Registration Fees:

1. 2. 3. Indian Delegate/Author Foreign Delegate/Author Students Rs. 3000 US$ 100 Rs.1000

Generation

The registration fee has to be sent along with the registration form.
Registration fee is non refundable. However, change in nomination is permitted on request. Payment should be made through Demand Draft in favour of Jaipuria Institute of Management, Noida. Last date for sending registration fee for participation only is 10.10.2011.

On Campus Accommodation
We have limited accommodation on campus that will be provided on first come first served basis. The accommodation charges would be Rs.1500/- per person on twin sharing basis for three days. Extra Rs.1000/- per day per person shall be charged, over and above three days, subject to maximum of two days, in case of any extended stay back.

Next
(GeNxt):
14th-16th October, 2011

About Jaipuria Institute of Management, Noida

Jaipuria Institute of Management, Noida is a part of the Jaipuria Group of Management Institutes. The sister institutes are located in Lucknow Jaipur and Indore. These institutes belong to Integral Education Society which is led by Mr. Sharad Jaipuria, CMD, Ginni International Limited. Beside the management institutes, the society has a Senior Secondary School at Lucknow, and also has a distinction of promoting a college in Calcutta since 1945, which was inaugurated by the first Prime Minister of India. The Institute offers three AICTE approved 2-year full time PGDM, PGDM (Services) and PGDM (Marketing) Programmes. It is located in an aesthetic campus spread over four acres in the institutional area of Sector-62. The campus has airy and naturally lighted large classrooms, an internal court and a large lawn. It has a fully Air Conditioned Library, Computer labs, Faculty offices, Auditorium and well equipped Class Rooms.

Managerial Challenges and Opportunities

Gautam Budha Nagar

The Institute is located in the city of Gautam Budha Nagar, which is a district headquarter, in the state of Uttar Pradesh. Apart being the satellite town of the national capital of India, New Delhi, it is a hub of lot many corporate houses viz, IBM, HCL, Samsung, TCS, Reliance Industries etc., to name few.

New Delhi
New Delhi is the political capital of India and offers a unique blend of its great historical legacy and modern day seat of power. Delhi is a city that bridges two different worlds. On one side you can see old architectural monuments doting across the city, buzzing streets and exotic markets, and on the other side Lutyen's Delhi has magnificent buildings of colonial era, modern day shopping malls, swan by overbridges, snaking metro railway net work across length and breadth of the city, modern opulent high rise buildings and lots of greenery. In Delhi, you will discover that the city is sprinkled with dazzling gems: captivating historical monuments, fascinating museums and art galleries, architectural wonders, a vivacious performing-arts scene, fabulous eating places and bustling markets. Old city offers you labyrinth of narrow lanes lined with crumbling havelis and formidable mosques. In contrast, the imperial city of New Delhi created by the British Raj is composed of spacious, treelined avenues and imposing President House, Central Secretariat, grand temples, gurudwaras and churches, giving enough hints of rich and multiple cultures this cosmopolitan will offer you. Modern city will present you towering buildings of all top banks and MNCs, institutions of international and national importance, universities, colleges, research institutes, schools, theaters, gardens, modern stadiums, state of art international airport, flyovers and expressways.

Conference Conveners
Dr. Vikas Nath, Associate Professor (Marketing) Mobile: +91-9868718827;+91-8800372004 Office: +91-120-4638350/300/301 E-mail: vnath@jimnoida.ac.in Prof. Anurag Singh, Assistant Professor (Finance) Mobile: +91-9810314476 Office: +91-120-4638351/300/301 E-mail: asingh@jimnoida.ac.in

Website: www.jimnoida.ac.in

JAIPURIA INSTITUTE OF MANAGEMENT A-32 A Sector-62 (UP) Ph.: 0120-4638300-01, Fax: 0120-2403378 E-mail: info@jimnoida.ac.in, website: www.jimnoida.ac.in NOIDA

Themes for the Conference

Introduction
The millennial generation, or the Generation Next (GeNxt), born at the end of the 20th century, is endowed with numerous technologies, especially Internet technologies. Moreover, this generation is richer than its preceding generations. The GeNxt lives in highly networked globe. It is socially and environmentally more conscious and is well informed, intellectually alive and fiercely independent. The real and virtual worlds of the GeNxt are very different from their preceding generations. Consequently, it is different in its values, motivations, life styles, and consuming patters. For a today's youth, technology, such as a computer, the Internet, a cell phone and satellite, is an assumed presence, a fundamental part of everyday life on par with running tap water and electric lights. Between texting, e-mailing, social networking, gaming, instant messaging and online commerce their world is one of constant electronic interaction through which they have almost instant access to everything from information to merchandise. They also have access to tony malls, diverse consumer goods, swanky automobiles, better educational systems, and other services that boost their confidence and increase the level of aspiration. The youth market, products/services these markets consume, market size, and market growth all these indeed make an interesting study. The emerging challenges for present day's business firms are how to target the GeNxt segment and position products and services for the youth market. More and more companies are entering into a fray in adopting various tools and techniques to reach to the GeNxt. A recent study shows that 40% of the Indian population is youth and its purchasing power is on increase. A younger, more affluent workforce indicates a whole range of possibilities for youth consumer markets. The GeNxt has plenty of career options and most of them are better aware about them than their parents. It has just brushed aside old fashioned way of working for one organization during one's lifetime, i.e., womb to tomb and it changes jobs at a drop of hat. It presumes that anyone who works for the whole life in a same company may not have got other options. Job hopping has become a sort of career ladder, the more one hops, the higher one reaches. Research has described the following characteristics of the GeNxt: Internet and mobility technology as a way of life, It uses be it to connect with people, search for information or shop in the virtual world. Convenience, immediacy of contact/response, interactivity and positive consumption experience are its virtues. Peer influenced it finds solace in social networking sites and builds communities with likeminded Look at Me types. Facebook, MySpace, Twitter, etc. are the new found ways of presenting personal likes and dislikes and perfecting these indulgences as its hobby. As much as, studies bring out that majority of the GeNxt members use one of the popular social networking sites, and more than four-in-ten have created a personal profile. brand conscious, it is constantly in search for Though novel ways of need satisfaction. The GeNxt members are more civic-minded and teamoriented.

The GeNxt Employee

The GeNxT employees are more diverse compared to previous generations. Television, personal computers, laptops, tablets, the Internet and mass media in general have opened up a range of new choices for them. This has resulted in a generation of people who require, and are able to adapt to, more visual than verbal stimuli. They do not identify themselves by what they do, but who they perceive they are. Their concern for family values will probably lead to requests for shorter workweeks, more telecommuting and more home-based businesses. As young employees have expectations that are different from their predecessors, they have to be managed differently. This is a highly independent group, used to solving problems on their own. Thus, managers will be required to set specific goals for them and allow them to manage the processes associated with achieving these goals. By providing new employees with a variety of tasks, managers may also benefit by the GeNxt's apparent ability to perform multi tasks.

Managing the GeNxt

Characteristics and aspirations of the GeNxt employees Developing the GeNxt leaders Competencies of HR professionals Change management Work ethics and values of the GeNxt Employee engagement strategies Training & development needs Retention strategies HR practices Co-existence & collaboration Team work and individualism

Economics and the GeNxt

Leveraging the demographic dividend Mapping economic behaviour and 'rationality' of the GeNxt Changing consumption/expenditure patterns Education and employment Gender equality and women empowerment Environmental awareness & consciousness

Marketing to the GeNxt

Flexibility and future preparedness GeNxt consumer behavior- impulses, patterns, and trends Product segmentation, positioning and targeting GeNxt marketing technologies GeNxt choice of gadgets Retailing for the GeNxt Digital marketing Marketing communication and other tools to reach the GeNxt Challenges for the GeNxt entrepreneurs /marketers

Managing the GeNxt Organization

The DNA of organizations is changing. Although it may sound common place, this expression has perhaps never been truer than it is today. Management practices and the form of organizations have significantly altered during the last quarter of the 20th century and many employees that are new to the work force have different expectations - and frustrations - when it comes to defining their relationship within their organization. Crafting and implementation of business strategy will be greatly influenced by this emerging DNA of organizations. With the emerging business landscape, the means by which organizations will achieve competitive advantage over others will also have to be redefined. In order to compete in this emerging landscape, the GeNxt employees and managers will play a paramount role. This new DNA of organizations of tomorrow, besides attaining cost effectiveness and economies of scale will be making effective use of other factors like technology, virtual connections and new social media. Similarly, innovation will be of key importance as the ability to innovate will determine to a large extent the structure and organization's ability to mobilize the energy and motivation to keep up with the turbulent business environment in order to gain prominence. In the above backdrop, the present conference has been designed to look into the various challenges and opportunities that each functional area of management will be required to address. The conference provides a forum to academicians, students, practitioners and consultants to deliberate upon the pressing issues of managing the GeNxt and evolving appropriate strategies to benefit from the abundant energy, digital experience and surging expectations of the GeNxt.

The GeNxt IT Issues

Cloud computing (optimum utilization of resources) Convergence of technology and management Social networking sites: Management perspective Smart mobiles and 3G Spectrum: GeNxt marketing and management tools

The GeNxt Financial Management

Challenges of interbank money flow Need of technology for banking functions Need of technology for share market transactions Innovative financial products Leveraging technology for financial inclusion Venture capital GeNxt investment characteristics Corporate financing

Managing the GeNxt Organisation

DNA of organizations Creating effective organizations Crafting business strategy Flexibility and Temp employees Networked organisation Innovation in organizations

Management Education for the GeNxt

Emerging landscape of management education Aspirations and realities of the Indian youth Institution building Training teachers for educating the GeNxt Industryinstitution interaction Important Information Last date for submission of paper abstract : 09.09.2011 Confirmation regarding acceptance of abstract : 11.09.2011 Last date for paper submission : 30.09.2011 Communication Details All communications should be made to: Prof. Vikas Nath at vnath@jimnoida.ac.in and /or Prof. Anurag Singh at asingh@jimnoida.ac.in