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    <header>
      <identifier>oai:imertatva.com:tatva:243</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Exploring the Role of Green HR Practices in Promoting Organizational Sustainability</dc:title>
        <dc:creator>Mahesh C. Ganagi, Arun A. Rotti and Sattagouda M. Patil</dc:creator>
        <dc:subject> Green Human Resource Practices, Organizational Sustainability, Performance Outcomes, Challenges, 
Drivers </dc:subject>
        <dc:description> This research paper explores the role of Green HR practices in contributing to sustainable development in organizations. 
In an era where sustainable development is at the forefront of many organizations, green HRM practices become 
essential for fueling efforts towards long-term ecological and economic objectives. The findings of this study articulate 
three significant drivers that compel organisations to move towards the Green HRM, namely, regulatory compliance, 
corporate social responsibility, and pressure from stakeholders. Hence, this paper also discusses the hurdles 
organizations encounter implementing these practices, which include resistance to change, unawareness with regards to 
the practices and lack of resources. Through analysing multiple case studies and relevant literature, this study shows the 
performance results of effective Green HR practices based on their positive outcomes such as employee engagement, 
reputation of the organization, and its sustainability performance. This study highlights how tailored HR practices 
integrating sustainability objectives can improve employee engagement, thus leading to increased productivity and 
overall well-being on both organizational and community levels. Conducting a systematic review of secondary data using 
the PRISMA tool, this paper adds to the burgeoning HR management and sustainability literature, with implications for 
both practice and research. It highlights the importance of promoting sustainability in organizations and argues the case 
for implementing Green HR practices as an essential part of modern-day Business Strategy. This exploration leads to the 
proposed framework, which it brings out the light on how these Green HR practices act as a catalyst for organizational 
sustainability and sets the path for future studies and practice in this domain. </dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a00</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
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    <header>
      <identifier>oai:imertatva.com:tatva:244</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>The Recovery of NPAs by the Scheduled Commercial Banks in India: An Empirical Study</dc:title>
        <dc:creator>Shrirang A. Deshpande and Arif Shaikh</dc:creator>
        <dc:subject> GNPA, NPA, Lok Adalat, DRT, SARFASEI, IBC, Recovery Channels</dc:subject>
        <dc:description> The lifeblood of economic activity is finance. Several problems beset the Indian financial system, one of the most 
significant being the huge volume of non-performing assets on banks&#039; balance sheets. For banks to function properly in 
the economy, they need to maintain low levels of non-performing assets (NPAs). The most adverse impact on a bank&#039;s 
financial health is non-performing assets (NPAs). Credit advances are crucial for funding productive goals. Credit Risk, on 
the other hand, is associated with bank retail products and derives from the borrower&#039;s failure to repay. The credit cycle is 
disrupted, and the fund is frozen. As a result, these loan losses have a significant impact on the bank&#039;s profits. While it is 
impossible to eliminate such losses, banks can always strive to minimize them through various recovery mechanisms.
 This document analyses the recovery mechanism of NPA with four important wings. In other words, it covers several years 
from 2012 to 2222, 2021, through Lok Adalat, DRTS, SARFASEI, instance code, bankruptcy, and NPA effects. This study 
is based on the secondary data collected from the preservation of RBI data. The survey revealed that the recovery 
mechanism of the overall banking sector is very weak. Among the four sectors, the recovery of IBC has been better than 
the other three.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a11</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
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    <header>
      <identifier>oai:imertatva.com:tatva:245</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title> Evaluating Green Marketing Strategies&#039; Influence on Consumer Adoption of Electric
 Vehicles</dc:title>
        <dc:creator>Rahul Kamule and S.C. Patil</dc:creator>
        <dc:subject>Green Marketing, Electric Vehicles, Purchase Intent, Environmental Awareness, Sustainability.</dc:subject>
        <dc:description> This study evaluates the impact of green marketing strategies on consumer adoption of electric vehicles (EVs), focusing 
particularly on eco-labeling and sustainability-focused advertisements. The research investigates how these marketing 
strategies affect consumers&#039; purchase intent for EVs and examines the role of consumer environmental awareness as a 
mediator in this relationship. Data were collected from a sample of 385 respondents across Karnataka, using surveys and 
statistical tools like correlation analysis, multiple linear regression, independent t-tests, and mediation analysis. Findings: 
Results show a high positive correlation between green marketing strategies and purchase intent for EVs, which signifies 
that as the consumers are exposed to eco-labeling and sustainability-focused advertisements, their intention to adopt EVs 
increases. Furthermore, environmental awareness was found to significantly mediate the relationship between green 
marketing and EV adoption with (β = 0.45, p &lt; 0.01) and (β = 0.25, p &lt; 0.01), highlighting the importance of consumer 
education in driving sustainable behavior. The study concludes that businesses and policymakers can leverage green 
marketing strategies to boost the adoption of electric vehicles, contributing to environmental sustainability goals. These 
insights offer practical implications for enhancing marketing efforts and supporting policy initiatives aimed at promoting 
sustainable transportation.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a33</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:246</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title> Study on Profitability of Manufacturing Industries</dc:title>
        <dc:creator> Suraj S. Mathad and Savitha Kulkarn</dc:creator>
        <dc:subject>Manufacturing sector, Return On Equity (ROE), net profit margin, and capital structure, profitability</dc:subject>
        <dc:description>&lt;p&gt;
Few lines on manufacturing industry  
&lt;/p&gt;

&lt;p&gt;India&#039;s manufacturing sector is a key driver of economic growth, contributing significantly to GDP and employment. Major 
industries include textiles, automobiles, pharmaceuticals, and electronics. The &quot;Make in India&quot; initiative has boosted 
domestic production and foreign investments. With a growing skilled workforce and robust infrastructure, India is 
emerging as a global manufacturing hub.&lt;/p&gt;

&lt;p&gt;By examining financial performance indicators like return on equity (ROE), net profit margin, and capital structure, this 
study explores the variables impacting profitability in the Indian manufacturing sector. The study looks at connections 
between important financial variables, such as capital expenditure (CAPEX), earnings per share (EPS), operating profit 
margin, and total liabilities, using data from five publicly traded corporations during ten years (2014–2023). The results 
show that while EPS and operating profit margin show favourable correlations with ROE, CAPEX, COGS, and liabilities 
have a negative impact. In order to increase profitability and guarantee long-term sustainability in the manufacturing 
sector, the study emphasizes the significance of effective resource allocation, debt management, and revenue 
diversification. &lt;/p&gt;</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a44</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:247</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Study of Most Effective Marketing Channels for Reaching Gen Z Consumer</dc:title>
        <dc:creator> Nandini Chougala, Abhilasha Mathapati and Rahul Mailcontractor</dc:creator>
        <dc:subject>Gen Z, digital marketing, influencer marketing, social media engagement, consumer behavior, video 
content, brand authenticity.</dc:subject>
        <dc:description>&lt;p&gt;
&lt;b&gt;Purpose:&lt;/b&gt; Understanding Generation Z&#039;s (Gen Z) consumer behavior is crucial for businesses seeking to create effective 
marketing strategies. This study explores the most efficient marketing channels to engage with Gen Z consumers, given 
their preference for digital content, social media interactions, and authenticity in brand communications. 
&lt;/p&gt;

&lt;p&gt; &lt;b&gt;Design and Methodology:&lt;/b&gt; This study employed a descriptive research design, which aimed to describe the effective 
channels to reach Gen Z consumers. The primary objective was to identify the most popular and influential channels 
among this demographic.&lt;/p&gt;

&lt;p&gt;&lt;b&gt;Results:&lt;/b&gt;  The findings highlight Instagram and YouTube as the most preferred social media platforms, with video content 
being the most engaging format. Influencer marketing proves to be a significant factor, although Gen Z exhibits skepticism 
toward influencer endorsements, prioritizing authenticity over promotional content. Discounts and free trials serve as 
strong motivators for product engagement. The study provides actionable insights for businesses, suggesting that brands 
should prioritize interactive, visually engaging, and transparent marketing strategies. The research also emphasizes the 
importance of aligning marketing efforts with Gen Z&#039;s values of sustainability, diversity, and social responsibility.&lt;/p&gt;</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a55</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:248</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Comprehensive Valuation and Analysis of the Nifty 50 Index: Assessing Financial
 Health and Growth Prospects</dc:title>
        <dc:creator>Yogesh Kanbarkar and Goutami Maganur</dc:creator>
        <dc:subject>Discounted Cash Flow Valuation, Free Cash Flow to Equity, Intrinsic Value, CAPM Model, Terminal Value, 
Nifty50 Index.</dc:subject>
        <dc:description>&lt;p&gt;
This research originates from the increasing need for accurate and forward-looking valuation methods in dynamic and 
evolving markets like India. It focuses on the valuation of the Nifty50 Index, one of India&#039;s most prominent stock market 
benchmarks, using the Discounted Cash Flow (DCF) approach. By treating the index as a single entity, the valuation 
simplifies the analysis of its 50 constituent companies, aggregating their earnings, dividends, and buybacks to estimate 
the intrinsic value. The project aims to assess the financial health and future growth prospects of the Nifty50, providing 
actionable insights for investors and stakeholders.
&lt;/p&gt;

&lt;p&gt;  The valuation employs the Base Valuation (Recent Data Approach), which integrates the latest financial and 
macroeconomic data to align with current market conditions. Key inputs include a risk-free rate of 6.92%, an equity risk 
premium of 1.43%, a 3-year average EPS CAGR of 12.47%, and a total yield of 1.44%. These inputs drive the projection of 
future cashflows, which are discounted using a cost of equity of 8.35% to derive the intrinsic value.&lt;/p&gt;

&lt;p&gt; The analysis reveals an intrinsic value of 27,435, compared to the current Nifty50 level of 24,467.45, classifying the index 
as undervalued with a potential appreciation of 12.13%. This undervaluation is supported by robust earnings growth, 
stable shareholder returns, and favorable macroeconomic conditions. Sectoral diversity across Financial Services, 
Information Technology, and Consumer Goods further strengthens the index&#039;s growth prospects.&lt;/p&gt;

&lt;p&gt; Scenario analysis demonstrates the sensitivity of valuations to assumptions. While the Base Valuation reflects optimism 
based on recent trends, a Historical Averages Valuation suggests overvaluation, emphasizing the importance of 
timeframe selection.&lt;/p&gt;</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a66</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:249</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Ethics in Human Resource: A Study on Hiring Ethics and Employee Selection</dc:title>
        <dc:creator>Manikchand A. Bastwade</dc:creator>
        <dc:subject> Ethics, Hiring, Anti-discrimination, Integrity, Gatekeepers, Human Resource</dc:subject>
        <dc:description>&lt;p&gt;
The act of hiring an individual can have major ethical and legal implications for an organization. To better identify the 
concepts that influence hiring and employment selection ethics, a review of the recent literature found several areas of 
importance for both academics and hiring managers and other employees. Earlier researchers claim that hiring is 
influenced by the concepts of moral obligation, diversity, antidiscrimination, integrity, and employment fairness whenever 
they hire new personnel. Awareness and action in these areas will lead to motivating factors that can change attitudes 
while allowing ethical hiring practices to shape organizational culture. This Article presents a dichotomy of understanding 
that when organizations use a defined ethical hiring standard, employers are more likely to recruit and hire ethical 
candidates. This understanding creates the assumption that managers are obligated with the responsibility of being 
ethical gatekeepers for their respective organizations.&lt;/p&gt;
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a77</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:250</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Role of Artificial Intelligence in Financial Trading</dc:title>
        <dc:creator>Rahul Mailcontractor and Rajeshkumar Sojatiya </dc:creator>
        <dc:subject>Artificial Intelligence in Financial Trading, FinTech, AI-powered stock market prediction, Convolutional 
Neural Networks (CNNs), Support Vector Machines (SVM) for Financial Markets Prediction, Long Short-Term Memory 
Networks (LSTMs) </dc:subject>
        <dc:description>&lt;p&gt;
As technology develops, artificial intelligence (AI) techniques are being applied increasingly in the financial markets. A 
Systematic Literature Review (SLR) is performed using AI tools to examine financial trading approaches in this research 
work. Exploratory research is a preliminary investigation conducted to clarify concepts, gather insights, and identify 
patterns or relationships in a relatively uncharted area. When examining the role of Artificial Intelligence (AI) in financial 
trading, exploratory research helps in understanding the multifaceted impacts, challenges, and opportunities presented 
by AI technologies. AI techniques such as machine learning and deep learning have demonstrated their efficacy in 
forecasting price movements and optimizing trading strategies, offering significant advantages over traditional methods. 
Despite these advancements, challenges such as data quality, ethical considerations, and the need for real-time analysis 
persist. The literature highlights a gap in research, especially concerning developing markets and the incorporation of 
advanced AI models across various financial contexts. Future research should focus on these areas to harness AI&#039;s full 
potential in improving financial forecasting and trading strategies &lt;/p&gt;
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a88</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:251</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title> Exploring IT Stock Movements: A Technical Analysis Perspective</dc:title>
        <dc:creator>Preeti Hosmani and Savitha Kulkarni</dc:creator>
        <dc:subject> Technical Analysis, Exponential Moving Average, Relative Strength Index, Market Trends, Price Movements</dc:subject>
        <dc:description>&lt;p&gt;
This study explores the application of technical analysis in evaluating the price movements of IT sector stocks, focusing on 
key indicators such as Exponential Moving Averages (EMA) and the Relative Strength Index (RSI). The research aims to 
identify historical price trends, determine support and resistance levels, and analyze stock performance using technical 
indicators. The study is based on secondary data sourced from the National Stock Exchange (NSE) and financial 
platforms, examining a sample of 10 IT stocks over a 10-month period. Findings indicate that EMA and RSI can serve as 
effective tools for recognizing trading opportunities and market trends, though their predictive accuracy is influenced by 
market volatility and external factors. The study emphasizes the importance of integrating technical analysis with 
fundamental insights for more comprehensive investment decisions in the fast-paced IT sector. &lt;/p&gt;
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a99</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:252</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol19</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Adoption Of Sustainable Packaging in the FMCG Sector</dc:title>
        <dc:creator>Ramya R. Chikmath and Sekappa N. Makkalageri</dc:creator>
        <dc:subject>FMCG Industry, Sustainable Packaging, Recyclable Materials, Biodegradable Materials, Environmental 
Impact, Regression Analysis.</dc:subject>
        <dc:description>&lt;p&gt;
This research examines consumer knowledge, perceptions, and actions related to sustainable packaging within the 
FMCG sectors. A survey was carried out to gather data from 200 consumers of FMCG products. The findings show that 
most consumer recognize recyclable packaging and are prepared to spend more for eco-friendly packaging. The 
research also discovered that awareness, readiness to pay, and how often consumer check packaging for sustainability 
attributes all significantly enhance the importance of sustainability to consumers. These results indicate that FMCG firms 
can enhance their sustainability efforts by raising consumer awareness about eco-friendly packaging choices and by 
promoting the benefits of such packaging.&lt;/p&gt;
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86108933-5a8b-4021-992c-d7d6d80e5a10</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 19, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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      <identifier>oai:imertatva.com:tatva:1</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Fermenting iDeas in Business: iD Brand</dc:title>
        <dc:creator>Padmapriya R. Katagal</dc:creator>
        <dc:subject>Business, iD Brand, Market</dc:subject>
        <dc:description>The case provides insights on India&#039;s Food processing industry. It discusses the emergence of the RTE and RTC category with market statistics. It discusses the factors for growth in the food processing industry in India. The case is on the brand journey of iD in the Ready to Cook category with its ldly-Dosa batter launched in Bangalore. It discusses the emergence of a brand in the commodity business of batter with its innovativeness, the growth of the market, and the competition which is followed by the rise in demand for the product/ RTC category.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3d999fd616ed448b8140fed7ca83ee91</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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    <header>
      <identifier>oai:imertatva.com:tatva:2</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on the Impact of Employee Welfare Measures on Employee Satisfaction in the Organized Hospitality Industry at Goa</dc:title>
        <dc:creator>Sweta Kulkarni, Gizel Chandanagiri, Vijendra Katti and Saurabh Anil Pote</dc:creator>
        <dc:subject>Hospitality, employee&#039;s welfare, employee&#039;s satisfaction, sustainability.</dc:subject>
        <dc:description>This research was conducted to study the various welfare measures offered by the hospitality industry in Goa and whether employees are satisfied with those welfare measures. It helps to understand different areas of employee welfare schemes and employee satisfaction level and it will also help the hospitality industry to work more on employee welfare facilities on those areas where employees are extremely dissatisfied and also to think about future welfare and other facilities for employees. The study of employee welfare considers the sustainability of employees in the hospitality industry. The study Primary data and secondary data were used in the research design. Primary data was collected with the help of the structured questionnaire and secondary data was collected with the help of websites.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/29e1167c8b674b8aa800000050d697ab</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:3</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Gap in Employability Skills of Management Students with Special Reference to Recruitment and Selection In Belagavi District: An Analytical Study</dc:title>
        <dc:creator>Rashmi C. Sattigeri</dc:creator>
        <dc:subject>Employees, Multidisciplinary team efforts, Management graduate, Management program</dc:subject>
        <dc:description>Nowadays in this highly competitive world, business demands regular improvement and flexibility in the skills of its employees, but there is a huge gap in meeting this expectation of employers. Since management students often contribute to multidisciplinary team efforts, they must know a little about other disciplines. One of the important factors that recruiters look into management graduates is the ability to pick up new skills and adapt to new situations majority of the management graduates are still not confirmed whether they have developed such abilities during their management program or not.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3f964028e4ea4c709e61a0e590005e57</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:4</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Achieving the Sustainable Development Goals: The Role of Financial Inclusion (A Case Study of Selected Villages in Vijayapura Taluka of Karnataka)</dc:title>
        <dc:creator>Maruti Rao and Jagrati Kamble</dc:creator>
        <dc:subject>Financial Inclusion, Pradhan Mantri Jan-Ohan Yojana (PMJDY), Basic Savings Bank Deposit Account (BSBDA)</dc:subject>
        <dc:description>Vijayapura remains one of the most economically disadvantaged Talukas in Karnataka, as inhabitants of numerous villages endure a dearth of fundamental amenities, including potable water, sanitation facilities, sewerage systems, and transportation. Financial inclusion in many villages also presents a formidable challenge. Banks and community-based models have been unable to work miracles in numerous villages within Vijayapura Taluka. Microfinance institutions, banks, and government officials have failed to incorporate the impoverished population of many villages in Vijayapura Taluka into the banking system, as was initially anticipated. Recently, financial inclusion has garnered attention from both academics and policymakers. The Government of India has recognized that financial inclusion is an essential tool for promoting inclusive growth and sustainable poverty reduction. Consequently, the Government of India has implemented various schemes to promote financial inclusion among the poor. Bank Mitras and non-governmental organizations (NGOs) are diligently working to reach the unbanked population. These institutions are also conducting awareness programs to educate the villagers about financial inclusion. Despite the rapid and diversified growth in the financial sector over the past two years, access to financial services remains limited in many villages within Vijayapura Taluka. In light of these circumstances, a study was conducted to ascertain the level of financial inclusion among the villagers of Vijayapura Taluka, as well as to examine the villagers&#039; awareness offinancial inclusion and the financial products and services offered by banks. Four villages in Vijayapura Taluk, namely Ainapur, Atalatti, Gonasagi, and Jumnal, were selected for the study, with 50 respondents randomly chosen from each village. Face-to-face interviews were conducted to gather information from the participants. The data was analyzed using the percentage method. The study revealed that only 23 percent of the surveyed population was aware of the concept of financial inclusion, the benefits it offers, and the services and products provided through financial inclusion. The researchers suggest that awareness campaigns should be tied to government promotional schemes and health check-up camps. Additionally, customized financial products that cater to the specific needs of the villagers should be introduced. It is also recommended that the financial inclusion program be linked to food safety net programs such as food for work, cash transfers, and food subsidies, which are expected to elicit a positive response. The lack of adequate financial infrastructure is seen as a major obstacle to implementing the financial inclusion program in these villages. As mobile technology is expected to play a significant role in financial inclusion, banks should explore this avenue to reach the villagers. Banks, in collaboration with NGOs, should strive to expand access to banking services for the villagers. If the aforementioned suggestions are implemented in earnest, it is anticipated that the village economy will benefit in terms of poverty alleviation, the prevention of migration, the development of human resources, and the growth of trade and commerce. Financial inclusion is also expected to benefit the villagers by fostering a propensity for savings, which in turn enables them to better manage unforeseen circumstances and economic shocks, among other things.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1703135bec5846d0bc94d8ba335eeb74</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:5</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on the Impact of GST on Restaurant Industry with Special Reference to Belagavi City</dc:title>
        <dc:creator>Asha Nevagi, Shrirang Deshpande and Arif Shaikh</dc:creator>
        <dc:subject>GST, SCST, CGST, IGST, UGST, GST Rates.</dc:subject>
        <dc:description>This study is aimed at examining the perception of restaurant owners towards the implementation of GST (Goods and Service Tax). India&#039;s tax system has traditionally depended significantly on indirect taxes. The Indian indirect taxation system was defined by a cascading, distorting tax on goods and services production, which resulted in lower productivity and slower economic growth. To eliminate this multiplicity of taxes and reduce the taxpayer&#039;s burden, a simple tax, called the Goods and Services Tax, was introduced. GST is India&#039;s major tax reform, and it applies to restaurants and hotels as well. This research paper focuses on the impact of GST on restaurant&#039; businesses located in Belagavi city.
The findings of the paper suggest that free billing software and invoice formats should be made available on the GST portal, and the composition scheme should be extended to service providers and interstate supply.
The paper concludes that; the implementation of GST has resulted in a beneficial shift in the efficiency of the sectors studied. The GST is a positive measure that will increase business performance while also growing the economy. It will boost the economy and contribute to long-term development, which is expected to prove profitable in the long run, bringing the dream of&quot;One Nation, One Tax&quot; closer to reality
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/80504ed5c7154449abf58b768f6ef2f6</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:6</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Waste Management Practices in North Bengaluru</dc:title>
        <dc:creator>Priya Sharma, Pramod Kubsad, Kalakamma, Kumari Shimpi, Mohamad lrfan Wani and Savitha Kulkarni</dc:creator>
        <dc:subject> Municipal Solid Waste management, availability of waste collection resources, segregation, Initiatives, waste reduction, SMTP (Simple Mail Transform Protocol), Raspberry Pi 3 Model B, Ultra-Sonic Sensor (HC-SR04), Jumper Wires</dc:subject>
        <dc:description>Solid Waste Management has become one of the major issues in India. Bengaluru city of India is facing serious problems related to environmental degradation and public health risk due inefficient ways of managing the Municipal Solid Waste (MSW) and also the uncollected disposal of waste from garbage bins, streets and other public areas. In order to prevent the damage on earth&#039;s ecosystem and to set a quality life for all living beings, humans must manage their waste and recycle the waste effectively and efficiently. This study aims to know the regular practice and waste disposal behaviour among the people living in Urban North Bengaluru. The descriptive study has been conducted using various tools and we have also developed a model of Smart Bin using Raspberry Pi 3 Model B, Ultra-Sonic Sensor (HC-504) and Jumper wires for Municipal Solid Waste Management. The availability of resources for waste collection and reusing is having more impact on the success of Waste Management and thus there is need for better resources for managing waste and smart bin can be one of the effective resource and an effective way to manage the collection of waste and overflow of garbage bins.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4cd43da90526409e990627acf09ad471</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:7</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Navigating the Storm: Understanding the Role of Investor Sentiment in Stock Market Bubbles and Crashes for Informed Investment Decision Making</dc:title>
        <dc:creator>Dishanth K S and Vanishree K.</dc:creator>
        <dc:subject>Investor sentiment, Investment Decision Making, market volatility, market bubbles, market crashes, psychological factors and risk mitigation.</dc:subject>
        <dc:description>Understanding the causes that cause stock market bubbles and crashes is a difficult challenge in the dynamic and unpredictable world offinance. Financial markets have traditionally suffered from market bubbles characterized by rapid price inflation and deflation and market crashes which can lead to economic disasters. The causes of these events, however, are still hard to identify. The complex relationship between investor sentiment, as determined by surveys, and stock market dynamics during such volatile times is examined in this study to address this research problem.
This study&#039;s research methodology uses a mixed-method approach. It combines quantitative analysis with qualitative insights to comprehensively explore the relationship between investor sentiment and stock market dynamics. Quantitative methods involve the analysis of sentiment indicators and investor behaviour data, through statistical techniques such as regression analysis and Structural Equation Modelling. Qualitative methods include surveys collected from 252 investors from Bangalore and relevant literature to provide additional context and depth to the findings.
The study&#039;s findings suggest a complex relationship between investor emotion and stock market bubbles and crashes. Investor attitude during these market events is influenced significantly by psychological factors, risk-related factors, market awareness, and investment decision-making processes, according to research. Market volatility awareness and methodical investment decision-making tend to be related to effective market-navigating tactics. For investors, decision­ makers, and financial analysts attempting to manage unpredictable market settings, these findings have real-world applications.
This study sheds light on the connection between market behaviour and investor psychology and advances our understanding of the role of investor sentiment in stock market bubbles and crashes. On the basis of these results, future research can create techniques for risk reduction and well-informed investment choices in volatile markets conditions.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/44e8ae9c9e784137b8f6dd486380e454</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:8</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Challenges and Opportunities of Digital Payment	System in Retail Banking with reference to Indian Banking Sector</dc:title>
        <dc:creator>Harsha/ N. Tamhankar and Lata P Suvamekar</dc:creator>
        <dc:subject>Retail banking, Technology, Digital Payment System, Jan Ohan Yojana</dc:subject>
        <dc:description>The objective of the paper is to know the retail banking in Indian scenario and the paradigm shift in its operating activities with the advent of information technology. The demographic change has a significant influence in creating awareness about the various avenues towards payment and settlement system. Technology is a boon to the bankers and customers at large where the bankers can focus on generating revenue to the bank, whereas customers can benefit from ease of carrying out the transactions without any hassle, reducing the dependence on the bankers for withdrawals and time deposits and taking up various agency and utility services with the introduction of Digital Payment System. The retail banking has penetrated the Indian financial market post demonetization with the flagship programme of Jan Ohan Yojana aimed at Financial inclusion- to bring all the unbanked people to the common platform to carry on banking transaction and bring lot of transparency, mobilizing savings and investment, thereby contributing to the capital formation for the smooth functioning of the economic activities in the economy.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/eec90523d0c34d64bbf75ccb0db6e809</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:9</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Ruralization of Marketing Efforts: Recent Trends in Telecommunication Marketing Sector</dc:title>
        <dc:creator>Keerthi Kulkarni</dc:creator>
        <dc:subject>Rural market, CAGR, GDP, Schemes and Promotion, Rural Tele Market.</dc:subject>
        <dc:description>The recent trends have evidently proved that the rural markets are the most promising places for marketers and businesses. Since the rural India is an educated mass and with increased per capita incomes resulting into change of life style and spending patterns. The rapid adoption of technology and innovations has exerted a pressure on the marketers to design the marketing strategies on par with the rural trends. Mainly telecommunication has created a revolution in rural India. Aggressive spread of tele communication and computing technology has motivated the industry to intensify the efforts to reach the rural consumer. This paper throws light on the growth of the rural market and telecommunication sector in India and the efforts of the towards the cause.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/712ccab8beca4b718dc824ae6013f7b7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:10</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Analysis of E-contract issues in E-tailing</dc:title>
        <dc:creator>VR. Hiremath and Sanjeev lngalagi</dc:creator>
        <dc:subject>e-tailing, Legal issues, e-Contract,</dc:subject>
        <dc:description>The Globalization has led to transformation in technology, Due to the augmented use of computer,smartphones and internet has led to born of Electronic contract.E-Contracts are initiated to flourish contracts for business and consumer related services. It also implements and formulates e-business and standard contracting policies.E-Contracts specified where cautiously as per the contract requirements of the parties. The E-contracts have not capability to lever multifaceted dealings among parties to an e-contract. The Standard form of contract has become complex and their by restricting the decisions of the consumer. In recent years thee-contracts have acquired prominence in terms offlexibility, suitability and there is alarming increase in e contracts in india. The Article contends that the current Indian contract act law is deficient to
secure the rights and benefits of consumers in B2C e-contracts.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/75c42d1078fb45ac960c6a4f6334cc20</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:11</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>The Alchemist by Paulo Coelho</dc:title>
        <dc:creator>Dr. Ajay Jamnani</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Paulo Coelho&#039;s &quot;The Alchemist&quot; is an insightful and captivating novel that explores the realms of self-discovery, destiny, and the pursuit of dreams. The story follows a young shepherd boy named Santiago from Spain, who has a dream about finding a treasure in the pyramids of Egypt. A fortune teller informs him that the treasure is his destiny, and he sets out on a journey to find it. Along the way, he meets wise people who teach him valuable lessons about life. Despite being content with his life as a shepherd, Santiago discovers that there is much more to learn in the world. The book is filled with symbolic messages and lessons that are applicable to real life. Although the plot is informal, the lessons that the story imparts make up for it.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/8e0afec830614125ba32a93cd9f5ac65</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:12</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol18</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Three Minutes for a Dog: My Life in an Iron Lung</dc:title>
        <dc:creator>Mr. Atul R Kadam</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Three Minutes for a Dog: My Life in an Iron Lung&quot; is a memoir by Paul Alexander, recounting his extraordinary journey of resilience and survival in the face of debilitating illness. Alexander&#039;s narrative offers a deeply personal and moving account of his life confined to an iron lung due to polio, providing readers with a profound insight into the human spirit&#039;s capacity for endurance and hope.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2f8496e0a89e42e0b7164aac5032ea57</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 18, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:13</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Emotional Intelligence: A Predictor of Sustainability in Service Sector</dc:title>
        <dc:creator>Archana Pandey, Dr. Gunjan anand &amp; Dr. Vivek Sharma</dc:creator>
        <dc:subject> Emotional Intelligence, Sustainability, competitiveness, adaptability, profitability, and existence.</dc:subject>
        <dc:description>Organizations cannot afford to continue doing business as usual when competition heats up and the speed of change intensifies. Organizations have been forced to redefine their structures, systems, and processes in a strategic manner as a result of the changing environment, particularly liberalisation, privatisation, and globalisation, as well as technological advancement, to not only keep up with but also to survive and progress. Organizations&#039; strategic reactions ranged from mergers and acquisitions to delayering. Individuals are affected by the convergence of cultures, systems, and processes in mergers, whereas quality and benchmarking initiatives necessitate a significant shift in how people approach diverse problems. People who delay their retirement encounter employment enrichment on the one hand and work insecurity on the other. The role of individuals in putting strategy answers into action has a big impact on the success rate. As a result, it is critical for organisations to consider the human concerns at hand before implementing any strategy answers. Human resource difficulties are in fact business challenges since they affect the essence of a company&#039;s competitiveness, adaptability, profitability, and existence. The study has examined the impact of emotional intelligence on sustainability in service sector. For the purpose of this study researcher used an Emotional Intelligence Scale as developed by U. Dhar,A. Hyde and S. Pethe which is based on five point Likert scale. For the analysis, 200 entrepreneurs have been chose based on random sampling. This research is quantitative type research because researcher collect data and analyse data forthis study. The findings indicated that sustainability of any firm/business depends upon the emotional intelligence which make the person stronger to face the issues in the competitive market.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1ac6a551f4824e7791cfae60454ba4e1</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:14</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Dark side of Social Media Communication: Online Firestorms -A Case Study of few Select Companies</dc:title>
        <dc:creator>Maruti Sadavar, Dr. Prasad Kulkarni &amp; Dr. Arif Shaikh</dc:creator>
        <dc:subject>online firestorm, cultural sentiments, Individualism, group based firestorms, organization control</dc:subject>
        <dc:description>Social networking sites emerged as prominent media for marketing communication. They spread company information at breathtaking speed to the large audience. However, this speed of communication may be negative and impact in reduction of brand image and adversely affecting the sale.
Researchers have identified 20 organizations who faced online firestorms. Further, these 20 organizations posts analyzed using text analytics and crowding. Added to this, a sentiment analysis was carried out to differentiate negative sentiment towards the company. Online firestorms raised when the sentiments of people were raised. This is by insulting traditions, customs, values and religion in total. People take it personally and negativity spreads faster than fire.
Online firestorms can be prevented by not affecting sentiments of people. Even if the online firestorm breaks, a quick and sincere apology pacifies the firestorms. Further, in a few instances, clarifications regarding the social media post were also published. Social media content writers have to carefully examine and should not mix people&#039;s sentiments with brand promotions of the company. The study is limited to twitter platforms and may have better understanding if explored with other social media platforms.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/60314528fd2c4c09bfbaabfdc37d92cc</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:15</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Financial Performance Evaluation of Public Sector Banks -A conceptual Framework</dc:title>
        <dc:creator>Dr. Mohammed Fasi</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Banking is the heart and soul of any business. The economy of the country mostly depends on the functioning of banking institutions. In India, the banking system is heavily depended on the public sector banks.Therefore, smooth functioning of public sector banks is important to achieve the economic efficiency. Public sector banks are the banks that are fully owned and operated by the central government of India. These banks are the integral part of the banking system. It accounts for nearly 75 per cent of the total banking business in India. State Bank of India, Punjab National Bank, Canara Bank, Bank of Baroda etc, are the examples of public sector banks.
Thus, public sector banks hold the major performance in the financial operations of our country. As our core research is financial performance evaluation of public sector banks, it is essential to study in brief about the Indian banking system and public sector banks.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f74223f4af3840e389f48435e5997c46</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:16</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Clustering of NSE Indices using Dendrograms and KMeans Algorithm</dc:title>
        <dc:creator>Dr. E.M. Naresh Babu, D. Hemalatha &amp; Santosh Kumar</dc:creator>
        <dc:subject>Indices, Clusters, KMeans and Machine Learning</dc:subject>
        <dc:description>Investors usually willing to park their funds in the stocks which gives them good returns with less risk. Whatever may be the financial position of the investor, he/she will be interested to invest in the stocks with less risk and higher return. With proper analysis, financial analysts will be identifying the stocks with the above qualities. In this process, analysts may use different charting or plotting techniques. After identifying that, they suggest investors to invest in single or multiple stocks depending upon their required Return and Risk pattern. This has lead to the concept of diversification. There are some investors who usually select some indices for mitigating the risk. Individual stocks may be at a higher risk but a bunch of stocks may be at a lesser risk is the concept behind selecting the index. Initially some mathematical formulae have been used to construct the portfolios to achieve diversification. Now the concept of Machine Learning has been included in construction of portfolios by many companies, since then lot of people attempted to categorize the assets, stocks, indices into different groups usually referred to as Clusters. There are many ways of clustering and KMeans clustering is one of the powerful ways of clustering the entities.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/89d8991fa3a645098c0613288774f1e7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:17</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Empiriacal Analysis: Apprehensions of Indian Investors</dc:title>
        <dc:creator>Ayesha D. Sanadi &amp; Dr. Bhargav K. Revankar</dc:creator>
        <dc:subject>Investor apprehension, Demographic variable, Investment avenues, Investment preference.</dc:subject>
        <dc:description>The aim of this article is to study investor preferences and apprehensions with respect investment options available in Indian scenario and to study the relationship between demgraphic factors &amp; types of investments. This paper is with objectives, which intend to find the relationship between investment patterns, demographics and apprenesions (if any). The tools used are factor analysis &amp; chi-square test using SPSS on Judgemental sample of 150 investors with various demographics. The anaysis found that the most significant two prominent factors towards safety of the financial assets are equity/debenture &amp; land/other physical assets. Debentures is most favorable among financial instruments followed by &#039;Mutual fund&#039;, Shares, bonds. Investor have apprehension about losing money, ROI etc due to low awareness level.This research paper will help both investor &amp; AMC for significant relationship development towards reltionship among the investors and how to overcome the apprehensions if any. This paper will guide the AMC in effective choice of communication and awareness program towards investors statisfaction.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3066cdc786b94ed4a55e9fe1f0a83e40</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:18</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Impact of Employee Engagement on Organizational Performance: A Conceptual Framework</dc:title>
        <dc:creator>Ankita Mishra, Dr. Gunjan Anand &amp; Dr. Vivek Sharma</dc:creator>
        <dc:subject>Employee engagement, organizational performances, engaged employees, organizational effectiveness</dc:subject>
        <dc:description>Employee engagement is when an employee is connecting emotionally with their organization and showing of great enthusiasm with passion in work and a deep sense of belonging to the organization. The relevance of this study lies in the fact that in any growing sector like IT or health sector where employees are already stressed for the continuous improved performance and the targets to be achieved on time and peer pressure and many more difficulties they will get benefited from this study because the problems highlighted and the suggestions concluding could improve their performance. This study also explores the topic employee engagement and makes it possible to categorize the employees as highly engaged, not engaged and highly disengaged. It takes effort to understand the importance of engaged employees on the organizational performance and relevance of employee engagement in long run. The studies conducted so far have focused on better working environment, organizational structure and better rewards and recognition system which increases the number of engaged and committed employees and thereby giving satisfactory results both for organization and employees.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9e7dea0609174ebb9f248b3ee7e9007e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:19</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A New Face of Human Resources Emerges as People Management: Post Pandemic Experience and Behaviour</dc:title>
        <dc:creator>Dr. MM. Bagali</dc:creator>
        <dc:subject>Remote Working, Workplace, Human Resources Management Organisational Response, Pandamic.</dc:subject>
        <dc:description>Human resource departments that are ineffective contribute to the demise of businesses. These individuals are responsible for analysing job applicants, conducting interviews with the best candidates, and retaining the best staff once they have been employed. It&#039;s no secret that the &quot;new normal&quot; of the COVID-19 outbreak has compelled human resource departments to rethink their recruitment and retention methods. This study evaluates how human resources were, how they have changed, and how they will continue to be in the future. In any case, HR has long coveted a seat at the executive table, and COVID-19 looks to have added another seat for the CHRO. In 2008, HR&#039;s role in the current crisis was compared to that of a Chief Financial Officer. The shoulders on which our organisation will stand during this calamity&quot;. Following this pandemic, HR leaders who step up to the plate are unlikely to lose their seats. HR is tasked with guiding the organisation&#039;s response to and preparing for crises in the immediate and distant future. How the organisation responds to the next crisis will decide its existence.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/89007d0b884c4efaa98d22e7699d3f66</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:20</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Customer Evaluation of Online Banking Services by using the concept of Service Quality Dimension</dc:title>
        <dc:creator>Dr. H.P. Vinith, Dr. Shrinivas R. Patil &amp; Dr. Mahantesh Kuri</dc:creator>
        <dc:subject>online banking services, Service quality Dimension
</dc:subject>
        <dc:description>A bank is a financial institution that&#039;s generates the credit by giving money to a borrower who is in need, the process of lending can be done either directly or indirectly through capital market. In the modern world we are all heard about e­ banking. E-banking is most popular in the current situation. Electronic banking is known as E-banking. It is known as virtual banking or online banking. Success of any Banks, today largely depends upon the services offered by them. The modern day customer expects service in multi dimensions. These expectations have to be fulfilled by providing the best quality of service. In order to evaluate whether the service provided by an organization is fulfilling the customers&#039; expectations organizations nowadays make use the concept of service quality dimensions. The objective of this research was to know the influence offactors of Service quality Dimension in evaluating Online Banking Services, provided by various public and private sector banks in Chikkamagaluru. For this purpose Data collected from 400 respondents (Bank Account Holders) through questionnaire as research instrument, the data has been analyzed with the help of tabular statement and hypothesis test, at last it is concluded that the elements of service quality dimension have impact on customer evaluation. To conclude there is a positive impact of the elements of service quality dimension (Tangibility, Reliability, Responsiveness, Assurance and Empathy) on the customer satisfaction level with regards online banking services.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/64817ead4330434aa00fe3531039565b</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:21</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Did the Shopper Rethink Organic Food during Covid? A Case Study in North Karnataka</dc:title>
        <dc:creator>Dr. lndrajit Doddanavar &amp; Dr. Prasad Daddikar</dc:creator>
        <dc:subject>theory of planned behaviour, COVID-19, organic food, structural equation modelling, mediation</dc:subject>
        <dc:description>This preliminary study tries to evaluate the effect of COVID-19 on the opinions and behaviour of people towards organic food. For this purpose, a quantitative study was conducted to examine the constructs of the theory of planned behaviour (TPB;Ajzen, 1991) on the consumption intention of organic food. The COVID-19 factor was introduced as an extension to the TPB framework, to check if there was any change in the constructs of the theory. 594 respondents were administered through a structured questionnaire in the North Karnataka region. The items were grouped under the constructs and a CFAanalysis was conducted. The validity, reliability, goodness offit index of the constructs and model were calculated and found to be good. Through mediation analysis, the relationships were examined and found that there was a change in the attitude construct. Thus, concluded as the COVID-19 situation has surely made people to positively look at organic food. The shopper is indeed are rethinking organic food during Covid-19.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f5744afdce01496dba613881a7b6e79a</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:22</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol17</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Analysis of the Relationship between the Demographic Features and Job Satisfaction of Employees in Urban Co-Operative Credit Banks in Belagavi District</dc:title>
        <dc:creator>Jagrati Kamble &amp; Prof. S.B. Akash</dc:creator>
        <dc:subject>Demographic, Job satisfaction, Credit Banks,</dc:subject>
        <dc:description>In the contemporary business world those who produce high quality goods and sell at the competitive price only will survive and flourish. Same applies to the service industries including the banks. The banking industry is passing through a very critical phase. Not only the co-operative banks face competition from the nationalised banks, the mounting bad debts also are threatening their very existence. Co-operative Banks being service oriented undertakings quality of service goes a long way not only in maintaining existing customers but also in attracting new customers. This depends on the employee&#039;s satisfaction with their jobs</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1b2a4bc550a442f4ad99dab75587c75f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 17, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:23</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol16</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>An Empirical Study on Effectiveness of Logos in the Digital World</dc:title>
        <dc:creator>Dr. Venkataraman Ramakrishnan and Mr. Venkatesh Ganapathy</dc:creator>
        <dc:subject>Logos, Brand image, Brand Reputation, Brand Awareness, Colors, Emotions, Buyer Behavior.</dc:subject>
        <dc:description>Logos have played an important role in brand building efforts. Thus, the primary research problem in this effort is to understand the effectiveness of logos in the digital business ecosystem today and if they are effective, how do they manifest in influencing consumer behaviour? Logos offer several benefits that need articulation. Logos strengthen the brand image and are an integral part of an organisation&#039;s communication protocols. Factors crucial in designing a logo need an understanding considering that firms often make massive investments to develop a logo. Changing a logo is a sensitive issue and firms have to approach attempts to change the logo with abundant tact and caution. This study has deployed a causal research design to address the research question and empirical evidence was collected. The results of the study, while interesting, have addressed the need for a more comprehensive study in the future. This study can be of use to marketers who wish to design a logo for products that are gender sensitive and also for organisations who may wish to study the risks involved before redesigning the logo. The study also highlights the mediating impact of logos in engendering positive emotions to influence consumer behaviour.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/7d09e93695d648049cc4a64ff59e4321</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 16, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:24</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol16</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on TQM Practices in Small and Medium Enterprises: A Study of North Karnataka</dc:title>
        <dc:creator>Dr. Mahantesh Halagatti</dc:creator>
        <dc:subject>Small and Medium Enterprises-SME, Total Quality management-TOM, Overall Firm Performance indicators (OFP).</dc:subject>
        <dc:description>The prime weapon in a performance oriented market for increasing the customer base and capturing market share for SMEs is &#039;Quality&#039;. The current tools and methods followed by SMEs for quality practice are becoming outmoded. SMEs must shfft from traditional practices and make major changes in their management philosophy. Even though SMEs follow quality practices it is found that it is on ad hoc basis. There is a need to have a structured approach towards TQM for their sustainability and growth on a continuous basis. The role of Fact based decision making is a crucial element for TQM implementallon.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/52278a26916f44b6856860999af71f17</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 16, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:25</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol16</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>AStudyon Customer Satisfaction of Retail Stores in Belagavi</dc:title>
        <dc:creator>Ms. Saakshi Rajput and Ms. Poonam Kadapure</dc:creator>
        <dc:subject>Customer satisfaction, services, determinants.</dc:subject>
        <dc:description>In India retail sector is growing at a very fast rate. Customer satisfaction is the key factor for success and which is depends highly on the services provided by the service providers. Customers should be treated as an assets, and that customers vary in their needs, preferences, and buying behavior. This study is undertaken in a retail store to analyze customer satisfaction based on different determinants. 100 customer Respondents were surveyed to find the satisfaction level of customers. This study attempts to identify the expectation and satisfaction of customer towards retail store. The results show that perceived quality had the greatest impact on the customer satisfaction for satisfied and dissatisfied customers.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4224a4f0acf240de99cee83cc534b833</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 16, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:26</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol16</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Teaching and Learning: Digital vs. Traditional Pedagogy</dc:title>
        <dc:creator>Dr. Vasanthi Reena Williams</dc:creator>
        <dc:subject>Teaching pedagogy, Higher Education, Net neutrality, MOOC.</dc:subject>
        <dc:description>There are several ongoing debates. discussions and deliberations· on the enduring topic of education and the system of education, all over the world. The influx of technology has garnered newer dimensions towards teaching pedagogy and meeting the challenges of corporate skill requirement. The world is becoming a global village with boundaries disbanding and diffusing. The concept &#039;net neutrality&#039;of late. which is becoming abuzz word can alsoinfluence teaching pedagogy to a great extent. similar to that of MOOG (Massive Open Online Course). which is being clubbed along with the traditional teaching pedagogy, for ensuring effective dissemination of knowledge from the teacher to the student. Recently the University of Mysore, one of the oldest and reputed Universities in India, became the first University in Kamataka to offer MOOG.
This paper gives an empirical view into the prospects of classroom teaching in future, based on discussions and feedback analysis of educationists from institutions of Higher Education both from Engineering and Non-engineering stream in Mysuru city, Karnataka State.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9babc706d2bb48389f0be0267211de54_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 16, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:27</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol16</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Skill Development in India: Challenges and Way Forward</dc:title>
        <dc:creator>Mr. M. B. Risaldar and Dr. Poornima M. Charantimath</dc:creator>
        <dc:subject>Skill,workforce, demographic dividend,knowledge economy, globalization.</dc:subject>
        <dc:description>Skilled workforce is the one of the major element of economic growth and social development of any country In 21stcentury it becomes even more important due to increasing pace of globalization and rapid technological changes taking place around the world. India is heading towards becoming a Knowledge economy. It becomes essential for education and training institutes to create and nurture a skill development system. This paper presents skill development models of various countries, where it is implemented successfully. The paper also provides the framework of skill development programmes in India. The government of India had initiated ambitious skill development programme to effectively tum the demographic dividend into a skilled workforce. This paper highlights the challenges for skill development in India through literature review andprovide possible solutions.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/bee91d773ec94dc8be7aaaedcf11a5d9</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 16, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:28</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol16</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Case study of Belagavi Foundry Cluster</dc:title>
        <dc:creator>Mrs. Shailaja G. Hiremath and Dr. Praveen M. Kulkarni</dc:creator>
        <dc:subject>Foundry, Foundry Industry, Foundry Cluster, Castings, Skilled manpower.

</dc:subject>
        <dc:description>Growth of foundry industry is considered to be a sign of growing economy in India, as many major industries like automotive, agriculture, power etc., depend on casting supply. India is the third largest manufacturer of casting in the world. The article highlights the status of foundry industry operating in Belagavi. The study also covers issues and challenges faced by the foundry industry. It is found that foundry industry in Belagavi is facing operational issues such as professional management, increasing cost of production, availability of skilled manpower to meet changing technology and many more. Authors have compiled the data using primary source as well as from secondary sources such as industry specific reports, magazines, and relevant websites and presented it in the form of research article. This research article provides readers, overview of foundry cluster in Belagavi and may also be used for further research work.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/53b435738f9c42ff800ca01ae3f73fd2</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 16, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:29</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol16</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>The 5 Gs of Family Business</dc:title>
        <dc:creator>Mr. Sandeep R. Deshmukh</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The 5Gs of Family Business is a 205 paged book on family business. The book thoroughly describes the practices that business families need to embrace to achieve long-term family enterprise success and sustainability. The book is published by SAGE publications bearing ISBN 978-93-528-0865-6, copy right Walter Vieira and Mita Dixit, 2019.
The foreword for the bookis written by Philip Kotler, SC Johnson Distinguished Professor of International Marketing, Kellog School of management, Northwestern University, Chicago, Illinois.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/383774c10e1d4a338a622704e26b44b7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 16, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:30</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Digital Banking Scenario in India</dc:title>
        <dc:creator>Dr. Padmapriya R. Katagal and Dr. Anilkumar G. Garag</dc:creator>
        <dc:subject>E- banking, Banking e-services,... Global banking, Indian banking system, Emerging Market Economies (EME)</dc:subject>
        <dc:description>Indian banking system has witnessed transformation from traditional banking to convenience banking with the use of technology. After liberalization of Indian markets, it was the need to perform radical changes in banking system to providefaster and quality service to customers and toface the competition from foreign banks. The digitization of banks has taken a long journey from ATM to mobile banking &amp; Unified Payment Interface. This paper presents the figures of global banking and Indian banking transactions, trends of banking from research reports of various organizations. It presents the overview of Indian services sector and banking progresses in the digital era. It explains the consumer behaviour in banking transactions, the use of various modes of transactions and tries tofocus on trends by discussing thefacts and figure of banking in India. This paper fo&lt;;uses on the overview of the digital banking scenario of the world and current status of e- banking in India.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2fb7a357a93e4e3ab8628c821b389147</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:31</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Stress among the Teaching Faculty of Management Institutions</dc:title>
        <dc:creator>Mrs. Padmaja M. Shankargouda and Dr. R.M. Patil</dc:creator>
        <dc:subject>Stress, Teaching faculty, Management institutions, Low stress, Moderate stress and High stress.</dc:subject>
        <dc:description>Today we all have to survive in global market where technology, customer perception, competition, international
rivals, culture and political environment are changing at faster rate more than our expectation. On the side, everyone has their own family responsibilities. Accordingly we have to prepare ourselves mentally and physically to face the challenges arises before the changing environment. If we fail to fulfil these requirements, we come across with stress. Stress is understood as emotional or physical pressure arises from conflict between external environmental demand and individual internal capability leads stress. The present study is focused on stress of teaching faculty of management institutions from Belgaum, Bagalkot, Bijapur, Dharwad, Gadag, Haveri districts. 337 faculty has been selected by using simple random sampling technique. Data has been collected by using questionnaire. The findings of the study highlights that, maximum of 239 (70.92% of total faculty of 337 selected) faculty members are facing moderate stress.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/0e875c4181ca4e04b3b549581881727b</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:32</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Analysis of Impact of Micro Economic Factors on Liquidity Position of Selected Private Sector Banks in India</dc:title>
        <dc:creator>Ms. Jyoti Talreja and Dr. Shivappa</dc:creator>
        <dc:subject>Banks, Liquidity, Profitability, Dep-osits, Cost, Size, Capital, JEL Classification</dc:subject>
        <dc:description>This paper examines microeconomic factors that are specific to banks these factors help in finding the liquid assets of the banks. To discover the relationship, Multiple Linear regression on a sample of 10 private sector banks from 2008 to 2017 is performed. The paper concentrates on factors that are connected with micro-level functions of banks such as the profit earned, the size of the selected banks funding the cost of banks, deposits and capital adequacy. The analysis shows that all bank-specific micro-level factors expect profitability affect banks liquidity. Further cost of funds have a negative impact on liquidity; all other factors showed a favourable impact on banks liquidity, only profitability factor have an insignificant effect on the liquid asset position of selected banks. This paper highlights the liqujdity position of Private Banks in India and gives a better understanding of liquidity analysis.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3ea8c7178c9242509e5e0f19c646b05f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:33</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Perception of Sales Executives towards Sales Force Effectiveness in Pharmaceutical Industry</dc:title>
        <dc:creator>Mr. Shreekant G. Naik and Dr. Prashantha C.</dc:creator>
        <dc:subject>Sales force effectiveness, Perceptio , Sales performance, Productivity, Leadership.</dc:subject>
        <dc:description>Sales Executives play a vital role in hierarchy for generating revenue to the organization. The purpose of this
paper is to know the perception of Sales Executives towards Sales Force Effectiveness (SFE) including factors influencing the same with respect to Pharmaceutical Industry. The method used for primary research is survey and data have been collected from Sales Executives across various pharma companies and their divisions. Various statistical analyses have been used to validate the constructs namely, perceptions, feedback, attitude, usage and performance. The present study had made an attempt to find out the perception &amp; acceptance of Sales Force Ef!ectiveness by Sales Executives which has the direct impact on sales performance through segmentation &amp; targeting, better customer management and improved team performance.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1ae3b3cc995743c9bc0fb3393d6effd7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:34</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Patient Satisfaction at Public Health Care Centres</dc:title>
        <dc:creator>Ms. Prarthana S. Viragi and Dr. S. G. Kulkarni</dc:creator>
        <dc:subject>Vacuum evaporated jaggery, Madhuramrut, Knowledge of jaggery.</dc:subject>
        <dc:description>Satisfaction of patients has always been a yardstick to measure the services available or services being provided at the health care centres. But it becomes difficult to access patient satisfaction as one cannot consider only clinical facilities even non clinical facilities provided/available at the centre need to be considered. Satisfaction has been defined as a consumer&#039;s emotional feeling about a specific consumption experience (1, 2). It is perceived that a service or product themselves or their features provide a pleasurable level of consumption related fulfilment. The patient clearly is the core beneficiary of any good health care system, and becomes the man focus of the health care delivery system.
The perceptions of the patients or clients of the health care system seem to have been highly ignored by the health care managers mostly in the developing countries. Satisfaction of the patients depends not only clinical factors but also on non-clinical factors which comes into contact in the clinical process. These non-clinical factors mainly consist of the basic amenities that exist if the health care centres such as, hospital services, food made available beds etc.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a23028779bc042dbb85e92ad805de3ad</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:35</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
    </header>
    <metadata>
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        <dc:title>Jaggery! Do People still Cherish it? : A Case Study of Belgaum City, Karnataka</dc:title>
        <dc:creator>lndrajit A. Doddanavar and Dr. Prashantha C</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Jaggery in the minds of people is a commodity and does not have technology advancement. From ancient times jaggery is used in Ayurvedic medicine and has spiritual significance. Jaggery has more nutritious as compared to refined white sugar. With the introduction of sugar mills and their multiple growth, improved level of wealth acquisition, easily availability of comfort amenities, easy availability and wide range of products and many necessities at their disposal, demand of jaggery has reduced and demand for white sugar has increased. Also, greed for more yield and profits has made the process unhygienic at the least and poisonous. Therefore, people are also sceptical abou,,t the quality and purity.
0.	B. Agro Industries in Belgaum have adopted sustainable agriculture methods and producing organic jaggery &quot;Madhuramrut&quot; in closed stainless-steel vacuum evaporator&#039;s technology. This jaggery is pure and hygiene. The following study is taken up to have an idea about how people view jaggery, to constitute as an input for the branding plan for Madhuramrut.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a970c5790e6240db91a160283c86ae59</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
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      <identifier>oai:imertatva.com:tatva:36</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
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        <dc:title>Product Innovations for Micro Insurance</dc:title>
        <dc:creator>Mr. Venkatesh Ganapathy</dc:creator>
        <dc:subject>Micro insurance, socially underpr:ivileged, low-income population, self help groups.</dc:subject>
        <dc:description>Micro insurance is often treated as a scaled-down version of traditional insurance. But this form of insurance is
different. Micro insurance is a developmental tool to protect low income populations from risks. This insurance is rapidly gaining traction in emerging markets across the globe. However, the progress on this front has been tardy despite the use of technology to penetrate the market and grow the business. This is due to absence of product innovations and less awareness about benefits of micro insurance. Low income communities need to be treated as customers. These customers also need a value proposition.
Claims payment process is the moment of truth in micro insurance as this is what will build trust among the low income population. Innovations in this area need exploration. Micro insurance covers bundled with saving options are one among the many new product ideas that are suggested in this work. Product innovations must be complemented by creative methods of distributing micro insurance. Lastly, insurers must not limit themselves to offering covers for protection of risks- they must go beyond offering their unstinted support for community development activities.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/fe85946bd9234bd7929f2fbba9338017</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
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      <identifier>oai:imertatva.com:tatva:37</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
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        <dc:title>An Analysis of Awareness and Expectations of Industrial Entities with Respect to Rust Prevention Technique Using VCI Technology</dc:title>
        <dc:creator>Mr. Ajay Jamnani, Mr. Prasad Desai and Mr. Rohit Athani</dc:creator>
        <dc:subject>VCI, Rust prevention, Ferrous components.</dc:subject>
        <dc:description>Corrosion of machinery equipment&#039;s or parts is a major problem with the industry at large. Hence protective techniques are deployed by the manufacturing industry to prevent the corrosion. The purpose of this paper is to study about the level of awareness and usage of Volatile corrosion inhibitors (VCI) bags with respe0t to rust prevention for ferrous components. It also analyses the results after the trials were taken. Exploratory and experimental research is undertaken to study the stated purpose. For the study multi-stage sampling and snowball sampling techniques are used. The data collection is done with the help of stru&lt;;.tured questionnaire, and scheduling technique is also used. Findings reveal that traditional methods are still widely been used by many industries. VCI in the form of poly or paper provides long term protection to the ferrous components and majority of the customers opined that it is necessary to create awareness of VG/bags.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/a2cb85e6be28408eb3492cd1431bd7df</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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      <identifier>oai:imertatva.com:tatva:38</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol15</setSpec>
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    <metadata>
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        <dc:title>The Ten Commandments for Family Business</dc:title>
        <dc:creator>Dr. Poomima M. Charantimath</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Family businesses are vital and supportive environments for entrepreneurial behaviour. Some of the world&#039;s largest businesses are family businesses. Ram are number of questions specific to family businesses. In this book Ram has addressed and discussed these questions: What is unique about family business? Why do some survive and grow across generations while others do not? Why do families fight over businesses and vice versa? Are the lessons and insights different from those applicable to other forms of businesses? What are the implications of multiple variables of family and business constantly influencing one another while undergoing changes in themselves over a period of time?
The purpose of this book is to discuss all the critical challenges family businesses face and understand the phenomenon of family business better. In this book Ram brings new thinking and distinctive perspective to the domain of family business. Ram brings a lifetime of perspective on family business and entrepreneurship in the Indian context. He emphasizes mainly on two points: business capitalism and family socialism, and compassion and competitiveness. One value that permeates in every chapterofthis book is trust.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/33214bddce69400a814a0c880eeb0e88</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 15, No 1; </dc:source>
        <dc:language>en</dc:language>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:39</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Mumbai Dabbawalas as Incubators for Social Entrepreneurs</dc:title>
        <dc:creator>Mr. Venkatesh Ganapathy</dc:creator>
        <dc:subject>Incubation, Mumbai Dabbawalas, Service Delivery Excellence, Social Entrepreneurship</dc:subject>
        <dc:description>This paper explores the ways in which Mumbai Dabbawalas operations can act as a model example to incubate and accelerate social entrepreneurship in Bangalore. Their delivery model has sustained for more than 130 years and their delivery standards were found to be better than six sigma level of excellence. The food delivery men make only one error in 6 million transactions. They adopt green logistics measures to deliver what the customer wants and believe that service to customers is akin to serving God. They have a strong sense of community orientation and the simplicity of their operations has made them endure for so long. However, the sweeping changes in India post-globalization has somewhat dented the demand for their services. Growing urbanization, influence of Western culture, services led industrialization and high levels of disposable incomes have made people opt for a wider variety of food services available today. Despite the above setbacks and competition for the business, the Mumbcli Dabbawalas stand apart and are known for their service delivery excellence and social entrepreneurship. The paper makes an attempt to utilize the rich repertoire of experiences of the Mumbai Dabbawalas which can be gainfully applied for mentoring the aspiring social entrepreneurs in the field. This research has developed propositions in support of the argument that the Mumbai Dabbawalas can be effective incubators for aspiring social entrepreneurs. The objective of the paper is to propose a conceptual model by which the Mumbai Dabbawalas can successfully incubate social enterprises.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/8f4aad45cf2e45fd9af3a4789625daaa</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:40</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Challenges &amp; Opportunities of Digital Marketing in Rural India</dc:title>
        <dc:creator>Dr. Siddaling C Talikoti and Dr. Rohit Mutgekar</dc:creator>
        <dc:subject>Digital marketing,_G.lobalization, Technology, Customers &amp; India.</dc:subject>
        <dc:description>With the buzz in globalization, the world is witnessing a greater challenge in the diverse facets of business. One of the most important parameter of business growth being its stake holders are mainly attracted by the advertising strategies. Digital marketing on the other hand can be defined as an umbrella term for the marketing of products or services using digital technologies, mainly on the Internet, but also including mobile phones, display advertising, and any other digital medium. The concept of digital marketing has become a fashion in the companies to promote their products and services. While marketers with positive experiences would tend to believe that digital marketing works and some would disagree in rural India, but one would be sure that magnitude of its impact is increasing in rural market, when compared to urban and other markets.
This paper studies and establishes the impact of digital marketing. The study also probes into the learning of impact of digital marketing on rural markets and rural employment. Through research and analysis, the paper emerges some pointswhich can be used as a blue print criterion for grabbing rural market. As the paper is the foundation brick of the impact of digital marketing on rural India, the paper also ends with few insights on impact of digital marketing to be considered for rural markets.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/5952a9ffe4264b6b92e07cf0364ede3f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:41</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Use of the Traditional Library and Digital Library as Sources of Information by Students of Hubli City</dc:title>
        <dc:creator>Mrs. Shweta Aniruddha, Mr. Aniruddha R and Ms. Asma Shaikh</dc:creator>
        <dc:subject>Library, Digital, Internet, Service Delivery.</dc:subject>
        <dc:description>The development of computerized innovation is a procedure of capacity, recovery and scattering of data has made the conventional libraries to go digital. Libraries all around tfte globe have responded to diverse difficulties postured by preservation of digital information and have encountered the technical, organizational, resource and legal issues associated with it. This study was led to look at Internet use and library use among the students. It depended on the assumption that students utilize the Internet more than the library. Literature on library and the Internet were surveyed. The researcher adopted simple random sampling technique to select the sample for the study. Data was collected using questionnaires and data was analyzed. The findings of the review demonstrate that students don&#039;t sidestep the library in fulfilling their data needs. They utilize both the library and the Internet, in spite of the fact that the Internet is utilized more than the library and it is likewise the most favored wellspring of data. It was recommended that the library should be upgraded to meet recent advancement in research.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/efc9e6e70cf74d3f93e448a3669469fc</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:42</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Foreign Direct Investment (FDI): Trend Analysis of FDI Inflow in India</dc:title>
        <dc:creator>Mrs. Vanishri R.Hundekar</dc:creator>
        <dc:subject>FOi, Domestic Savings, Development, Taxation.</dc:subject>
        <dc:description>Foreign Direct investment plays a very important role in the development of the nation. Sometimes domestically available capital is inadequate for the purpose of overall development of the country. Foreign capital is seen as a way of filling in gaps between domestic savings and investment. India can attract much larger foreign investments than it has done in the past. The present study has focused on the trends of FOi Flow in India during 2000-01 to 2016-17.The study highlights country wise approvals of FOi inflows to India. The study based on Secondary data which have been collected through reports of the Ministry of Commerce and Industry, Department of Industrial Promotion and Policy, Reserve Bank of India, and World Investment Report. The study concludes that Mauritius emerged as the most dominant source of FOi contributing. It is because the India has Double Taxation Avoidance Agreement (DTAA) with Mauritius.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4c10a028239f4e459fdd78e226485c3c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:43</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Empirical evaluation of Customer Perceived Risk and Customer Attitude towards Internet Banking in North Karnataka</dc:title>
        <dc:creator>Mrs. Padmapriya R. Katagal and Dr. Anif kllmar G. Garag</dc:creator>
        <dc:subject>e-banking, Customer attitude, Risk perceptions, attributes of e banking, attitude model.</dc:subject>
        <dc:description>Purpose: The purpose of this paper is to study the customer&#039;s perceived risk in using the internet banking and the role of e- banking attributes on attitude development of the customers. It also analyses the impact of customer&#039;s perceived risk on attitude development.
Design of the study: The causal research type is undertaken to study the stated purpose. The study uses the structured questionnaire which is valid and tested for reliability. Descriptive and correlation analyses have been used in the paper. Descriptive statistics for risk perception analysis and attitude analysis is undertaken using Fishbein&#039;s
.Multiattribute Attitude model. Correlation analysis is done to know the relation between risk perceptions on the attitude of customers towards e banking.
Findings: The research finds out that performance risk and security risk are highly perceived risk factors among the customers. Simplicity and confidentiality attributes contribute more towards attitude development. It is discovered that there is a relation between for almost all dimensions of risk perceptions with the customer attitude.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/0b5bb8d537f74bbebc0d6895379e3e3c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:44</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Blue Ocean Strategy - its Significance and Comparison with Red Ocean Strategy and Porter&#039;s Five Forces Model</dc:title>
        <dc:creator>Mr. Kingsuk Sengupta</dc:creator>
        <dc:subject>Blue Ocean Strategy, Red Ocean Strategy, Value Innovation.</dc:subject>
        <dc:description>W Chan Kim and Renee Mauborgne, professors at INSEAD and co-directors of the INSEAD Blue Ocean
Strategy Institute, in Fontainebleau, France wrote and published book titled &quot;Blue Ocean Strategy&quot; in 2005 and written by The book has been translated into 43 languages and has sold over 3.5 million copie_s from the time of its publishing. Wall Street Journal, Business Week, and the Amazon.com named the book as a bestseller. The book was designated as one of the &quot;Best Books of 2005&quot; by Fast Company magazine. It also won &quot;The Best Business Book of 2005&quot; Prize at the Frankfurt Book Fair Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries. In their book Kim &amp; Mauborgne argued that companies can succeed not by battling competitors, but rather by creating &quot;blue oceans&quot; of uncontested market space. They proclaimed that these strategic moves create a jump in value for the company, its buyers, and its employees while unlocking new demand and making the competition irrelevant. The book provides with analytical frameworks and tools to substitute an organization&#039;sability to systematically create and capture blue oceans. An extended edition of the book was published in February, 2015. The expanded edition apprises all strategic moves in the book, bringing their stories up to the present, and adds new chapters on achieving strategic orientation and avoiding red ocean traps as well as expanding the discussion on sustainability and renewal. The paper discusses the Blue Ocean Strategy, its significance and compares with Red Ocean Strategy and Porter&#039;s Five Forces Model.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/961ceaeea0444868b6f3bd790b27b106</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:45</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Post Purchase Customer Satisfaction on the Different Car Batteries - A Study of Warangal</dc:title>
        <dc:creator>Mr. Mohd. Fasi</dc:creator>
        <dc:subject>Customer Satisfaction, Services, Car Batteries, India</dc:subject>
        <dc:description>The present research study measures the post purchase customer satisfaction on the different car batteries. Different batteries companies have entered into the market to satisfy the needs of the customers. From them, this study is mainly based on Car batteries industries limited to know the satisfaction of customers. The study surveyed 100 users&#039; opinions. On the basis of findings it is evident with the most of the respondents opined that they are moderately satisfied of getting the post purchases services on the car batteries.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/06a1324b6a23408a85b40b95bc112b24</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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    <header>
      <identifier>oai:imertatva.com:tatva:46</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Effects of Energy Commodity Price Risk on Firm Value -A Study of Select firms from Indian Power Sector</dc:title>
        <dc:creator>Dr. Prasad V Daddikar and Dr. Mahesh Rajgopal</dc:creator>
        <dc:subject>Commodity, power, energy, price-risk, thermal coal, stationary, regression,</dc:subject>
        <dc:description>The energy commodity price volatility indicates a vital basis of risk to power sector business enterprises whose principal operations are subjected to direct exposure to thermal coal, crude oil and natural gas price fluctuations. Therefore, energy commodity price risk exploration has drawn considerable interest from academicians, investors, economist, financial analysts and risk management practitioners in recent years as it touches virtually every economic entity-from individuals, to organizations, to the economy. Hence, this paper empirically analyses the influence of energy commodity price risk on firm value of Indian power sector firms. The data has been sourced from PPAC of India, various AGM reports of sample firms, BSE database and analyzed using econometrics techniques with the help of EViews. GARCH analysis exhibits limited influence of energy commodity price risk on firm value of select sample firms. Effects of energy commodity price risk was not uniformly significant across the sample firm&#039;s firm value since their principal operations were directly or indirectly influenced by resource procurement practices, ownership pattern, operational diversification and other firm specific qualitative/quantitative factors. The observed outcome of this paper would be valuable to power sector stakeholders who needs to identify the effects of energy commodity price risk before strategizing their future course of activities to protect the top and bottom lines of their firms. Finally, the results are important to our country as power sector has been able to augment the growth of other allied sector dependent on energy.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/e23025ed700545f2a0a59236d79e994f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:47</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
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    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Rewriting the Rules altogether in Indian Telecom Industry: A Case Study of Reliance Jio lnfocom Limited</dc:title>
        <dc:creator>Mr. Ajay Jamnani and Mr. Sameerul!a lnamdar</dc:creator>
        <dc:subject>Reliance Jio,Telecom Industry, Challenges</dc:subject>
        <dc:description>No Indian will ever have to pay for voice calls again - a single statement that marked the beginning of a new era
when Mukesh Dhirubhai Ambani announced the launch of a new telecom operatorReliance Jio lnfocom Limitedat the 2016 Reliance Annual General Meeting. Telecom industry in India has been very competitive since early 2000. Over the years Bharti Airtel has been the choice of Indian consumers for its constant upgradation followed by Vodafone, Idea, BSNL etc. This paper throws light on Jio as a new entrant into the lntlian telecom industry, strategically posing humungous challenges to its competitors and future plans of success

</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/662ad1b1bf264f2096ff93d29aeb8279</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:48</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
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        <dc:title>Analysis of Relationship between Webpage Content and Visitor Involvement</dc:title>
        <dc:creator>Mr. lndrajit A. Ooddanavar and Dr. Prashanth C</dc:creator>
        <dc:subject>Online advertisement, Promotion of Website, Target audience, Bounce rate, Vacuum Evaporated Jaggery, Advertising on Facebook.</dc:subject>
        <dc:description>Advet1ising over the internet aims at delivering marketing messages to customers quickly, efficiently and economically. Online advet1isement space is restricted. In the previous study it has been found that concentrating on the advet1isements towards a specific kind of target audience will result in more visits. But it has been observed that people
reach to the website has not explored. This study examines, the invo•lvement of the website visitorsbased on bounce rate. The conclusion drawn from the studyis that posting multiple information on a single web-page related to the product and
providing hyper/inks to other pages will reduce the bounce rate.
Systematic flow of action = Advet1isement viewed Clicked to visit websiteEngaged and clicked hyper/inks More pages viewed Information acquisition Better understanding of the product Initiation of purchase intention.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/01d29599972f4da587f532ad2ef80b01</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:49</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol14</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>The Gen Z Effect - The Six Forces Shaping the Future of Business</dc:title>
        <dc:creator>Mr. Sanjay Deshpande</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Whois GenZ? Welcome to it - Gen Z from many sources are the ones born between 1995-2015, These are ideally a bunch of people possessing traits like digital natives, Tech savvy, Hyper connected Junkies whose expectations will radically change the business forever, They are believed to be blind for the distinction between Technology and natural behaviour of certain objects, for people of GEN Z technology is a just another thread in the fabric of their lives, They are hatchlings imprinted with technology. However being Gen Z is not their birthright rather a conscious effort to adopt new behaviour,AllIndividuals irrespective of their age bands fitting into and compatible to IOT (Internet of things), being able to attune to disrupting technology in their lives, personal and professional processes are categorized as Gen Z.
One of the most profound changes in business and society is the emergence of the post-Millennial generation, thls book delineates that, the future generation is all set to grow at an exponential rate, Technology will rule the roost in all walks of life from food we eat, tocars we drive to the fabric we wear and will be thelife blood of all businesses. While every new generation has faced its share of disruption in technology, economics, politics and society, no other generation in the history of mankind has had the ability to connect every human being on the planet to each other and in the process to provide the opportunity for each person to be fully educated, socially and economically engaged. What might this mean for business, markets, and educational institutions in the future? In this revolutionary new book, The Gen Z Effect: The Six Forces Shaping the Future of Business, authors Tom Koulopoulos and Dan Keldsen delve into a vision of the future where disruptive invention and reinvention is the acknowledged norm, touching almost every aspect of how we work, live and play. From radical new approaches to marketing and manufacturing to the potentialobliteration of intellectual property and the shift to mass innovation, to the decimation of our oldest learning institutions through open source and adaptive learning, The Gen Z Effect provides a mind-bending view of why we will need to embrace Gen Z as the last, best hope for taking on the world&#039;s biggest challenges and opportunities, and how you can prepare yourself and your business for the greatest era of disruption, prosperity, and progress the world has ever experienced. The authors express that underlying six forces will define and influence the future businesses, hence it is inevitable for today&#039;s business to embrace them.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86843a4905d64fbb90f06f2f4958df41</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 14, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:50</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Quality Assurance of Higher Educational Institutions through Accreditation - A Study</dc:title>
        <dc:creator>Gomatesh M.Ravanavar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f5735999e56442c5bc843dff6fa7bd50</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:51</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Analysis of composition of NPA &#039;s -A case study of BDCC bank, Belagavi</dc:title>
        <dc:creator>Neeta S. Rao and Dr. H. Y. Kamble</dc:creator>
        <dc:subject>NPA, BDCC Bank, Financial position</dc:subject>
        <dc:description>In the present paper, an attempt has been made to analyse the composition of NPAs and the aging pattern, to find out the implications of NPAs on the financial position and stability of the bank. Since NPA problem is a burning issue in the banking field as well as in the nation&#039;s economy, the topic commands importance in the banking field, in general and to the BDCC Bank in particular. The study may bring some important points to the notice of the concerned Bank and help to find the key areas to focus and improve in the days to come.

</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/8639374151984930b39ccbd1687d84b8</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:52</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Self Help Group: An Effective Instrument for Women Empowerment</dc:title>
        <dc:creator>Prof Sneha M. Hiremath</dc:creator>
        <dc:subject>Self Help Groups, Women empowerment, Micro finance</dc:subject>
        <dc:description>A life of dignity is the right of every citizen. Poverty is an obstruction to a dignified life. Self- employment is a significant step, to have sustained incomes and remove the shackles of poverty. Villages are faced with problems related to poverty, illiteracy, lack of skills, health care etc. These are problems that cannot be tackled individually, but can be better solved through group efforts. Today these groups known as Self Help Groups (SHGs) have become the vehicle of change for the poor and marginalized. They are seen as goal instruments for empowering women, developing leadership qualities among poor people, increasing school enrollments, improving health and nutrition and the use of birth control. Programmes for self-employment of the poor have been an important component of the anti-poverty programmes implemented through Government initiatives in the rural areas of India.
This paper is based on the interactions and discussions held with the Self Help Groups in Betgeri, Narasapur and the surrounding rural areas, interactions with entrepreneurs and officials of The Gadag Chamber of Commerce &amp; Industry and District Industries Center, Gadag.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/cbeaf939a693493eaaeb9693abacc326</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:53</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Understanding the Effectiveness of Catchment Area in Retail Sector - An Analysis for Big Bazaar, Belagavi Zone</dc:title>
        <dc:creator>Prof Jemson Vaz</dc:creator>
        <dc:subject>Catchment area, retail outlets, demographic and geographic.</dc:subject>
        <dc:description>This paper attempts to highlight an ideal location for establishment of a new retail outlet which can be helpful to identify potential customer base in a geographical (Belgaum) area for existing retail outlets. The analysis is based on the principle of catchment area which is used by many organizations to locate their business taking into consideration the geographic and demographic factors of the residents of that area. The different types of catchment areas are studied which are related and relevant to their areas of operation. Analysis is conducted taking into consideration the customer related factors. Survey method is used to collect the primary data related to catchment area and the customer&#039;s opinion about the same. The main findings of this paper are that the customers prefer to shop in bulk during weekends and demand convenience of buying everything under one roof. Big Bazaar has got the advantage of being the only Hyper Market in the city and hence lures customers from extension areas.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/bf6573cb8de74107bd548a5f05802838</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:54</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Case on &quot;Brand Crisis&quot;</dc:title>
        <dc:creator>Dr. N. Krishna Kumar</dc:creator>
        <dc:subject>Brand Crisis, Brand Management, Brand Makeover, Brand Re-positioning. Image Makeover</dc:subject>
        <dc:description>The Paper examines an ambitious attempt by an 87 Years Old, Old Generation bank to re-brand and re-position itself into a New Generation Bank. The trials and tribulations it faced in the journey in a period of over five years and the resultant crisis on the organisation and its health, which unfolded in the Indian Banking scene recently is captured empirically and theoretically. It is a live case and the debilitating impact of the crisis can be seen in the organisation even today. The take away and the learning is more for anybody interested in the theme of studying &#039;Brand Crisis Management&#039;.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c1bf14fc0fa54c0db02e2bf0c5742df3</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:55</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>MUDRA Bank-A Policy Initiative towards Strengthening Micro, Small and Medium Enterprises (MSMEs)</dc:title>
        <dc:creator>Ms. Shivani S. Shirodkar</dc:creator>
        <dc:subject>MSMEs, MUDRA Bank, Non Corporate Small Business sector (NCSB).</dc:subject>
        <dc:description>Micro Small and Medium Enterprises (MSMEs) play a significant role in the industrial development of the Indian economy The contribution of manufacturing MSMEs to GOP is almost 7.04%, of services sector MSMEs is 30.50%, thus overall of MSMEs sector is 37.54% and that of 40% to the share of exports, and 45% share in manufacturing output. This sector generates around 100 million job opportunities over 46 million units spread across the country. But the major bottleneck that this sector is facing is lack of financial support. More than 90% of the Non Corporate Small Business Sector (NCSB) does not have access to the formal sources offinance. Hence there was an urgent need to catering to the financial needs of this sector, otherwise this sector would remain unfunded and a part of production labour force would remain unemployed. Bringing MSMEs in the mainstream will not only help in improving quality of life of these entrepreneurs but will also contribute substantially to employment generation in the economy thereby achieving higher GDP growth rate.
Setting up of MUDRA -Micro Unit Development and Regulatory Agency Ltd. is a policy initiative of Govt. of India for catering to the needs of the informal sector or the Non Corporate Small Business Sector (NCSB) segment and an effort towards bringing them in the mainstream. As on 11th march 2016 the total number of PMMY loans sanctioned are- 2,98,06972,Banks have so far sanctioned overRs.1,17,17. 77 crore and the total amount disbursed is around 1,11,388.81 crore under the scheme of Pradhan Mantri MUDRA Yojana. Thus MUDRA Bank is expected to give MSMEs the much needed impetus to effectively manage and grow their business The broad objective of the paper is to highlight the role and responsibility of MUDRA Bank in financing MSMEs and to have an overview of the implementation of Pradhan Mantri MUDRA Yojana across the country till March 2016.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/d34c03eeedf74bfc92230a7a60b3a2bf</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:56</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>&quot;Evangelism Marketing- Is It the most Compelling Word of Mouth Marketing Tool?&quot;</dc:title>
        <dc:creator>Kingsuk Sengupta</dc:creator>
        <dc:subject>Evangelism, Customer Evangelism, Word-of-Mouth Marketing, Social Networking.</dc:subject>
        <dc:description>In an overcrowded market where dozens of companies seem to sell similar goods, it is a joy to find a business that truly performs an exemplary service. Sharing shopping discoveries with a friend is like passing on secret knowledge -- only those in the know get to share in the benefits. Turning a customer into a mouthpiece for advertising is a marketing dream. As companies have grown and become more impersonal, marketers experience more challenges making meaningful connections with customers. Consumers want to buy products from businesses they can trust, and often turn to their friends for recommendations. This product &quot;evangelism&quot; helps businesses build their reputations and spread word of their highly regarded services. Evangelism marketing is more commonly known as word-of mouth-marketing, and relies on customers to deliver marketing messages to other potential customers. When someone recommends a new restaurant they liked, a pair of shoes that was particularly comfortable, or a mechanic who offers honest service, they are acting as &quot;customer evangelists.&quot; The challenge is convincing people to recommend a company in an honest and organic way Obviously, not every company can turn their customers into evangelists. Many companies offer mediocre or predictable services that are so ordinary they are not worth taking the time to mention to others. Plus, there is no easy way to influence the conversations people have with their friends. A customer could have an amazing experience at a nail salon but not tell their friends because they have more pressing issues to attend to. Marketing professionals are developing strategies to get others talking about their products and services in a positive way These include everything from creating online communities for customers to interact, to sponsoring events that help position a brand as part of a lifestyle. The goal of any evangelist marketing strategy is to find out how a brand fits into a customer&#039;s life and making that fit as easy as possible. The more effectively a brand satisfies a customer&#039;s needs, the more likely they are to mention it to friends and family. Its been shown that Evangelism due to personalization is giving potential and existing customers a free platform to talk about their experiences that they had with the companies.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/445d94241ac247b9a01d21ed96b22888</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:57</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Goods and Service Tax - GST versus Current Taxation System</dc:title>
        <dc:creator>Mr. Rushikesh Patil and Ms. Sona/ Revankar</dc:creator>
        <dc:subject>Good and Service tax, taxation, new tax regime, GST in India</dc:subject>
        <dc:description>The proposed implementation of the Goods and Service Tax in India has generated a significant amount of discussion and debate in the industry. Marking a sea change in the way tax will be levied, the GST, when introduced, will have an impact on businesses, organizations, and their operations. The current article calculates difference in the cost of product and taxes charged under both the systems of taxation and it is evident that GST is going be beneficial for both companies and the customers. The article also highlights the differences between the current structure of taxation and the proposed tax structure under the GST model.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/333366fbc98740ce82ef88473f16dc44</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:58</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Impact of Media on Consumer Behavior - A Study of Select Districts in Telangana State</dc:title>
        <dc:creator>Mohd. Fasi and Sadequnnisa Begum</dc:creator>
        <dc:subject>Consumer Behaviour, Marketing, Media</dc:subject>
        <dc:description>Every entrepreneur set up the business to achieve some objectives. Among the objectives profit maximization is very important. In some cases sales maximization may also be important. To achieve these objectives business has to satisfy the consumer. The consumers can be satisfied by way of supplying quality goods and services at a reasonable price. In order to satisfy them the business enterprise has to conduct several operations. They include buying of raw material, converting them into finished goods and finally to sell them to consumer. Buying of raw material and sale of finished goods are the activities of marketing. Thus, marketing is the important activity of business. It can be done through various forms of media. In this regard we can say that media, marketing has major impact on consumer behaviour. Marketing and media can influence the consumer and in turn consumer can give feedback to improve the marketing process.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2a131091878c46938f8aa768a7ec9e25</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:59</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Human Resource Management in Micro and Small Enterprises - A Study in Warangal District</dc:title>
        <dc:creator>Dr. Sadiqua Tabassum and L. Sampath</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Human Resources Management (HRM) is that part of the management process, which is concerned with the management of human resources in an organisation. HRM is a process of bringing people and the organisation together with a common purpose. HRM is mainly concerned with effective management of human resources, which is the most important asset of an organisation. All aspects of enterprise activities are determined by the competence, motivation, and general effectiveness of its workforce. Of all the tasks of management, managing the human resource is the central and most important task because all depends on how well it is done. This research article analyses HRM in Micro and Small Enterprises a study carried in Warangal district and suggestions are given for effective management of Human Resources in Micro and Small Enterprises.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/48b3863583894be18f248074358d63f2</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:60</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol13</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Gurus of Chaos - Modern India&#039;s Money Masters</dc:title>
        <dc:creator>Er. B. K. Deshmukh</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>As in life, so in the stock market there are no shortcuts to success. It takes years of experience and a unique bent of mind to be able to consistently profit from the stock market. Saurabh Mukherjee ranked among India&#039;s top analysts today speaks to well-known investors who have over the past two decades mastered the art of profitable long term investing. He traces their journey from being amateur investors to professional managers handling vast sums of money. He looks into their minds to know the unique philosophies that power their investment strategies.Sourabh Mukherjea uses his knowledge of the markets to write an engaging and inspiring guide to investing in India. Th book is based on in-depth research using rigorous analytical and forensic accounting techniques, which has now become the guiding principle. Also author highlights how easy it is to overlook glaring faults in company&#039;s performance and how these can be easily spotted using basic number crunching tools. This book seeks to shed light on how the Gurus of chaos in Indian stock market build their portfolios and nurture their successful careers in a turbulent market.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/037dae1119b9498f8d4829ec52219d9e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 13, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:61</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Accessibility of Financial Services to Rural inhabitants -A study of Karnataka State</dc:title>
        <dc:creator>Sanjeev lngalgi and Dr. Rajeshkumar K.</dc:creator>
        <dc:subject>Financial services, Micro-credit, Financial accessibility, Micro-finance</dc:subject>
        <dc:description>Financial service accessibility has been an important option for alleviating poverty and economic development. Recently, Indian government has been actively pursuing various policy options to increase financial service accessibility. Financial accessibility minimizes the social omission and enhances the economic growth. In this article, we analyze growing interest in financial accessibility, define them and demonstrate their existence in the developed and developing worlds. We have tried to focus on weather financial accessibility has been implemented in the state of Karnataka where banks claimed that financial accessibility is complete. Majority of the rural inhabitants of Karnataka state have financial accessibility but it is just more than having bank account. Financial accessibility has deeper meaning than what has been usually portrayed. Our results show that social omission and personal deficiencies contribute to lesser financial access. We opine that financial accessibility is not just a single colossal phenomenon and need to be analyzed in different dimensions ranging from having bank account to usage of modern financial services.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/0356088463284f99b870bcd7be7fbc93</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:62</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Exploring Rural Household&#039;s Adoption of Self Service Technologies in Banking Industry</dc:title>
        <dc:creator>Krishna Kishore S. V. and Dr. Aloysius Henry Sequeira</dc:creator>
        <dc:subject>Attitude, SST, Banking Industry, Rural household, ATM</dc:subject>
        <dc:description>After the advent of Self-Service Technologies(SST&#039;s), there has been a great shift in the way customers interact with the service providers. Any change is not considered worth unless it is usable, understandable and finally adoptable by the user). Many banking organizations at one point of time highlighted their SST capability as USPs. For e.g. Canara bank was the first to release mobile ATMs in India and SB/ also claimed that it has the largest number of ATMs in India. Technological change can happen any time, in any form as it is imminent. When companies introduce innovations such as self service technologies, they have greater challenge of communicating, comforting the consumer to accept change. This paper explores variables of a conceptual model of attitude development by Davis, Bagozzi D Fred and Warshaw. Also an attempt has been made to explore alternatives regarding adoption of SSTs in Indian rural areas.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2922a3121d0543b390d8babb478cf9c1</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:63</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Hotel Food Waste: A Challenge </dc:title>
        <dc:creator>Dr. A. M. Gurav</dc:creator>
        <dc:subject>Hotel Food Marketing, Food Waste, Newspapers, Quality of Food, Good Services</dc:subject>
        <dc:description>The hotel industry is playing a vital role in providing food and facilities for individuals, groups and carrying various business activities. In the present era hotel industry is also helping boost tourism. Thus, a hotel industry is known as one of prominent service industry where food and accommodation is being provided. The researcher has conducted a study of &quot;Hotel Food Waste: A Challenge&quot;. The researcher has interviewed 966 customers and 19 hotel authorities on the basis of
144 parameters with stratified, clustered and snowball sampling methods and has drawn 98 findings, 109 applied suggestions, 12 practicable models regarding the study problem and 18 areas for future research is being suggested. It was found that, prepared food waste is created in different stages and food waste is a national waste and negatively affect revenue of hotels. The study is useful to hotel management discipline and it is useful for controlling wastage of food items. The suggestions are given to turn the wastage into alternative food products for birds and animals, for producing bio-gas and fertilizers, etc.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/d2e2e1b1bbee4dc7bd1d9b6bea496385</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:64</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>An Evaluation of Marketing of Groundnut and Sunflower in Bagalakot District of Karnataka State</dc:title>
        <dc:creator>Rajeshwari B. Gotadaki and Dr. T. N. Godi</dc:creator>
        <dc:subject>Marketing, respondents, farmers, storage, warehouse, pricing.</dc:subject>
        <dc:description>Agricultural marketing is now being considered as an integral part of production process. The various aspects of marketing of groundnut and sunflower have been studied in six talukas of Bagalkot district of Kamataka state taking a sample size of 240 respondent that is around 40 respondent farmers from each taluka. An effort has been made to evaluate and examine the problems in the various functional areas of marketing of groundnut and sunflower crops pertaining to assembling, storage, packing, grading, insurance, transportation, channel of distribution, obtaining market information, pricingof product. It was found that the government as well as private warehouses and Agricultural Produce Market Committee (APMC) warehouses were used by the grower for storage. The responses indicated that they preferred sales at APMC yard. Grading was generally done by the farmers themselves with the help of expert laborers. The farmers did not insure their produce before it was sold and the main sources of market information was obtained from commission agents, APMCs, newspapers, radio and Television. All the farmers were not satisfied with the present system of price fixing for their produce and have affirmed that the price they obtained from the buyers is arbitrary.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c091d9e22bf7442c99e1aaadfe098edc</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:65</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study of Impact of Training and Development Programmes on Bank Employees by Total Years of Service</dc:title>
        <dc:creator>Dr. P. K. Kulkarni and Dr. H. Y. Kamble</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Training and Development programmes contribute directly to the development of employees in an organization. To develop human resources, organizations need to organize Training and Development programmes where employees can acquire knowledge and skills and develop healthy behavior. A good Training and Development system ensures that employees develop in directions congruent with their career plans. Training and Development is a periscope to see the future. It is intended to identify the talents and enable the organization to develop them to make future leaders.
Today, Training and Development programmes have become an integral part of any organizational activity. Training and Development programmes converts people into human resources so that an organization survives, develops and grows. Intense competition has made organizations to develop their personnel through continuous Training and Development programmes. The authors have conducted a study on Evaluation of Training and Development programmes in a bank and have made suitable suggestions to have a greater impact on the bank staff.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/d0f30e54306f476c9948642e3a0354ba</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:66</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Impact of Modernization and Stress management </dc:title>
        <dc:creator>Dr. Vasanthi Reena Williams</dc:creator>
        <dc:subject>Global warming, Environment, Stress, Stress related diseases</dc:subject>
        <dc:description>The impact of modernization can be observed by the erratic changes in the environment, worldwide. The term which is conventionally used to describe these changes is &#039;Global Warming&#039;. Intact this issue has become a very debatable issue in every country. Governments worldwide have acknowledged the need to take corrective measures as the effects of Global Warming can be observed in not only the erratic weather conditions and natural calamities occurring all around us but also the increasing level of stress related diseases on every individual.
This study focuses on stress related diseases the remedies that we as concerned individuals need to observe and follow. The paper highlights possible solutions that can be adopted by every person to ensure less influence of global warming on each one of us.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/6e5eec5937004fe58ea87ea1f9557cc7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:67</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>The Effects of Monetary Policy on Selected Private and Public Sector Banks - An Empirical Study</dc:title>
        <dc:creator>Mrityunjaya B. Chavannavar and Dr. S.C. Patil</dc:creator>
        <dc:subject>Monetary policy, Non-performing assets, Fixed deposits, Trade credit, bank credit</dc:subject>
        <dc:description>The evidence of studies conducted on effects of Monetary policy on banks and their behavior clearly states that the frequent changes in the instruments of Monetary policy has a direct and indirect influence on the operations of banks and this in turn affects the operations of small and medium scale industries. Industries try to reduce their borrowings and postpone their investments during tight money. At the same time banks take a conservative approach while lending. Banks try to be selective due to funds shortage and put restrictions on overdraft facilities. This paper examines what effect banks have and how they behave during policy on rates changes.
The study conducted reveals that, the monetary policy tools play an important role in deciding the lending and borrowing rates of the banks. A hike in key policy rates leads to increase in banks lending rates which results in low demand from the borrowers and increased bad debts which in turn creates Non Performing Assets (NPA) for banks. Banks did not find significant number of individuals approaching other money lenders during credit squeeze. Customers did not approached money lenders as they relied on the trade credit rather than relying on banks credit.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/e974791586e1488d99e7d536aa0dc715</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:68</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Developing a Model for Training and Placement Cell in Private Technical and Management Institutions</dc:title>
        <dc:creator>Gomatesh M. Ravanavar and Shamala S. Angadi</dc:creator>
        <dc:subject>Training and placement cell, Technical and Management institution, Employability skill, Graduate attributes.</dc:subject>
        <dc:description>Training and placement cell in an institute assist their students for the campus placements. It also undertakes the responsibility of giving the necessary training to the students to enhance their employability skills. Students are encouraged to take campus interview in the fields they desire. Training and placement cell also provides necessary guidance on higher education and entrepreneurship especially in the technical and management institutions. The functioning of different training and placement cells in the different technical and management institutions have been studied and to enhance the employability of their students a model is proposed. The study was descriptive and explorative in nature and the data was collected through survey method by using set of structured questionnaire. Thirty-six private technical and management institutions in Karnataka were visited to collect the data after conducting the pilot survey. Collected data was processed and it was analyzed using statistical t- test. Finally, a model for the training and placement cells to function effectively and efficiently in a technical and management institution was proposed.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/59e2d32bfaab44739d11d53ea1015f5c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:69</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Case Study of URO Enterprises </dc:title>
        <dc:creator>Dr. A. S. Vasudev Rao</dc:creator>
        <dc:subject>Opportunity recognition, Technocrat entrepreneur, UROiogicai applications, Consulting, Management.</dc:subject>
        <dc:description>Often Entrepreneurs recognise opportunities considering their prior experience and networking as investment capability. Mr Vijay, a technocrat entrepreneur, having over 20 years of design and manufacturing experience started a new venture of URO Enterprises for manufacture of quality disposables for Urological applications in hospitals. Though products were of high quality, the price was higher than the competitors, mainly from abroad.
The initial marketing plan, through al/ India distributors, did not fetch benefits. The unit also faced problem of key raw materials procurement due to low batch production and inability to scale up due to slow sales growth.He used internet and networking with suppliers from abroad. He also developed a good working team .But his design and product development overshadowed the marketing planning and efforts required.
After four years the unit was at the breakeven level. Vijay wants to grow, increase his production and sales, as well as improve the market share. His present subjective performance and satisfaction levels were gathered. The course of further action has to be recommended to Vijay to reach a growth stage of URO Enterprises
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ad7623a6060e4ca0bd62abaca41f7c69</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:70</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>AStoryofMaggi</dc:title>
        <dc:creator>Vishal S. Shetty and Muzammil R. Almel</dc:creator>
        <dc:subject>Maggi, brand image, noodle industry</dc:subject>
        <dc:description>Maggi, the favorite &#039;two minute&#039; noodle of India was embroiled in a controversy in June 2015, when some of its samples were found to contain high level of lead and monosodium glutamate which was responsible for various health problems, causing headache, nausea and chest pain. Maggi had been a chart leader in the instant noodle market of India since three decade. Its competitors such as Top ramen and Horlicks foodies could not even manage to match its popularity and growing sales in India. Maggi was also known for its unique advertising campaigns such as &quot;khushiyon ki recipe &quot;, two minutes and meri Maggi, which implied people to share their experience rewarding their favorite snack. Over the year Maggi had been ruling the Indian taste buds since it was first launched  in the year 1983 in India, at a time when Chinese cuisine was still not that popular in the country, but the people&#039;s favorite snack grabbed eyeballs when a ban was imposed on Maggi Noodle&#039;s in India and Nestle India had to recall its Maggi samples from all parts of the country. In such a scenario, it was a daunting question that in what way would the Maggi noodles stage a comeback in the Indian market and into the Indian palate once again?</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/b9987cd3c08849db926e1b6503b5f764</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:71</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol12</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Arise, Awake</dc:title>
        <dc:creator>Maruti N. Sadavar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Arise, AwakeArise, Awake is the story of 10 young entrepreneurs who started a business while studying in college, or right after graduation. Turning their backs on lucrative placements, to pursue dreams of their own. The 10 startups profiled in her book are Practo Technologies, Magicrete, Sacred Moments, Bewakoof Brands, lnnovese Technologies, lnopen Technologies, Bhukkad, Ganpati Facilities, Fraud Express and Dosamatic.
Rashmi classified student entrepreneurs into three types: rankers (toppers), repeaters (who failed initially but succeeded later) and rebels with a cause (mavericks who did weird but wonderful things). The 190-page book ends with contact information of the entrepreneurs, and a list of student business plan competitions such as Eureka (IIT Bombay), Empresario (IIT Kharagpur), Global Social Venture Challenge - HSB, UC Berkely, First Dot(NEN-Tata) and The TiE International Business Plan Competition.Many will say-wait till you graduate. I say-why waste time? Right now you are free
- to experiment, to walk on different paths...</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/0b11ef7b85784ff1acdc31ed8c53ea5f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 12, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:72</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Modelling the Impact of News on Volatility: AStudy on BSE Bankex Market Returns</dc:title>
        <dc:creator>Dr. Vandana Dangi</dc:creator>
        <dc:subject>Asymmetries, Autoregressive conditional heteroskedasticity, News impact curve and Stationarity</dc:subject>
        <dc:description>The prediction of impact of news on volatility is vital for investors to measure the risk exposure in their investment. The present treatise is an attempt to construct an empirical model to study the impact of news on volatility in Indian banking sector indices of BSE Bankex. The daily banking sector indices for the period of January 2004 to December 2013 are taken from the online database maintained by the Bombay Stock Exchange. The data was initially studied for stationarity with the help of Augmented Dickey-Fuller test and further tested for autoregressive conditional heteroskedasticity with the help of Eng/e&#039;s ARCH test (i.e. Lagrange multiplier test) and Breush-Godfrey-Pagantest. These tests confirmed the stationarity and presence of ARCH effect in the BSE Bankex return series. The Nelson&#039;s EGARCH model was employed to study the impact of news on volatility in BSE Bankex return series. The test results indicate that the volatility in banking sector indices is highly persistent. The conditional variance of the BSE Bankex return series als9 reacts differently to a given positive shock than to a negative shock. Thenews impact curve indicates higher uncertainty following negative newsas compared to positive news.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3cc746e7c2e846118c60b8f3dc6e6b4a</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:73</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Investment in Gold andIts Impact on Indian Economy</dc:title>
        <dc:creator>Dr. H. H. Ramesha</dc:creator>
        <dc:subject>Gold, Economy, India, Investments, Imports.</dc:subject>
        <dc:description>India has been known to possess large stocks of gold and studies show that they are mostly accumulations from centuries of trading rather than result of production of her mines. What is of contemporary interest, however, relate to the demand, supply and price movements and their link with policy. Some broad generalizations on these aspects would be appropriate to review the policy and identify the issues. India imports most of its gold requirement. Gold as acommodity on its own does not add much to the productive capacity of the economy. Moreover, the foreign exchange reserve that is used to import gold reduces the availability of this resource to finance the import of other commodities. Such high value of gold imports has now started hurting India&#039;s current account position. This paper studies the reasons and significance of investment in gold in India and its impact on imports of gold, CAD and Forex reserves</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4091e6b681d04026b549e5400a918e5f_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:74</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Impact of Foreign DirectInvestment on Different Industrial Sectors: IndianIntrospection</dc:title>
        <dc:creator>Anirban Sarkar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/77606bae632648cd96ccf70d9c965586</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:75</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Rural Postal Life Insurance: Its Growth and Public Awareness</dc:title>
        <dc:creator>Dr. B.Angamuthu</dc:creator>
        <dc:subject>Postal Life Insurance, Postal Department, Rural areas,Awareness.</dc:subject>
        <dc:description>The Government should pay serious attention to insurance penetration in rural areas as it is abysmally low as compared to urban India. The Government hasauthorized postal department to provide.insuranceservice in rural areas as India has the largest postal network in the world with over 1, 55,000 post offices of which 89.76% are in the rural areas. Rural Postal Life Insurance (RPLI) was introduced in 1993 with the aim of providing low cost insurance operation through the post offices/agents. This empirical and analytical research aims to analyze the growth of RPLI and the public awareness of RPU in rural areas. The growth of RPLI was measured through the number of policies as well as sum assured under RPLI during the period from 2001-2 to 2009-10 and it is reported that the insurance policies have grown at a CAGR of 31.16% and the sum assured has grown at a CAGR of 38.48% for the nine-year period. In addition the study on the awareness of RPLI among the rural public has revealed that there is a significant relationship between awareness of RPLI andeducation, occupation, family income and percent of saving of the rural public.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/7901db6e4a564ba0b9bcdcc9c11d1587</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:76</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Impact of Teacher Empowerment Programme for Assistant Professors: An Empirical Study</dc:title>
        <dc:creator>Dr. f. K. Kulkarni and Or: H.Y. Kamble</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/bde572e83d9a43389533783a7f4d6fec</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:77</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Role of Education in Women Empowerment with Reference to Udupi District</dc:title>
        <dc:creator>Dr. Ashalatha K., Rakesh Shetty and Jnaneshwarpai</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c432a99a5a264ab88a3f2f713f81cc40</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:78</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Quotient at Work: Work Life Balance</dc:title>
        <dc:creator>Sheeja K. and Dr. Juin Choudhury</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/fe3230986219421aa2b449c2e4076c5e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:79</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Some Observations on Marketing Strategies in the Context of Globalization</dc:title>
        <dc:creator>Dr. Pankajkashi R. and Dr. N. Naganna</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1dc8af126e2d4c1c93c5744fa6d38d15</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:80</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Employee attitude Towards Organizations Formulating and Implementing Social Media Strategies: A Case Study of Employees of Belgaum Retailers</dc:title>
        <dc:creator>Dr. Joel Gnanapragash, Prasad Kulkarni and Sanjay Deshpande</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/092448849ce6401a93e31fb4b519f6cd</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:81</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Corporate Social Responsibility in India: Challenge of Implementing CSR Provisions of the Companies Act, 2013</dc:title>
        <dc:creator>Dr. Ketan Govekar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/579d7b2282414942ae4f63de6c2aae2a</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:82</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol11</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Timeless Leadership - 18 Leadership Sutras from the Bhagavad Gita</dc:title>
        <dc:creator>B. K. Deshmukh</dc:creator>
        <dc:subject></dc:subject>
        <dc:description></dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/da96a929b58e4bdc8712360ea87032a6</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 11, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:83</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ASEAN – A Move Towards Positive Integration</dc:title>
        <dc:creator>Dr. Sanhita Athawale and Swati Shukla</dc:creator>
        <dc:subject>: ASEAN, Regionalism, Intra-industry trade, Tariff lines</dc:subject>
        <dc:description>The paper studies growth of Association of South East Asian Nations (ASEAN), especially after 1990s. The focus is also on the economic integration which distinguishes between negative integration (removing barriers to integrate, such as internal tariffs) and positive integration (creating union-wide markets and institutions by positive actions) of ASEAN. The main element of the paper is intra-industry trade for the year of 2000 and 2006 of 10 nations of ASEAN. The paper computed most traded thirty commodities with Harmonised System (HS) with two digit commodity classifications by using Grubel - Lloyd index which results in an increment in growth, trade, investments and subsequently raising standards of living of ASEAN member countries and other emerging and developing countries in Asia due to positive integration. This aspect should be highlighted to strengthen development of Asia in future.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/b1ea14a916864722b698fc39218aebcb</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:84</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Technology In Banks:	A Study on E-Banking Channels and Formats</dc:title>
        <dc:creator>Dr. Y.G. Baligatti and Dr. Shridevi Patted</dc:creator>
        <dc:subject>Internet banking, Mobile banking, Service delivery channels, Human intensive banking, Technology intensive banking</dc:subject>
        <dc:description>Commercial banks in India have occupied pivotal position in accelerating the growth of economy in general and inclusive growth in particular. They are instrumental for capital formation, promotion of trade and industry, and development of agriculture. All along, Indian banking has undergone a rapid transformation especially after initiation of the financial sector reforms. Entry of private players has heightened the competition. Technology has come to the rescue of the banks in facing the challenges of stiff competition and meeting the varied expectations of the customers. Technology has changed the face of Indian banking. It is impossible to think of banking operations today without technology. Against this backdrop, this paper highlights the significance of technology in banking operations. The paper discusses the evolution of technology in Indian banking and the progress made by the Indian banks in different E- banking channels like ATM, RTGS, ECS, EFT and card payments.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/cd72cd46c4ec48689f99e441fb911f13</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:85</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>NPA Management in New Generation Co-operative Banks: A Study of BZRC Mahila Sahakari Bank Ltd, Belgaum</dc:title>
        <dc:creator>Neeta S. Rao and Dr. H.Y. Kamble</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The introduction of NPA norms in banks in India in 1991-92 resulted in great changes in the banking field. NPA norms considered to be major highlights of banking reforms have resulted in more stringent policies to be adopted by all banks while sanctioning and recovery of loans. However NPAs are still mounting and eroding the profits and financial strength of banks. The present study was initiated to study how the new generation co-operative banks, which commenced their business after the introduction of NPA norms, managed their NPAs. BZRC Mahila Bank Ltd, an ideal institution under the co-operative set-up which started its operations in the year 1996, when the NPA norms were already applicable to all the co-operative banks was chosen for the study. The study relates to 5 years NPA position of the bank from 2008 to 2012. The study is based on the secondary data provided by the annual reports of the bank and NPA statements provided by the bank. Primary data is also collected by oral discussions with the Bank CEO. It is evident from the study that the Bank has made continuous efforts to keep the NPAs under control and to a maximum extent it has succeeded.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f8319dcc247b46c18fc0dc76f7a7abbb</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:86</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Equity Derivatives as Risk Management Instruments: A Study of the Level of Satisfaction of the Investors</dc:title>
        <dc:creator>Jnaneshwar Pai Maroor</dc:creator>
        <dc:subject>Equity Derivatives, Risk Management, Investment, Hedging</dc:subject>
        <dc:description>In India, the significance of capital market as a contributor for the growth of the economy is increasing day by day. The growth in global trade, technological advances and the market deregulations are the factors influencing this development. With the increasing awareness about the capital markets, a large chunk of investors are entering the markets to invest their funds and earn profits. But, as a by-product of this market, there is market volatility which is likely to cause the risk of loss to the investors. As a result there has been a corresponding increase in such financial products which enable the investors to minimise or hedge the various risks associated with the capital markets. Derivatives are the financial instruments which are widely used by the investors for this purpose. The study is an attempt to identify the strategies of risk management which the retail investors can use to minimise the risks associated with stock market investments.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/074c6e5d7bed42a3bb1945f660b64444</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:87</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Predicting Turnover Intent: Examining the Effect of Employee Engagement Practices in Indian International Call Centres</dc:title>
        <dc:creator>K. Sreekanth and Dr. A.R. Aryasri</dc:creator>
        <dc:subject>Employee engagement, Globalization, Turnover intention, Call centre, Organization Practice and Employee involvement.</dc:subject>
        <dc:description>The paper focuses on examining the effect of employee engagement practices among call center employees in India with an attempt to predict the Turnover intentions. In call centers employee engagement practices like communication, reward and recognition have a positive impact on employee performance, but because of monotony in the nature of the job, employee development is negatively correlated with the degree of employee engagement. Findings of this study will facilitate the HR managers and management of Indian International call centres in terms of making the effective use of employee engagement practices in order to retain their human talent by reducing turnover intentions to create performance oriented environment. Data was collected from 107 employees based on convenience and snow ball sampling from call centres located in Hyderabad. The hypotheses are formulated and tested.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4b1c63371596496eb00d5a756311b271</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:88</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Motivational Aspects of Plateaued Faculty Members in Educational Sector</dc:title>
        <dc:creator>Marka	Bhavani and Dr. V.M. Prasad</dc:creator>
        <dc:subject>Motivational Aspects, Career Plateau, Factors, Benefits</dc:subject>
        <dc:description>The job of most of the faculty members is filled with boring and routine tasks, which leads to a sense of loss and thus they become skeptical about finding fulfillment in their career. Sometimes they consider their present jobs and positions to be exceedingly valuable, but lack of administrative and managerial skills is hindering them to perform higher level jobs. Most of the career plateaued faculty members may experience demotivation and dissatisfaction which may cause higher turnover. The researcher here tries to find out the causes of career plateau among the faculty members and its impact. The researcher also tries to find the motivational factors that can influence plateaued faculty members in the Educational Sector.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/5492f7e5ab8a40e9964fe56962bf7897</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:89</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Recruitment Challenges in a Technology Driven Competitive Business World</dc:title>
        <dc:creator>Sayantany Paul</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The recruitment scenario all over the world has witnessed massive changes in the last few years, primarily due to the advent of technology. Hunting for new talent, resourcing, has undergone a huge transformation. The entry of social media recruiting has made possible the availability of a large number of potential candidates at all times and at the click of a mouse. Along with this, has emerged several issues like the importance of employee diversity, the presence of a relatively young workforce with clear goals and aspirations, the need of more visibility of a company to attract the right talent which has dramatically changed the way recruitment is being done and poses new challenges before the recruiters. This article focuses on what the challenges are and what should be done in order to hire those whom the company needs to thrive in the competitive world.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2f6ad5f894604efbadc7f498cec18720</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:90</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Motivational Strategies to Raise the Quantity and Quality of Teachers in Secondary and Primary Education in India</dc:title>
        <dc:creator>Anugamini Priya</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The purpose of this empirical study is to highlight the dearth of teachers in India and prospective steps to be taken to multiply their number in terms of quality and quantity. The demand and supply gap is required to be planned, organized, directed and controlled using various motivational tools to boost its organizational attractiveness. In India, teachers are considered next to god, but in the present setting, we lack the quantity and quality of teachers in our schools. It is an urgent need to fill all the vacant places of teachers in schools and colleges to maintain proper pupil teacher ratio which in turn will lead to the growth of the nation. This study, ARCS strategy of motivation propounded by John Keller is suggested to be used to develop an instructional plan.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3db3db6443444e1cbc9895533e90bb69</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:91</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Artisan Turned Entrepreneurs: A Case Study of Kolhapuri Chappals</dc:title>
        <dc:creator>Sanjeev Ingalagi and Dr K. Rajeshkumar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Kolhapuri chappals are famous handcrafted footwear made in a cluster of villages in the border districts of Karnataka (Belguam district) and Maharastra. They are made from locally processed leather using vegetable dyes. The men usually fashion the lower sole and women design the innersole and work the uppers with intricate braiding and other designs. Majority of the Kolhapuri footwear artisans were bonded laborers. They were bonded by traders and middlemen who had control over the market and the raw material. In January 1999, Asian Centre for Entrepreneurial Initiative (ASCENT) -a Bangalore based institution initiated a project, titled as ‘Project EnterPrice’. The objective of the project was to ensure that the artisans got the right price for their handcrafted footwear and in the process transformed them into entrepreneurs particularly women with core principal -“build, operate and transfer”. The business front-end and social back-end needed constant balancing using an equality, equity and inclusive approach. The outcome of this intense joint Project EnterPrice was the formation of ToeHold Artisans Collaborative (TAC) in 2002. From a business perspective TAC has been an overwhelming success.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/d20652d0cdf745f3881271514eefe175</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:92</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol10</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Start It Up: Why Running Your Own Business Is Easier Than You Think</dc:title>
        <dc:creator>Dr. Purshottam Bung</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Large numbers of books have been written on entrepreneurship describing it as a process / method
/ trait. But Luke Johnson, a hardcore entrepreneur himself, has tried to give the reader an experience
of being an entrepreneur, substantiated with wide range of real world examples so that the reader can
really feel it. Unlike many books written on this subject, it is a very simple and easy to read novel with
original ideas and useful advice, especially to those who want to pursue the ill trodden path of
entrepreneurship.
The seven parts of the book give reader a complete experience of being an entrepreneur. The first
part is all about building necessary qualities/traits that are required to become an entrepreneur like;
making a beginning, committing mistakes, having a bigger ambition, stop making excuses, getting started,
being optimistic, being action orientated, choosing a right name for the business/brand, not waiting for
the right time to come, starting early, etc.
The second part focuses on people at large. The benefits of; associating with the right people,
networking with the right people, exchanging of ideas with the right people, working together in teams,
forming good teams that can deliver the desired results, following the basic principles of leadership and
management, and seeking mentoring in its truest spirit are all discussed quoting real world examples.
The third part reveals the true entrepreneurial style and major challenges faced by the entrepreneurs.
The myths associated with entrepreneurship were being discussed, criticized and cleared in a convincing
manner like; Entrepreneurs are mainly motivated by money, The idea is what matters, Entrepreneurs are
born, not made, Start-ups are one-man brands, Entrepreneurs are inventive geniuses, Entrepreneurs are
mostly academic rejects with no qualifications, Most new businesses fail, Entrepreneurs are loners,
Entrepreneurs are gamblers, Entrepreneurs are workaholic, etc.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/19042ac474d444cc9f1841b7dde1bc1e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 10, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:93</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>HEALTH FINANCING MECHANISMS IN INDIA: AN APPRAISAL OF ITS PERFORMANCE</dc:title>
        <dc:creator>Savitha &amp; Kiran K. B</dc:creator>
        <dc:subject>Health care financing, health insurance, impoverishment, financial protection, micro health insurance</dc:subject>
        <dc:description>The performance of India in achieving Millennium Development Goals (MDG) related to the provision of healthcare is sorely disappointing. Insufficient government funding for health care, inadequate and ineffective health financing mechanisms, poor delivery of health care especially in public facilities &amp; excessive reliance on unregulated high cost private providers has contributed to the poor accomplishment of MDG goals especially in informal sector. This has resulted in massive out- of- pocket expenditures and consequent impoverishment of the poor.
There is an urgent need to restructure the health care system to achieve the Alma- Ata declaration of &#039;Health-for-all&#039; and to meet WHO health system goals. To envision India with equitable and efficient health care system in the coming years, various mechanisms for financing health expenses are to be integrated and public-private partnership has to be encouraged. This paper examines the performance and challenges faced by diverse health financing mechanisms in achieving health care goals.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/e3fefb07a8484965b62dcd92a0bdf6e7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:94</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CRITICAL ANALYSIS OF EXPORTS: MANGO AND PROCESSED MANGO PRODUCTS BY INDIAN MANGO PROCESSING INDUSTRY</dc:title>
        <dc:creator>Purushottam. Bung &amp; A.H.Chachadi</dc:creator>
        <dc:subject>Exports, Mango processing industry, India, processed mango products</dc:subject>
        <dc:description>India ranks first in the world (production of 10.5 mmt) when it comes to mango production. India contributes 45% of the total mango production of the world. In spite of the India&#039;s strong hold on the production of mango it is alarming to know that India processes just 2% of the total mango production with an alarming loss of around 40%. Only 20% of the production of processed mango products is being exported. India&#039;s share of global exports of fresh mangoes and processed mango products is quite meager when we compare the same with other major mango producers of th world, i.e., China, Thailand, Mexico, Pakistan, Phillipines, Brazil, Indonesia, and Nigeria.(in the same order}.
The research undertaken is purely secondary in nature. The critical analysis of the exports undertaken by the Indian mango processing industry has been made using secondary data. The data is analyzed to know the per cent contribution and CGR of exports of each processed mango product to aggregate (total} exports of processed mango prod.ucts and region / country wise contribution towards exports of every processed mango product including fresh mangoes. The effort was made to know the causes for the particular export pattern found in this industry along with recommendations on policy front to strengthen Indian mango processing industry.
Indian mango processors should manufacture high value added processed mango products and export them to rich countries like; USA, UK, Canada, Australia, other European countries so that value realization will be much higher. To achieve this Indian mango processors need to improve their quality standards and bring in lot of innovation to meet the stringent quality standards set by importing countries (like FDA standards of US). Indian mango processors must also utilize the byproducts like mango kernels to manufacture innovative products like; mango margarine, facial cream, other cosmetic products, piggery feed ingredient, etc., so that total processing loss will be curtailed and profitability of the processors will be strengthened.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ee92a0a0ab00408480a2058ef46a9dff_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:95</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>EMPIRICAL ANALYSIS OF THE IMPACT OF OIL IMPORTS AND NOMINAL EXCHANGE RATE ON THE GROSS DOMESTIC PRODUCT GROWTH RATE</dc:title>
        <dc:creator>Mayuresh S. Gokhale &amp; J. V. Ramanraju</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>This paper attempts to identify the relationship between  the growth of real GDP, nominal exchange rate and oil imports in India from 1995 to 2010 . The study uses Correlation and Regression Analysis in SPSS. The main findings of this paper are that the oil imports gives a positive impact on economic growth .The increase or appreciation  of the nominal exchange  rate  leads to a decrease in the economic growth.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/b2c4b849e0c7465fb3505f1bd22dbeb7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:96</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>STUDY OF THE IMPACT OF MGNREG SCHEME IN BELGAUM DISTRICT</dc:title>
        <dc:creator>Anilkumar Garag, B. Ramesh &amp; Pankaj. Desai</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The National Rural Employment Guarantee Act 2005, or NREGA, was brought into force by the Union government in February 2006. The Act is far-reaching in its intent and scope. It is the first nation-wide employment scheme that guarantees employment legally to India&#039;s rural population. Naturally, it has generated intense speculation and interest. The NREGA is being implemented in 200 socio-economically most backward districts of 27 states in the country. It guarantees 100 days of unskilled jobs per rural household. More importantly, the Act aims at eradication of extreme poverty and at making villages self-sustaining through productive assets creation (such as water tanks and soil conservation works). This is meant to regenerate the rural natural resource base, which in turn will result in sustainable livelihoods for residents. The Act puts Panchayati Raj Institutions (the third tier of government in India i.e the village level) at the helm of affairs, beginning with identifying the eligible households to planning the works to be undertaken. The government has referred to it as an &quot;Act of the people, by the people, and for the people&quot;.
But is the Act living up to its scope and potential? the NREGA faces a two-pronged challenge: the immediate one of addressing the skyrocketing unemployment crisis in rural areas, and a longer-terr)1 one of contributing to village economy in a sustained manner.
Effective implementation of the Act would require planning labour-intensive works for the needy poor on a continuous and sustained basis. These works must build the right kind of assets to promote development of local/regional economy. To ensure that the impact of the Act is sustainable and lasts over the longer term, these assets must be managed well and in an equitable way to generate benefits for the poor, as well as to promote pro-poor economic growth. In this context, the NREGA should be seen more as a livelihood­
generating programme than a wage-earning scheme. It also offers a unique opportunity to turn around rural development.
This Act is an important step towards the realization of the right to work. It is also expected to enhance people&#039;s livelihoods on a sustained basis, by developing the economic and social infrastructure in rural areas. The choice of works seeks to address the causes of chronic poverty such as drought, deforestation and soil erosion. Effectively implemented, the employment generated under the Act has the potential of transforming the geography of poverty. NREGA calls for the formulation of a Rural Employment Guarantee Scheme (REGS) by each State Governments within six months of the date of commencement of the Act. The purpose of the Scheme is to give effect to the legal guarantee of work, by providing at least 100 days of guaranteed employment to every rural household whose adult members volunteer to do unskilled manual work subject to the conditions of this Act. Each Rural Employment Guarantee Scheme is required to have the minimum features spe, ified in Schedule I and Schedule II of the Act. Section 4 of the Act also provides that until such a Scheme is notified by the State Government, the Annual or Perspective Plan of the Sampoorna Grameen Rozgar Yojana (SGRY) or the National Food for Work Programme (NFFWP), whichever is in force in that area, shall be deemed to be the action plan for the Scheme for the purposes of the Act.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/8fa08a828854458ab8dc68879a6611e3</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:97</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>BETA RELIABILITY BIASNESS TOWARDS AGGRESIVE STOCKS - AN OBSERVED FAST FROM BOMBAY STOCK EXCHANGE</dc:title>
        <dc:creator>Mrityunjaya B. Chavannavar &amp; Meera U. Mandavia</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The general perception among the investor is that stock market gives maximum return at high risk. Investors are concerned about the value of capital market index while investing in stock market. Investor behavior is related to the psychological factor which reveals that prices of stocks and market movements are closely related to each other. Investors think that value of their stock prices move in the same direction for any increase or decrease in the value of index. If investors are extremely bullish on the market, will focus on high beta stocks in order to leverage expected strong market conditions. The risk associated with this is known as systematic risk which explains the propensity of stock price movements with respect to change in market index. eta ( ) measures the systematic risk. Stocks with the &gt; 1are more volatile than the index and are classified as aggressive stocks. Stocks with less than 1 are less volatile and classified as defensive stocks.

Here the ratio of standard deviations measure how variable the stock return is relative to the variability of the market return. The correlation coefficient measures the nature and extent of relationship. If value of &#039;r&#039; is not a big number, then eta would have little meaning which indicates mutual relation between the stock and market return is weak. The strength of the relationship is determined by coefficient of determination. R2 gives the proportion of variation in dependent variable (stock return) that is explained by the independent variable (market return). eta with lower value of R2 suggests that eta is of little use in explaining the movements in stock return as some other factors may be affecting the variation other than market return. Hence we can use R2 as a measure of degree of reliability of beta in prediction line. This study helps to understand whether degree of reliability of eta coefficients for aggressive stocks is significantly higher than defensive stocks.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/b0e65d43dcdf46f880774e591eaed390</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:98</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>COMSUMER BUYING BEHAVIOUR TOWARDS BRANDED MEN&#039;S SHIRTS</dc:title>
        <dc:creator>Prashant U. Gujanal &amp; Sumukh S. Hungund</dc:creator>
        <dc:subject>Brand, Buying behaviour, Single brand outlet, Multi branded shop.</dc:subject>
        <dc:description>The life style patterns in India are witnessing a sea change. Younger generation, higher income, liberal spending pattern combined with opening up of markets has increased the demand for branded products. Branding is one of the most effective competitive tools and it is a challenging task for the marketer to nurture a brand into a strong, profitable brand. By developing a powerful brand, companies can establish &#039;brand equity&#039; and the equity assists firms in a variety of ways to manage competition and to maintain market share. For every marketer instinctively his or her brand is valuable. Brand value is represented by the premium price a company gets at the time of transfer of ownership. A number of people visit showrooms with a brand in mind because the quality and comfort the brand offers them. This study tries to assess this buying behaviour of men with respect to the purchase branded shirts in single brand showrooms or multi brarded shops.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a809a3b35d324606bf9c9e041ad6f13c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:99</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ROLE OF TOTAL QUALITY MANAGEMENT IN STRENGTHENING ACADEMIA-INDUSTRY INTERFACE</dc:title>
        <dc:creator>Mahantesh. Halagatti, Poornima M. Charantimath &amp; A. R. Aryasri</dc:creator>
        <dc:subject>higher education, academic standard, work place standard, TQM, Quality school</dc:subject>
        <dc:description>Universities and industry, which for long have been operating in separate domains, are closer to each other to create synergies. Growing complexity of the business environment today has necessitated these two to come closer. Higher education institutions not only contribute skilled human resources to business, but also in various intangible ways. The intersecting needs and mutually interdependent relationship requires identifying means of further strengthening academia-industry partnerships.
This paper attempts to explore how institutes of higher education can work closely with industry, and identify possible areas where industry&#039;s contribution to academia would be most effective. This study is based on secondary data relating to industry academia interactions .
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/57180cd4fae14278a2ba203db5d3daf7_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:100</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>EFFECTS OF MODERN TECHNOLOGY IN THE PRESENT WORLD</dc:title>
        <dc:creator>Shashank M. Hiremath &amp; Purushottam. Bung</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>As it is widely said &quot;Necessity is the mother of all inventions&quot;, welcome to the 21•1 Century! Here we can find that there is need to dial a ten digit number to call someone (Speed dialing on mobile phones saves you your valuable time}. Just one click and your mail travels across continents in few minutes rather than few weeks and you can turn your lights off without getting up from your chair. That&#039;s right people; here in the 21st Century we have vastly advanced that crazy concept called technology. No more video cassettes, tape drives, floppy disks or tape recorders. No more wasting your money on music or movies. With just a cli k of a button you can have anything your restless mind wishes.
There are certain questions which need to be addressed before explaining the prospects and consequences of modern technology. What we have to ask ourselves now is, as technology advances, are we slowing down? Are we becoming victims of laziness and potential danger because of computers and cell phones? Are machines running or possibly ruining our lives? And so on. Here we present before our readers some prospects and consequences of modern technology:
Prospects: Technology has made living very comfortable and cozy. Electronic gadgets, cell phones, computers, even coffee vending machines are now so much more efficient, quick and easy to use for most people. Not to deny the fact that they are also lots of fun. We&#039;ve got robots to vacuum our carpets and to scrub our floors. We have everything in our homes just a click of button away. It&#039;s really amazing how quickly technology is developing and how far it has come. Had we ever thought that a single chip would replace an entire assembly line of workers? This has helped in eliminating human errors and made work faster and more efficient. There was a time when a person diagnosed as HIV positive was not accepted within the society as people thought that they would be infected too, even if they touched the infected person. But thanks to the advancements in the field of medicine science and health care, now these people are treated with love and care and have a hope to live. New researches about human anatomy are done every day. Doctors and researchers all over the world are working hard to introduce new medicines and treatments which can cure even the deadliest of diseases. This has surely added some years to the average life span of humans.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/af7a32475745434c82ceddd5d1e58df7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:101</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>FINANCIAL INCLUSION: A STUDY ON NO-FRILLS BANK ACCOUNT IN PALACODE TOWN</dc:title>
        <dc:creator>S. Rajarnohan &amp; D. Durairaj</dc:creator>
        <dc:subject>Financial Services, Financial Inclusion and no- frills bank account.</dc:subject>
        <dc:description>Financial inclusion is the process of ensuring timely and adequate access of financial services and credit delivery for low income group at an affordable cost. The basic aim of financial inclusion is to ensure the ease of access, availability and usage of the formal financial services.
The researcher has chosen all four banks in Palacode town where the no- frills bank accounts facilities are in operation. This paper highlights the secio- economic conditions of the beneficiaries, factors influencing the people to open this account, awareness of deposit scheme, opinion of the general utility services and attitude of the customers towards the services of the banks.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/040933608705474da62e1f9a6762b947</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:102</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>18 MINUTES: FIND YOUR FOCUS, MASTER DISTRACTION, AND GET THE RIGHT THINGS DONE</dc:title>
        <dc:creator>Purushottam. Bung</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Goal setting, time management and task management have become the most sought after soft skills amongst executives/entrepreneurs of all cadres irrespective of their functional domain. The pressures on executives/entrepreneurs to achieve maximum in shortest span of time has become order of the day. There are so many books available on the above topic which tell about the importance of goal setting, time management, and task management and how one can manage these in an abstract manner like; classifying activities to be done or tasks to be accomplished into four categories, i.e. Important and Urgent, Important but not Urgent, Urgent but not Important, and Neither Urgent nor Important and then allocating time and delegating work accordingly and so on. But Peter Bregman in this book has in fact explained what one has to do or can do to ensure the honing of above mentioned soft skills to achieve maximum in the shortest span of time.
As the title says very clearly, one has to dedicate eighteen minutes out of four hundred eighty minutes of a working day as per the following;
Five minutes before the start of the day: for setting specific targets for the day and planning.
One minute every hour as the day passes: for monitoring the progress made in that hour with respect to the targets set for the day.
Five minutes at the end of the day: for total retrospection with regard to goals set for the day and accomplishment of the same.
This investment of eighteen minutes, every day, will result in enhanced focus and getting the right things done.
The four parts of the book give reader a complete tool kit as to how to manage the time effectively and efficiently. The first part is all about slowing down, stopping or pausing for a while and doing some serious introspection with regard to; what are the priorities of one&#039;s life, what is that one wants to achieve in his life, and so on. Such pauses will in fact refuel one&#039;s body an,dmind and help in creating time and space to aim one&#039;s efforts more accurately.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ba005c9786a24a0eb8a3c619fa7350d4</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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    <header>
      <identifier>oai:imertatva.com:tatva:103</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol9</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>THE BUSINESS OF HR IN BUSINESS SCHOOLS</dc:title>
        <dc:creator>Arif. Shaikh</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The Industry believes that business schools do not practice what they preach in terms of utilizing best practices. Every organization is composed of people and utilizing their services, developing their skills, motivating them to enhance their level of performance and ensuring that they remain committed to the organization are essential for the accomplishment of organizational objectives. The author of the book emphasis on the importance of B-School human resources ( both teaching and Support Staff) in development of good practices and effective implementation of the same for better performance and result. A book of 193 pages, divided scholarly into elven chapters makes logical presentation.
The author in a very lucid manner describe the management education in India, he highlights the contribution of the then Prime Minister Shri. Pandit Jawaharlal Nehru in creating centers of academic excellence outside the university system which resulted in setting up of IIT&#039;s, IIM&#039;s and NIT&#039;s and also points out that The Indian Institute of Science {IISc} Bangalore was the first in offering a programme in Industrial&#039; Management in the year 1948 and the Andhra University at Visakhapatnam was the first to start a full time postgraduate management programme in 1957. The book also brings out the biggest strength of Indian Management Education that is the Cost involved in turning out a graduate which is a fraction of what are costs outside India and the biggest challenge is the scarcity of faculty.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1d445ddd87354a588d6d0cb849c25089</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 9, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:104</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A CRITICAL REVIEW OF OUTSOURCING, OFFSHORING AND OFFSHORE OUTSOURCING OF FINANCIAL SERVICES</dc:title>
        <dc:creator>Ashok Patil &amp; Dr. M. S. Subhas</dc:creator>
        <dc:subject>Of/shoring, outsourcing, Trust and Control, Critical data transfer {CDT) risk</dc:subject>
        <dc:description>The extant literature on outsourcing, offshoring and offshore outsourcing is elaborate and vast. It deals with complexity in the definition to multiple theories to supplier-client relationships, applicable both in national and international context. Thi study critically reviews the various theories, models and definitions and suggests that there is a need to focus on the trust and control relationship between supplier-client in offshore outsourcing of financial services&#039; project. Earlier studies focus on the role of trust and control using 27 variables in project quality, irrespective the type of data transferred involved in offshoring project. Researchers propose a model with an inclusion of Critical Data Transfer (CDT) risk as an additional variable to understand project quality.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/222b6cabe7f74461a8f4b623a5105bc3</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:114</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>NEW HORIZON OF COSTING FOR ENLIGHTENMENT OF QUALITY EDUCATION SYSTEM</dc:title>
        <dc:creator>VEDA DEVANAND MALAGATTI &amp; Dr. A. H. CHACHADI</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Quality education is a must and vital rather than the quantitative education for achieving the goals of life. Quality education for enhancing the knowledge of a person which in turn enhances the capability as well caliber of an individual to explore the opportunities in his favour for the purpose of his own enlightenment and for his social obligations too. Quality education help us to think materially and ethically. So, Costing aids us to enhance our efficiency by checking out the process line, forms, capability and inturn increase our accessibility at least quahtative process cost</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/aee85385f76d4a62b0c764387dc88a5a</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:105</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>GENDER DIFFERENCES IN PERCEPTION TOWARDS WEBSITE FEATURES AND E-LOYALTY IN HYDERADAD</dc:title>
        <dc:creator>MOHD. LAYAQ AHAMAO &amp; Dr. Shaikh Mohd. Zafar</dc:creator>
        <dc:subject>B2C Ecommerce, Gender, Loyalty, Website design.</dc:subject>
        <dc:description>The main purpose of this article is to examine the gender related perceptions towards website design features and loyalty towards online shopping site in various genders. The population of this study is online shoppers in Hyderabad. Respondents were selected from both genders with a condition of internet shopping experience. A pre-structured questionnaire was used with five point Likert rating scale to measure influence of gender on website design features and e-loyalty. Purposive random sampling was used to collect data from sampled respondents. Statistical techniques such as mean, standard deviation and t-test are used for this study. Study reports that there is significant difference between gender towards website design preferences and loyalty in online shopping.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a8a2e0ddb88c4513b1bfafe9c221ef07</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:115</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>GLOBAb FINANCIAL CRISIS : STRENGTH OF INDIAN BANKING VIS-A-VIS US BANKING</dc:title>
        <dc:creator>DR. Y. G. BALIGATTI &amp; DR. SHRIDEVI V PATTED</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>
The financial crisis in the US and European countries has posed a serious threat to global financial stability and has badly affected the growth of several economies in the globe. It has exerted tremendous pressure on the various financial markets across the globe. The turmoil is not only hammered the US and European financial institutions but has caused tremors in the Indian financial markets affecting the growth of Indian economy. This crisis has affected various sectors of the Indian economy particularly information technology, textiles, and real estates. The Indian banking is not an exception to this. Hence, it is imperative to ensure stability and soundness of the Indian banking system which accounts for around 60% of the total assets held by the Indian financial sector. In this backdrop, this paper examines the strength of Indian banks vs US banks in withstanding the
global crisis.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/155cf5337e4249b78c8311f816d73214</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:106</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>INDIAN  INSURANCE SECTOR  IN GLOBAL ARENA</dc:title>
        <dc:creator>M. BUCHAIAH &amp; P. SUJENDRA SWAMI</dc:creator>
        <dc:subject>: Insurance, Strategy, CAGR, Regulatory body.</dc:subject>
        <dc:description>Over the past decades, fundamental changes in the industry of financial intermediation, such as deregulation and advances in technology, had a visible impact on the provision of financial services. Insurance is- one of the hottest sectors in today&#039;s global market, the banks are gaining more business share form insurance sector. In global market all world-class banks are happy with their customer attraction rate in the area of banking but not in case of insurance especially in india compare with world countries. India being a world second large t populated country where only 33% people have bank accounts and only 22% of people have life insurance compare with average 72% and 89% respectively of developing countries. The insurance sector in India has completed all the facets of competition -from being an open competitive market to being nationalized and then getting back to the form of a liberalized market once again. In this paper we discuss about Indian insurance sector pros and cons opportunities and threats from the customers etc.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/aa7c069a94ff46ef9ec4aa03dbb57c47</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:116</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>JNDIAN FINANCIAL MARKETS: AN INTRODUCTION</dc:title>
        <dc:creator>DR. S.G. VIBHUTI &amp; PROF RAHUL KAVISHWAR</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Financial markets crate an environment that·helps people trade money for fi ancial assets such as equity shares or commodities like gold or other precious metals. There are different players in the market who take charge of matching capital supply and demand. Investors, both individual and institutional, provide capital to the market in anticipation of returns as promised by the borrowers or users of capital. Banks and other financial intermediaries facilitate the movement of capital between lenders and borrowers. Securities market consists of various financial institutions that collectively support the issuance and trading of securities. These are various channels that create assets pools such as mutual funds and pension funds. Financial markets facilitate allocation of resources over time through a price mechanism such as interest rate, which is affected by forces of supply and demand. In market economies, the interactions between buyers and sellers determine the demand for and supply of resources. Thus the allocation of resources is determined by market forces. In view of this the present paper through the light on introductory aspects relating to Indian Financial Market.
The globalizations several of the erstwhile command economies, which were driven by the plans p_rescribed by heir respective government, have apparently moved towards market economies. Today, the global financial markets are well integrated and harmonization of the rules and regulations and reduction of barriers to trade have been facilitating free flow of resources between nations as result local companies had to come out their protective cover, provided by the government. The corporate are compete for their share of market and resources in the global arena. The developing countries have become highly vulnerable to the speculative capital movements in and out of their economies, several of the emerging markets are able to consolidate or improve
their competitive position by exploiting the newly created opportunities, by virtue of this several companies from
the emerging mar&#039;kets are industry leaders and global market players.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/5302fcf14bfe4fe8a14be33a35407841</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:107</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>THE IMPACT OF MFls ON ECONOMIC DEVELOPMENT OF RURAL WOMEN THROUGH SELF HELF GROUPS
(An Empirical Study with special reference to Sivagangai District, Tamilnadu) </dc:title>
        <dc:creator>Dr. S. P. MATHIRAJ &amp; A. R. ANNADURAI</dc:creator>
        <dc:subject>MFls, SHGs, Socio-Economic development</dc:subject>
        <dc:description>Micro Finance Institutions {MFls) in India are perceived as a life-giving technique for every Self Help Groups (SHGs) in order to ensure the sustainable socio-economic development for the rural India. This research paper attempted to study the Impact of MFls on economic development of rural women through SHGs, the sample size include 1000·respondents from the 100 SHGs in Sivagangai district of Tamilnadu, the study reveals that MFls have influence the socio-economic development of rural women through SHGs. The validity of the results has been tested statistically by applying the appropriate statistical technique.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f3ddc06eb1164496bb9a40f52d13f3b9</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:117</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>TRANSFORMATION OF MICRO-FINANCE OPERATIONS AND IMPLICATIONS</dc:title>
        <dc:creator>PROF. PRAKASH RAO K.S., PROF. SHRINIVAS. R. PATIL &amp; PROF. RAHUL K KAVISHWAR</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The present MFI model wasn&#039;t just about giving loans. It was also about creating livelihood mechanisms, which would build capacity among the poor. to repay their loans easily, and leave them better off than before. While microfinance institutions are experiencing different forms of transformation, this paper focuses on the transformation of NGOs into commercial, regulated financial institutions. An overview of the transformation experience in micro-finance is also summarized in this paper.
Microfinance is not anything new; it follows humankind since the ancient era. It markedly appeared already in the 18th century (e.g. Jonathan Swift inspired the Irish Loan Funds) and especially in the first half of the 19th century in the middle Europe. Several credit union systems and cooperative banks have been named after Raffeisen, Kampelik etc. Robert Owen, William King, G.D.H. Cole, Charles Gide and others were very well known theorists in this period. The development of the MFls accelerated right in the period of decolonization when new states originated. next development of the microfinance in Less Developed Countries(LDCs) in the 70s of the last century, were above all Muhammad Yunus (Grameen Bank), John Kaith Hatch (FINCA system), Akhtar Hameed Khan (Tameer Bank), Ela Blatt (SEWA - Self-Employed Women&#039;s Association), Michaela Walsh (WWB - Women&#039;s World Banking) and others.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/37ba9909549c4893b1f133a75082dba6</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:108</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>AN EFFECT OF BOYS MENTAL HEALTH, SCHOOL ADJUSTMENT &amp; SOCIO-ECONOMIC STATUS ON ACADEMIC ACHIEVEMENT IN MATHEMATICS AMONG SECONDARY SCHOOL STUDENTS.</dc:title>
        <dc:creator>Dr. R. H. NAIK</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The purpose of the study was to analyze independent and combined effects of variables viz, mental health (high-low), school adjustment (high-low) and socio-economic status (high-low) on Academic Achievement in Mathematics. The sample of the present study includes 340 students selected randomly from secondary schools of Hubli Oharwad corporation area. The study revealed that; (i) The boys with high mental health will influence more on academic achievemerit of students in mathematics than the boys with low mental health; (ii) The boys with high mental health and high school adjustment will influence more on academic achievement of students in mathematics than the boys with low mental health and low school adjustment;
iii) The boys with high mental health, high school adjustment and low socio-economic status will influence more ori academic achievement of students in mathematics than the boys with low mental health, low school adjustment and high socio-economic status.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/457da64f158b4e0abb72ee133255f45b</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:118</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>INDUSTRY - UNIVERSITY INTERFACE OF FINANCE EDUCATION :A CASE EXPERIENCE OF GOA UNIVERSITY</dc:title>
        <dc:creator>PROF B. RAMESH &amp; DR. ANILKUMAR GARAG</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>If universities are treated as incubators for training and development of manpower, raising marketable manpower suitable to the needs of Industry and giving birth to the new generation of entrepreneurs, achiel.(.ing an ambitious economic growth rate of more than 10% is not an illusion.
Yet, many universities that offer Business and Management Education in India are yet to get this wake up call. Otherwise many more Indian companies like Birlas, Tatas, Reliance, Kirloskar, ICICI, UTI, SEBI etc. who have no business to be Business Education will spring up, thereby neutralizing the purpose, objecthte and existence of large number Indian universities offering business education.
Business education and in particular Finance Education in Indian Universities underwent a lot of metamorphic changes especially during the last decade. Today, we witness an Upside - Down pyramid model of Business Education occurring due to pedagogical factors of teaching, increased linkage between Business Education and Employment/Self- Employment, increased role for privatisation of Business Education and corporates in Business Education, International exposure to competition and so on. These changes have forced universities to shift their gear and move in close tandem with the industry&#039;s requirements of their manpower needs.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3c5d34fddc034a6fbca48173f7ccddbf</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:109</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>IMPORTANCE OF TOTAL PARTICIPATION  IN  IMPLEMENTATION OF TQM</dc:title>
        <dc:creator>MAHANTESH HALAGATTI, Dr. POORNIMA M. CHARANTIMATH.&amp; Dr. A. R. ARYASRI</dc:creator>
        <dc:subject>Quality, Participation, Training,---:rransition, customer·satisfaction </dc:subject>
        <dc:description>Total Quality Management, TQM, is a method by which management and employees can become involved in t e continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. TQM involves the active participation of every employee from the top to the lowest echelon. All efforts of the organization are organized and integrated to focus on customer satisfaction. A successful TQM environment requires a committed and well-trained work force that participates fully in quali,tiymprovement activities. In this paper we are trying to highlight the importance of total participation by all levels of el)1ployees using the practices followed at enterprises which have successfully implemented the principles of TQM.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2addfcf795b1494bbf170fb05f299370</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:119</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>EXPLORATORY STUD\&#039; ON EMERGING MOBILE PHONE MARKET IN RURAL PART OF DHARWAD</dc:title>
        <dc:creator>PROF. BHARGAV REVANKAR, DR. SHIVASHANKAR K. &amp; PROF. RAHUL KAVISHWAR</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Today as a hub for modern commerce we need to understand how the development of the mobile communication world as like Internet has been similar to the growth of radio a generation earlier, with obvious differences in attracting and individual markets to a mass audience.
It is the &quot;Big Bang&quot; of the 1990s a milestone in the Internet&#039;s development; as well the growth of radio in the 1920s led more focus in advertisement for the b_usinesses world. According to recent statistics, there are nearly 300 million mobile phone subscribers as compared to just around 30 million PC&#039;s in the country.
The general purpose of telecom Technology lies for communication, and more focus is towards rural market. Rapid advances in mobile technologies have allowed marketers to abandon best practices for traditional media.
Rural areas in developing countries present especially difficult challenges to the development of networks and sustainable business projects. These challenges include unreliable electricity, limited or non-existent telecom infrastructures, poor road infrastructures, diverse topology, and low village density. These challenges are coupled with limited skill sets and limited financial resources among members of the communities. Members of rural communities are often characterized with high illiteracy, limited business skills, little technology skills, and lack of access to capitaI.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/bdbb3fd055a640d3a632323f1f7f0d4f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:110</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ROLE OF SFC&#039;S IN IlALANCED REGIONAL DEVELOPMENT-WITH SPECIAL REFERENCE TO KARATAKA STATE FINANCIAL CORPORATION
</dc:title>
        <dc:creator>Prof. H. Y.KAMBLE &amp; UMA B. PUJAR</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>State Financial Corporations act as promotion agencies and play a very important role in stimulating and accelerating industrial growth in the backward areas of states. The main objective of the SFCs is to promote and develop tiny, small, ancillary and medium scale industries. They also try to overcome regional imbalance.
The SSls constitute a very important segment of the Indian economy as they help in dispersal of industries, rural development and decentralization of economic power by generating employment in the country. In India, Small and Medium Enterprises play a vital role in the growth of the economy. According to Dr. Vasant Desai (2006) Small scale industries contribute as much as 45 per cent of industrial production, 65 per cent of employment generation and 35 per cent of the India&#039;s exports. The SME sector is the second largest employment generating sector, after agriculture. It provides employ ent to more than 28.28 million people.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1435c09412614a25a7d178af30382747</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:120</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ENTREPRENEURSHIP&#039;DEVELOPMENT IN SOFTWARE INDUSTRY</dc:title>
        <dc:creator>RAMA NAIK &amp; KV RAMANA REDDY</dc:creator>
        <dc:subject>Entrepreneur, Education, Quality, Financing sources, R&amp;D support</dc:subject>
        <dc:description>A system of entrepreneurship has evolved in the U. S. that has been quite successful and that may have considerable applicability to some other technologically advanced countries, such as Germany and Japan, which appear to need more economic dynamism. The system needs,modification however, for underdeveloped economies like India&#039;s. In particular, I believe that the optimal role for individual entrepreneurs - and the public policies necessary to support this role - is somewhat different in India than in an advanced economy. In advanced countries, most resources are already in or near their highest-valued use. Any increase in their productivity requires new technologies (broadly defined). Without new technologies, economic growth winds down and business life stagnates.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/839b4c4076094a51861b2f08d7e45f77</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:111</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>SPIRITUALITY SUSTAINS  BUSINESS AND ENVIRONMENT</dc:title>
        <dc:creator>Dr. K. Padmashree Jalandhar, Dr. A. Bharathi Devi &amp; Mr. A. S. J. Achari</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Corporate downsizing and greater demands on remaining workers has left them too tired and stressed to be creative and at the same time the globalization of markets requires more creativity from employees. To survive into the 21st Century, organizations must offer a greater sense of meaning and purpose for their workforce. In today&#039;s highly competitive environment, the best talent seeks out organizations that reflect their inner values and provide opportunities for personal development and community service, not just bigger salaries. People at all levels in the corporate hierarchy increasingly want to nourish their spirit and creativity. Business people are using the word &quot;spirituality&quot; in the work environment, as it&#039;s more generic and inclusive than &quot;religion.&quot; Instead of emphasizing belief as religion does, the word spirituality emphasizes how values are applied and embodied. Key spiritual values embraced in a business context include integrity, honesty, accountability, quality, cooperation, service, intuition, trustworthiness, respect, justice, and service. Across the country, people increasingly want to bring a greater sense of meaning and purpose into their work life. They wish their work to reflect their personal mission in life. Many companies are finding the most effective way to bring spiritual values into the workplace is to clarify the company&#039;s vision and mission, to align it with a higher purpose and deeper commitment to service to both customers and community. The present paper intends to find out the spirituality sustains business and environment and how the spirituality in business in practiced by the organizations for their sustainability in the present globalised competitive world. The paper found that usually spirituality in business is practiced way of• prayers and meditations in the workplace, the employ es who have been practicing spirituality are well treated in their organizations, and many compani s have shown their commitment for protection of the environment as their spiritual
mission.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/95e9152370064d38873916f8294ad298</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:121</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>TQM PRACTICES IN HBL INDUSTRIES LIMITED</dc:title>
        <dc:creator>Dr. Y. Jahangir &amp; P. Sujendra Swamy</dc:creator>
        <dc:subject>Quality, Employee Involvement, Change.</dc:subject>
        <dc:description>Total quality management (TQM) is an integrative management philosophy aimed at continuously improving the performance of products, processes and services to achieve and surpass customer expectations. The overall objective and goals of this program is to gain maximum customer satisfaction with high quality products and glow in the market as a market leader. There are number of quality tools available in the market for quality like ISO, Six sigma,
CMM etc.. all this tools leads to high quality initiation and change in every organization. Total Quality Management, TQM, is a method by which management and employees can become involved in the continuous improvement of the production of goods and services. It is a combination of quality and management tools aimed at increasing business and reducing losses due to wasteful practices. In this paper we are dealing with one manufacturing company TQM strategies and their policies and procedures for success of quality change. Employees readiness towards quality change are studies with an structured questionnaire.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/03d209ff62ac43aab35ae9efa7dea6be</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:112</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>INTERPERSONAL  LEADERSHIP SKILLS: 215-r CENTURY  SKILLS</dc:title>
        <dc:creator>G. S. SUNDARASRINIVASULU</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>This article define interpersonal leader skills and examines its role in the workplace. A leader with very effective interpersonal skills will spend half the time getting work done from his team than a leader who does not possess effective interpersonal skills .the article discusses interpersonal Leadership skills in an effective leade.r. Further, the article examines the application of interpersonal skills&gt;An individual who can successfully negative the complicity of human interaction is not only able to achieve success in the top in the long run It is very important to manage relationship at home as in the corporate environment . The article discusses the role of emotional intelligence in good interpersonal skills.
Leadership: The process of successfully influencing the activities of a group towards the achievement of a common goal. A leader has the ability to influence others through qualities such as personal charisma, expertise, command of language, and the creation of mutual respect,-As well as requiring strong Communication Skills and Personal Skills
Leadership skills &quot;are the sum total of your ability to help the group achieve its goals and maintain an effective working relationship among members... Anyone can learn leadership skills. All it takes is practice, practice, practice....</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9b1e6b17929e48e2bfd41ec79d7485eb</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:122</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>PRODUCTION-INVENTORY STRATEGY OF DETERIORATING ITEMS FOR SINGLE-VENDOR AND TWO-BUYERS.</dc:title>
        <dc:creator>NITA H. SHAH &amp; HARSH C. TRIVEDI</dc:creator>
        <dc:subject>Single-vendor, two-buyers, deterioration, production-inventory policy.</dc:subject>
        <dc:description>An aim of this article is to analyze a single-vendor, two buyers production-inventory policy for a deteriorating item under assumption of constant production and demand rate. A mathematical model is derived to compute total joint integrated cost of both the vendor and two-buyers. It is established that joint integrated cost is beneficial compared to the independent decisions made by the two stackers&#039; viz. the vendor and the two-buyers.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/5e03f9380c174053aa8db820d591770e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:113</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>IS  KINGFISHER BEING FISHED OUT ?</dc:title>
        <dc:creator>TUSHAR MANGURE, SANTOSH CHAVAN &amp; ADITYA SHANBHAG</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Kingfisher chairman Vijay Mallya has faced rough situations earlier, but the chances that he will be able pull a rabbit out of the hat this time are S1im. Only a stroke of financial genius and oodles of luck will save his cash-strapped airline with a debt of Rs 7,500 crore.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/0bbe9ac06f6848a0b67bf97e5436664a</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:123</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CORPORATE SOCIAL RESPONSIBILITY IN MICRO, SMALL AND MEDIUM ENTERPRISES-A STUDY ON THE AWARENESS AND PRACTICE IN MANGALORE
</dc:title>
        <dc:creator>SAVITHAAND DEVARAJ K.</dc:creator>
        <dc:subject>Corporate social responsibility, awareness, CSR initiatives, growth</dc:subject>
        <dc:description>Background: Organizations are increasingly realizing that corporate social responsibility (CSR) is no longer a collection of discreet practices or occasional gestures motivated by marketing or public relations. Business organizations cannot pay lip service to CSR as they did in the past as it has become a process from the concept and creates value that can be used as a competitive tool.
Aim: The objective of the paper is to explore the attitude towards CSR and understand the CSR initiatives of small and medium enterprises (SMEs).
Methodology: Descriptive study was conducted in Mangalore, Karnataka. Data was collected from the managers or proprietors of micro, small and medium enterprises.
Results: Awareness SMEs is inadequate and their CSR policies are mostly limited to occupational safety. As large number of individuals depend on-SMEs for employment, promoting awareness regarding CSR, at least work related policies becomes highly essential in the years to come.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/56bad017734b4323aba2ee3aa6f57692</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:124</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ANALYSIS OF RETAILERS&#039; MAGNETISM AND RETENTION STRATEGIES OF CUSTOMERS IN KANYAKUMARJ DISTRICT.
</dc:title>
        <dc:creator>DR.S.MAHALINGAM &amp; C.DHAYANAND</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Retail Industry, being a fast growing industry in India, it is natural that it faces more dynamism because of competition. With this competition it is an uphill task for every retailer in sustaining in the market. So to remain in the market successfully, the retailers use different technique to attract more customers and also to retain their present customers. Apart from the various customer retention and attraction strategies, it becomes important for the retail owners to study the profile of customers &#039;-&#039;!ho are in the locality of the retail stores. Without knowing customers, it is useless in framing various attractive and the retention strategies. That is, the retailer has to analyse the customers and has to find out what strategy really makes them to come to the retail stores.
In this study an attempt has been made to identify what really makes a customer to visit a particular retail store. This study revealed the profile of the customers of different retail stores.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
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        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
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      <identifier>oai:imertatva.com:tatva:125</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>TEACHING BY DIFFERENTIATING INTELLIGENCE AND DIFFERENTIATING INSTRUCTIONS: Focus on students with the lower score of Multiple Intelligence
</dc:title>
        <dc:creator>PROF. D. G. KULKARNI</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Etymologically, the word education is derived from educare (Latin) &quot;bring up&quot;, which is related to educere &quot;bring out&quot;, &quot;bring forth what is within&quot;, &quot;bring out potential&quot; and desire, &quot;to lead&quot;.
Teachers in educational institutions direct the education of students and might draw on many subjects, including reading, writing, mathematics, science and history. This process is sometimes called schooling when referring to the education of teaching only a certain subject, usually as professors at institutions of higher learning. Teachers need to understand a subject enough to convey its essence to students. While traditionally this has involved lecturing on the part of the teacher, new instructional strategies such as focus on the multiple intelligence of students make a student involve into the role of active learner, discovering the subject interestingly. Good teachers can translate information, good judgment, experience and wisdom into relevant knowledge that a student can understand, retain and pass to others if the teacher focuses on the intelligence levels of the student. Howard Gardner&#039;s theory of multiple intelligence advocates that each student has seven intelligences in varying proportions. In a classroom, we can identify the intelligence levels and design the teaching methods. This research paper explores the effect of focused teaching theoretical subjects to those students who have a low score in linguistic intelligence and quantitative subjects to those who are lo-&lt;i on logical/mathematical intelligence</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/046fdd99d80c4100b13e06895cb07893</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
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      <identifier>oai:imertatva.com:tatva:126</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
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    <metadata>
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        <dc:title>A STUDY ON THE FACTORS AFFECTING THE CHOICE OF
BRANDED APPARELS TN NORTH GOA
</dc:title>
        <dc:creator>HIREMATH CHETAN &amp; CHARANTIMATH AMIT</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>There are many brands of apparels available for youth to choose from and to select. This process is a complex one. This study provides useful information about various aspects of brand selection by customers. A primary survey was conducted in Panjim, North Goa. 150 respondents aged between 21yrs to 30yrs were given self administered questionnaires. Using Two Way ANOVA data was te·sted. This paper suggests which elements of apparel should be focused upon in order to gain a larger market share.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/dc27e82f20754adfab960a0439fb13e0</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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      <identifier>oai:imertatva.com:tatva:127</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
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    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>EMPOWERMENT STRATEGIES FOR THE SERVICE SECTOR</dc:title>
        <dc:creator>Dr. KIRTI SHIVAKUMAR</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>About two·years ago, we went to a famous restaurant to have lunch. This restaurant was not new, neither was it unknown to us, butwe had never been there fearing it might not be hygienic and there maybe a mixing of the food which would have hurt our religious sentiments. After a little b.it of prodding from my husband and a lot of persuasion from my nephew, we landed at the restaurant. I was totally surprised and dmired the separate kitchens for vegetarian and non-vegetarian food, the place was clean, bustling with life and more than anything service was with a smile. When we placed our order, and I voiced my apprehension to the steward that I was very particular that my food should not be &quot;adulterated&quot; by beef in any form, he very patiently told me that their kitchens were open always and one could see it anytime. I jumped at the opportunity an.d I was impressed with several things, the quality standards followed, the clean and hygienic cooking and preparation area, the protective aprons, gloves and caps the cooks and their assistants wore, and above all the pride with which they showed me around the kitchen, What wadt that made them smile as they ·worked? What made the steward keep saying MY restaurant instead of OUR restaurant or their restaurant, even though h did not own it? As I savoured the food- I knew I would come back not just for the tasty food, but also because of the great service they had.
This paper attempts to explain the empowering strategies in the service sector, as a tool for gaining competitive advantage
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/d0ff93b5523149848a72f6e2368e6aa2</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
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      <identifier>oai:imertatva.com:tatva:128</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CUSTOMER PREFERENCES ON OM,ELOANS (A Comparative study of Select Banks)</dc:title>
        <dc:creator>M.MADHAVI &amp; MOHD LAYAQ AfiAMAD</dc:creator>
        <dc:subject>Banks, Financial lnstitutions,Housing finance, Home loans and Loan Patterns.</dc:subject>
        <dc:description>Most of the people will have a dream of having their own house in their life time. Even though the income of the people is increasing day by day the expenses are also on a rise. Hence, there is a need for people, to approach a bank or a financial institution for loan in order to own a house or a flat. Housing finance sector is attracting more and more number of customers as the loans are cheaper when compared to other types of loans and repayment period is very l9ng. Moreover there is a possibility of getting tax benefits on the payment of principal and interest of the housing lopn. Keeping in view the increasing importance attached to housing finance industry, a study has been undertaken to understand the housing loan patterns followed by some of the select banks. Two public sector and two private sector banks are taken for analysis and the results are tabulated. The study was organized into four parts. The first part gives introduction to the study, objectives and methodology. The second part gives an account of the literature review and the Indian players in home loan segment. The third part describes the process of granting home loans adopted by the select organizations. The fourth part deals with the analysis of data and managerial implications of the study and concludes with the scope for further research.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/f1dbfcddd99b4732807f55c92fcf4cad</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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      <identifier>oai:imertatva.com:tatva:129</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol8</setSpec>
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    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>The Antidote for today&#039;s marketing mess- By Jack Trout.</dc:title>
        <dc:creator>DR.RAMESH KULKARNI &amp; MS. ALVINA CLARA</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The book simplifies marketing by asking marketers to do and sense the obvious.The incongruity today is more and more products are sold on price not benefits -which is a sheer cataclysm .Marketers must avoid11ead to head competition by sailing out into a &quot;Blue Ocean Strategy &quot;.But the irony is &quot; Blue Oceans &quot;are hard to find these days in a sea of competitors. The search for any marketing strategy is the search for the obvious: easy to see, understand, plain, evident .That&#039;s why It just works well. People distrust their instincts as they feel there must be a hidden and more comple&gt;&lt; answer. Judgment should be free from emotional bias or intellectual subtlety by trying to see things as they really are, following dictates of cold logic, eliminating both sentiment and self-interest from decisions. The saddest part most hierarchies are nowadays so cumbered with rule and traditions and so bound by public laws that even high employees do not have to lend anyone anywhere. They simply follow precedents, obey regulations and move at the head of the crowd. CEO&#039;s often make bad decisions that eventually lead to big trouble .They either do things that cause problems or don&#039;t do things that could have avoided problems. Unfortunately, most companies put their mission statements in gold frames and hang them in their lobbies where top managers who have their own agendas ignore them.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
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        <dc:identifier>https://imertatva.com/current_issue/articledetail/9f7c81b5b7c64cc18add8bf33b0b55a2</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 8, No 2; </dc:source>
        <dc:language>en</dc:language>
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    <header>
      <identifier>oai:imertatva.com:tatva:130</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Guest Column : Education In The Context Of Socio Economic Problems In India </dc:title>
        <dc:creator>Dr. A. H. Chachadi</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>India has been experiencing.a discontinuous socio economic change ever since 1980 and more particularly after 1991. The socioeconomic dimension of the country have undergone a significant change ever since Late. Rajiv Gandhi thought of taking the country in to a 21&#039;&#039; century gracefully.
Every country has changing scenario evolving from one context or tne other but the changes are most of the times predictable. The changes that have taken in India between 1947 - 1960 could be reasoned or predicted to some extent but the changes that have taken place after the death of Mrs. Gandhi have been unprecedented. Many ascribe the liberalization era to P. V. Narasimharao Government though it is true to sotne extent the foundation was laid by Late Rajiv Gandhi. To illustrate the biggest happening in recent times and even no·w is the communication revolution wpere we have come to a cell phone era. The foundation for this revolution was laid by Rajiv Gandhi through creation of Telecom commission. Many of the gains that have accrued to the economy are due to the liberalization process where economic controls are slowly with drawn this process started in 1980s when Rajiv Gandhi initiated broad banding oflicenses. Adaption of a new comprehensive education policy and creation of a Human Resource Development ministry are two other important steps taken by Shri. Rajiv Gandhi in setting the tone for anew era.

Education is a process of continuous value addition which enables an individual to rise to greater heights as a person and serve the larger interests of society as meaningfully as possible. With this as a process we have to look in to facilitators as wet I as impediments in the context of socioeconomic changes.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/86e479777ca24a87b187db755f0ccc47</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:144</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        <dc:title>Impact Of Global Financial Crisis On Indian Banking Sector</dc:title>
        <dc:creator>Dr. K. Padmasree Jalandhar Dr. Bharthidevi Anchula Mr. A. S. J. Achari
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The Sub prime Crisis which surfaced around August 2007 had affected Financial Institutions in the United States and Europe. The collapse of the Lehman Brothers in mid September 2008 had aggravated the situation. Being a part of the global financial system Indian Banking sector cannot. remain isolated from the rest of the world, but India escaped direct impact of the global recession because the banks in India were not exposed to toxic agents, that affected the disease elsewhere in the world. The Indian Banks were well placed to weather the impact of global financial crisis. The present study intends to put forth such optimism by studying the impact of global financial crisis on Indian Banking Sector, and suggested to be more transparent, to implement proactive risk management strategy, best corporate governance practices and a shift from capital adequacy to efficient capital management and to adopt process innovative to revies their performances on on-going basis to be more resilient to future crises.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/57b4f9b59500474e907e16dd55376b34</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:131</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Florista Entrepreneurial Retail Business -a Case Study </dc:title>
        <dc:creator>Sanjeev Ingalagi, Sachin Ingalagi</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>This case study illustrates the birth of an idea and show how that idea can be realised into a marketable product. The study deals with development issues and each highlights the importance of developing sound strategies. T e importance of appropriate finance support mechanisms for young entrepreneurs is also
.covered. The case studies illustrate how successful entrepreneurs may deploy a range of entrepreneurial skills and knowhow. Above all, the entrepreneur is seen to have the capacity to innovate and exercise vision.

The business idea started when one of the promoters who runs an Advertising Business was waiting for a meeting at the reception of a large multinational office. He spotted a shabbily dressed boy delivering flowers in the plush office. The boy was stopped at the reception, flowers were taken and he was shooed away. The entire experience made him realize the possibility of having flower deliveries in an organized manner.

After a research of one year in the industry, he started this business in 2004 with a small retail outlet in Lower PareI, Mumbai with focus on quality of product along with quality of service. Special care was taken to train the delivery boy who was in a neat uniform with black shoes and who wore white hand-gloves while delivering the flowers. The business volumes grew steadily, with retail and corporate customers using their products and services and getting used to the professional manner in which they operated.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4c86f29ef57d43f786743ba94996ca20</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:145</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>RECESSION I	MA UFACTURING SECTOR AND STRATEGIC OPTIONS IN FRONT OF INDUSTRY - AN INDIAN PERSPECTIVE.</dc:title>
        <dc:creator>N. S. Dhopeshwar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The word &#039;recession&#039; sends a shocking wave among people, more prominently business fraternity.
Recession is an economic phenomenon of decline in macro economic factors of demand for goods and services, production levels, research and development budgets, marketing promotions and so on.
•
This paper looks into the aspects of impact of recession in manufacturing sector in India and how companies have viewed it from strategic angle. The basic question is whether the recession has really set-in, and if so, what actions industry has contemplated to face it and mitigate the challenges posed. There is no doubt that recession has set in, but, the magnitude of recession impact as felt differs from one sector to another. Normally, companies re-look into their manufacturing operations, product line, operational expenses and other budgets to face the economic decline. Many companies have advocated the strategies of lean manufacturing, cutting down manpower, freezing of salaries and other employee benefits, focusing on products with market potential and higher profit margin etc. to stay in business and remain competitive to face the recessionary trends in the market. A few companies also have considered the option of entering international markets where recession is not much.
The paper brings out some of the reactions to recession shared by corporate bosses in terms of how they intend to tackle this economic crisis and what strategies they have in their mind to come out. Finally, the paper presents in brief the findings of a study of 16 manufacturing industries in Hubli­ Dharwad area of north Kamataka with respect to the approach they have followed to face the recession and the strategic initiatives taken. A conclusion is drawn at the end in terms of how companies have shown an inclination to face the economic decline and march towards the future.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9bf9ede7996f408d885688bb643c9362</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:132</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>The Relationship Between Corporat Social Responsibility And Sustain ble Development </dc:title>
        <dc:creator>Shohreh Saboji, Dr. M.indira</dc:creator>
        <dc:subject>Corporate Social Responsibility, Sustainable Development, environment activities, social activities.</dc:subject>
        <dc:description>Corporate Social Responsibility (CSR) is one of the important concepts applied and promoted by companies through specific programmes. Recent studies tried to understand the contribution of CSR to different dimensions of Sustainable Development (SD).The present study makes an attempt to understand the relationship between the CSR and SD in environment and social dimensions. While understanding this, the study also looks in to differences in the behavior of the small and large firms in their contribution to SD through to CSR.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/41e958bb48854be3a1567f2ab13155e6</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:146</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>PERFORMANCE OF APSFC IN FINANCING MSME PROJECTS</dc:title>
        <dc:creator>Pamu Purna Chandra Bose</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>An entrepreneur cannot succeed in his venture and/or enterprise without a project. Project is useful to get finance from financial agencies for expansion, diversification and modernisation of the existing business or for starting a new venture. Entrepreneurs have no fully resources for starting a venture or to diversify, expanding and modernisation of the existing one. They have to depend on financial institutions or money lenders for getting finance. Money lenders issue credit at high interest rates. Entrepreneurs will have to depend on financial institutions for getting finance at reasonable interest rates. APSFC was started as a regional development bank in Andhra Pradesh for developing and promoting entrepreneurship. An insight into finance provided by the APSFC shows an irregular growth.
The project is a basic foundation of an enterprise and it is also very credential to the entrepreneur. Invariably, an entrepreneur cannot succeed in his venture and/or enterprise without a project. Thus, the project becomes a foundation stone of a venture. Generally, these projects may be for starting a new venture, diversification and expansion of the existing business. Adequate and timely credit to these projects makes the entrepreneurs succeed in the business. Financial institutions are playing very competent role in financing these projects. But, they are unable cater all the long term financial needs of the MSMEs. With the main aim to provide long term finance to the MSMEs, SFCs were started as Regional Development Banks. These SFCs are started under the State Financial Corporations Act, 1951 at the State Level by an Act of Parliament of India. Andhra Pradesh State Financial Corporation (APSFC) came into existence on l stNovember 1956.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/beab7ebed15e41ee8cbdf153f69ebad2</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:133</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Knowledge Management : A Key Strategy To Achieve Six Sigma Quality Standards.</dc:title>
        <dc:creator>P. Sujendra Swami, Dr. V Madhusudana Prasad</dc:creator>
        <dc:subject>Knowledge, quality, customer needs, implementation.</dc:subject>
        <dc:description>In globalization era people are looking for a quality orit:nted products and services where they are ready to invest more on quality products. To achieve high quality standards even organizations also focusing on world class quality standards like ISO 9000 certifications and six sigma standards to attract customers towards their products with low cost. In this process organizations need a key strategy to adapt and meet all these standards in the work environment, for this the top management should follow a structured process to achieve desired standards in the company. Knowledge Management is a emerging process of all organizations to adapt and implement critical processes in the companies nowadays. The power of Six Sigma .and its systematic approach and the power of knowledge management (KM) are probably not ephemeral and will probably not come and go. What they will do is become part of the fabric of the way we work and our job is to make sure that the best of both those comes together. This efforts typically focus on process and ingredients of KM ai:J.d how it is useful to implement six sigma quality in the organization, such improved performance, competitive advantage, innovation, the sharing oflessons learned, and continuous improvement of the organization.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/fc0e65cd3fd348508a2bdc523b55ec3e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:147</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>BRAND PREFERENCE FOR TALCUM POWDER</dc:title>
        <dc:creator>Mr Rajendraprasad.K.Hanagandi
Dr Filipe Roduguese Melo

</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Buyer&#039;s preference pattern is dynamic and always it chooses the road which is less traveled by &#039;producers&#039;! Customer&#039;s insatiable thirst towards brand new products or services over another is unique and interesting. It influences the market forces to a larger extent. Identification and measurement of customer preference decisions accurately and in more reliable way would fix the destiny.

After finding group or segment of customers, the components which form buyer&#039;s preference and expectation patterns would be known. Logically acquired such results must be comprehended professionally. Then it would be easy for the companies to design strategies accordingly and perform &#039;differently&#039; to prove &#039;Our Customer is King&#039;. Flooding of many MNC&#039;s has provided value added products with even more value for the customer&#039;s money.

The western life style influences, favorable economic conditions, thirst for standard living and change in the societal trends in more innovative and adaptive ways have led the fairer sex competent, more equally to men. Today women are not only home makers but also strong contenders in all walks of life. Especially the change from conservative to democratic in culture has widened the scope of feminine care products. Marketers are conscious about the changing needs of the Indian woman and are busy inoutstripping each other on offering her the &#039;best care&#039;.

This study paper enlightens on Talcum Powder -one such female skin care product. This product is widely sought after &#039;soap&#039; by all female groups. This research paper silver lines few aspects on Consumer behavior in brief but equally in detail. Similarly it studies Industry of Female Cosmetic Goods (FMCG), &amp; speaks about Survey on customers to identify the preference for Talcum Powder.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c8c402ef84cc45598072b78fd8abf9c9</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:134</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Research Paper On &quot;Analysis of Customer Switching Behavior And Relationship Bonding Strategies In Organized Retailing&quot; - A Study Conducted In Belgaum Dist.</dc:title>
        <dc:creator>Padmapriya R. Katagal, Amruta Mishrikoti, Rohit Mutkekar</dc:creator>
        <dc:subject>CRM, Consumer behavior, Social Bond, financial bond, structural bond, Loyalty, Recency, Frequency; Referrals.</dc:subject>
        <dc:description>Opening up oflndian economy, changing demographics, increasing number ofrich, middle class, are driving force for retail transformation. Organized retailing is growing at a rapid pace, not only in metros, but also in the semi-urban markets oflndia, with different format. Emergence oforganized retail is greatly influenced by the large number of women working population, emergence ofnuclear family, with a new lifestyle. Retailers are finding it tough to be profitable. The organized retailing stores are facing new challenges due to non­ traditional competition &amp; globalization

Customer Relationship Management is a buzzword in service economy, a key element of firm&#039;s competitive strategy. Customer Relationship Management focuses on retaining the existing customer, as they are five times more profitable than a new customer. Retailers are adopting CRM strategies to beat the competition. In this study we are examining the consumer buying behaviour, and also examine consumer loyalty, the impact ofrelationship bonding tactics on customer retention.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/585d6f7969e64d47a6f67a2ae83094f7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:148</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>JOB - INTEREST OR LIABILITY</dc:title>
        <dc:creator>S. Subramaniam</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>In a labour surplus and capital hungry country like India, jobs are very important to individuals. They help determine standards ofliving, places of residence, status and even one&#039;s sense of self-worth. Jobs are important to organization also because they are the means of accomplishing organizational objectives. Traditionally, organizations used to define jobs in a rigid way. The popular view about a job was that what it requires does not change; it is designed to be immutable and unchanging, irrespective of the various incumbents who perform them. In reality, however jobs are not static. They are subject to change. Technological advances and competitive pressures may often force an·organization to put more emphasis on characteristics of successful performance rather than on standard job duties, tasks etc. Moreover, there is.some job which might be handled differently at different times of the year. The job incumbent might declare, &quot;I do what I believe right on the job&quot;. The job is what the incumbent makes of it. To understand the dynamic nature of jobs, managers gather information about jobs from time to time.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/53a98d0065fb4eeeaaf1e971dfe1e7b8</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:135</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Quality Of Work And Employee Retention : A Study Of Service And Manufacturing Industries Of.Gwalior Region</dc:title>
        <dc:creator>Richa Banerjee, Subeer Banerjee, Dr. Manoj Patwardhan, Kapil Dev Yadav</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>In present era where for organizations the one of the major problem is retention of good employee. For this purpose the organizations are taking measures to retain the employees. The present study is designed to examine the impact of quality of work life on employee retention in service and manufacturing industries of Gwalior region. Quality of work life can be defined as the assumption which makes a job more than just a job, it refers to improved quality of work and work culture. For the purpose of study sample of 100 employees were taken out of which 50 were from manufacturing sector and 50 were from service sector. The sampling was convenience sampling. Self designed questionnaires were used to collect data regarding QWL and employee retention. The questionnaire was designed on likert type scale where 1 stands for minimum agreement and 7 stands for maximum agreement. For data analysis ITC, reliability, factor analysis, correlation and regression analysis was used. The study revealed the positive impact ofQWL on employee retention.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3f5f98071424404b88026f6bfd2e6914</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:149</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>SMALL AND MEDIUM ENTERPRISE MANAGEMENT­ THE CONTEMPORARY OUTLOOK</dc:title>
        <dc:creator>Shailaja G. Hiremath</dc:creator>
        <dc:subject>SMEs, Professional, Learning Organizations and Four Ts.</dc:subject>
        <dc:description>The paper discusses the new dimensions of managing Small and Medium Enterprises (SME) in India. SMEs mostly fall in the category of family businesses started by first generation entrepreneurs, with or with out the formal knowledge of managing an enterprise. India&#039;s large proportion of industries is constituted by SMEs and they have been contributing 35% to 40% of India&#039;s industrial production. The entrepreneurs give more emphasis on managing very basic 4Ms to manage their enterprise, viz., Men, Machine, Money and Methods. There is no doubt that the earlier dimensions of managing an enterprise work d best to earn the profits to SMEs. Today the business scenario is rapidly changing. Globalization demands more than making profit anyhow for short term. Traditional management dimensions may not fetch the desired results in tenns of sustaining the business of small and medium enterprises for long run. Many factors contribute towards the change in outlook of managing a SME. There is a strong need for SMEs to become professionally managed enterprises. SMEs are also expected to be learning organizations in the days to come. The paper discusses about four major Ts namely Technology, Time span, Talent and Terrain as new dimensions to manage SMEs, which determine the success of SMEs in future.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a8c71c109e444423a22bbfe6605a4bf4</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:136</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study of Various Factors Associated With Job Satisfaction And Problems Of Women Lecturers - With Special Reference To Aided And Unaided Colleges Affiliated To Andhra University</dc:title>
        <dc:creator>D. M. Sheaba Rani</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Job satisfaction is especially an important attitude for organization. Satisfaction is a function of the discrepancy between what individual want from their jobs and what they perceive, and obtain, taking into account equity or fairness. An attempt has been made in this paper to study varipus factors associated with job satisfaction and problems of women lecturers in aided and unaided colleges. The results showed that 87.6 per cent ofaided and 84.2 per cent ofunaided colleges&#039; respondents want to continue the present job. A majority of 93.3 per cent of aided respondents is satisfied with the present job because they are getting UGC scales, whereas 66.5 per cent of unaided respondents are dissatisfied with the job. Inadequate salary and no perquisites are the major reasons for their children not to take-up teaching profession. Respondents are not tired between job and household duties. This shows a great change in the attitude of a modern husband and wife about household duties. Few respondents&#039; children are attracted to some bad habits. It is suggested that the respondents should take utmost care to divert the children towards good habits by sparing more time with them. The above factors tested with chi-square test of significance.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/b6396bbd5d7942e1b707cb0aebf37683_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:150</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>STRESS AND I.Q - THE IMPORTANCE OF I.Q OF AN INDIVIDUAL IN WORKPLACE AND HOW TO REDUCE STRESS</dc:title>
        <dc:creator>Sachin Kumar.N.N</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Stress is a term in psychology and biology, first coined in the 1930s, which has in more recent decades become a commonplace of popular parlance. It refers to the consequence of the failure of an organism - human or animal - to respond appropriately to emotional or physical threats, whether actual or imagined.
A lot of research has been conducted into stress over the last hundred years. Some of the theories behind it are now settled and accepted; others are still being researched and debated. During this time, there seems to have been something approaching open warfare between competing theories and definitions: Views have been passionately held and aggressively defended.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/749fdf87b76f449fa5ffa1c34cc2c225</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:137</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>An Interaction Effect Of Gilrs School Adjustment, Attitude And Socio-economic Status On Academic Achievement In Science Among Secondary School Students In Chikodi Educational District.</dc:title>
        <dc:creator>C. V. Hiremath</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The purpose of the study was to analyse Independent and Combined effects of Variables viz., School Adjustment (High and Low), Attitude Towards Science (Favourable and Unfavourable) and Socio­ Economic Status(Rich and Poor) on Academic Achievement in Science. The sample of the present study includes 500 students selected randomly from 50 secondary schools. The study revealed that, (i) The Girls with favorable attitude towards science will influence more on academi&#039;c achievement of students in science than the Girls with unfavorable attitude towards science; (ii) The Girls with high school adjustment &amp; favorable attitude towards science will influence more on academic achievement of students in science than the Girls with low school adjustment &amp; unfavorable·attitude towards science and (iii) The Girls with high school adjustment, favorable attitude towards science and rich socio-economic status will influence more on academic achievement of students in science than the Girls with low school adjustment, unfavorable attitude towards science and poor socio-economic status.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/32e859828a4b4e70a540fef7f0b29ce7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:151</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>GANDHI AND BUSINESS MANAGEMENT</dc:title>
        <dc:creator>Padmapriya R Katagal</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>This paper, puts an effort to analyse the managerial abilities ofBapuji, the father of our nation. He is now being looked upon as a new role model. This paper tries to address the relevance of Gandhian ideologies to the Business management &amp; to social issues and reveals managerial qualities of Gandhiji.

Mahatma Gandhiji, was successful in getting freedom to the India in a very uncommon way
i.e. through the non-violence. He showed to the world the power of non-violence. He fought with the mighty British Empire, as a Pradeep (lyricist) said, (a song from film-Jagruti)

  ,jil$114\
fi IisHIHfl	&quot;{fo1F cfr(i{I I efi&#039;-1I&amp;I
{9;Q tft &#039;{&#039;1&quot;fl&#039;q {I	l{l q

Gandhi&#039;s ideas, philosophies, now popularly known as Gandhism.Gandhiji never started any &#039;ism&#039; but said, &quot;my life is my message&quot; and there is lot to be learn from his experiments with truth. His ideologies, still holds good, to the social issues, political and even to the corporate world. Gandhiji is now being looked upon as a new role model, by management Guru&#039;s. Let us now reveal the managerial quailites ofGandhiji.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4e244a8c71754ca2b2744709c92188a3_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:138</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Management Education In India: A Paradigm Shift</dc:title>
        <dc:creator>M. Madhavi</dc:creator>
        <dc:subject>Business Schools, Globalization, Higher Education, India, Management Education.</dc:subject>
        <dc:description>&lt;?ver th last few.years, he integration of world economies and societies is gaining momentum. Countries hke India an Chma, w 1ch are believed to be labour intensive and poor till a decade ago, are also opening the doors of their economies to the global markets. Globalization is influencing almost all sectors of the eco.n m including the area of higher education in all parts of the globe. As a part of the liberalization pohc1es implemented by the Government oflndia, it has been suggested by the policy makers that education ector s ould also be progressively privatized, in order to include the latest developments taking place in the mternat1onal arena. The policies proved to be effective and the progress of the higher education sector is observed to be commendable. It is believed that in the forth coming decade, India will become an attractive destination of multi skilled professionals for major parts of the globe. In this back drop, the author has made an effo t to stu y the progress o the igher education sector in India in the context of globalization. This paper aims to give a comprehensive view of the developments taken place in higher education, with special reference to Management Education aftet the implementation of economic reforms in India. It also includes a
discussion on thechallenges faced by this sector and tried to produce some po sib\e so\uti m,  perceived by
the author. The observations of the study have been presented in four sections, the first section gives an idea of the development of management education, the second section presents the latest developments like the impact of globalization and WTO and the third section depicts the problems and suggestions for bettermentt and the fourth and final part concludes the study.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f1fabecc5061437195187dc4fc74756b</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:152</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CSR .... A STEP AHEAD ON THE WAY OF GLOBAL ECONOMIC RECESSION</dc:title>
        <dc:creator>Mr. M. Jothi</dc:creator>
        <dc:subject>Global financial crisis, Corporate Social Responsibility, Impact on CSR</dc:subject>
        <dc:description>In the present day globalised business era, the global .economy has been getting change by means of economic downturn, credit crisis, economic recessions, and collapse - whichever way we look at it. Business confidence around the world is diluted and pressures on company budgets are rising rapidly. According to the Bank of England&#039;s Financial Stability Report, governments worldwide have already pledged more than $7 trillion in loans, guarantees, capital injections, and other assistance in their coordinated efforts to support the global financial system. And the ILO estimates the crisis will cost 20 million jobs during the year 2009. Therefore irrespective of nature of companies - MNEs, TNEs, SMEs, are most probably thinking about is how to survive, rather than how to concentrate and invest on Corporate Social Responsibility (CSR) activities, which represents a company&#039;s voluntary commitment to address the ethical, social and environmental factors associated with its operations. In these afflictions, it is perceived that the financial crisis will have a substantial impact on corporate social responsibility. According to a survey carried out in the end of 2008 by a CSR specialized blog (http://csrintemational.blogspot.com/), 44% of experts believe that CSR policies will be applied more often as a result of the crisis, 28% think that the essence of CSR will change in the context of the new conditions, while 22% believe that the crisis will have a negative impact on CSR. In connection with these significant views, this paper aimed to portray the status CSR in the era of global economic recess10n.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9d92e8e2d65244a18a9899f46a1c425f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:139</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Usage of Mobile Services By Agri Labors In Adilabad Zone:An Empirical Study.</dc:title>
        <dc:creator>Nainar Reddy P., Dr. D. Raghunath Reddy</dc:creator>
        <dc:subject>Value Added Services, Base of Pyramid, Rural Markets, Agri labors, mobile services.</dc:subject>
        <dc:description>In the context of the rapid growth of mobile phone penetration in developing countries, mobile telephony is currently considered to lie particularly important for development. Yet, until recently, very little systematic evidence was available that shed light on the developmental impacts of mobile telecommunication.As urban markets become increasingly saturated and as mobile telecommunications transcend technologies, standards, operators and operational zones, the largely untapped rural markets for Value Added Services (VAS) can no longer be ignored. Short Message Service (SMS) lets users send messages from their mobile phones to other mobiles and to email, paging or voice-mail syste&#039;ms. It needs little bandwidth, works well in poor signal areas, is easy and inexpensive to implement.
Indeed, the proportion of new mobile subscribers from rural areas indicates the importance of this market segment to sustained mobile growth in India. The increasing popularity of mobile phones among Agriculture Labors, especially among younger generation, is attributed to its low cost and handiness for their basic communication needs.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c7b9ce21773f49d5a90cd43a1fe5836f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:153</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A REVIEW ON INDIAN BANKING SECTOR</dc:title>
        <dc:creator>Rahul K Kavishwar S.R. Patil</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Recession is an economic phenomenon of decline in macro economic factors of demand for goods and services, production levels, research and development budgets, marketing promotions and so on. Recessions are the result of reduction in the demand of products in the global market. Recession can also be associated with falling prices known as deflation due to lack of demand of products. Again, it could be the result of inflation or a combination of increasing prices and stagnant economic growtfi m the west. Global economic meltdown has affected almost all countries in the world. Strongest of American, European and Japanese companies are facing severe crisis of liquidity and credit. India&#039;s cautious approach towards reforms has saved it from possibly disastrous implications. The truth is Indian economy is also facing a kind of slowdown. The prime reason being, world trade does not functions in isolation. All the economies are interlinked to each other and any major fluctuation in trade balance and economic conditions causes numerous problems for all other economies. Subprime borrowers in the US trigger a global financial crisis that results in liquidity getting light, demand conditions weaken, price of commodities crash, employees and consumers panic. This is because of recession or economic slowdown in the world. This paper looks into the aspects of recession and its impact on banking sector in India.

Financial markets create an environment that helps people trade money for financial assets such as equity shares or commodities like gold or other precious metals. There are different players in the market who take charge of matching capital supply and demand. Investors, both individual and institutional, provide capital to the market in anticipation of returns as promised by the borrowers or users of capital. Banks and other financial intermediaries facilitate the movement of capital between lenders and borrowers. Securities market consists of various financial institutions that collectively support the issuance and trading of securities. These are various channels that create assets pools such as mutual funds and pension funds. Financial markets facilitate allocation of resources over time through a price mechanism such as interest rate, which is affected by forces of supply and demand. In market economies, the interactions between buyers and sellers determine the demand for and supply of resources. Thus the allocation of resources is determined by market forces. Finally, the paper presents findings of a study of 3 different financial institutions in India with respect to what approach they have followed to face the recession and the strategies initiated. A conclusion is drawn at the end in terms of how banking companies have shown an inclination to face the economic decline and march towards the future.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/10591b2f6c244452ae4a20b9a96fdbf5</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:140</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CRM : A Tool For Customer Attraction, Retention And Loyalty In Banking sector </dc:title>
        <dc:creator>K.ganesamurthy, Dr. Amilan,</dc:creator>
        <dc:subject>CRM, Evolution ofCRM, customer profitability, retention and loyalty</dc:subject>
        <dc:description>Info-tech based baking era, Customer Relationship Management - CRM, is a simple philosophy, which places the customer at the heart of the business processes, activities and cultures for improving customer satisfaction and maximizing profits, since Good customer service is the best brand ambassador for any bank. Therefore, banks are required to compete with each other in respect to attract, retain and even to make customer be loyal to them. Thus, this article is examined the simple philosophy of CRM as a tool to attract the new customer, retain the existing customer, and to make th customer loyalty further.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ebe6fbd0993f4d4483dee96e61cc5dcc</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:154</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>GREEN MARKETING : THE NEW MANTRA</dc:title>
        <dc:creator>Subeer banerjee Richa banerjee Dr.Manoj Patwardhan
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Growing concern towards environment has affected almost every sphere. It also affected the marketers that&#039;s why concept of green marketing evolved. Green marketing or green product development is more than just a product which is environment friendly but a lot more than that . it is a systematic and slow change which takes with it customers, marketers or say producers. This is more than a approach to market the product but it has an environment and social dimensions attached to it. Green marketing has been defined as process of developing product and services and promoting them to satisfy the customer who prefer the product of good quality, performance and convenience at affordable cost, which at the same time do not adversely affect the environment. The concept has become more important as it is attached to save the detoriating conditions of earth and environment. The paper describes green marketing, benefits and problem etc related to green marketing..</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/13810f0db1ad4fada69c6a5a347957f6</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:141</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Operating Characteristic Curve A Trade Off Provider Between Producer&#039;s And Consumer&#039;s Risk </dc:title>
        <dc:creator>Dr. Ramesh R. Kulkarni</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>QuaIity control has been an ever daunting task for all the manufacturers in the universe, whether called a 3 or 6 sigma organization. It has never been an easy task for the producers to control their quality to the desired one. It is an every organization&#039;s dream to be an 100% quality producing and serving in the market. But it is equally challenging to achieve it. Every producer would be aiming to sell all that he has produced and hence would be always working out on the possibilities of his product being sold. Therefore It is always desirous for him that, he would possess a machinery that can work out and tell him the possibility or probability ofhis goods being sold or accepted by the customer. Most of these organizations today would be looking for testing methods that are so quick and effective that products are submitted to 100 percent inspection and testing which means that, every product shipped to customers is inspected, and tested to determine whether it is of desired quality. But it is literally not possible in all the cases to do so. For some such products where 100 testing becomes uneconomical, impractical, or impossible, acceptance plans are the only sensible basis for inspect_ing and testing.
Over the past few decades statisticians have been trying to develop one such machinery which can serve as a very good quality control tool on which a producer can rely upon. Control charts and Acceptance sampling are the few which people have been using for the purpose. Among these tools, OC curve is a graphical tool which expresses the quality status of a sample of products whether to accept or reject. Here is an effort to understand the behavior of OC curve as a trade off between both producers and consum rs risk</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/0491bbc7f84d446f8dfb69a4270e21f3</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:155</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>RETAILING- CHANGE IN FORMATS</dc:title>
        <dc:creator>Ameet.Chate</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>This report examines in detail the changing dynamics in the Indian retailing industry at the turn of the 21st century, rpainly driven by the growth of organized retailing sector and increased personal consumption of customers on account of rising incomes, increased exposure to foreign goods and growth in nuclear families and double income families. The Indian retail sector is going through a transformation and this emerging market is witnessing a significant change in its growth and investment pattern. Both existing and new players are experimenting with new retail formats.
The paper is going to cover most of the aspects related to retailing like:

1.	Types ofretailing.
2.	Types of retail stores and non store retailing.
3.	Changes that have taken place in retailing over a period of time.
4.	Marketing decisions related to retailing.
5.	Scope for retailing in India
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/15b10a4621894a6da6660f8626e0b0dd</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:142</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Some Insights Into Leadership Effectiveness Factors In Public And Private Sector Organizations.</dc:title>
        <dc:creator>G. S. Sundar Srinivasulu, Dr.s EV Subrahmanyam</dc:creator>
        <dc:subject>Compliances, Performances, influences, administrative.</dc:subject>
        <dc:description>Comparing public and private managers is a major subject in the public management literature, but there have been only a few empirical studies of the differences in their respective leadership styles. Traditionally, leadership style is explained by the characteristics of the manager, the employ,ees, and their job. This study explains leadership by the manager&#039;s job context: the degree of, role clarity. We argue that differences in job context explain the use of different leadership styles in the public and private sector. To clearly specify the importance of sector, the study investigates direct, mediating, and moderating effects. On the basis of these empirical data, it is concluded that many of the arguments put forward in the discussion of privatization do not seem to be grounded in facts, and that the results of organizational research do not confirm the great differences that are said to exist between private and public organizations. we use two large samples of managers from a priv_ate and a public sector organization to examine the relationship between their leadership behaviors and their perceived effectiveness. First, we discuss the purported differences in leadership demands between public and private sector organizations.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/31d26606e52749e4b0bfc963e33a2233_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:156</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CUSTOMER SATISFACTION AT X BANK-AN APPLICATION OF SERVQUAL MODEL</dc:title>
        <dc:creator>J. Joshua Selvakumar
P Varadharajan
Dr. V. Kumaravel
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Research findings show that banking sector has turned out to be the most profitable source of income throughout the world especially on the last decade of the second millennium. Interestingly, this phenomenon holds clear promises for many countries which have suffered from the dwindling and erratic functioning of the oil market. As such Banking industry is playing a very significant role in the economy of countries in the modem era. Consequently, the present research aims to investigate the customer satisfaction, in application of SERVQUAL model in a particular bank whose name is kept confidential for obvious reasons. To achieve this end, this study has enlisted a field-descriptive survey design. The instrument for collecting the data was a researcher-developed questionnaire containing fifty questions. SPSS software was utilized for analyzing the obtained data at both descriptive and inferential statistical levels. The results revealed that customers perception of service offered was below the expectation and that gaps exist in the five dimensions of quality.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9da600f03c21423bac9dd658de0f086c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:143</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Book Review</dc:title>
        <dc:creator>Sunaina Hoogan</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The Greatest Miracle in the World is a heart warming story of hope and inspiration that will affect your thoughts and actions long after the final sentence had touched your heart. This is the incredible story of Simon Potter, a ragpicker who delivers an inspiring &quot;Memorandum of God&quot; to make the difference between success or disaster in YOUR life. This book is sure to bring you up when you are feeling down - a great antidote for depression.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/48b114cdbd74467ba99079fdc95ac95a</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:157</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol7</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>POSITIVE THINKING TO POSITIVE LIFE</dc:title>
        <dc:creator>KN  Nagaraj</dc:creator>
        <dc:subject>Mind Power; Positive Thinking</dc:subject>
        <dc:description>Positive thinking is a must for everyone and basic rule one has to maintain so that he/she can
achieve the best of the height. Normally people think that they cannot do it, it is beyond their limits, but actually if they think in right direction and put heir efforts they can win the goal. But the question is how to make it possible. The article discusses on the issues and how to overcome the problem.
	
Tolaugh often and much; to win the respect of people and the affection of children; to earn the appreciation of honest critics and endure the betrayal of false friends; to appreciate beauty to find the best in others; ,to leave the world a bit better; whether by a healthy child; a garden patch or redeemed social condition; to know even one life has breathed easier because you have-lived.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2270a976e46d4790bae6920e5fac822e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 7, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:158</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Advertising and Consumer Brand Selection :  An Evaluation</dc:title>
        <dc:creator>Mr. M. Jothi</dc:creator>
        <dc:subject>: Brand selection, Brand awareness, Socio-economic factors, and Advertisement</dc:subject>
        <dc:description>The proliferation of assorted brands of tooth paste in India has lead to cut-throat competition for increased market share being witnessed among the operators in the tooth paste industry. When competition is keen and the consumers are faced with brand choice in the market, it becomes crucial for the manufacturers to understand the major factors that can attract the awareness of buyers to his own brand. These then form the basis for marketing planning and action
This study, which has been based on a survey of 200 randomly selected consumers of tooth paste in Chennai, India, examined the role played by advertising in influencing consumers&#039; selection for Colgate tooth paste, which is one of the leading brands in the tooth paste industry in India. Results revealed that various socio-economic factors of the respondents were not equally influenced by advertising in their preference for the brand, further it revealed that their brand awareness were influenced by the advertisement, particularly in TV advertisement. 54% of the consumers show preference for Colgate out of the various brands of the tooth paste studied. The major reasons advanced for preference are its affluent quality (70.38%) and fascinating advertisement (29.68%). In the mode of advertisement, TV advertising was most preferred by 90% of the respondents. Therefore, this paper aimed to portray the importance of quality and advertisement in the cut­ throat competitive market and further it highlight the role of advertisements towards not only to retain the companies&#039; present market share but also to take positive steps to increase its market share.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/65a04fec10c04fa698d3eebd9f6c662d</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:170</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>SCHEDULED COMMERCIAL BANKS OF INDIA-AN EMPIRICAL ANALYSIS</dc:title>
        <dc:creator>Moid U. Ahmad</dc:creator>
        <dc:subject>: Banking, performance, efficiency</dc:subject>
        <dc:description>In the light of the current economic slowdown and liquidity distress worldwide as well as in India, it becomes important to study the performance of banks since they make for the most critical part of any financial system. The given paper aims to take an overview of the banking sector in India as per the data disclosed by the Reserve Bank of India (RBI) from 2003-2007. The effort is to analyze the given data and, provide information about the banking industry and to have a quick overview and understanding of the banking sector in India.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2b256e049a9a4f69ba7948dd57f3649b</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:159</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Influence Of Firm&#039;s Market Capitalization And Its Reputation On	11
Individual Investors Behavior In Post Liberalization Era
</dc:title>
        <dc:creator>Prof. Arifur Rehman H. Shaikh</dc:creator>
        <dc:subject>Market Capitalization, Firm&#039;s Reputation, Investor Behaviour.</dc:subject>
        <dc:description>Company size is a basic determinant of asset allocation and risk-return parameters for stocks. Today companies are technologically advanced, they have very highly skilled and trained human resources, these companies have global presence further as customers are more informed, aware and more demanding. This has forced many companies to become more customers centric, innovative, aggressive, competitive, ethical and transparent in their operations and management. The present study revels that during pre liberalization there was a weak correlation between market capitalization and risk level of investors. But in the post liberalization era it has improved and considerably influencing an investor&#039;s investment decision. Firm&#039;s reputation is an important measure of risk considered by an investor while making his / her investment decision in a firm, this study also revels that firm&#039;s reputation was a significant factor influencing individual investment behaviour during pre liberalization which has further improved in the post liberalization era.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9908ee83a10143e4933e18265b9f9e8a_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:171</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CHANGING DIMENSION OF RETAILING IN INDIA WITH SPECiAL REFERENCE TO FMCG(FAST MOVING CONSUMER GOODS) &quot;A CASE STUDY OF NORTH KARNATAKA&quot; SERVICE GAP ANALYSIS OF BIG BAZAAR, HUBLI
</dc:title>
        <dc:creator>Prof. M.N.Manik</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Inadequate research orientation, insufficient marketing research, poor focus on service quality and inadequate use of market research. Lack of upward communication Lack of interaction between management and customers, Insufficient communication between contact employees and managers, too many layers between contact personnel and top management inadequate service recovery !ack of encouragement to listen to customer complamts, failure to make changes when things go wrong no appropriate recovery mechanisms in place for service failures</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/557ee1a6109348ae9ad4fcead74707ef</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:160</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>An Analysis of Corporate Social Responsibility of Indian Companies</dc:title>
        <dc:creator>Shohreh Saboji, M. Indira</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Business organizations have long considered profit as the main goal to be achieved and all the strate­ gic actions were directed towards the same. However their social responsibility is an important issue.
With the globalization of the world economy and rapid flow ofinformation, the concept of Corpora­ tion Social Responsibility (CSR) has been gaining importance.
Valor (2005) identifies CSR as an umbrella concept. It includes a variety of theories and practices which recognize the social and environmental responsibilityof corporations.
The meaning of CSR not only differs from sector to sector, it also differs quite substantially from country to country (Andrew et al, 2008). It is essentially a concept whereby companies decide voluntarily to contribute to a better society and a cleaner environment (European Commission, 2001) High performing business shows a strong correlation between CSR activities and stronger performance in terms of profitability and productivity.
The World Business Council for Sustainable Development (WBCSD) defines CSR as &quot;the commit­ ment ofbusiness to contribute to sustainable economic development, working employees, their families, the local community and society at large to improve their quality oflife&quot;. This description of CSR reflects the general idea of the concept to redefine the relationship between business and society and to emphasize the social and environmental responsibility by corporation acting in the world economy.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/44acb7a9617d47819705b3ef34b54554</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:172</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>COMMODITY TAXATION - ANTIINFLATIONARY: MYTH OR REALITY</dc:title>
        <dc:creator>Dr. S.K.KHATIK
Dr. RASHMI JAIN
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Inflation is a global phenomenon in present day&#039;s time. There is hardly any country in the capitalist world today, which is not afflicted by the specter of inflation. It is an account of this that the phenomenon of inflation has widely attracted the attention of the economists all the world over, but despite that there is no generally accepted definition of the term &#039;inflation&#039;. Different economists have offered different definitions ofinflation.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/e544ef1bcf1247f2ac7986c9a275df17</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:161</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ATM as an  Enabler of Customer Satisfaction in Banks - An empirical study</dc:title>
        <dc:creator>Prof. Prashantha C., Dr.Sachin S. Vernekar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>In the post globalization era , multi national banks have entered India with state of the art technology enabled services like ATMs, E-banking, mobile banking etc,. This has prompted even Indian banks to follow the suit. This empirical study was undertaken to find out whether introduction of ATMs has helped Indian banks in non metro cities like Hubli in Kamataka to increase Customer Satisfaction. On the basis of 5 point Likert scale, using SPSS software, this paper analyzes the differ­ ent factors affecting customer satisfaction leading to a mathematical model and some measures are suggested to make ATM services more effective.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/695e29b888c3422b8985be994c6a317e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:173</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>&quot;CUSTOMER RELATIONSHIP MANAGEMENT IN THE BANKING SECTOR&quot;
</dc:title>
        <dc:creator>Dr. A.B. Kalkundrikar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Banking as a business has witnessed a sea change, particularly, in the post-liberalization period. The three important factors, which have caused this change, are communications revolution, expectations revolution and technological changes. Customers who are at the centre of any business in a new economy are looking for diversity in the banking services and their preferences for delivery channels are changing. Competition has put customers&#039; loyalty to test and it has become a difficult task for the bankers to maintain relationship with customers. A customer has started expecting products with better attributes and conveniences. There is an attitudinal change in their behavior. In this context, building customer relationship assumes significance.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/1305a3618ffa433ea4cb731b4ac489d7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:162</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Factors Influencing The Development Of Women Entrepreneurship Culture - A Study Conducted At Coimbatore</dc:title>
        <dc:creator>Dr. V. RAMANUJAM</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Entrepreneurship among women is an important avenue through which women can overcome their subordination within the family and the society as a whole. Therefore, development of entrepre­ neurship among women has received special attention of the policy makers. The new industrial policy has stressed the need for conducting special EDPs for women. Besides this today a network of institu­ tion exists in the country to promote women entrepreneurship. The commercial banks and the financial in titution are an integral part of this network. Many organizations/institutions and associations pro­ mote and develop the women entrepreneurship by providing financial assistance at concessional rates of interest organizes industrial fairs and exhibitions, conduct. Entrepreneurship Development Programme (EDPs) for women creates entrepreneurial awareness among them.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/28072c8a62534f4e8bceced45b353ecd</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:174</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>STUDY OF CONSUMER BEHAVIOR FOR A DURABLE PRODUCT :AN EXPLORATORY STUDY FOR LAPTOP</dc:title>
        <dc:creator>Dr. Naresh Patel
Prof. Frince Thomas
</dc:creator>
        <dc:subject>Consumer Behavior, Competitive Strategy, Differentiate and Innovativeness</dc:subject>
        <dc:description>Consumer behavior has changed dramatically in the past decade. Today, consumer can order online many customized products ranging from sneakers to computers. Many have replaced their daily newspapers with customized, online editions of these media and are increasingly receiving information from online sources. Students choosing a university no longer rely on information from mailed catalogs; instead, they have online access to all the pertinent information about the university&#039;s courses and professors and, in some cases, can visit, virtually, actual classes. People looks to sell their old computers or grandma&#039;s antique credenza no longer need to advertise in the local newspaper or rely on a pricy auction house; instead, they can sell these items via in different portals. Consumers who want out-of-print books no longer have to visit out- of- way stores with hundred of poorly organized dusty shelves, and those who wish to purchase a book published in another country no longer have to call foreign publishers or deal with the bureaucratic manner of overseas shipping; instead they visit Amazon.com or different other portals where they can easily locate and places orders for the books they seek. TV viewers can now avoid advertising commercials by using the skip features of their digital video recorders and order on­ demand previously shown TV program as well moves. All of these new ways of selling goods and services became available to consumers during the past fifteen years and are the results of digital technologies. And they also have another thing in common. They exist even today because they reflect an understanding of consumer needs and consumer behavior.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a5a0e2021ff14471b2f3159620af9ede_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:163</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Teaching Methodology in Management Schools</dc:title>
        <dc:creator>Dr. A. H. Chachadi</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Management is a comparatively a new discipline. In India management education is in vogue since last (6 decades) six decades. The need for management though felt as early as 1915 was really felt after World War II. The whole world which was partly devastated after World War II needed massive reconstruction and there was a need for management in large scale to man the various positions. Essentially management is an interdisciplinary course which draws its contexts from sociology anthropology, psychology, engineering, tech­ nology commerce, political science and so on. With an objective of ensuring satisfactory solution to business problems concepts from all these discipline were borrowed to amalgamate and produce a new discipline called business management which was earlier known as business administration hence the course nomencla­ ture as MBA or BBA.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9bfa313232fa434fae7362cf9c07d500</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    <header>
      <identifier>oai:imertatva.com:tatva:175</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
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        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>THE GOOD MANAGEMENT CAN MAKE THE DIFFERENCE:</dc:title>
        <dc:creator>Dr. Poornima .M. Charantimath</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Management is not a specialized subject to be used only by a handful of people. Every person who is a part of any social system has to utilise management principles and practices. A householder plays the role of the head of a family and needs to understand some of the management principles. A teacher in educational system requires a good understanding of management. Similarly a professional working in any public system or even in a nonprofit organization needs sound principles of management in order to ensure that, his efforts get fructified into useful benefits to the society at large. If you look at developing countries like India we find that most of the problems related to our poor state of affairs can be traced  to bad management  practices  that our a mioistratorsfollow,.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/de446664c210421fb317fc9c4eb07955</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:164</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Study on Customer Satisfaction Towards Retail Stores in Coimbatore City</dc:title>
        <dc:creator>Dr. S. Mahalingham. Mrs. L. Shanthi</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Retailing is one of the fastest growing industries in India, catering to the world&#039;s second -largest consumer market. The past decade has been one of turmoil and transition in the world of retail. The objective of the researcher is to study the general profile of the respondents, customer awareness towards the retail stores, preference of the customers to select a particular retail stores and various services offered by the retail stores. The statistical tools like percentage analysis, ranking method and chi-square analysis were used. The researcher concluded that the retailers should offer different prod­ ucts and services to satisfy all the type of consumers.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/38135b32bfd3477babbcc82b4e471cfb</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:176</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>COCO COLAS 6P&#039;s</dc:title>
        <dc:creator>Sachin Kumar.N.Naravani</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Coco Cola is market leader in soft-drinks under FMCG (fast moving consumer durable) sector. Recently, it was in the news for pesticide controversy and this article helps us to know how coke overcame the negative word of mouth and gained the confidence of consumers in India by adopting marketing strategies i.e. 6P&#039;s - a lesson&#039;s of marketing to all the management professionals.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/00e5ad461d614d1391e650e4ac818222_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:165</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Growth and Value Investing in Share Market</dc:title>
        <dc:creator>Prof. B. K. Deshmukh</dc:creator>
        <dc:subject>Growth investing, value investing, intrinsic value of share.</dc:subject>
        <dc:description>Many investors lose sight of what a stock truly represents. Stock is expressed in price. But beyond that it represents a business with assets, earnings and quality of management. Growth and value investing are thetwo concepts in investment in the share market.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/dc3b993a6c384fe4aac0558cb623b3c0</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:177</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CUSTOMER DELIGHT - A MYTH OR REALITY : SOME REFLECTIONS</dc:title>
        <dc:creator>Dr A Jagan Mohan Reddy1</dc:creator>
        <dc:subject>Customer delights behavioral aspects, Kamakshi approach, Customer experience, and customer service and follow up to create customer delight.</dc:subject>
        <dc:description>In to-days context, it is not enough if the product meets the functional requirements of the customer, it should also meet certain other customer expectations like the behavior/attitude of the person who provides service to create the customer delight. The companies shall address the enablers [technical and behavioral] for customer satisfaction for business growth with utmost importance as they are interdependent in nature.
In this Paper an attempt is made to understand the concept of customer satisfaction / delight, apart from finding ou_t why business loose customers. Further, based on the author&#039;s experience, as a customer, a case is made out to adopt a strategic approach and focus on customer experience if the organizations are serious about creating customer delight. Lastly few suggestions are made to ensure customers delight a real and not an elusive one.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c077c88c20c74ea6b9bb463caa0fe374</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:166</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Corporate Governance</dc:title>
        <dc:creator>Dr. C. Usha Rani</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>There are various types of corporate crimes. I would like to suggest some measures to over come the corporate crimes with the help of some case studies in my paper. Most of the times crime takes place by some professionals due to less amount of salary, delay in payments, officials thirst for obtaining money and status, economic recession, competitiveness, worst political practices, irrelevant corporate Governance (Lift­ ing the corporate veil and breaking the corporate shell) (Constructive notices)etc irresponsible Government policy implementation, black marketing, Unfair activities of stock market speculators, embezzlement of orga­ nizational funds, conflicts in interests,job discriminations, unsafe products etc.
Profession arises when any trade or occupation transforms itself through, &quot;the development of formal qualifications based upon education and examinations, the emergence of regulatory bodies with powers to admit &amp; discipline members &amp; some degree of monopoly rights.
Professionalism means starting with the establishment of the activity as a full-time occupation, pro­ gressing through the establishment of training schools &amp; university links, the formation of a professional organization&amp; the struggle to gain legal support for exclusion &amp; culmination with the formation of a formal code of ethics.
The term corporate crime refers to the crimes committed by a corporation i.e., business organisation exists under the eyes oflaw which has separate legal entity as an artificial person or by its individuals.
There are various types of corporate crimes. I would like to suggest some measures to over come the corporate crimes with the help of some case studies in my paper. Most of the times crime takes place by some professionals due to less amount of salary, delay in payments, officials thirst for obtaining money and status, economic recession, competitiveness, worst political practices, irrelevant corporate Governance (Lift­ ing the corporate veil and breaking the corporate shell) (Constructive notices)etc irresponsible Government policy implementation, black marketing, Unfair activities of stock market speculators, embezzlement of orga­ nizational funds, conflicts in interests,job discriminations, unsafe products etc.
Profession arises when any trade or occupation transforms itself through, &quot;the development of formal qualifications based upon education and examinations, the emergence of regulatory bodies with powers to admit &amp; discipline members &amp; some degree of monopoly rights.
Professionalism means starting with the establishment of the activity as a full-time occupation, pro­ gressing through the establishment of training schools &amp; university links, the formation of a professional organization&amp; the struggle to gain legal support for exclusion &amp; culmination with the formation of a formal code of ethics.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/65e4c441beaf4d0a9d2143d48dcbc98f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:167</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Solution for Global Branding - Internet based Viral Marketing</dc:title>
        <dc:creator>Dr. Naresh Patel</dc:creator>
        <dc:subject>Internet-based marketing, Viral Marketing, Brand building, Global competition.</dc:subject>
        <dc:description>The digital revolution has placed a whole new set of capabilities in the hand of customers and busi­ ness. The new economy, in contrast, is based on the digital revolution and the management of information. Information has number of attributes. It can be infinitely differentiated,customized and personalized. It can be sent to a great number of people who are on a network and the great part of it is its reach and speed.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/637ce5aeda6c4b13a601f40454dfb693</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:168</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Optimal Ordering and Pricing Policies For Deteriorating Inventory in Demand Declining Market and Time Dependent Partial Backlogging
</dc:title>
        <dc:creator>Nita H. Shah, Kunal T. Shukla</dc:creator>
        <dc:subject>Deterioration, Price - dependent demand, time dependent partial backlogging.</dc:subject>
        <dc:description>In this paper, a deterministic inventory model for deteriorating items when demand is price depen­ dent. The shortages are allowed and unsatisfied demand is partially backlogged depending on the waiting time. The optimal ordering and pricing schedule is derived by maximizing the profit. It is established that the total profit per unit time is concave. Numerical example is used to study the behavior of critical parameters and total profit.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/12476d431f534757b78cb2052a63346e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:169</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol6</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Inculcation of knowledge discovery towards effective Customer Relationship Management (CRM)
</dc:title>
        <dc:creator>Satyendra Kr.Singh, Sanchita Ghatak</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Knowledge discovery has been used to draw inferences from the data which can be used for formu­ lation of strategies in the organisation. A number of companies have involved this concept to have effective customer relationship with their potential and existing customers.
Researches have proved that properly framed CRM has increased the profitability of the organisations.
It is therefore crucial to discover the behaviour of the customers through knowledge discovery mechanism. This paper discusses the concept of knowledge discovery and data mining and the importance of
CRM as mined from the knowledge base and how the organisations can get benefited from it. It further
discusses two cases where knowledge discovery is used to obtain valuable information about the customers.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ecb67d8acfbd4bbbb97a8db5cfae66a2</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 6, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:178</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CONSUMER SALES PROMOTIONS BY CELLULAR SERVICE PROVIDERS: A STUDY OF YOUTH PERCEPTIONS
</dc:title>
        <dc:creator>MR. JITESH PARMAR.</dc:creator>
        <dc:subject>Consumer Sales Promotions, Perceptions, Cellular Services

</dc:subject>
        <dc:description>Initially this paper gives relevant literature in sales promotion area. An assessment of advertisements which are meant for announcing consumer promotional schemes explores the nature of consumer sales promotions offered across cellular service providers. With convenient san1pling, the major consumers of the category-i.e. college youth is surveyed with structured questionnaire to study their perceptions about sales promotion. Findings indicate that Price Promotion is more adopted by cellular companies. Then follows the Multiple Promotion, Combination Promotion and Volume Promotion. Also perception study indicated the preferred type of promotions-Multiple Promotion and then Price Promotion. Statistical tests like, Chi square and t test are also used to analyse the collected information from youth. The study concludes with important guidelines like need of Consumer Franchise Building promotions, need to emphasize demographics and behavioral variables, value loyal customers, need to understand major information sources, recognize brand switchers and ensure control as the essence.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f8fc9ba738e045deb515fc795c898b76</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:189</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A COMPARATIVE ANALYSIS OF NATIONALISED BANK AND PRIVATE BANK A CASE STUDY OF SBI AND ICICI BANK</dc:title>
        <dc:creator>Mr. Amit kr Nag, Mr. Binoy Arickal.P &amp; Mr. Ashish Dilraj The Bhopal School Of Social Sciences(BSSS),Bhopal, M.P
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The economy of any country specially a developing country is influenced to a great extent by the functioning and operation of the financial institutions operating in that country. Initially, the government use to have control over the banks but later on in the year 1991, when liberalization, globalization, and privatization of Indian economy took place, India opens its economy and because of that banking industry has been flooded with the new entrants including private banks, foreign banks, NBFCs etc.

The new private banks·and foreign banks hit the market with various high-tech products, extra customer care, fast services, services at door-step, etc. mainly targeted to the corporate clientele of banks and now a days we see that these newly emerging private banks are given tough competition to the early established nationalized bank.

In our study we have compared one nationalized bank with one private bank. The nationalized bank which we have taken for our study is SBI and the private bank is the ICICI bank. The study has been conducted to have comparative study of both SBI and ICICI bank. To know about the customer expectation about services, products, flexibilities etc. A comparative analysis about the rate of interest, product and services, facilities of state bank of India and ICICI bank has also been done. It has been tried to find the market penetration by ICICI bank and its effect on SBI.

In this study PEST and SWOT analysis have also been applied through SWOT analysis future opportunities and threats can be predicted/forecasted along with the strength and weakness of SBI.

This will help to understand (the working culture, employees productivity, use of technology in service etc.) whether people are attracted towards this private bank and are moving away form SBI, if so why it is happening, what are the reasons behind this?.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/824cdef54db54999963a1bc570e7ccdb</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:179</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>QUALITY OF WORK LIFE USING SOFT APPROACH FOR HARD RESULTS</dc:title>
        <dc:creator>DR. V M CHAVAN</dc:creator>
        <dc:subject>Quality of Work Life, Small Scale Industry, Productivity, Improve Performance, Reduce costs, and Enhance Profitability.</dc:subject>
        <dc:description>Though job creation is a very important issue in our country, the issue of improving Quality of Work Life, for those already employed, is equally important. Social concern for job creation is an important objective both for an enterprise and an individual. It can be fulfilled by improving one&#039;s own situation by creating happiness at work. Increasing dissatisfaction among workers against jobs that are tedious, monotonous, and with apparent lack of responsibility are the evident strains of fast changing technology on individuals and society, and a realization that providing of people&#039;s control over jobs is a part of social responsibility that has important linkage with improving Quality of Work Life in India.

The liberalization of the economy, however, has brought this neglected sector into sharper focus. Smaller organizations are now increasingly recognized as being the cutting edge of development, and also owing to the changing perspective, development is expected to be realized through people&#039;s participation. This growing interest in new forms of work organisation has been accompanied by an explosion of the area of &quot;Quality of work life&quot; which is the focal theme of the present work.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/943ce618727945cdafb66c09d94eba92</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:190</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>MS EXCEL -AN EFFECTIVE AID IN MIS AND DATA ANALYSIS A CASE STUDY</dc:title>
        <dc:creator>Ms. Vrushali Shah
Karmaveer Bhaurao Patil Institute of Management Studies and Research, Satara
</dc:creator>
        <dc:subject>MS Excel, DataAnalysis, MIS, Formula, Syntax</dc:subject>
        <dc:description>The article probes into usefulness of Microsoft Excel as an effective aid in MIS and Data Analysis given-the fact that various statistical packages are not readily available or may not be useful owing to different requirements. Simple inbuilt functions of MS Excel and its special features have been explained with the help of a Case Study for better understanding. Exhibits have been appended to demonstrate various steps in Data Analysis. C13llouts have been inserted into Exhibits for easy understanding.

This artic e aims at facilitating the micro application of MS Excel in analysis of Ad-hoc Research Projects. It would provide guidelines to officials working in SME Sector and researchers.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/d8c2ab4c3aa74c1aabb9c1afd2e0426e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:180</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>HUMAN RESOURCE MANAGEMENT TECHNIQUES IN MULTICULTURAL ENVIRONMENT</dc:title>
        <dc:creator>R.RAJI NAIR</dc:creator>
        <dc:subject>culture, diversity, HRM, globalization</dc:subject>
        <dc:description>Globalisations of business and unprecedented movement of labour across borders have created organizations that comprise a mixture of people from many different cultures. Managing an organization with a multicultural workforce creates challenges in terms of management practices and leadership style, due to the difference in viewpoints it elicits.
Overall benefits and problems of culturally heterogeneous organization can be closely related to how effective it is managed. Most importantly, having a culturally heterogeneous workforce can be seen upon as a competitive advantage. Culturally diverse organizations can try to raise employees&#039; consciousness and awareness about differences that exist across cultures and subgroups, in order to address stereotypical attitudes and views.
Furthermore, organizations develop communication competency to avoid miscommunication and misunderstandings and put effort on turning diversity visions into reality in order to keep the trust of involved parties. Workforce diversity is a common phenomenon in many organizations today and there are many benefits connected to it while there are some problems as well.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ea12b9927a1c4fa69f9803dd9b81ee40</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:191</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Evolutionary Multidisciplinary Optimization in Globalised Services Management	</dc:title>
        <dc:creator>Ms. J.Arunadevi, Mr. M.Balaji &amp; Mr. R.Sankaranarayanan Members of Faculty,Thiagarajar School of Management, Madurai</dc:creator>
        <dc:subject>multidi sciplinary optimization; services operating management; genetic algorithms, total costs and risks.</dc:subject>
        <dc:description>Optimization  methods may be applied to the services  operations  management. A comprehensive objective function (a cost-function to be minimized) leads to a multi disciplinary optimization, considering all aspects of a services business unit. However, this introduces a very large number of variables (examples with tens of thousands of variables are presented), making classical optimization methods inadequate. The paper introduces the use of genetic algorithms for the Multidisciplinary optimizations in Globalized Services Management</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f634eb4860794cf4bd2e1dc1669f14e8</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:181</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CONFLICT: WAYS TO TACKLE IT</dc:title>
        <dc:creator>SHRI K.N. NAGARAJ</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Conflict is inevitable in business and relationships. Everywhere you turn, there is potential for conflict exists. We conflict with ourselves, conflict with others, conflict at work place, conflict at home etc.The word conflict is derived from Latin word &quot;conflictus&quot; -the act of striking together. It may be defined as	•
A: competitive or opposing action of incompatibles: antagonistic state or action (as of divergent ideas, interests, or persons)
B: mental struggle resulting from incompatible or opposing needs drives wishes, or external or internal demands.

Conflict is part of our life. What matters is one should recognize and deal with it appropriately. You can either let conflict or the potential for conflict drag you down or you can use it to lift you to new levels of performance. Understanding wha·tconflict is and why it exists helps shape your response. Generally it is the result of poor communications, disruptions in routines, unclear goals or expectations, the quest for power, ego massage, differences in value systems, or hidden agendas. It finds its expression in rude, discourteous and sometimes hostile behavior; selfishness; strident and defensive language; lack of respect; and increased stress.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/550eb0e079474699b63bb4ed5da544a0</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:192</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Hospital Management</dc:title>
        <dc:creator>Dr. A. B. Kalkundrikar Director IMER, Belgaum.</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Hospital is a social institution that takes care of individual health by providing medical treatment in the form of cure, prevention and creating consciousness of health. Health is an important aspect of human life. Good health promotes efficiency and increases earning capacity of individuals resulting in growth of Gross national Income.• In fact, health is one of the fundamental rights of every human being. Every person is entitled for the enjoyment of the highest attainable standards of health. Health is not merely absence of disease or deformity. It is a state of complete physical,mental and social well being.

Hospital is a place where people drawn··f am different background work together. There are Doctors, para medical professionals, technicians, clinical and non-clinical personnel, skilled and semi skilled as well as unskilled workers serving in the hospital to attain a common objective of Health care for the public. Hospitals work for twenty-four hours and their working hours cannot be confined to restrictive hours. Total well being of persons is the motto of any hospital
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ad309059b54f41dabac9b6a6e3d418b3</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:182</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>BRANDING &amp; BRAND MANAGEMENT INTRODUCTION TO BASICS</dc:title>
        <dc:creator>PAWAN KULKARNI</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The word brand comes from the Old Norse brandr, meaning &quot;to burn&quot;, and it was by this means that early man stamped ownership on his livestock. Thus over a period of time brand and branding provides buyers with achoice.
The world is divided into two kinds of people. One, those who love branded goods and they have them.
Second, those who love branded goods but can&#039;t afford to have them. Brand management is aphilosophy and a total approach to managing brands, companies, and as such includes much about changing minds. That&#039;s why over last two decades we have witnessed that what were once being sold as mere commodities (rice, flour) are now being sold as a brand.
On the career front as a brand manager, many management students (including me!) in earlier days of
career often have misconceptions of this profession. Hundreds of them want to come in brand management as it is often perceived to be associated with glamorous work and a profile of making of advertisements, commercials, jazzy presentations etc.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f999da52d2134c41a08cf5bba779be37</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:193</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Revolutionizing Healthcare Services-Strategic Al(ernatives)</dc:title>
        <dc:creator>Mr Sunil D&#039;Souza &amp; Dr. A.H. Sequeira NITK, Surathkal</dc:creator>
        <dc:subject>Healthcare, Hospital, and Strategic alternatives.</dc:subject>
        <dc:description>Recent statistics indicates that Indian healthcare industry is worth $ 23 billion today or roughly 4 percent of GDP. Further, the industry is expected to grow by around 13 percent per year for the next four years. In India more than 50 percent of total health care expenditure comes from individuals as against contribution from states, which is below 30 percent. It is also noted from the survey that the growing middle class population is showing significant interest for quality health care (Europasia 2007). Some private health care providers are striving to bring India an international health resort, with the concept of health tourism. At the domestic outset, challenges for the hospitals include Information strategic plan, Management information system (MIS), functional scope or defining business, operational maintenance and infrastructure, technology, human resource planning, etc. Poor quality management and lack of resource mobilization appear to be the major stumbling blocks faced by hospitals in competitive domestic hospital environment. Indian hospitals, especially those in public sector, need to invest and leverage for competing in this era of globalization. In this scenario, the following questions assume significance:

&quot;	Why are some hospitals not able to provide quality healthcare and customer commitment?
&quot;	What is the nature of resource crunch?
&quot;	How do those hospitals meet the intense market demands with increased efficiency?
&quot;	Can partnership, collaboration, alliances, networking, telemedicine, and branding strategies facilitate higher productivity?

In the light of the above questions, an attempt will be made to conceptualize intervening strategies in the turbulent health care environment.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/8365c2602f3b41fc8b7f02c12c414ae5</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:183</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CROSS BORDER MERGERS AND ACQUISITIONS IN INDIAN BANKING SECTOR.</dc:title>
        <dc:creator>DR. J.G. NAIK
RAHUL K KAVISHWAR
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Mergers &amp; Acquisitions (M&amp;A) are a significant form ofbusiness strategy today for Indian Corporates. A large number of Mergers &amp; Acquisitions deals are making headlines all over the world. One may wonder as to what it is that .necessitates Mergers &amp; Acquisitions deals. One may be.interested in knowing the main objectives behind such deals.
Mergers &amp; Acquisitions may take different shapes. Simply, a merger is a transaction involving two or more corporations, swapping stocks, but only acquiring firm survives. Mergers usually occur between firms of somewhat similar size and are usually friendly. Acquisition is the purchase of a company that is completely absorbed as an operating subsidiary or division of the acquiring corporation.  Merger and Acquisition refers to a combination of two or more firms into one firm; it may involve acquisition or consolidation. In absorption, one firm acquires one or more other firms. In consolidation, two or more firms combine to form a new entity.
Mergers &amp; Acquisitions activitie.s in banking sector have started greatly after 2003 when the heat of competition mounted and the Basel II norms were implemented. Basel II norm, which requires banks to maintain a minimum of 9% Capital Adequacy Ratio (CAR), forced the banking sector to look for consolidation of smaller and weaker banks with larger banks.

Indian banks also started hunting for cross-border M &amp; A. The State Bank of India (SBI) acquired majority stakes in Indo Monex, an Indonesian bank. And in another case SBI has acquired Mauritius based Indian Ocean inthe.year 2005 and Kenya based GIRO Commercial Bank in 2005.
In this paper reasons for cross-border M&amp;As by Indian banks are discussed. There is also description of the objectives·and various issues behind cross-border M&amp;As. Finally, it gives a brief description on successful cross-border M&amp;As in Indian banking sector.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/991cfaf5799d45afb4a55da9ac9976bc</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:184</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>PROFESSIONAL CODE OF CONDUCT</dc:title>
        <dc:creator>DR.S. G. VIBHUTI</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>In a globalised economy, the value and worth of professional code of conduct or morality of everyone involved in the economic process has assumed high importance to ensure that global corporate values are practiced the world over. The codes of ethics and conducts of professionals have not so far been formulated specially in view of the global challenges in the post liberalization economic era. The paper examines the privilege of the profession and highlights the general characteristics and importance of professional morality so that the privilege of the profession to serve does not end up as a privilege to exploit, as has often been the case in the past. Professional societies, industry and commerce associations and the world bodies should have a major role in enforcing professional morality of its members. This can be done by well-defined codes of ethics and conducts.
The Question whether the decision to globalize Indian economy in July 1991 was based on conviction or compulsion is no longer debatable. What is however debatable is whether India could have done far better as a country like China, which is larger than India both in terms of population as well as geographical area, has
•	done during the last 15 years of globalization? 1
The bold decision to globalize Indian economy and liberalize various processes of economic system was undoubtedly.based on the assumption that the global competition would force the Indian industry as well as the business and commerce sector to modernize the prevailing system so as to make it far more efficient and cost effective than it was during the last five decades of protected economy in th post-independent period. It was also expected that the inertia for change with which the Indian industry and the business sector was then deeply riddles will give way to a rapid transformation of inefficient Indian production and the Service sector into a dynamic and vibrant system tuned to a work culture based on professional ethics enabling Indian industry, business, commerce and in fact all its socio- economic activity to perform at higher level.
But it makes a sad story when we find that after 15 years of sustained efforts of liberalization of the economic processes. What has gone wrong is matter of serious concern to all of us associated with education, industry, government and in various aspects of our economic policy. Whether it is the policy or the way we have gone to implement it? Whether it is the use or misuse of the opportunity opened by liberalization? Whether it is a lack of governmental support or the lack of public will or it is the lack of moral &amp; ethical commitment on part of policy makers and those involved in implementation? We can surely examine India&#039;s slow march on the path of growth and development during the last 15 years of globalised economy from various angles. But one thing is certain that no matter how poor the policies were, it is the people who are involved at various levels of the economic activity, it is their competence, caliber, commitment, drive and dedication, and above all their professional morality that ultimately decides the end results and not merely the inputs of technology, alliances and even the internal and external support from the financial institutiotls. What then is professional code of conduct or morality?
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/aebff1e034a44f6f8a5781229bdadd1c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:185</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>THE RISING KUBERS OF THE EAST</dc:title>
        <dc:creator>SNEHAL MANJREKAR</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>&quot;Sixty years ago, we-conducted a painful, expensive and accidental experiment called the Great Depression, with the Smoot Hawley tariffs to teach us the value of free trade. Let us not subject ourselves to another painful lesson in the value of direct investment and the free flow of capital by driving SWFs away&quot;, wrote Stephen Schwarzman (ch:airman &amp; CEO of Blackstone) in an article, June 19, 2008, Reject sovereign wealth funds at your peril, Financial Times, was a naked·expression and sheer appreciation of the massive changes encompassing financial landscape introduced by Sovereign wealth funds (SWFs). Call it a sinister or an angel of ministration, sovereign wealth funds has been an earth-shattering reallty to the capitalist fraternity. The recent recapitalization of the highly illustrious Wall Street banks by SWFs can just be pronounced as the spectacular emergence of the state run funds, which have become the new inflection point of globalization. This capitalist shakeout is also perceived as the birth of a new phenomenon called cross-border nationalization in some circles, however, in other spheres it is looked upon as a robust stabilizing force on the global financial front. There exists an air of suspicion, confrontation, and consternation, which is coated with unverified and unconfirmed fears.of seizure and monopolization. This article will voice out the well structured concerns attested by the west, along with the rock-solid bolstering, which the SWFs can promise, and eventually analyzing India&#039;s response to this watershed moment of global finance. So read on and determine whether these Eastern Kubers, (read as: SWFs) qualify to be the new flag-ship of the globalization or are regenerated apostles ofimperialism.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ac25453d18a948bb91bc7ffc667f48aa</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:186</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>SEVEN PRINCIPLES OF SUPPLY CHAIN</dc:title>
        <dc:creator>RAVI BENNUR</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Supply chain professionals today, increasingly find themselves assigned the role of the rope in a very real tug of war-pulled one way by customers&#039; mounting demands and the opposite way by the company&#039;s need for growth and profitability. Many have discovered that they can keep the rope from snapping and, in fact, achieve profitable growth by treating supply chain management as a strategic variable.
These savvy managers recognize two important things:
1.		They think about the supply chain as a whole-all the links involved in managing the flow of products, services, and information from their suppliers&#039; suppliers to their customers&#039; customers (that is, channel customers, such as distributors and retailers).
2.	They pursue tangible outcomes-focused on revenue growth, asset utilization, and cost.
Rejecting the traditional view of a company and its component parts as distinct functional entities, these managers realize that the real measure of success is how well activities coordinate across the supply chain to create value for customers, while increasing the profitability of every link in the chain.
The initiatives to improve supply chain management by manufacturers, distributors, and retailers shows many making great progress, while others fail dismally. The successful initiatives that have contributed to profitable growth share several themes. They are typically broad efforts, combining both strategic and tactical change. They also reflect a holistic approach, viewing the supply chain from end to end and orchestrating efforts so that the whole improvement achieved-in revenue, costs, and asset utilization-is greater than the sum of its parts. Unsuccessful efforts likewise have a consistent profile. They tend to be functionally defined and narrowly focused, and they lack sustaining infrastructure. Uncoordinated change activity erupts in every department and function and puts the company in grave danger of&quot;dying the death of a thousand initiatives.&quot; The source of failure is seldom management&#039;s difficulty identifying what needs fixing. The issue is determining how to develop and execute· a supply chain transformation plan that can move multiple, complex operating entities (both internal and external) in the same direction.
To help managers decide how to proceed, following are the seven fundamental principles of supply chain management.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ce66d0f38fd849e49f3959b5dc79e942</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:187</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
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        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>IMPACT OF GLOBAL MELTDOWN ON PETROLEUM SECTOR IN INDIA</dc:title>
        <dc:creator>SHWETA P BABANNAVAR
RASHMI MORPANNAVAR
ASHISH GUNJATI</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The Indian Petroleum Industry is a case in point for exhibiting the giant leaps India has taken after its independence towards its march to attain a self-reliant economy.

During the Independence era of 1947, the Indian Petroleum Industry was controlled by foreign companies and India&#039;s own expertise in this sector was limited. Now, after 60 years, the Indian Petroleum Industry has become an important public sector undertaking with numerous skilled personnel and updated technology that is comparable to the best in the world. The vim and the achievement during these years is the growth
of productivity in petroleum and petroleum-based products. Even the consumption has multiplied itself nearly 30 times in the post-independence era.
An important advancement in the petroleum industry came with the Industrial Policy Resolution, 1956 which signified the promotion of growth of industries. The ONGC originally set up as a Directorate in 1955, was transformed into a Commission in 1956. In 1958, the Indian Refineries Ltd., a government undertaking, came into existence. The Indian Oil Company (IOC), also a government undertaking, was set up in 1959 with the purpose of marketing petroleum-related products. Indian Oil Corporation Ltd. was formed in 1964 with the merger of the Indian Refineries Ltd. and the Indian Oil Company Ltd. Presently, 17 refineries operate under the Indian Petroleum Industry.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/7493147d1eb542fa9b6f56276cc0c4ce</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:188</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol5</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>COMBATiNG THE MENACE OF TERRORISM: ISSUES &amp; CHALLENGES BEFORE OUR NATION</dc:title>
        <dc:creator>SWAPNIL RAIKAR
VIJAY REVANKAR
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Can we ever.think of a society free of violence? Can the government ensure a peaceful society? What
are the goals that the perpetrators of terror activities seek to achieve?

In a layman&#039;s language, terrorism is a sort of violence that is aimed to achieve some goal. These goals are generally those, which the government denies to the perpetrators of the terror activities. These monstrous activities have been ramped up in the recent weeks, in India. This calls for a strident response on the part of the government. Terrorism is more awful than the war. When there are the indications of war, we have the room for the tackle mechanisms. But the terror attacks leave no room for such mechanisms. Moreover the response of the Indian government has been not to the extent that it can be ensured that such activities are the past story.
Last few days have been a kind of sad and shameful for us all Indians. We boast of a country growing to become a super power but are not able to defend ourselves. All this is because of the attitude of the politicians who are interested in vote banks only, be it on lines of religion, caste or whatever. They have lost their conscience and would stoop down to any limit to win the war of votes but when it comes to the real war to defend the country they push forward our brave hearts to die. Yes I am referring to our armed forces, be it police, paramilitary , navy;air force or army.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/8d1dc2f708ac43b19f63ed3fd8eff4ef</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 5, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:194</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>INDIANMANAGEMENTPRACTICE-ACOMMENTARY</dc:title>
        <dc:creator>DrGopal Iyengar, PhD, Director, KIAMS
Dr Jayalakshmi Gopal, PhD, Independent Resource Person</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>In the global era, we are increasingly witnessing the rise of the Indian Multi-National Corporation (MNC). The term MNC connotes operations across and in different countries. It is one of the different forms that cross-border operations take: &lt;ul&gt;
&lt;li&gt;The International Company, which trades across borders but with manufacturing facilities located in one country .&lt;/li&gt;
&lt;li&gt;The Multi-National Company, which that spans countries with factories and subsidiaries but with central HQ mostly in a single country. Thus the country or origin is appended to the MNC (as we say later on in the commentary, the Indian MNC)&lt;/li&gt;
&lt;li&gt;The Global Company, which is a &#039;evolved&#039; form of the Multi-National company operating as if the entire world were a single market, with close integration amongst various foreign subsidiaries without being closely held by the Group HQ. Philips is said to be one such global company.&lt;/li&gt;
&lt;/ul&gt;</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/7bf36c30e7d8426ab72f8f91ccc8d758</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:202</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Impact of Changed Thinking</dc:title>
        <dc:creator>Mr. Sanjeev Baitrnangalkar, CEO, Stratsmann Consulting, Bangalore.</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Benjamin Disraeli, the great philosopheronce said &quot;Nurture great thoughts, for you will never go higher than your thoughts&quot;. Look at all the successful people in the world, what do they have in common? What is that one thing that separates those who go to the top and those who never get there? ·1t·s Good Thinking&#039;. If youare willing to change your thinking, you can change your feelings. If you can change your feelings, you can change your actions. And by changing your actions- based on good thinking-you can change your life.
All ofus want our children to be educated in the best schools and colleges. I am not undermining the impottance of good education. But the problem with most educational institutions is that they try to teach people &#039;what&#039; to think, and not &#039;how&#039; to think. Knowledge is power, said Francis Bacon. But knowledge has value only in the hands of some, one who has the ability to think well. We must learn how to think well and reach our potential.
Why should you embrace the value of good thinking?David Schwartz, Professorof Georgia State University and the authorof &#039;The Magic of Thinking Big&#039; says &quot;where success is concerned, people are not measured in inches or pounds or college degrees or family background; they are measured by the size of their thinking.&quot; Becoming a better thinker is worth your effort because the way you think, really impacts every aspect of your life. It doesn&#039;t matter who or what you are, good thinking will improve your life. lt will make you a better businessman, parent, teacher, executive or what ever you are.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c264fd5cc40945048c1522f7fabd0773</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:195</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>STRATEGIESFORDEVELOPINGSUSTAINABLEINDIANBRANDS</dc:title>
        <dc:creator>Mr.Ajay M.S Mr. Ajit R.
Linu Panchaman
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Got to buy a product. ... Thousands of queries arise	! Is the product user friendly? Is it worth
my money? What must be the quality? Is there any other choice? Which brand is it?	Yes,
today the customer market in India has become highly competitive and experimental. With
•		this change in demand to meet the explosive market and the thirsty customers, every company is in the struggle for creating better promising products, continuous customer satisfactory programs and profit making strategies, i.e. building brands, building Sustainable Indian Brands.
•	tndia is a country of over a billion people with heterogeneity in terms of cultures, languages, geographies,food habits, tradition, socio-cultural behavior  Organizations need to understand
this scale and diversity of country. It first needs to understand the gamut of a billion people, rather than catering to the millions. Nobody can successfully do business in India by reading its potential from quantitative market reports. Understanding the psychological, sociological · and historical backgrounds is fundamental to approach the bull&#039;s eye.
Organizations have to also understand the disparity between urban and rural India. Even within India it is important to localize branding and marketing. In rural areas it is price and value for money that are important and companies also need to consider how to set up credit facilities. In urban India there is more diversity in income and the prestige value of products is more important.
Today Indian business organizations have no choice anymore. Customer in the market will not accept things that don&#039;t meet their standards for quality and experience. Branding is a necessity and brands will have to move fast to respond to these customers&#039; demands desires, necessities, and unlimited wants.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c989f307ec574742bdf8f83b6a39a9d1</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:203</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>A Conceptual Approach For Global Executive Officers In The Era of Global&amp;ltion</dc:title>
        <dc:creator>Prof. R. Sankaranarayanan &amp; Prof. J. Arunadevi, Thiagarajar School of Management, Madurai.</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>New style of Leadership is emerging in order to meet the changing world of global market. In this paper we have discussed some of the features of the leader which one must posses to lead his organization in the era of Globalization. It includes both the personal, mental qualities. The drnmbeat of change continues to be heard in the distance heralding a different future. Tomorrow will not be the same as today. Global business requires more from its leaders.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/e6e33d669e704b5795d7839463f543a0</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:196</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ROLEOFCRMANDCONSUMERISMINBUILDINGBRANDS:
AN INDIAN PERSPECTIVE
</dc:title>
        <dc:creator>Mr. SanthoshShanbhag Mr. P. G Aquinas</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Enhanced contribution of the Indian Industrial sector to the economy is well documented. With ah increase in its contribution to the economy begins to depend heavily on the efficiency with which its goods and services are created and delivered. Failures can negatively affect the efficiency and thereby affect both the organization and the society. Hence there is immense pressure on the firms to &#039;do it right&quot; every time. It is here that building brands is of pivotal importance.

Every day new products are entering the market, which face tough competition and to succeed in the competition they must differentiate their products from competitors. Understanding the emerging Indian market and the consumer has big challenge to the corporate world especially while creating and managing brand.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/c108c5e8c94b4a03bc6f3109b58a04c6</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:204</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Aligning HR with Business Strategy</dc:title>
        <dc:creator>Dr. A. J.M. Reddy, Institute of Public Enterprises, Hyderabad.</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The business is becoming highly competitive and the constantly changing environment, which is defying the quantitative forecasting, is forcing the organizations to leverage human resources to differentiate and bring in sustained competitive advantage. The blurring of the advantage due to innovation in products and service and technological advantage has been eroding the competitive position of the organization, paving the way for the human intervention in all the business process to ensure customer satisfaction.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/aea8dbca995b4237adf0a77568636758</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:197</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>MOTIVATING ANDMANAGING KNOWLEDGE WORKERS</dc:title>
        <dc:creator>Dr. P. G. Aquinas &amp; Mrs. Preeti D&#039;souza</dc:creator>
        <dc:subject>knowledge economy, human intellect, reward strategy</dc:subject>
        <dc:description>Managing human intellect and converting it into useful products and services is fast becoming a critical component of competitive success. In a knowledge economy where skilled employees are vital it&#039;s increasingly important to effectively reward the workforce. But when salary alone is not enough, how do we face the challenge of motivating and retaining key knowledge workers? It is against this backdrop that the paper suggests the reward strategy should include the factor· that take into account and should include financial and non-financial incentives particularly those that find a balance between work, social and family commitments. The reward strategy will need to incorporate pay and non-pay elements and most importantly it will need lo be developed in consultation with those it intends to reward. There is a widespread realisation that competitive advantage can be gained by leveraging and harvesting the intellectual assets, that is the knowledge residing in the minds of the people. Knowledge thus become the most impo1tant foL·lor of production for information economy.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f54ff0b954a14723b913e2101c2e65c1</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:205</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Relationship Marketing: A Contemporary Evaluation</dc:title>
        <dc:creator>Ms. Caren Crasta, Mr. Sunil D&#039;Souza, &amp; Mr. Santosh Pinto, Aloysius Institute of Business Administration, Mangalore.</dc:creator>
        <dc:subject>Relationship marketing, pre-industrialization and post-indust1ialization.</dc:subject>
        <dc:description>Trade though not a recent phenomenon brought a radical change in every country. In theearly times, trade took place inorder to gratify the requirements of the individuals. The increasing demand for the goods and services brought about the industrial revolution. Later to reach the target customers and bring awareness about the products the companies had to enforce some strategies so that the customers would be aware of the company&#039;s products and could reach them. Thus, marketing concept came into existence. A change in the marketing structure has strengthened the relationship between the buyer and the seller. Globalization has also contributed to embrace various relationship marketing strategies. This paper tries to highlight the contemporary evaluation to provide a platform for the customer centre philosophy and the application of relationship marketing at present and inf uture. The paper also stresses upon bridging the gap between pre­ industrialization and post-industrialization marketing practices.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/17c3f4ff358d4f288f1c64c29846b8b9</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:198</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>DISC PROFILE-PREDICTOR OFCANDIDATEFIT FOR THE JOB</dc:title>
        <dc:creator>Prof. P. M. Kulkarni</dc:creator>
        <dc:subject>Psychometric test, Assessment tools, DISC Profile.</dc:subject>
        <dc:description>Testing candidates for job positions is growing as part of the hiring process. The present study considers DISC Profile Test, an assessment instrument in selection process. Study covers history of DISC Profile; technical information about DISC profile .Finally, the study would focus on the advantage of applying tests in the selection process.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/79a5e5503bed4598a4612b35c99c4932</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:206</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Problems And Prospects In Promoting Rural Entrepreneurship</dc:title>
        <dc:creator>Mrs. Shailaja G. Hiremath &amp; Dr. D.N.S Kumar KLS&#039; Institute of Management Education &amp; Research, Belgaum.</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Today, India is considered to be the next world&#039;s superpower nation by 2050 with its growing economy as well as huge intellectual manpower. The question at this point of time is that to realize the dream, are we ready to take everyone &amp; every part of our nation along the growth path or are we talking about few fortunate people with good education &amp; few parts of the country, where everything is made for embracing the globalization. Approximately 65% to 70% of the Indian geography is constituted by villages where, till today people depend on agriculture as a major economic activity to lead their basic livelihood contributing major share in the growing economy. India is witnessing many shifts in the economic developments. Pre-independence agriculture was the main driver to the nation&#039;s economy. Post­ independence, that is during 1950&#039;s onwards, because of five-year plans; emphasis was laid on making India an industrialized nation by encouraging &amp; developing manufacturing sector. 1991 saw the most turnaround phase of Indian economy, as it was open for global activities. India has been able to place herself in the international map because of IT &amp; ITES boom &amp; today service sector including banking &amp; insurance is contributing major share to the economy. The cun-ent employment scenario demands highly educated youth who are willing to shift to urban area&lt;; where usually industries are located.
The rural poor &amp; uneducated youth are migrating to urban &amp; semi urban areas for getting employment in low wage &amp; low skill jobs, such as in constrnction. The agriculture is getting hampered due to unavailability of labour as well as indefinite monsoon. So there is no definite pattern for economic development. Rural India is still waiting to get attention for development, be it is basic education, health, and infrastructure as well as employment opportunities.
Does the new economic growth pattern include rural development? Does it provide opportunity for rural people to carry out economic activity? If so, what type of activity does it demand to sustain their lives? Can Rural Entrepreneurship solve the problem? Who has to take responsibility to uplift rural economy? The paper discusses about what are/may be the problems &amp; prospect&lt;; of promoting Rural Entrepreneurship to help rural India to participate in the economic activities to sustain itself in the global environment. Authors&#039;*/** little effort to analyse the current situation with respect to Rural Entrepreneurship &amp; ways &amp; means to promote the same taking some live examples from different parts of the country by refen-ing to some related websites, magazines &amp; books authored by eminent writers, may not fully represent the title of this paper.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/088657c059e74868a4bcf1e8de470041</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:199</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>KARNATAKASTATEROADTRANSPORTCORPORATION:	45
ASTORYOFSUCCESSFULTURNAROUND
</dc:title>
        <dc:creator>Dr.A.JaganMohan Reddy</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Transport service is vital to the activities of households and economic growth. Improving transport service promoters welfare of people and ushers economic growth. However, the transport sector has changed rapidly after the passage of the Motor Vehicle Act, 1980 which liberalized the norms for entry into passenger transport service. As a result of this and other significant changes in the environment like rapid growth of personal transport vehicles etc KnSRTC too suffered losses. However, by following a well thought out/carved out pro-active strategy KnSRTC could turnaround and in this study we have a detailed look at the strategy • followed by KnSRTC which made its India&#039;s number 1 corporation in transportation.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/dd268c0c07b54dc0bdb07fd3fc19d29c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:207</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Producer&#039;s Share In The Consumer Rupee And Unit Cost Returns For Grape And	42
Pomegranate Marketing In Bijapur District
</dc:title>
        <dc:creator>Prof. S. G. Chiniwar, KLS&#039; Institute of Management Education &amp; Research, Belgaum.</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>A prosperous agriculture sector is critical for the sustained growth of the Indian economy and horticulture is a part of agriculture. India is the second largest producer of fruits and vegetables in the world, next to China. Its share in the world&#039;s production of fruits is 11 % and vegetables 7%. The production of fruits in India is more than 43.00 million tons and that of vegetables is more than 88.62 million tons. Horticulture from an area of just 8.5% of the total area under agriculture is estimated to contribute over 24.5% to the agriculture GDP oflndia. To achieve a sustained growth in this all important sector, the horticulture farmers who form the backbone of the sector should be able to gain economic advantages through horticulture farming. The present study intends to estimate the producer&#039;s share in the consumer rupee and the unit cost returns for both grape and pomegranate cultivation in the district of Bijapur in Karnataka state. The data for the study was collected from 168 horticulture farmers representing smalI, medium and large farmers and also representing all the taluks in Bijapur district using stratified random sampling technique. An Interview schedule was personally administered to the sample horticultural farmers to collect the data. The data so collected is analyzed, interpreted and presented in the paper.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a16c6b3b301f47e59b94924d58f25cfb</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:200</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>NGOSANDSTRATEGICMANGEMENT</dc:title>
        <dc:creator>Dr.T. Satyanarayana Chary Mr. M.P.Shiva Kumar
Mr. P.A. Naidu
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Non-Government Organizations (NGOs), the segment of organizations that do not belong to either the government sector or the for-profit, provides services without seeking profit play an important role in bridging the gap between the government, its agencies and the society. NGOs involves in many activities like culture and leisure, social services, education, health, human rights, environment, economics and social development etc., to uplift the wider section of society.

In a broader perspective, it can be asserted that the organizations that pursue activities to relieve suffering, promote the interests of the poor, protect the environment, provide basic social services, or undertake community development are known as NGO&#039;s which provides an opportunity for citizens to participate actively in new ways, increasingly. NGOs.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/0821689f023443f9ade31c6b40577b1b</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:208</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Poor Revenue Realization Efficiency Of Power Distribution Utilities A Critical	50
Analysis of MPMKVVCL
</dc:title>
        <dc:creator>Dr. S. K Khatik &amp; Er. R.V Saxena, Barkatulla University, Bhopal</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The on going power sector reforms in India has clearly revealed that the weakest link in the entire power business is the Distribution Activity. The success of any power company depends on how efficiently the distribution business of that company is run. Currently the biggest challenge faced by the distribution companies is the poor realization of revenue. While considerable effort, resources and money have been invested to formulate strategies to improve collection efficiency by the utilities, these strategies have yielded little results.
This paper identifies and highlights some of the significant factors that contribute to the low collection efficiency in the Madhya Pradesh Madhya Kshetra Vidyut Vitaran Co. Ltd.(MPMKVVCL). Though this paper covers the collection inefficiencies in MPMKVVCL, the issues are general in nature and are relevant to the utility business in any developing country.
Revenue or Finance is defined as the provision of money at the time when it is required. Every enterprise, whether big or small, needs finance to carry on its operations and to achieve its targets. Finance refers to management of flows of money through an organization. It concerns with the application of skills in the manipulation, use and control of money.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/b80397b8f6c849b9b4101f036697dd71</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:201</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>RISKANALYSISANDAPPRAISALOFPROJECTS</dc:title>
        <dc:creator>Dr. D. N. S. Kumar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Risk is inherent in almost every business decision. It is more iri industrial investment projects as it involves costs &amp; benefits extending over a long period of time during which many variables can change in an unanticipated way.
Investement proposals can be invited at all levels of an organisation. These are the most crucial business decisions, fro they determine the future of the firm. Decisions, once made, may be inreversible, or at lease costly to amend. For their feasibility and adherence to the goals of the form, projects need to be appraised, before they take -up and risk anaiysis is one of the most complex, Slippery and significant aspect of decision related to such decisions.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/59bb56dc0d7146e0897f5d9d646a9c46</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:209</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Reverse Mortgage: Conceptual Frame Work And Few</dc:title>
        <dc:creator>Prof. Ramakant Kulkarni, Global Business School, Hubli</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The word&quot; Reverse&quot; to a common man finds association to automobile (Such as taking the car back). This word has its share in modern one-day cricket like reverse swing in bowling and reverse sweep in batting. In banking this word is associated with RBI financing to bank like reverse repo. In stock market parlance it is associated to reverse spilt. Such association of this word can be further taken and found in other areas as well.
One new area where this word now finds it mention and the practice in the clays to come is the MORTGAGE. The Finance Minister in his recent budget has introduced Reverse Mortage.This concept is new to the &quot;Aam Adami&quot; in India though for experts it is not.
This concept is widely practiced for years in countries like UK and USA hence in world of Finance it is a settled concept.
Aging society is one of the most representative demographic characteristics. An average life expectancy has greatly increased and living conditions for the elderly also has continuously been improved. The number of elderly population has been greatly increased and this trend will be continued in the next decades. The welfare and housing problems of the elderly people will be great social issues in the near future. Pension is not enough to cover the living costs. Therefore, the elderly people have suffered the shortage of their living costs and it will be gradually deteriorated.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/dff6fc143603400db1513dd10bb16f01</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:210</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol4</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Behaviuoral Finance-An Evolving Discipline</dc:title>
        <dc:creator>Prof. K. Ravi, Kirloskar Institute of Advanced Management Studies, Harihar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Behavioural Economics and Behavioural Finance use the theoretical foundations of psychology and analytical applications of psychometrics to investigate what happens in markets when some of the agents exhibit limitations and complications in their (human) behaviour. This can be termed as iJTational behaviour contrary to rational expectations behaviour assumed in financial theory.
The standard neoclassical economic analysis assumes that human beings are rational and behave in such a manner those they would like to maximize their satisfaction levels. The assumption of &#039;rational&#039; behaviour has enabled economists in deriving several theories relating to consumer behaviour. This has also provided a basic platform for understanding the behaviour of consumers in various financial markets. These developments also helped as a powerful tool for economic analysis. However, in reality whether this assumption is valid isa big question mark. Since behaviour of humans in real life situations are different from rational behaviour assumption, conclusions based on this assumption could lead to unrealistic economic analysis and policy making.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ca713c662e7942bb94bd068ff37bdf38</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 4, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:211</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>WORKING CAPITAL ANALYSIS OF MANUFACTURING COMPANY - &quot;A CASE STUDY OF BHARAT HEAVY ELECTRICALS LTD.&quot; -INDIA</dc:title>
        <dc:creator>Dr. S. K. Khatik AMIT KUMAR NAG</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The term working capital refers to current assets, which may be defined as those, which are convert­ ible into cash or equivalents within a period of one year, and those which are required to meet day-to-day operations. The working capital management refers to management of the working capitaL or to be more precise the management of current assets. A firms working capital consist of its investments in current assets which includes short term assets such as cash and bank balance, inventories receivables and marketable securities. So the working capital management refers to the management of the level of all these individuals current assets.

Keeping this in view, we have tried to evaluate working capital and working capital management policy of B.H.E.L. during the period from 1993-94 to 2002-03. This research article highlights concept of working capital, working capital policy, components of working capital and factors affecting working capital of B.H.E.L. during the last 10 years and identify which factors are responsible for the improvement of work­ ing capital of the company. Working capital position ofB.H.E.L. has been analyzed under four categories eg. Analysis of liquidity ratio, analysis ofliquidity position, component wise analysis working capita] and analy­ sis of liquidity ranking

Finally wefind that working capital position ofB.H.E.L. is not very satisfactory during the study p&#039;eriod, inventory and loans and advances which are one of the major part of gross working capital of the company is not in satisfactory position. The company should have control over these items.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/75c2a09f65584bd8b2e3d4b8a1a9ce6f</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:219</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Rural Marketing In India- Relevant Issues</dc:title>
        <dc:creator>Mr. Santhosh Pinto Mr. Nagaraj M
Mr. Santhosh Shanbhag
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Rural marketing in India has gained impor.tance in recent years due to the newer understanding of the concept of rural market. Vast Nations such as China and India,
which account for one third of world population, have 70 % of their population living in rural areas. Marketers have started giving importance to the hitherto neglected rural markets because of the saturated urban markets and the improved incomes and spending power of the rural consumers. Today, it is not uncommon to find well-known brands of cigarettes, tea sachets, toilet soaps and detergents in remote villages. Hamlets are also found in the villages where sophisticated products like television sets, transistor radios, mopeds, and table and ceiling fans can also be bought. Marketers have recognized the potential offered by rural markets and entered them in a big way.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9c17fdcae5d6415d88d639a20b47e070</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:212</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>STATE OF VENTURE CAPITAL IN INDIA</dc:title>
        <dc:creator>Dr. Satyanarayan Chary</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Venture Capital (VC) a financial innovation of the twentieth century is a long term illiquid investment that can be in the form of equity, quasi-equity and some times debt in new and high risk ventures. It has required better recognition after the famous legend of Apple computers and has captured people&#039;s imagination through blockbuster successes like Intel, Hewlett-Packardand Microsoft etc. Eventually, the success ofVC stimulated global countries to enter the arena of VC.

Venture capital refers to capital investment made in a business or
industrial enterprise that carries elements of risk, insecurity and probability of business hazards. Capital investment may assume the form of either equity or debt or both i.e., entail total loss or be so insignificant as to lead to high gains. However, venture capital finance is different from conventional finance i.e., money lending and bank finance. However venture investments are taking place in venture capital because of the High Returns and Diversifications in investments. Not only that, when venture capital returns are compared to other asset classes. venture capital returns have a desirable low correlation with the returns in other asset classes. The high expected return and the low correlation with other asset classes suggest that an appropriate investment in venture capital class can lead to a higher risk adjusted rate ofrctum for well-diversified portfolio.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/7c70dd48029c427787ed3a36f20a4cc1</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
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    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:220</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Strategic Management: A Few Indian Cases.</dc:title>
        <dc:creator>Prof. Ramakant.Kulkarni</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>A business be it a manufacturing or services has a purpose of existence to serve the customer and serve the society in fulfilling the needs of consumption. The consumption needs are perpetual and under going changes .The perpetuality of needs and their changing character with time re­ quires the business to keep pace with time insuring its survival. The investment made and the returns to be given to investors makes the business to work for long life unlike the human life which perhaps goes on even if a human being decides todo nothing until the predetermined end is reached. The business has earned its life and therefore there is nothing like predetermined end nor the assurance of continuity if left to the forces of nature.

The earning oflife makes the business to work towards the long term leading to the drawing of long term plans. The working towards the long-term through the planning is in essence mean dealing with future and attempting to control the uncertainty as when the future unfolds to have as far as possible no shocks and in the event of shocks its intensity does not impact the business to such an extent that the business is shaken beyond redemption/ retrievable position .

The process of dealing with future or foreseeing the future to navigate business smoothly through it, is the bane of contention in strategic management. The strategic management is therefore to work out long term plan looking into the environment and anticipating changes to deal with them in systematic manner.

The environment poses both challenges and threats. The challenges if handled well, help business to navigate smoothly and the failure in doing so pose the threat of (in extreme case) closure of business itself. This situation makes the business to look within and check what its positives are and what are the negatives that need the attention. The analysis of positives and negatives namely the strength the weakness help business to convert the challenges into opportunities so that the threats are reduced or wiped out. The two sides get separated into external environment and internal environment.

In the following cases an attempt is made to bring out the importance and approach in strategic management by Indian companies.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3104ca5b44be49cfafb075547b53df99</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:213</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>MARKETING  OF  HORTICULTURALPRODUCTS-APROFESSIONALAPPROACH</dc:title>
        <dc:creator>Prof. Shashidhar G. Chiniwar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Rural population forms a major portion of the Indian population. The census oflndia reports 72.2 % of the Indian population as residing in the rural areas. It is also found that 77 % of the rural population depends on agriculture and horticulture is a part of agriculture. The vibrancy of the Indian economy will depend to a very large extent on the buying power of the rural masses. A prosperous agriculture/horticulture sector is of para­
mount importance to the Indian economy.

India isthe second largest producer of fruits and ve!,etables in the world, next only to China. Its share in the world production of fruits is eleven percent and vegetables seven percent. Because of its varied agro­ climatic conditions, temperate, sub-tropical and tropical, India can produce a variety of fruits and veg­ etables.
The era of globalization and the process of liberalization have given a new impetus to the growth path and modernization of the Indian economy. It is imperative to restructure and reorient the agriculture/horticulture sector to meet the specified global needs. The emerging horticulture scenario calls for new initiatives in order
•
to give a fillip to steady growth of horticulture production and marketing both in the domestic and interna-
tional markets. A Professional Approach to develop and implement comprehensive, effective and efficient marketing strategies to assist the horticultural farmers both big and small to help increase sale both in the domestic and export markets so that it can contribute significantly in strengthening the Indian economy.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/6a176a72fda94bfb9782193c94994a13</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:221</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Healthcare Sector in India</dc:title>
        <dc:creator>Dr. Janardhan G Naik</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Indian economy is moving from an emerging market to a developed market. There is changing demographic profile and socio-economic environment. With emergence of nucleus smaller fam­ ily units &#039;joint-family-as-a-social-security-net&quot;set-up has been weakened. Simultaneously, the increased longevity, now 65 years, has raised the need for adequate provision of secmity for the aged. The current trend towards urbanization and migration of the rural population to metros and large cities in search of a better standard of living has also brought in changes the socio-economic environment. Because of the demographic changes and changing life styles there is growing need of the people for houses, health care and insurance.

As per the CII-Mickinsey report on health care in India, the health care market is estimated to grow from Rs 69,000 crore to Rs 1,56,000 crore by 2012. For insurance companies there are plenty of opportunities.They can evolve strategies by translating these opportunities into actual purchase of health insurance products by building suitable underwriting systems.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/3bddadc49c96460fa9f6133582236666</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:214</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CUSTOMER RELATIONSHIP MANAGEMENT -  THE WINNING STRATEGY</dc:title>
        <dc:creator>Dr. P. C. Sekar	Mr.. B. Senthil Arasu</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Customer expectations keep changing. And keeping track of such changes has become more challeng­ ing than before. CRM best defined as a set of processes that continuously listen and extract knowledge about customers, enhancing companies understanding of their needs, expectations and behaviours, thus enabling the companies to dynamically respond to new opportunities and changes. Just toll free numbers don&#039;t suffice any more. To keeptrack of such changes companies establish relationship with customers to serve them better and also to get the wind of the changing scenario. Such relationships are becoming more complex and multi­ farious as technology evolves, as competition heightens, as customers&#039; expectation changes, etc.
CRM comprises the practices methods and control systems that enable improvement in both effort and cost associated with acquiring, maintaining and creating loyal, happy, paying customers. CRM is now at the forefront of the company agendas. It is a fundamental, critical component for planning and deployment of strategic applications such as supply chain management and electronic commerce. Many companies do not model and classify various customer market segments when developing a sell-side web site. As the thing moves on the question is how to make one company proactive to and adopt practices for others to follow. CRM means different things different companies ranging from database marketing to overall customer care programs. As the CRM system vendors also try all-out strategy&#039;s to succeed. In the crowded market the following may edge the company to sustain their market.
The common goal of CRM is to acquire and retain profitable and loyal customers. Several critic•al issues impede organizations from executing effective CRM strategies. CIP (Customer interaction process) are pro-
cess designed to attract customers (marketing, advertising promotions and so on) interact with customers (infonn, educate, offer decision support, negotiate and so on) and ensure customer satisfaction (fulfillment, support, maintenance and so on). Companies should create a continuous CIP reviews practices made-up of high-level management representatives from all lin s of business or departments that have direct customer interactions.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a049ad4d505a4394b488823668d66677</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:222</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Behind the screen oflnformation Technology</dc:title>
        <dc:creator>Mrs. Lalitha Ravindran</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The last decade has seen young Indian professionals making a beeline to work in the Indian IT and ITES sector. And why not? Information Technology services&#039; companies and BPOs nave the plushest offices, enviable salaries, employees are wooed like never before and provide the ulti­ mate status symbols for Indians- an opportunity to travel and work in the first world (remember the aura attached to &#039;phoren&#039; returnees and NRis?!!). People are recruited in herds these days with advertisements in local FM stations!!</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/157d55ff488e4c4480c6e4b823d94d74</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:215</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>FACULTY AND STUDENTS PERCEPTION TOWARDS E-LEARNING IN ENGINEERING	COLLEGES OF KARNATAKA</dc:title>
        <dc:creator>Dr. V. Murgaiah Prof. R. R. Gondkar	Dr. K. B. Rangappa
</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>E Learning is an important tool for delivery, interaction, and facilitation of both teaching and learning processes. Faculty members and students of premier engineering colleges are beingencouraged to become involved in e-learning activities. To assess faculty and student opinions on e-learning, a questionnaire was sent to 120 faculty members &amp; 200 students of the premier engineering colleges of Bangalore to determine how they perceive e-leaming, and how they might choose to integrate it into their everyday teaching activities. Data was collected and analyzed by using descriptive statistics. Results indicate that faculty &amp; students generally perceive e-learning as a positive force in helping students achieve their learningobjectives. Answers to this questionnaire, however, also indicated areas of weakness: specifically that baseline technological and human resource prerequisites are necessary to support eLearning at premier engineering colleges of Bangalore, and that these baseline prerequisites are not yet available at the engineering colleges of Karnataka. Other baseline prerequisites are: staff training, well prepared online courses and learning materials, sufficient groundwork for the smooth transition from traditional modes
of learning towards e-learning delivery, and the implementation of a more robust technolog•ical infrastructure to support all the technical aspects necessary to launch and sustain e-learning.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/83dc0e0b57a2427cacc1f7bb803ae0b4_</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:223</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>Global Trends in Banking System and Technology</dc:title>
        <dc:creator>Mr. Abdul Ajeej Nadaf</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Technology has allowed banks to offer much more to their customers like the facilities of card and telephone access, any time and anywhere banking through 24 hours Automated Teller Ma­ chines (ATMs), credit cards, debit cards and POS (point of sale) access. In fact, the technology has made it possible for the customers to have finger tip access to their accounts worldwide.

The current trend is towards home banking, fully exploiting the technological innovations in the field of communications. Cyber banking leading to cashless society is the direction towards which the technology is driving the banks today.

The computers and particularly the networks, in the nutshell finding their application in funds transfer, payment messages, inter-bank settlements, netting of foreign exchange payments, inter­ branch reconciliation, quick disposal of Joan/ investment proposals, FOREX information among branches and offices email services, design of organizational databases, MIS systems and De­ cision Support Systems.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/ff5a6d5f16bd48e89c4afd818a51c4eb</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:216</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>PSYCHOLOGICAL TESTING -CONTRIVANCE FOR CORPORATES</dc:title>
        <dc:creator>Mr. P M kulkarni</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Psychological test is essentially an objective and standardized measure of a sample of behavior. It is standard way of measuring an aspect of mental performance. They are used to explore personal attributes like personality, career, employment interest, values, attitudes and motivation. These tests are different because everyone is presented with the same questions and instructions for completing them, test are administered under carefully controlled and timed conditions by a trained individual who follows precise instructions for scoring and interpreting the results: In this way there is 116 room for subjectivity and everyone is treated in exactly the same way.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/5fd21deb3c2e4e17a2926d725e71d8df</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:224</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>PAPER ON &quot;Managing Human Capital For Retention, Through Motivation&quot; (With Case Examples)</dc:title>
        <dc:creator>Miss. Nagaveni B. Have1i</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>In today&#039;s fast paced and competitive workplace er1v onment, motivating employees for better job pe1formance can be a difficult task. Understanding the vast range of motivational compo­ nents and the different thought processes that bring about motivation can often be the most difficult part of encouraging employees to reach their peak performances. Additionally, sorting through the many myths about motivation, and determining the best approach for any given environment can add to the stress of motivating employees. This paper discusses the various theories of employee motivation, options used to motivate employees and the pros and cons of those options. Additionally, the paper outlines a plan of action designed to achieve a high level of employee motivation.

Managers and HR professionals for decades have been thinking of what kind of motivation works in a company in order to retain its best employees. Some say money is the answer-&quot;Pay &#039;them more and they&#039;ll be motivated.&quot; Others say recognition is the key-&quot;Give &#039;them pats on the back, awards and gifts when they achieve business objectives, and they&#039;ll be motivated.&quot; Those with a more tiicky view of human nature believe that people are motivated not so much by material rewards but by a desire to increase their power and prestige in the corporate hierarchy. Still others say that the work environment is critical-that providing employees with interesting work and treating them with respect will moti­ vate them.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/dad9d3d9ac7f49ee99290216753a8cc7</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 2; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:217</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>EMERGING CHALLENGES FOR HR IN THE CHANGING BUSINESS SCENARIO</dc:title>
        <dc:creator>Dr. A. Jagan Mohan Reddy Mr. P. James Prem Kumar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>As it is well known, for anyeconomic activity three types of resources are required namely Financial, Material (including machines) and Human. Further, among these three the human resource is the most important one without which the other two would be of no use. Infact, it may not be but out of place to mention here that, the VII Five Year Plan has laid special emphasis on improving productivity i.e., productivity of machines as well as men. In a developing country like India the need to develop and harness the existing human resources for the development of the country, hardly needs any emphasis. The same logic applies to organizations as well.

Human resource is very important without which the other resources could not be put to any productive use as has been exemplified in the Japanese experience. The Japanese styles of Human resource management and industrial relations systems have played a predominant role in improving the performance of Japanese corporate sector.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/8cf59b36d71f4fef9507c0edc7b0f679</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:218</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol3</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>TRENDS IN DEVELOPMENT OF HUMAN RESOURCE</dc:title>
        <dc:creator>Dr. D. N. S. Kumar	Ms. Shubhangi.Bpoj	Ms. Sharda Bagi</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Today the corporate world is focusing on concepts about leadership retention, management, attracting the right type of employees and other various aspects of the people&#039;s side of business. Hence the human capital management focuses on retaining and developing companies most valuable asset, people here the discussion is about the various aspects which are involved in the frame work of modem human capital development. The human capital management needs to be managed like any other resource like any other material, etc... To get the best return on investment. Conipanies concentrate on HCM strategies such as recruitment, performance management. Human resource is a function which is fast changing as it works closely with senior managements, business segments, line segments, and functional leaders of anorganisation.they create enthusiasm bymotivating the employees role, their work towards the organisation.HR managers play a vital role in creating assets for the organization in the form of quality manpower.
For e.g.: as we have taken the case of Wipro way it has enhanced the employee performance through four
initiatives. They are:
1.	Meet your people programme:
It is a frame work which defines the various touch points the manager needs to engage with the team.

2.	Wipro listen&#039;s and responds:
it aims at improving the health of the workplace.It acts on those areas of feedback by improving existing system and identify new processes.
3.	Best people manager awards:
these managers show high employee satisfaction, engagement, productivity.

4.	Talent review and planning:
This helps in identifying high potential talent at different levels.
Therefore as a result this has created customer satisfaction and also it has created awareness for India and for the Indianculture. By this it has led to satisfied workplace with this, the employees have developed the necessary skills required for improving their efficiency in their job and thereby impacting productivity. Lastly better people management produces better business results.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/24949e392d494941a5407a8f6aef9674</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 3, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:225</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ATTITUDE OF MANAGEMENT STUDENTS&#039; FROM NORTH KARNATAKA TOWARDS E-LEARNING  &quot;AN EMPIRICAL STUDY&quot;</dc:title>
        <dc:creator>Prof. S. M. Dhume1	Prof. R. R. Gondkar2</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Internet has made itsentryin almost all the domains of human endeavor. Be it Commerce, Literatttre, or Astrology or be it Technology- we find that all the areas have got themselves dramatically transformed due to the impact of Information and Communication Technology (JCT) in general, and Internet in particula.,_r.
Education is no exception to this phenomenon.
&#039;Learning - Teaching - Evaluation&#039; process is getting radically transformed - thanks to capabilities of Internet.
Internet as the media has got the potential of making educational process truly &#039;Student centric&#039;. This is the technology, which has the capability of nullifying the constraints of conventional educational delivery and evaluation system. This is the tool for making education available at any time, at any place. Besides, the learner can learn and get evaluated at any pace! Things those were unthinkable before the advent of Internet are very much possible today in this Digital Age.
MBA/BBA Courses offered in different B-Schools are meant for preparing the professionals with right knowledge, skills and attitudes for managing business entities.
•
Though the number of management graduates and postgraduates churned out every year is on
increase - there is a great deal of concern with regards to quality. On one extreme we have premium brands, while the majority are at the other extreme -which come in substandard category.
One of the reasons for such a variation is lack of uniformity in quality of academic inputs at various B-schools.
Internet can be used to offer a high quality and uniform input for the students of different institutes, so that the quality of the students passing out can be enhanced.
In spite of its obvious advantages over the conventional mode of education, the speed with which the new technology is getting adopted and as&#039;similated is rather slow.
eLearning in business education is still in the nascent stage of development in India. One of the factors for the slow pace of its adoption is the attitude of the students towards Internet as tool of education.
The present study aims at ascertaining tti-e ature of perceptions and attitudes of the MBA students towards the Internet as an educational delivery and evaluation mechanism.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/285cb3a986e245379608a056ae52d986</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:226</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ENTREPRENEURSHIP DEVELOPMENT</dc:title>
        <dc:creator>Dr. A. B. Kalkundrikar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Entrepreneurship is both exciting and chalJanging. It is also fassinating. Many people want to start their businesses but it is very difficult to run then the world of entrepreneurship is glamrous if you are successful and painful when you fail. But the development and progress of the society largely depends on dynamic and successful entrepreneurs. Entrepreneurs are agents of change. A person in the changing world can become successful entrepreneur only when he pursues opportunities, undertakes invovation and attempts growth.
John D. Rockfeller started his career as a clerk at the age of 16 and saved some money till he was
23. I-le started the oil refinery and later owned 90% of oil business in America becoming one of the richest man in the world. Henry Ford who invented Model-I Automobile was a machinist from Detroit created on of the largest companies in the world. Mr. Narayan Murthy of Infosys, Bill Gates of Microsoft and Late Dhirbhai Ambani of Reliance are the examples of successful _entrepreneurs who not only created wealth but contributed to the growth of the society. These success stories are attributed to the dynamism of persons, using opportunities at the right time, undertaking innovation and above all the vision which they had.
To develop enterpreneurship, we need to create an environment that makes people think independently and select businesses that interest them. Self-confidence, determination, perseverance, goal - orientation, creativity, quick action and innovation and urge to grow are the qualities that develop good entrepreneurs.
Entrepreneurship generates lot of money but it is always risky. There is a risk of going out of business or of losing money. Enterpreneurs face uncertain and irregular incomes. Long and irregular hours of work are a part of entrepreneurship. Entrepreneurs need to make all decisions by themselves. They cannot blame anyone else for their mistakes.
The 21st century is a century of entrepreneurs. Globalisation has generated new opportunities. Traditional businesses are becoming outdated. An average life-span of business is declining. The characteristics of businesses are changing very fast. There are many challanges entrepreneurs have to face. People who understand these challanges and face then alone will survive and entrepreneurship will develop. Let us examine these challanges.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/7619e4058e274bafa8920934784daf65</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:227</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>ON THE ROAD TO CAPITAL ACCOUNT CONVERTIBILITY</dc:title>
        <dc:creator>Dr. S. Ravi Prakash1	Dr. T. Satyanarayana Chary2</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The capital account records all international transactions that involve a resident of the country concerned changing either his assets with or his liabilities to a resident of another country. Transaction in the capital account reflect a change in a stock either assets or liabilities. With regard to the capital account transactions it is useful to make a distinction between various forms of transaction. The basic distinction is between private and official transaction, between direct and portfolio investment and by the term of investment. The bulk of official transactions is in the form of loans and confessional assistance from external official agencies such as IMF, foreign governments and also includes commercial borrowing. On the other hand, the bulk of foreign investments are private.
Foreign Direct Investment (FDI) refers to such investment involving the act of purchasing an asset and at the same time acquiring control over it. The acquisition of a firm by a resident in another country is an example of the transfer of funds from the parent company in order that the subsidiary company can acquire assets in its own country. FDI mainly occurs through multinational corporations.
Portfolio investment by contra is the acquisition of an asset that does not give the purchase control over the asset. The purchase of shares in a foreign company or of bond issued by a foreign government is an obvious example of such a transaction. Such portfolio investment is often distinguished by the period of the investment, between short-tern and long-term investment. However, this distinction relates to the specification of the asset rather than to the length of time for which it is held. For instance, a firm or individual that hold a bank account in other country, will be engaging in short-term investmenf even if the intention is to keep that money for many years and buying a long-term government bond in another country will be making a long-term investment, even if that bond has only one month mature.
The purchase of an asset in another country, whether it is direct or portfolio investment, will appear as a negative item in the capital account for the purchasing country and as a positive item on a country&#039;s balance of payments and capital inflows as positive items. The net value of the balance of direct and portfolio investment defined the country&#039;s balance on capital account.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4b68e82659ca4899aa9514beadfaae0e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:228</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>OUTSOURCING : A BOON OR BANE, SOME REFLECTIONS</dc:title>
        <dc:creator>Dr. A. Jagan Mohan Reddy1   Mr. P. James Prem Kumar2</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>This research paper is a modest attempt to discuss on the concept, motivation behind the outsourcing, implications and need for outsourcing. Also backlash against outsourcing, manging outsourcing, the future of outsourcing and attributes of best practices of outsourcing in the perspective of Indian business.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/5d1e4188fd154265a29c56a07dd7e328</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:229</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>PERSONALIZATION : A MARKETING HYPE OR A FORMULA FOR SUCCESS?</dc:title>
        <dc:creator>Dr. Vijai Caprihan1</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Establishing a new relationship is always accompanied with a sense of uncertainty. Right from the start, the mind is constantly answering questions like &#039;&#039;Is it worth the effort?&quot; Wha.t and how will I gain from it?&quot;,&quot;What are the risks involved?&quot; vis-a-vis the association at hand. The more one works towards building a successful relationship, the greater are the returns. The moment, there is even a little bit of apprehension regarding these questions, the individual consciously or subconsciously draws back a little and becomes weary - the relationship takes a blow.
Establishing and sustaining long lasting symbiotic relationships with clients or customers is a fundamental requirement for the success of any business. The buying behaviour today is not solely driven by trying to optimize quality vs. price but rather striving for an optimal quality vs. price vs. effort experience. The company that works towards making the task of the consumer the easiest is the one that eventually attracts the most customers.
&quot;The customer is the king&quot; is the ideology that drives every successful business today. In every race there are the leaders and the also-rans, and there are primarily two factors that differentiate one from the other. The first is the ability to understand what is it that the customer actually wants or expects from a transaction. Delivering a high quality product or service that client needs, at the best (possible) price, and doingso with thehighest level of integrity and repetitiveness,will result in a successful corporate branding and customer loyalty.
The second is the frequency of the Ah ha! over the Oh ho! Experience. The ability to offer to the customer what he expects and to correctly predict or anticipate what more the customer might want, without expecting him to explicitly ask for results in an Ah ha! experience. Preferential treatment when waiting in line to be attended to at a bank, for example, might constitute this. On the contrary, the Oh ho! Experience occurs when the level of service received fails to match up with the expectations - having to repetitively provide information that has already been given earlier might cause this.
The better (and faster) one can perceive (and grasp) the above mentioned, the better are ones chances of rubbing shoulders with theleaders. Accurately identifying the needs of the buyer and modifying your products and services by personalizing them.to suit his requirements will be the key to success in this new millennium.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/2fdeef16c5754dec88458b37f2f62229</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:230</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>RETAIL IN	DETAIL
An insight on the Changing Indian Retailing Environment
</dc:title>
        <dc:creator>Mr. Lalit Jain1</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Retailing, one of the largest sectors in the global economy, is going through a transition phase in India. It is one of the most active and attractive sectors of the last decade. While the retailing industry itself has been present through history in our country, it is only the recent past that has witnessed so much dynamism. There has been a big quantitative expansion in retail outlets in India in the recent years. Retailing in India is thoroughly unorganized. The following table gives an idea about Indian Retail Environment.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/5feda36adda745a6a77566fee6762bc0</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:231</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>UNDERSTANDING  INTERNET SURVEYS</dc:title>
        <dc:creator>Dr. Sachin S. Kamble·</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Information needs are changing in both developed and developing countries. Established markets in industrialized countries are becoming more geographically integrated, as direct vertical links and information flows are established between customers, retailers and suppliers. As a result, there is a growing need to conduct research spanning country boundaries, in order to identify regional or global market segments, or to examine opportunities for integrating and better co-ordinating strategies across national boundaries. At the same time, speed in collection and interpretation of results from multiple and geographically diverse sources become imperative in order to anticipate market changes and devise an effective response strategy.
The rapid expansion of the Internet and other interactive communications technologies has opened up significant new opportunities for the provision of public services, conducting of business and conveyance of personal transactions among ordinary people (Brown et al., 2001; Dutton, 1999). These communications technologies have widespread potential to change the way institutions; corporations and individuals conduct their day-to-day business (Dutton, 1996). The public sector has exhibited a significant drive towards applying information and communications technologies to a growing range of services (Dutton, 1999; Taylor et al., 1996). On-line research is an efficient way to survey individuals with higher levels of education, slightly higher incomes, and greater probability of spending. These &quot;consumers who spend&quot; (i.e., better-educated, higher-income individuals) are people with the money and the mind-set that make them the important buyers of most product categories, including packaged goods products. The Internet is proving to be the best route into the minds of these consumers. A.well designed, thoughtfully executed, Internet-based marketing research sample delivers your most important consumers, faster, better and cheaper. Almost every sort of quantitative or qualitative research done conventionally can now be done on the Internet. Examples includes tracking customer satisfaction, focus groups, package testing, copy testing, and nearly all other kinds of marketing research Nadilo(l998). As more consumers begin to use the Internet, more research will be conducted on-line. Companies that start taking advantage of on-line research now will be better placed to use Internet research to reach the even larger population of future Internet users.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/98004e7a15fa4862a721c02d3fcf5f8a</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:232</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol2</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>WOMEN EMPOWERMENT THROUGH CASHEW INDUSTRIES</dc:title>
        <dc:creator>Dr. V. Darling Selvi</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Cashew was introduced into India four centuries ago by the Portuguese who came to the sunny sands of the West Coast of India bringing with them Cashew. A recent statistics shows that in India Cashew is cultivated in 7.2 lakh hectares of land with an annual production of 45 lakh metric tonnes, exported 89155 MT of cashew kernels valued at Rs. 2.49.60 crores and 2246 MT of Cashew nut shell liquid valued at Rs. 3.89 crores. Among the agricultural commodities exported from India, cashew held the third position contributing 0.93% to the total earnings of the country. India is the largest producer, processor and exporter of cashew nut in the world.
According to Kamala Nath, Economic development in any underdeveloped country will always remain a far cry from reality as long as women are not allowed to play an active role in the task of nation building. She adds that it is absolutely essential to allow the women folk to take up innovative and administrative jobs in industries and business undertakings. They are enterprising and dynamic as their male counterparts.
The cashew nut industry in India has opened up vast employment opportunities for women to the extent of 90%. In Kanyakumari district there are about 900 cashew industries are functioning by providing employment opportunities to nearly 75000 people. Industrial backwardness, thick population and unemployment problems are the major reasons for the development cashew industries in the district. Before being got ready for export or market, it has to undergo many processes both by manual and through machines. Cashew Kernel which is obtained from cashew nut, a popular dry fruit is sweet and delightful in taste. It is a valuable food both for physical and mental health. It is a complete nourishing diet and a suitable food medicine for several ailments. It is also a good source of riboflavin which keeps the body active, gay and energetic. It is being rich in iron is good for anemia. The survey among hunared women workers working in cashew industries in Kanyakumari District reveals the following.
Out of the total sample respondents, 94% belong to the age group of below 50, the literacy rate is very low to the maximum of 11th standard, 54% are unmarried, and 97% are able to earn an income below Rs. 3000. The family background of the sample respondents reveal that 55% are depending only on the wages earned by them through this job but for 45%, there are some other sources also like property income, business and interest from investment. Out of them 83% have the experiences of less than 10 years and 17% have the same above 10 years.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/6d7dae27d9ac417399eed5b9cd16de87</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 2, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:233</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CHALLENGES BEFORE WOMEN ENTREPRENEURS</dc:title>
        <dc:creator>Dr. M. Edwin Gnanadhasl	Dr. R. Rathiha2</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Women constitute around half of the total world population.In traditional societies women were confined to the four walls of houses performing household activities while in the modern society they have come out of the four walls of houses to participate in all sorts of activities. The global evidence buttress that women have been performing extremely well in different spheres of activities. Now, they have started plunging into industry also and running their enterprises successfully</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/6f6c6fb91c364ddd817bef59da2e997e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:234</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>CONSUMER RESEARCH IN THE SERVICE SECTOR</dc:title>
        <dc:creator>R. Nagaraj1	A. M. Suresh2</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>A number of articles in recent years have pointed out the unique features one encounters when studying the service sector. Some of these differences are in degree. For example, Stiff and Pollack (1982) point out that service business are more often apt to be of small scale and locally owned and as a consequence, service industries often have lower connectration ratios. Of relevance to the consumer behaviour researcher is the fact that services involve intangible rather than tangible attributes. For instance, rental of motel room does involve tangible factors like the temporary use of a bed, dresser, and a swimming pool plus &quot;Permanent&quot; consumption of tangible goods such as food and liquor, soaps and shampoos. However, one also gains access to intangibles such as ambience, location, reservation assistance and staff friendliness or competence.
Another difference between the product and service sectors of interest to the consumer behaviour researcher are differences in kind. For example, the purchase of many services involves both consumption and production on the part of consumers. &quot;Purchase&quot; of an education clearly requires a good deal of production on the part of the student. As students are often told, &#039;the more you put into a course [produce], the more you get out of it [consume].&quot; What is crucial is that in buying such services as a movie, concert, psychiatric care or home improvement tool rental, the quality of the service can be materially affected by the consumer&#039;s own input.
Further, because many services are created in the process of consumption, this means that,by definition, they cannot be protested in advance of purchase. One typically cannot practice visiting a doctor, getting a television required, or staying at an out-of­ town hotel.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/f2e1406b3407499085774610fb8fa626</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:235</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>LEADER AS A LADDER</dc:title>
        <dc:creator>Dr. T. Satyanarayana Charya1  G. Ravi Kumar2</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Uncertainty that is an ultimate out come of globalization is the level of unpredictable measure of the future where no one can get access to any menace. Moreover in the recent past this uncertainly had witnessed phenomenal growth in every walk of human life, either it in business organizations or in economics or that matter in country&#039;s policies. Uncertainty is nothing but change that is inevitable because nothing is constant except one thing i.e. change. Change and uncertainty are interrelated items which go hand by hand but their impact is so great that many dramatic changes in the world is due to them barely. In the field of business there are so many issues related to uncertainty and change. This is the basic question where many business firms, intellectuals consultants, experts are cracking their brains to solve this gigantic problem. We can not be able to control but we can make some arrangements to control the change to some extent only.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/78b96cf2b5944b30bc0fe48b2f0d2fb4</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:236</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>EVALUATION OF VOLUNTARY RETIREMENT SCHEME (VRS) IN PUBLIC SECTOR UNDERTAKING: THE CASE OF BHEL IN BHOPAL</dc:title>
        <dc:creator>Dr. P. Kr. Singh1	Dr. S. K. Khatiks2</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Today, it has become necessary to dispense with the excess manpower for improving the health of organizations. If this is not done, the excess labour could cause industrial sickness. At present, many companies are in lossand nearly all the government organizations are turning to be private concerns. In India, publicsectors, both the Central as well as State, have expended indiscriminately and extended to non-priority sectors where private sectors would perform better.
Due to the forces of globalization and liberalization, the companies are facing competitions. The stimulus for globalization comes from the urge to grow, the need to become competitive, the need to diversify and to gain the strategic advantages of internationalization. Moreover, due to the introduction of information technologies the manpower need of the companies has also been reduced. Almost all the government institutions have excess manpower. The fact that the manpower strength was out of bound and the expenditures of salaries of workers was unbearable for the companies.
Due to the losses faced by the companies, they became unable to complete with their peer institutions. Also, due to the shortage of funds, the better quality of goods (commodity) could not come in the market. The late delivery of products to the customer resulted in low number of orders, as well as the low price of the imported articles in comparison to the Indian products. This has resulted in lowering down the indigenous product prices.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/9f4de62c3aa942259e17e4f6f3c7c397</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:237</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>SUPPLY CHAIN ORIENTATION FOR AGRICULTURAL PRODUCTS MARKETING</dc:title>
        <dc:creator>H. N. Ramesh</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>India is a country with large population and landscape. With 327 million of hectares of land spread of which about 145 million hectares under cultivation. India is basically an agricultural country gifted with a diversified range of climate and plant species. There is round the year production of cereals, pulses, oil seeds, vegetables and fruits. Agrarian climatic conditions and locational advantage of India in the global map provided with some natural edge in agriculture. India is one among the top producers of rice, maize, wheat, groundnuts, tea, coffee, spices, sugar and oilseeds. Also, India is the second largest producer of fruits and vegetables next only to Brazil.
Agricultural marketing in India is basically in the clutches of middlemen and peasants who hold an octopus grip. It is a known fact that when there is a rise in the price of farmers&#039; produces they are the least to be benefited and when prices fall they are the most affected. The effective and efficient system of agricultural marketing is therefore is the need of the hour to protect the farmers from the parasitic clutches of middlemen and also distress sale of food grains.
Agricultural marketing plays a significant role not only in stimulating agricultural production but also in assuring remunerative prices to the farmers which ensures adequate supply of quality food grains to industry and consumers at a reasonable price.
Therefore, a good agricultural system directly contributes to the economic development of a nation.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/4d9b6ca61fa344febba951c113db1bb2</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:238</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>TRENDS OF MARKETING IN INDIA</dc:title>
        <dc:creator>N.S.Dhopeshwar</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>Indian market has been a shielded market till early 1990s with successive governments&#039; protective policies. Indian companies had never faced the pinch of international competition for over four decades since independence. The level of competition among Indian firms was not that teething but for a few products. We could hear the names of corporate giants like Tatas, Birlas, Hindustan Lever, ITC etc. These companies had their own strategies and plans for growth in Indian market. The consumers were also content with the product range available to them, in view of limited disposable income and lack of knowledge on possible new product offerings.
At the beginning of 1990s we noticed change in government policies. There was a calculated move towards following the path of reforms in a step-by-step method. Perhaps this move could have been the result of international pressure for allowing MNCs enter into Indian market or to obtain a large chunk of foreign exchange loan or to ascertain the different means of improving foreign exchange position of the country. We know, a few years down the line, our foreign exchange reserves were just sufficient to meet import requirements of less than a month or so. Efforts from government to increase exports substantially did not bring much results, since even major markets were facing recessionary trends.
With reforms and policy of liberalization started the drive towards activating markets. With MNCs flocking Indian market, we could see year after year new product launches, diversificationand growth in markets. Consumers began understanding what they can aspire for, given their ability and willingness to go after different products
and services.
During last 4 - 5 years we have seen a lot of activity in the Indian market, not only meeting domestic requirement but also big jump in our exports to other overseas markets. With visible changes in the economic scenario and buyer behavior, marketers also havestrived to bringinto market innovative products and services to meet customer requirements and imagination. The large number of manufacturers competing for a sizable market share or top market position, has led to companies following different
marketing st ategies.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a84ab932dd6f4cf49a1f6d29431b709e</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:239</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>URBAN ORIENTATION: AN OBSTACLE FOR RURAL MARKETING SUCCESS</dc:title>
        <dc:creator>Prashant. V. Yatgiri</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>The Indian Rural Market with its vast size and a large demand base definitely offers huge opportunities to marketers. We have two thirds of the consumers in the country living in rural areas generating almost half of the national income. It is thus quite natural that rural markets assume an important role when compared to the total market of India. India is classified in around 450 districts comprising approximately
6.3 lakh villages which can later be sorted out on different parameters namely literacy levels, accessibility, income levels, penetration, distance from nearest towns etc.
The success of a brand in the Indian rural market is as unpredictable as expecting rain.from the skies nowadays. It has always been a difficult task to gauge the rural markets. Many brands, which should have been successful, have failed miserably. More often, companies attribute rural market success to luck. Therefore a need is felt at the marketing level to understand the social dynamics and attitude within each village, though nationally it follows a consistent pattern.
The rural market has been growing·steadily since the 1980&#039;s and is now bigger than the urban market for both FMCG&#039;s [53% of the total market] and Durables (59%]. The annual size of the rural market, in value terms, is currently estimated at around Rs.50,000 crores for FMCG&#039;s, Rs.5000 crores for durables, Rs.45,000 crores for agri­ inputs and implements and another Rs.8000 crores for automobiles.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/80e2ace7ddd3414e9e1fd27fe0414fc3</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:240</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>&quot;INTERNATIONAL MARKETING IN THE EMERGING GLOBAL SCENARIO&quot;</dc:title>
        <dc:creator>Rajendra M. Inamdar</dc:creator>
        <dc:subject>International Marketing, WTO, Green Marketing, TRIPS, TRIMS.</dc:subject>
        <dc:description>International Marketing In The Emerging Global Economic Order
In today&#039;s world, exports are extremely important not only for the growth of a nation but also to safeguard its independent existence. The economic, political and social changes that have occurred over the last decade have dramatically altered the landscape of global business The creation of the WTO and the entry of China into its manifold have furthur made the international marketing scenario more competitive. The emergence of new markets like BRIC&#039;s viz Brazil, Russia, India and China also pose to shift the attention of the world trade from the hegemony of the United States of America and the West European nations. The above discussed and many more aspects make export marketing all the more intense in terms of competition and adherence to new rules of the game as envisaged in the WTO agreements. The proposed paper makes an attempt to look into the various aspects involving Export marketing.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/a9995d560323438892e909c572e5c8fc</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:241</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>FUNDAMENTAL ANALYSIS AS A TOOL FOR BETTER PORTFOLIO MANAGEMENT</dc:title>
        <dc:creator>Namita Jain</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>There is no subject more exciting than investments. Within investments, the movement of stock prices and the study of stock behavior have always been intriguing. From base dinner discussions to serious academic debates, the subject accommodates a number of theories, postulates and patterns. A lot of discussions have been on the dos and don&#039;ts for successful investing and on the principles governing stock analysis. In fact, almost the entire world of financial theory finds applicability in stock analysis.
There are thousands of stocks available on a stock exchange; an investor is always in a dilemma which stock to buy, whether the stock will fetch me any returns, is there any scope for the industry to grow or should I look into some other sector.
One method to find solutions for these questions is fundamental analysis. Wherein we can kno\y where an economy is heading, favorable industries in such economy and potential companies in such industries. Valuation of companies can be done using P/E valuation model, which will explain the expected growth in the company.
</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/069b28a5f1324439b4ed7371bb744d2c</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
  </record>
  <record>
    <header>
      <identifier>oai:imertatva.com:tatva:242</identifier>
      <datestamp>2026-06-03</datestamp>
      <setSpec>vol1</setSpec>
    </header>
    <metadata>
      <oai_dc:dc xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/"
        xmlns:dc="http://purl.org/dc/elements/1.1/"
        xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
        <dc:title>BUSINESS INTELLIGENCE AND ITS USE IN cDECISION MAKING</dc:title>
        <dc:creator>Omkar .V .Kulkarni</dc:creator>
        <dc:subject></dc:subject>
        <dc:description>In today&#039;s globally driven economic world, growth of the company givena limited set of resources is the only mantra for the survival of the company. In this fast growing economy where any decision could send you to the top or would show you the ground companies are working round the clock to get their permutations &amp; combinations of their resources right. TIME is one of the important factors, which many times is not considered by the decision makers of the company. Many times it so happens that a large amount of time is utilized to come to a decision but the problem for which it was taken is now out of hands.
In the above given scenario companies .are utilizing IT-enabled tools which would facilitate them to take their decisions; IT tools like DBMS, MIS enable companies to store their data and based on the stored data companies can forecast for the future. Business Intelligence system comprises of such kind of tools, which drives the wheels of the company on the path of better decision-making, which would help the company.</dc:description>
        <dc:publisher>KLS Institute of Management Education and Research, Belagavi</dc:publisher>
        <dc:date>2026-06-03</dc:date>
        <dc:type>Text</dc:type>
        <dc:format>application/pdf</dc:format>
        <dc:identifier>https://imertatva.com/current_issue/articledetail/67a474931d4d4031b8ddb4afc2a2e57b</dc:identifier>
        <dc:source>Tatva: The Journal of Management Scholars; Vol 1, No 1; </dc:source>
        <dc:language>en</dc:language>
        <dc:rights>https://creativecommons.org/licenses/by/4.0/</dc:rights>
      </oai_dc:dc>
    </metadata>
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