Wipro (Western India Pine Refined Oil Ltd): Wipro Technologies Limited is a giant information technology services corporation

headquartered in Bangalore, India. According to the 2008 09 revenue, Wipro is one of the largest IT services company in India and employs more than 112,925 people worldwide as of June 2010.[4] It has interests varying from information technology, consumer care, lighting, engineering and healthcare businesses. Azim Premji is the Chairman of the board.

CEO :

Azim Hasim Premji.

Major Divisions Cyber Towers the software landmark of Hyderabad. Located at Madhapur surrounded by many software majors like Wipro, IBM and Accenture, the building is a huge tourist attraction.
y

IT Services: Wipro provides complete range of IT Services to the organization. The range of services extends from Enterprise Application Services (CRM, ERP, e-Procurement and SCM) to eBusiness solutions. Wipro's enterprise solutions serve a host of industries such as Energy and Utilities, Finance, Telecom, and Media and Entertainment. Product Engineering Solutions: Wipro is the largest independent provider of R&D services in the world. Using "Extended Engineering" model for leveraging R&D investment and accessing new knowledge and experience across the globe, people and technical infrastructure, Wipro enables firms to introduce new products rapidly. Technology Infrastructure Service: Wipro's Technology Infrastructure Services (TIS) is the largest Indian IT infrastructure service provider in terms of revenue, people and customers with more than 200 customers in US, Europe, Japan and over 650 customers in India. Business Process Outsourcing: Wipro provides business process outsourcing services in areas Finance & Accounting, Procurement, HR Services, Loyalty Services and Knowledge Services. In 2002, Wipro acquiring Spectramind and became one of the largest BPO service players. Consulting Services: Wipro offers services in Business Consulting, Process Consulting, Quality Consulting, and Technology Consulting.

Management Style followed by WIPRO:

AUTOCRATIC STYLE OF MANAGEMENT: One of Premji's most important accomplishments has been creating a sinewy management culture that thrives even under intense competitive pressure. He established two core principles that are instrumental in building the character of his leadership team. The first is rare among India's family-controlled companies: The chairman is not king. While Premji owns a controlling stake in Wipro, he shares authority and responsibility with his subordinates. The second key principle: Premji believes in a zero-politics culture. At Wipro, backstabbing, playing favorites, and kissing up to the boss -- tactics that sap much of American executives' energy -- simply don't work. Open and honest disagreements are not only tolerated, but also required -- of everyone. When tracing WIPRO s efforts into its present global status a few important issues come to mind. The reader may like to reflect on reading as to how and why it was possible for WIPRO as an institution to speak about its strongly subscribed values through its leadership development processes. The process of institution building given the constraints in Indian society appears clearly to have built on clear expectations and focussed nurturing that came from a sentient leadership at WIPRO. Some of the salient steps WIRPO took are as follows:

1. Defining Leadership Qualities: The biggest problem with a concept like leadership is that it can mean so many things to so many people. There is a strong temptation to attribute all possible good qualities one can think of and come out with hundreds of qualities. Sometimes, these include irreconcilable opposites in qualities. Like a strong aggressive leader who chews competition but at the same time is an extremely harmonious team player! At Wipro, we decided to be more pragmatic. We have identified eight leadership qualities. Currently they are 1) Strategic Thinking - Anticipating the future through an articulated vision 2) Customer Orientation - Customer at the center of the vision. 3) Aggressive Commitment - Pursue stretched commitments with determination and focus 4) Global Thinking and Acting - Global cultural synchronization with respect to issues and trends 5) Self Confidence - Belief in the abilities of self and team 6) Commitment to Excellence - Commitment to surpass the best with respect to global standards 7) Working in Teams - Encouraging harmony and synergy for getting multiplier effect from team 8) Building Future Leaders - Spending time with team; coaching and pursuing developmental needs of team

MANAGEMENT PRACTICES IN WIPRO : Management is the art of making effective use of resources to achieve your goals. It concerns planning, coordinating and implementing all aspects of an organisation s operation in a manner which fulfils the organisation s aims. In other words, once an organization identifies its purpose, well Management helps to achieve it. As different processes are needed to achieve various aims, we tend to discuss management practices in terms of particular functions. In organizations, these can include business management, financial management, collections management, program management, and personnel management. Regardless of the area being considered, all good management practices rely on four basic tools: policies set the framework for decisionmaking in museums. Good management ensures that policies are developed, kept up to date, and are understood by all staff; plans are the blueprints for action, which set out how the aims and policies will be achieved. Policies need plans to turn them into realities. Good management creates and implements plans to cover relevant areas of organizational operations; procedures are the step-by-step instructions on how to carry out tasks they carry out policy and implement plans. Good management develops procedures and ensures that they are followed; and people are the resources who make the operations of the museum possible. Good management provides for the needs of people.

Business Transformation - Wipro Infotech is a pioneer in implementing Business transformation concepts for value acceleration. Wipro Infotech Business transformation services ensure process optimisation that lead to revenue enhancement, cost reduction, customer satisfaction and improved quality of products or services. We are the world's first IT services company to deploy Six Sigma and first in achieving certifications of CMMi level 5 and PCMM level 5. With this strong background, they build or enhance the existing processes in the organisation to ensure a faster pace of growth to power your business forward. In the Business Transformation services they work to incorporate Six Sigma, LEAN, TRIZ, Theory of Constraint, CMMi and PCMM models as the framework to improve the operational excellence in your organisation. The services in this segment are spread across industry verticals as they address the core business process improvement. The Business transformation practice involves the following: Business process management system (BPMS) focuses on improving the business processes from people, process and technology point of view through simulation and process optimization using BPMS tools Business process improvement involves building consistent and reliable processes with the best quality benchmarks through Six Sigma, Lean, Triz, TOC Integrated quality management system (IQMS) helps in building standards across the organisation through deployment of quality management system CMMi, PCMM, TL 9000, ISO 9000 and proven business models - EFQM, DQA among others . SERVICE DELIVERY QUALITY Without the proper training and skill sets, employees would not be able to turn functional and technical requirements into software applications. The following figure provides the relationship of service delivery and organizational effectiveness between the customer and the services Wipro s Quality Management System : Wipro s customers trust the strength of the quality processes that have always assured them of timely, defect-free delivery of products and services. The Quality Management System (QMS), called veloci-Q, is a consolidation of experiences and best practices that are also aligned to standard quality models and certification. This is dynamic, and also all encompassing, meeting specific technology and domain specific requirements with ease. The fact that Wipro has consistently been assessed and certified on critical quality models, generic and domain specific, bears testimony to the goodness of the QMS.

Quality Perspective Of Wipro s Services:Wipro s attention to quality is evident in the end deliverable and its overall support of its client. The following are the ways in which quality has manifested itself on Wipro s projects: 1. Responsiveness . Wipro s strong attention to client satisfaction results in a commitment not only to respond quickly to client requests but to do so with suggestions for improvements. 2. Efficient problem resolution and rework reduction. Because Wipro tracks many metrics through its robust software developmentprocesses, the capture of software bugs, and thorough documentation, it is able to provide a detailed and fast examination of problems such as bug fixes and the causes of delays. Wipro can see trends, identify reasons for issues, and quickly resolve problems. 3. Adherence to project schedule. Wipro s attention to detail and deadlines allows it to meet tight time frames for delivery. 4. Reduced cost. While Wipro s cost advantage as an offshore Indian firm contributes to its ability to provide its clients with cost savings, its on-time delivery and swift problem resolution are equally important. 5. Less employee turnover. Wipro has developed a critical mass of employees dedicated a particular project. This continuity has diminished any rework needed, enhanced Wipro s intellectual capital, and provided a sense of security with its client.
March 31st 2009 *Based on closing price in NSE as on June 1, 2010 Financial Performance Revenue 271,414 255,442 Profit Before Tax 55,095 45,196 Provision for Tax 9,163 6,460 Profit After Tax before minority interest/share in earnings of associates 45,932 38,736 Profit After Tax 46,310 38,999 Earnings Per Share Basic 31.78 26.81 Diluted 31.56 26.72 Operating Cashflows 50,998 36,099 Capital Expenditures, net (10,632) (16,388) Dividends payout (including distribution tax) 10,092 6,856 Rate of Dividend 300% 200% Financial Position Cash and Investments 106,610 69,793 Goodwill 53,346 56,521 Net Fixed Assets (including CWIP) 56,294 52,563 Net Working Capital 91,389 61,313 Capital Employed 245,393 193,427 Networth 182,425 136,284 Debt 62,513 56,892 Market Capitalization* 966,523 600,245

Financial Highlights (Rs. in Mn except per share data)

DLF DLF Limited or DLF (originally Delhi Land and Finance) is India's biggest real estate developer based in New Delhi, India. The DLF Group was founded by Raghuvendra Singh in 1946.DLF developed residential colonies in Delhi such as Shivaji Park ( which was actually its first one), Rajouri Garden, Krishna Nagar, South Extension, Greater Kailash, Kailash Colony and Hauz Khas. In 1957, with the passage of Delhi Development Act, the local government assumed control of real estate development in Delhi and banned private real estate developers. CEO:

The company is currently headed by Indian billionaire Kushal Pal Singh, a Jat from BulandShahar. ANNUAL TURNOVER OF THE COMPANY:
The company reported a turnover of Rs. 3,120.98 Crore and PAT at Rs. 1,515.48 Crore.