary position of, Director of Studies at IMSL while professionally attached to Thakral ‘One (Pvt) Ltd, a Singapore based multinational corporation leading the banking and IT security business in both Sr Lanka and Maldives. He's holding a Bachelor of Science degroe in Business Administration from the University of Sri Jayawardenepura and a Master of Business Studies degree from the University of Colombo. He is a Certified Member of Sri Lanka Institute of Marketing. He was the founder General Secretary of the Alumni Association of University of Colombo, Faculty of UT Pea life lanka China Graduate Studies, and a member of Sri Friendship Association. Mr. Tharindu Wijetunga was not a member of IMSL at the time of selection for this scholarship but later became a member. He is professionally attached as the Finance Manager to Maliban Biscuit Manufacturers (Pvt) Ltd, a prestigious manufacturer of biscuits with an illustrious history of 60 years which exports worldwide, He is agraduate from the University of Dundee wth a MSc in Strategic Financial Management with Distinction, an Associate Member of the Chartered Institute of Management Accountants (CIMA- UK) and a Chartered Global Management Accountant. After his selection for the scholarship, Tharindu applied and was selected asa Member of MSL ‘The main theme of Young Managers Program 2014 was "New Breakthrough to Young Managers". Continud 1 page 15Breakthrough Leadership was concerned with the behavior of followers and also with their psychology. This extends the role of leaders from a focus on the motivation and performance of the people they lead to a concern for their mindset and ultimate potential, YMP 2014 kicked off with an opening workshop titled,"New Challenges to Leadership" et Hotel Royal, Macau conducted by Dr. Christine Wang of "Leadership Psychology Australia”, 2 certified trainer in Dale Cargenie Training having over 15 years of experience in designing, delivering leadership development programs in China and Asia Pacific region. Apart from Sti Lanka there were delegates from Australia, Hong Kone, India, Macau, Malaysia, New Zealand, and Pakistan. Participants crossed the Hengquin Port and entered into China to visit eading manufacturing organizations in Guangzhou, China Following are brief profiles of the companies visited; few JABIL Circuit Inc. -JABIL designs and manufactures electronics for Griginal Equipment Manufacturers (GEM) in industries including healthcare, life sciences, clean technology, instrumentation, medical, networking, peripherals, solar, storage, and telecommunication Industries Bright Dairy & Food Co. Ltd - Bright Dairy is one of th largest dairy production ano sales companies in China. A listed joint stack enterprise specializing in the development, production and sales of mile and dairy products, the rearing and fostering of milk cows and bulls, logistic distribution, the development center, dairy product processing facilities ranked first in China, Marsinc-Mars China represents one of the world's leading food companies encompassing chocolate, petcare, and Wrigley businesses contributing to more than USS 30 billion annually across globe. Mars Chocolate China (Chocolate business), Mars Petere China and Royal Canin China [Peteare& Petfood business), and Wrigley China (Chewing Gum business) are the three main operations of Mars Inc in China, Amway China - Amway is one of the world’s largest direct selling businesses covers over 80 countries. Its' product lines include hame care, personal care, jewelry, electronics, dietarysupotements, water purifiers, airpurifiers, and cosmetics As the spotlight of YMP, ‘CEO Talks! session was held at the Hotel Landmark Canton, Guangzhou to help the delegation to learn and share knowledge and experience of facing the rapid changes taking place in leadership and business environment, to develop insight and expertise into the process of mindset change and to overcome the challengesin future. Senior Ferinor of Leadershia. Psychology ‘Aust (Chiral, She has pore Than 15 yas. of fmertenee In desienne delivering leadership China end asa Pacific Di Chritine WANE regan, She has chaired the ‘American Chambar of Commerce HR Corie In Gusrlony for Uwe year hasan: wos selected ss an interational speaker ef the ASTD (amercan sacety of raring ara Delon) yes! 200) interatin vnferenex. Maree, She teaches the WB program or SUN YAT-SEN Unversity. Christine Is the former Crina Chief feoresertatve of Monat Mi Blea Busness School natalie, and founded she. CY Consulting in 2007. Christine ened Leadesship 1od to page 1616 Mr, Les Lewis, General Manager of "Detmold Packaging China” (specializingin food packaging forthe quick service restaurant industry) and Mr. Ross Dutty, General Manager of "Komodo Kitchen and Bathroom Innovations" (specializing in kitchen and bathroom products), shared their tich experiences end contributions to the business and management network in Asia Pacific region In the last night in Guangzhou, delegates had the opportunity to tour on Night Cruise along the Peer! River, the third longestriver in China. After the successful tour in Guangzhou, China delegates returned to Macau again crossing the Chinese border from Hengquin Port. Gn the last day of the program, delegates had the opportunity to go fon a cultural tour in Macau, and Visited historical places and ancient buildings. The closing workshop - "Culture Leadership" was held at Hotel Royal, Macau conducted by Dr, Christine Wang. The delegates shared their views of their experiences during the past few days related to four dimensions - Involvement, Consistency, Adaptability and Mission fram the "Denison Organizational Culture survey’ AAMO YMP 2014 was tremendous experience to all the delegates attended from AAMO member countries, and AAMO and MMA looks forward to host AAMO YMP. 2015 inthe upcoming November. Professar Lakshman Jayatilleke Professor Lakshman Jayatilleke is a veteran scholar and an acclaimed educationist. He serve as the vice chancellor of the University of Peradeniya and is also Professor Emeritus in engineering. Having served on the boards of many business onganizations, Professor Jayatilleke is currently the Chancellor of the Wayamba University. He was alsothe founder Chairman of the National Education Commission [1991- 2001). He was reappointed to the same position in 2012. In addition Prof layatilleke serves as Chairman of the National institute of Business Management and National School of Business Management. Quality in Life and Work Quality isa matter of concern in our decision-making. We are oftentimes up against making choices between alternatives. While a choice can be made impulsively or on a random basis there is a tendency to ask fora reason why particular alternative was selected, When one looks back on the course of our own life, it becomes clear that the instances when there was sufficient time and information to ‘weigh’ all the options ormake an absolutely rational choice were non existent. In formal or organizational settings the issues that emerge from a choice are the stuff of inquiries and even litigation. In the whole range ef choices and decisions the situations and outcomes affect people and this is why quality’ concerns become central, Ina produet, ‘fitness fer the purpose! is the commonly quoted descriptor of quality. In the contemporary business world in which sales targets, profitability, incentives, productivity, the bottom line and personal goals of every person in the entire chain that delivers a product to a consumer impects on it, ‘purpose’ becomes a meaningless word. This definition of quality may be considered benign in application if the purpose of a particular product or service is stated in terms of what the customer expects, We in Sri Lanka have the experience of substandard products being released to our market by manufecturers both in and outside Srilanka asa part oftheir marketing stratery. It is our intention to discuss in this article Quality in relation to (a) the ‘operation of organizations and (b) a project ot a process for the attainment of an objective. & fundamental guiding principle is presented followed by the discussion of a few applications. The guiding principle that is of value in devising and selecting strategies may be stated as follows: a given ‘operation has quality when the process matches the objective,mismatch is possible and the extent of mismatch is what either negates or detracts from quality. The net result of the mismatch is the non- attainment of the objective. How the mismatch happens may be madeclearbyan example In corporate contexts there is often a compulsion to state objectives in “measurable” terms. The performance of an organization is usvally reduced to a collection or set of performance indicators, which is further boiled down to a key performance indicator. When the numbers related to the objectives and the key performance indicator are passed down to the managers and. executives, the attributes of the outcome that depend on the skill and capabilities of people tend to be underplayed and even ignored. The people who work to achieve the objectives are referred to as "human resources! and are considered to be dispensable. As a result, the mismatch of process and objective is unavoidable, Quality of the operation is sacrificed for the sake of productivity” Education is another field which suffers a quality drop due to mismatch of process and objectives, orthe “wayandthe goal.” Education at whatever stage and in any social context Is the means of developing people to be competent in the true sense of the word. imparting skills, making them informed and knowledgeable, andhave attributes thet enable in given contexts constitute the entirety of personal competence. A place of education has many formal and informal arrangements and resaurces to enable a student or a trainee to Interact with teachers and trainers, use equipment and other resources, and open to a variety of relevant experience. However, in assessing the attainment of the candidates the most commonly used method is the “written tast” To both the teachers and learners passing the written test becomes the objective. The rest of ‘the formal processes do net have the educational significance anticinated at the very outset. The persons “passing out” ae givenan impressive certificate and the public who are also important stakeholders. are none the wiser about the lossin the quality of education ortraining, Quality can also be associated with Iife in the broader sense, Even in this context the matching of process and Objective has valicity. Life objectives are usually connected with satisfaction, pleasure, staying healthy and contented, and avoidance of pain and displeasure Whatwe usually find ourselves doing is setting objectives that relate to external things and situations that we can positon and interact with to enable the attainment of our Objectives. The implied or stated objectives are invariably personal and not time bound. In mast situations other persons are essential constitutions. As such we have no control of how 2 situation unfolds. There is unpredictability More important is the fact that we become constituents of another person's life process that invariably results in emotional responsesot the other. Whena life situation involves not just a dyad but a larger group the picture increases in complexty and more unpredictable, Each member of the group has person objectives that are no less important than those of another member. Since the 7 processes for their attainment demands space, time and resources it is inevitable that quality of each members life requires understanding, accommodation and compromise. Setting personal objectives would require consultation, communication, and even secrifice, A large part of interpersonal communication is nonverbal and subliminal, We cannot also avoid thinking that communication between members is extra-sensory and that one person can influence ‘others without appearing to do so. All the mechanisms and processes that are at work in group contexts shouldhave quslity builtintothem. We shall close this note with a suggestion as to how organizations could address the quality management needs. This is of importance in ensuring the happiness and wellbeing of members. One feasible approach to quelity in organizations is to establish and maintain a dynamic culture that prescribes the customs and taboos thatare observed by the members. There the interpersonal transactions that could result in frication and il-feelings could be made ritualistic. Ifthe members are inducted to the culture and rituals from an earlier age these could become second nature, It should also be remembered that culture and ritual could become irrelevant baggage when contexts and circumstances change. Therefore it is necessary to question these and jettison any that have outlived their purpose,é a 2 oo Sampath Bank PLC Sampath Bank, a pioneer in the banking sectar, has emerged today as one of Sri Lanka's most recognized financial Institutions, Incorporated as an investment and Credit Bank Limited in 1986, the bank launched the multi-point network of automated teller machines ard the first interlinked branch network inthe country. Sampath Bank was alse the first to introduce debit card in the South Asian region, as well as the state-of-the art banking facilities such as Mobile Cash, Card-less Cash ATMs, foreign currency ATMs. Sampath Bank has always embraced cutting edge technology atitconset, operatingwith. fully computerzeddatebacefrom arearly as 1987 Mr Aravinda Perera is currently the Managing Director at Sampath Bank PLC. He isa fellow member of the Institute of Rankers andthe Chartered Institute of Management Accountants. Mr. Aravinda's educational background ineludesan MBA from the University of Sri Jayewardenepura and a Bachelor degree in Engineering from the University of Moratuwa. With his over 2S years of experience in the banking sector and his vast industry knowledge, he has successfully fuelled Sampath Sankinto emerging as ne of the tep pioneeringprivate banksin Sri Lanka. Interview with Managing Director excellence is reflected in the accolades Bank has proved itself as a and formidable competitor Our Sri What Is Sampath eank’s Corporate Philosophy? ‘Asa home grown Bank, we've always romained steadfast about bringing the most innovative and contemporary financial services to every Sii Lankan. Fuslled by a vision. tobe 'the growing force in SriLankan financial Services’, our culture of q recognitions that we continue to receive in every sphere. Being MD of Sampath Bank, what is your strategy regarding the development of theBank? With over three decades of experience, time after time Sampath Lankan identity is one of our key strengths and the foundation for the Bank's values, As a customer centric organization, we are continuously adapting and evolving our products and services; an approach that is spearheaded by our commitment toinnovation thatbenefits lives. This sense of inclusive banking and high level of importance that we place on our consumersand consumer relevance has allowed Sampath Bank to carve a unique niche for itself It is this distinct position that has made us ‘one of the ‘most recognized brands and a ‘Most Nation-minded’ corporate entity in the country. Mr. Aravinda Perera Managing Director ‘Where do you see Sampath a few years down the road, as the competition within the industry getting more and moreaggressive? Our ambitions for the future are aligned with thet of the nation and contributing towards the country's economic and development targets remains an area of importance, Sampath Bank will continue to help prope! Sri Lanka towards a USD 4K era and beyond through its many initiatives that focus on long-term growth. This includes offering a diverse range of products, services and financial solutions that fulfil the needs of = broader spectrum of consumers, be it househclds, or businesses: What are the recent initiatives rogarding CSR? Social responsibility and sustainability takes a constant focus factors in our businessappraach. We therefore solely take up varied projects under the banks 'SE CSR Model! Sampath Bank's 'Hope for a life programme saw the Endowment of Neuro Navigator System at the National Hospital. It was an immense success and was the first such system gifted ta a government hospital by a private commercial bank in the country. Under the 'Wewata Jeewayak’ project, Sampath Bank renovated the Dematava tank so to provide dry zone farmers with a continuous supply of water for their paddy fields in the ‘maha’ and 'yala! seasons, Outstanding Eco Teams! was our attempt in ingraining environmentally conscious behavior ‘amongst our staf This resulted in each team planting 2 minimum of 100 trees and also considerably reducing their electricity consumption What ic your contribution towards developing the economy in the country? The Bank's vision for 2020 and corporate strategy is centred on wealth creation and sustainable growth for all our stakeholders, the industry and the ration, As SriLanka pursues anew era of prosperity, our aspiration is te be both a contributor and facilitator in this journey forward, continuing to present the future. Any remarkable recognition and achievements by Sampath Bank? Ina shortspan of time Sampath Bank has established its identity as a trailblazer. Our growth has consistently been one that delivers value to our customers whilst contributing to the nation's progress. Itisforthis reason that we have been +the recipient toa host of prestigious awards these past few years. Sampath Bank was awarded with the Gold for the Best Annual Report at the CA Annual Report Awards 2014. The World Financial Award 2014 feted Sampath Bank as the “Best Commercial Bank in Sri Lanka’, the recipient of the Bank of the Year award from The Banker magazine of Financial Times Limited, London and The Best Bank of Sri Lanka for two consecutive years by The Euromoney magazine -UK. Conflict management itself is a challenge when working with diverse groups in giant organization like in Sampath Bank. Please comment and share your experience We have established a culture where individual differences and diversity are respected. Therefore, managing diversity in the Bankis not abig issue even though our Sampath team consists of multi cultural and multi religious team members. How ¢o you retain employees, especially the top talent in Sampath Bank? The Open Door Management Policy facilitates us to build an effective communication system and resolve issues promptly. Further our industry best benefit package contributes to enhance employee retention. We retain our team. members through effective rewards, recognition, providing training and developments plans, Our retention rate is very high and a classic example of life time employment concept Are you already involved globally in the Industry If s0 please explain or do you hhave any planstobe global?20 Yes, we have already deputized our team members 2s Business Promotion Officers in number of countries. Further, through corresponding Banks, we have expanded cur presence in several countries. The bank owns substantial shareholding in a leasing and stock broking company in Bangladesh, The bank is represented by two Directors inDhaka. We have also submitted an application to start a banking businessin Myanmar What is the best method, In your ‘opinion, in evaluating performance of ‘employees? Performance Management Is Year Round Process where Supervisors play coaching role in utilizing identified talents and managing arcas forimproverent. Share your views about empowering ‘womenin SampathBank? Sampath Bank is an equal oppostunity empioyer where male and female team members have equal opportunities in terms of recruitments, promotions and placements ‘Managers at strategic level in most of the industries } companies are becoming Younger day by doy and very hardly you find managers beyond fifty years In age at middle manager positions. How do you relate this In the end, any message for the ‘younger generation? Mijority of younger employees in Sampath Bank represents Y generation. They are very creative and smart workers. There fore, developing them into required level is one of the critical task of the Management. As a good employes, we need ta be aware of their carser aspirationsand ensure that the path is preparedfor theirprogress within ‘thebank. situation to the experience curve? Pleaseshare your views My message to the younger generation is if you need to have a career in the banking industry you need to be patient and hardworking. if you do so, you will reach your goal We experience that young professionals are very smart in grasping knowledge and working in an unique situation, Therefore, age and experience will rot be a limitation. IMSL® MEMBER PORTAL IMSL announces its plan to launch a Secure Member Portal ‘The Institute of Management of Sri Lanka is proud to announce that it will be lnunching a secure member portal in the IMSL Website (wwwamstll in the first quarter of 2015. This portal will allow members ta cwn 3 membership account secured with unique credentials. Members may log into the'r user- friendly account ard aecess important member only information in away like never before, IMSLMember Portal will deliver self-service touls toverify membership profile, current membarsaip status, payments andduer, and many more. IMSLwill aso use this portal to communicate information such as special notices, evert calendar, specal dscount schemes, membership merchandise (lies, | Shirts, CarStickars, ete) atc to its memberchi, The Sub Cammittee for Education, Sorial Media & Website takes the ownership of this project with the guidance of the President and the Council of Management of Inst. We look forward to receive your valuable feedback, criticism, and comments on the this magazineto: suggestions to improve the quality tmslsmn@gmallcom and resentation of "Sri Lanka or ‘Management News". Also, we'd like Executive Editor you to contriute to this quarterly Sti lanka Management News rragarine, Moy. be with s business Mstuteof Management ofsriLanka success story,criss maniagament, __120/10,Second Foor, or challenge which you might like to Wid¥a Mandhiraya, Vidya Mawatha, ; Off wijerama Mawatha, share with your felow members. colonia 1a Please forward your queries orExecutive Diploma in Management from IMSL, your stepping stone towards becoming a Management Professional The Institute of Management of Sri Lanka (IMSL) is planning to launch an Executive Diploma in Management {EDM) in mid-March this year to catering to the needs of young managers who aspire climb the corporate ladder. ‘The proposed “Executive Diploma is undoubtedly the only manazement qualification offered by a professional institution together with @ work placement exposure. Therefore, this is an ideal introductary course for students who are planning to pursue their higher education in the field of management, whichis a fast growing area of specialization in both local andmuttinational companies IMSL was incorporated by act of pariament no 67 on 17° December 1988 and has full membershio of the Asian Association of Management Organizations (AAMO), which is a pattnership of National Management Organizations (NMO} in the Asian Region whose purpose is to promote, facilitate and support the development of professional management in the Asia Pacific Region. The current 17 members of AAMO include Australia, Cambodia, Hong Kong, India, Japan, South Korea, Macau, Malaysia, Mauritius, Mongolian, Nepal, New Zealand, Pakistan, Philippines, Singapore, Sri lanka and Taiwan, Due to this partnership, IMSL has the benefit of being updated with the latest scientific management developments incorporated in the curriculum, Today's business world requires talented individuals who are equipped with sound technical knowledge on myriad of management subjects as well as soft skills. In this respect. the curricula of the Executive Diploma in Management has been designed with the prime objective achieving a delicate balance of both these aspects. The Executive Diploma in Management is a quaification in its own right, Since the programme has been designed in keeping with the requirements of Sri Lanka Qualification Framework (SLOF) Level 3 of the Ministry of Higher Education, EDM is 2 one year programme that offers 30 credits. Therefore, it is envisaged that this qualification could be used as an entry route for ‘the First yearof aBachelor's degree programme or any other haccalaureate programme offered eitherlocally or internationally. The programme shall consist of 16 subjects slong with an independent esearch component and will be delivered in four quadmesters. Lectures will be held only on weekends, This is mainly in order to accommodate those working students to follow the programme without compromising their work ife as well asto give thoseschool leavers the opportunity to continue to pursue the programme even after finding employment opportuni Lectures will be delivered by an eminent panel of teachers that comprises of business leaders and academia, which will also give an opportunity to share rich experiences from real life work scenarios, The first batch ofstudents for the course will commence their studies on the 8" of March 2015 at the IMSL premises and students will be enrolled an fist come first served basis (due to evailability of limited seats). Therefore we would like to request the potental candidates to get enrolled in this prestigious professional qualification. For more In‘ormation, please contact Mr. Ramesh Joseph — Manager Administration at the below address: Institute of Management of Sri Lanka 2" Floor, Vidya Mandiraya, No.120/10, Vidys Mawatha, Off \Wijerama Mawatha, Colombo 07. Tel: 011 2669385 Hotline: O71 7165489 Email: secretariat @iml.te IMSL [= All Members of IMSLare kindly requested to pay up their membership. subscription in order to maintain their membership. For details of (arrears, plezse contact Mr Ramesh Joseph, Manager Mee innate! ire S&S onwst.22 Mr. Mansoor Ghouse needs no introduction to those who are associated with Management Consultancy and Management Training & Development in Sri Lanka. INSTITUTE OF MANAGENENT OF S81 LANKA IMSL wpowerlng Munsgers Mr. Mansoor Ghouse - Fellow Member The Second President of the Ins (1988 up to 1993) He is the Doyen of both professions. Mr Ghouse had his earlier university education in both Unversity of Ceylon, Colombo Faculty and inindia, He is also a product of Business ‘School in the United States. He has had hands-on experience in the Art and Science of Management at the Corporate level for over 24 years, and 23 years management training and development and sudsequently in Management Consultancy, He is popular amongst his clients and trianees as he brings business sense to his Programmes, Seminars and Workshops. He is considered to be the pioneer in processing his own programmes in this country and as the only sri Lankan for overseas programmes. He ‘was an International Feculty Member of the prestigious Leadership Development Academy conducted in Tokyo in 1998 by the Jaycee International, contribution to international training stints include USA, india, Nepal, Malaysia and Hongkong, His a Senator and Life Member of the Jaycees (International), Past President and Member ot Lions Club of Colombo and a Past District Governor of the Intemational Association of Lions Club. He isalsoa Past Chairman anc Founder Member of Srilanka Sumithrayo. He has wide ranging interests including holistic health and living, ute of Management of S Lanka gardening, reading, collecting Eminent work of Art, Antiques and rare addition of books, and enjoyed his leisure in Music and Theatre. Mr Ghouse has en innovative and creative way in presenting his training programmes, creating fun- filled environment, which will result in effective learning. He has an extensive clientele, Mr Mansoor Ghouse is a Founder Member ofthe Institute and one of the First Vice Presidents. He succeeded the First President Mr Mallory E, Wijesinghe in 1988 and was elected President on Four Consecutive Years, He is one of the few Senior most Fallows of the Institute, Mr Ghouses's contributions were found to be unique by this Institute. When the Instiute organized the National Management Conference biannually through which IMSL. contributed immensely to Sri Lanka Managers, and other management disciplines , the essence of holding rnationel management conferences. It was during the tenure of Mr. Mansoor Ghouse that IMSL developed its present logo, personally developed by his close friend Mr, Candappe—a doyen in the field of advertising in the 1970s & 19805. (ir. Mansoor Ghouse losthis beloved companion and desicated wife some years ago, He has three sons — all well qualified professionals practicing in the USA.i On see Constr. (TE fie reer [els [my Static Contractors (Pvt) Ltd 4. No.06,S.H Dahanayake Mawatha, Kaluwella, Galle, Sri Lanka | ft Te:- +94 91 2 246 953, Fax:- +94 91 2 233 004 a E-Mail:- info@sripaliecontractors.Ik Web:- www.sripaliecontractors.lkIMSL MANAGEMENT CAPABILITY INDEX ‘The IMSL will shortly launch the Management Capability Index (MCI), for the first time in Sri Lanka. This is an AMO. initiative which was pioneered byThe NewZealandinsttute of Management. 24 Management capability is the application of management to the total organisation and the organisational performance achieved asa result of that management capability. As opposed to managementcompetencies wl what management brings to the orgenisation. Management capability is demonstrated in business / organisational performance, and is the result of management leadershipand campetence in the keymanagement practices that lead to sustainable performance and business growth. ‘The purpose of the Management Capability Indexisthreefold 1. Amethodology to establish the currentlevel of management capability in organisations inSriLanke; 2. Toidentify where improvement in management capability would lift overall management capability and thus lift organisation and Sri Lanka's performance; 3. Toadopt the Management Capability Index with the objective of international comparison and benchmarking with other National Management Organizations(NMO's) represented in the Asian Association of Management Organizations(AAMO}, thus identifying haw to lift Sri Lanka's management and organisation performance to world class ‘The Management Capability Index (MCI) 's based on the Board, or CEO's, self assessment of the following nine key drivers of management capability that deliver profitable business growth or the equivalent in non-companies, Current performance, including sctual results and comparative performance cf the organisation, is scored as a porcentago against criteria to ercate an index of management capability for thc organisation. The ten categories in the index, and their weighting, areas follows: IEE ake ane Categories T. VISIONARY & STRATEGIC LEADERSHIP 2, PERFORMANCE [FANERSHIP- 3. PEOPLE LEADERSHIP. 4, FINANCIAL MANAGEMENT 5. ORGANISATION CAPABILITY 6, TECANOLOGY & KNOWLEDGE 7. EXTERNAL RELATIONSHIPS 8, INNOVATION — PRODUCTS & SERVICES 10% ‘9. INTEGRITY & CORPORATE GOVERNANCE 5% 10, RESULTS & COMPARATIVE PERFORMANCE 25% International Compari International comparisons ar2 an important dimension of achieving the objectives and purpose of the Management Capability Index programme. International comparisons are a fundamental part of striving for world class performance, The Mc! Isincreasingly recognised intemationaly. Ithas been, and continues to be, adopted by other companies and countries with representation in AAMO, as a method of analysis plus local and international comparison of management performance. Over recent years the architects of the MCI, New Zealand, have benefited from comparisons and analysis of New Zealand's performance, with ather countries under AAMO's umbrella Comparisons have already been made with Malaysia, India, Singapore and Australia Pant oy pa anh 5 4774 Gs Gnakany Nesohaa Panna Safa a a96 47474