1. One of the biggest headache for the Government is NPAs of the banks. Whereas, the estimated declared NPAs of the banks are around 6 lakhs crores, the actual stressed assets are estimated to be in the vicinity around Rs 10 Lakhs crores. Earlier it was believed that it is only PSUs bank which are the culprits in this regard. But of late it is revealed that even Private Banks also have lot of NPAs, although these may be far less than Public Sector Banks. One of the reason cited is that banks have not exercised due diligence while extending loans to companies for bad projects. But this is one part of the story. The other part is that many of the organizations are not managed efficiently by the owners or the management of these organizations. While seeking loans, not only banks, in many cases even the management of these organizations did not assess the viability of the project properly, who were supposed to be more professional in assessing the viability than the banks.

2. Bank NPA is one indicator, reflecting the inefficiency in management of large number of organizations in India, high cost of production, bad quality of service and product, tendency of cover up or making stories in case of failures are other indicators that reflect poor management of the organizations in India. The poor management of organization could happen at any layer, or some of the layers or all the layers running up to owners of the organizations. One can observe unprofessional approach in dealing with customers, while repairing a fault or when manufacturing a product. Sample these:

• A pensioner in a public-sector bank requesting for a debit card for a joint account with his wife, which should be operated by 1 st joint account holder or survivor, is refused by clerk to issue debit card as he insists for wife signature. When the pensioner informs that if he can issue a cheque under his single signature then there should not be insistence on his wife signature, as it is his account. He would have got the signature also, but his house is far off and getting wife signature would entails unnecessary trip for him. However, if the clerk insists, in his next trip to bank he would bring his wife and would get the form signed from wife also. Clerk advised that pensioner should open his account in some other bank. His manager agrees with the pensioner that for the type of account, pensioner is having signature of wife is not necessary but refuses to instruct the clerk to issue the debit card stating that he has no other person except him to bank upon and he does not want to annoy him.
• In another public-sector bank, cashier does not dispense the cash for 45 minutes stating that he does not have enough cash. When the matter is reported to manager, he calls the head cashier who states to him that there is no cash shortage. In any case, he is going to arrange for more cash. After 15 minutes, when the customer again goes to cash window, cashier again says there is no cash and head cashier is gossiping with one of his colleagues. On being confronted by the customers that why he is giving incorrect report to the manager, he refuses even to talk to customer and says customer can talk to the supervisor.
• A shopkeeper with a good turnover, send different tiles than what were selected and paid for by the customers. On being pointed out first he haggles and then later changes the tiles incurring avoidable transport cost, wasting time and spoiling impression on customer and probably losing the customer as well.
• In a very good hospital in Delhi, test report is not ready even after 5 days when it was supposed to be ready in three days. On being asked at counter why the report is not ready even after 5 days, instead of giving the reason or saying sorry the window clerk speaks rudely with the elderly customer. Manager instead of rectifying the problem, blames the customer for not waiting for some time.
• In a well-known private bank in a posh area of Delhi, there are 12 employees and two customers, but it took half an hour to en-cash a cheque of small amount that too after the Branch manager was told, ‘do you have only one live counter to deal with public?’. The simple reason was that all employees were busy in gossiping except one who was dealing with another customer.

3. These are some of the incidences, which are not described fully and such incidences cannot be described also, but all of us would have faced awkward situations and might have felt that we have not been serviced properly. As an incharge of Public grievance cell, which coordinated the grievances of all Telecom Service Providers, I have seen number of cases where customers have not been serviced properly and management has spent more time in defending the wrong actions than in servicing the requests of the customers. In a production set up situation is no better; there are inefficiencies all round but management is not able to either acknowledge these or fail to take remedial action or both.

4. We at Nectar Fountain believe that quantum improvement in efficiency, productivity, service time, customer satisfaction, cost of production and ultimately in profitability of most of the organization is possible. We can help you to deliver these with guaranteed results. We are committed to your benefit and believe that we can share only from the benefit, which accrue to you as a result of our working with you, otherwise we will not charge anything from you, except in case when you take training or off site consultancy services from us. For these services also,you can contribute as per your level of satisfaction. Exact format of your contribution for different types of services is provided against each service.

Services:

On-Line Training: We have number of on-line training modules, which your executives can complete at their own pace. These training modules will help in developing managerial skills and capacity building of your executives and senior officers. At the outset, some of the training modules may look to be innocuous, but once all your executives have undergone these modules, you will find perceptible difference in their actions and decision making abilities and quality of decisions. In traditional training when a few executives undergo one or a few training, impact is little. The reason is simple: When one individual or a few of them undergo a training, it is difficult for them to use their new-found skills as mass of the executives, who have not undergone this training find the conduct and behavior of newly trained people a little different from theirs and they tend to put them in separate bracket. Finding themselves alienated from the main group they tend to fall back on their past style. With traditional training methods, it is almost impossible to train all executives in all skills in a short span of time together. With on line training, it is possible. Whereas on-line training will be useful for overall impact on the organizations in a cost and time effective manner, for developing skills of an individual or a small group of individuals on-site training are more useful.

The completion of on line modules by its executives can be monitored by the management. The facility has been provided to use this feature as an effective assessment, control and motivating tool.

We offer following on-line training modules for management skill development and capacity building. If there is a specific demand from you on any other topic, that can be designed and made available on line. You can contact us.

List of Modules

• Essential Financial Skills for Executives
• Using Your Time Effectively
• Improving Interpersonal Skills
• Communication Skills
• Presentation Skills
• Negotiating Skills
• Delegating Skills
• Effective Meetings
• Motivating Skills
• Leadership and Teambuilding
• Total Quality Management
• Customer Service Management
• Managing Performance

• For on-line training, an enterprise can have unhindered right for all trainings modules for up to 5,000 executives by contributing Rs 20,00,000 pa, which is Rs 30 per module.
• The enterprise can access all modules for up to 500 executives with a contribution of Rs 2,50,000 pa, which is less than Rs 40 per module.
• The enterprise can also have access for all modules up to 100 executives with a contribution of Rs 65,000 pa, which is Rs 50 per module.
• The enterprise can also have access for all modules up to 10 executives with a contribution of Rs 12,000, which is about Rs 100 per module.

If the enterprise is not satisfied or partially satisfied then it can seek part or full refund depending upon its level of satisfaction within 30 days of subscription.

Refund would be affected within 10 days of request.

On-site Training: For developing management, leadership, team building and administrative skills, we also conduct on-site training. The benefits of on-site training are that it provides hands- on experience and its impact on individual is higher than on-line training. However, it is difficult for organizations to cover all executives for all trainings. On-site training would be useful for select executives or for filling a skill gap of specific nature.

On-site training can be held for individual skills, for which on-line trainings are also available. However, on-site trainings are recommended for capacity building coupled with solving real life organization issues. These trainings are in two days and 5 days’ modules, the basic format of which are available in below links:

Two days Capacity Building and Problem Solving Conference

Five days Capacity Building and Problem Solving Conference

The exact agenda of these conferences would be prepared in consultation with your organization as need of different organizations are different.

• For Single Skill module for 10-20 executives, Rs 3,000 per executives per day, without stay arrangement. Boarding and lodging charges would be as per actuals.
• For two days’ ‘Capacity Building and Problem-Solving Conference’ for 20-50 executives, contribution would be Rs. 5,000 per executive per day without stay arrangement. Boarding and lodging charges would be as per actuals.
• For five days’ ‘Capacity Building and Problem-Solving Conference’ for 20-50 executives, contribution would be Rs. 3,000 per executive per day without stay arrangement. Boarding and lodging charges would be as per actuals.

If the enterprise is not satisfied or partially satisfied, it can seek the part or full training charges refund depending upon its level of satisfaction within 2 days after the end of the programme. Training cost would be refunded except the actual expenditure incurred on stationary, training material and other tools used during the training.

Refund would be affected within 10 days of request.

In this service, we work with you as if we are part of the organization, study the problems in details, suggest remedial measures and help you in implementing these measures.

There are no upfront charges for this consultancy except the actual expenditure incurred on items like travel, stationary, office space etc if these are not provided by you otherwise no up-front charges. We expect 10% share in enhanced profit or reduced loss for three years after the end of our consultancy or after one year of start of our consultancy which is ever is earlier.

We can also study the problems of your organization, diagnose them and suggest remedial measure for you to implement them.

There are two ways you can contribute for this type of service. These are;

• You can have estimated quote from us and pay it on completion of the service to the extent of your satisfaction besides the actual expenditure incurred on items like travel, stationary, office space etc if these are not provided by you as ongoing expenditure during the consultancy period. Or,
• You can contribute 5% of enhanced profit or reduced loss for next three years after the end of the consultancy or after one year of beginning of the consultancy, whichever is earlier, besides the actual expenditure incurred on items like travel, stationary, office space etc if these are not provided by you, which is reimbursed as ongoing expenditure during the consultancy period.