Showing posts with label IIPM Admission. Show all posts
Showing posts with label IIPM Admission. Show all posts

Friday, October 05, 2012

Methodology

A Quick Run Through the Two Phases of The 2010 B&E-ICMR B-School Survey

First phase:
ICMR prepared an initial list of 200 B-schools in India that have been providing full-time management courses for at least the past three years and which were also the most-recalled amongst the student fraternity (sample size of 2050 students who are currently pursuing a management course, spread across five metros). This initial list of B-schools comprised both private and government-affiliated institutions. Subsequently, ICMR conducted a perception survey amongst MBA aspirants, management students (who are currently pursuing their MBA) and executives from the corporate world. The survey was based on the parameters of awareness, recall, legacy and image & perception. A sample of 5500 respondents was thus covered in the study across the cities of Delhi, Mumbai, Kolkata, Bangalore, Chennai, Pune, Hyderabad and Ahmedabad, using a structured questionnaire. Based on the frequency of responses, the final list of top 30 B-schools (from amongst the initial list comprising 200 B-schools) was shortlisted.

Second Phase:
The final ranking was based on the average of weighted scores per parameter (details below) given by the esteemed panel of experts. The respected panel of experts comprised Naresh Gupta (MD, Adobe India), Girish G. Vaidya (Director, Infosys Leadership Institute), V. Balakrishnan (CFO, Infosys Technologies), Dr. Brian W. Tempest (Former CEO, Ranbaxy & current Chairman, Religare Hichens & Harrison Plc. & Chairman, Advisory Board of Lancaster University Management School, UK), Dr. Wilfried Aulbur, (MD & CEO, Mercedes-Benz India), Dhiraj Mathur, (Executive Director, PWC), Sandeep Aneja (MD, Kaizen Private Equity), Michael Boneham (President & MD, Ford India), Capt. G. R. Gopinath (Former CMD, Air Deccan & current CMD of Deccan 360), Gautam Dutta (CEO, PVR Cinemedia), K. M. Nanaiah (MD, Piney Bowes India), Neetasha Joshi (Head – HR, Tata AIG Life Insurance), Brian J. Manning (President & MD CSC India), Alok Bhardwaj (Senior VP, Canon India), Danish Khan (Head – Marketing, Sony Entertainment), Sumeet Nair (Chairperson, Fashion Foundation of India), Subrata Dutta (CEO, Samsonite), Mehmood Khan (Founder President, IIM Alumni Europe), Ranjana Smetacek (Director – Marketing, Fortis & Escorts Group), Pankaj Dubey (National Business Head, Yamaha India). Each panelist was provided with the write-ups (sent by the participating B-school) and detailed secondary data generated by ICMR for the 30 institutes based on the following parameters:

1. Quality & Volume of Course Contents; weightage:40%
2.Quality & Volume of Industry Interface; weightage:15%
3. Quality & Volume of Research & Writings; weightage:15%
4. Quality & Volume of Global Exposure; weightage:15%
5. Placement & Packages; weightage:15%

It is important to note here the weights given to the parameters in question. We firmly believe that the most important factor for any B-school to be ranked upon has to be necessarily its course contents. This factor is what differentiates the world’s leading management institutions from the also-rans. No amount of teaching, interface, exposure is helpful unless the course structure is world class – and that is the reason why this factor has been given a 40% weight by us, while all the other factors have been assigned a weight of only 15%.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
Posted by at
Labels: , , , , , , , , , ,

Monday, September 10, 2012

“The few defaults are due to Migration & Natural Calamities”

M. R. Rao, CEO, SKS Microfinance Ltd.

Launched in 1998, SKS Microfinance is one of the fastest growing Micro Financial Institutions (MFIs) in the world, which has served more than 5 million women members in poor regions of India till date. Of course, the company has been in the news for the wrong reasons following the unceremonious exit of its ex-CEO Suresh Gurumani. Current CEO M. R. Rao talks about the company’s business model and challenges it faces:

B&E: Tell us about SKS’ entire delivery mechanism. What are your other major business growth drivers?
MR: SKS targets the poor and upper poor class. The upper poor class consists of families earning Rs.25,000-Rs.50,000 per annum like medium farmers, small entrepreneurs and families falling just above poverty line like landless laborers. This is the segment of the poor that can most benefit from microfinance. Overall, SKS’ target constitutes of rural (74%) and urban (26%). Through its NGO, Swayam Krishi Sangam, SKS works with the ultra poor or the destitute who need far more intense involvement and a kind of spoon feeding to nurture them and make them use their loans effectively. SKS provides the ultra poor with vocational training, social awareness and health awareness over an 18-month period and also provides these families with assets, which they are taught to manage.

Apart from income generating loans, SKS also offers insurance products jointly with Bajaj Allianz. We have covered nearly 2 million lives across our network with this product. SKS also provides life enhancing products like water purifiers, mobile phones and solar lights at a better prices than the existing market price. Also, SKS is providing housing loans and education loans, which are in the pilot phase. This February, SKS has tied-up with Metro Cash & Carry to supply inventory to SKS members who have Kirana stores.

B&E: How does SKS Micro Finance define its eligibility criteria?
MR: SKS follows the peer-lending model developed by the Grameen Bank of Bangladesh. There are two parts involved – formation & administration of the group. A group is a collection of five individuals who come together to gain access to credit. Groups are the building blocks of the peer-lending model, and strict credit discipline starts with strong groups. SKS uses five-member groups. Experience has shown that a five-member group is small enough to effectively enforce group peer pressure and collective responsibility on a unanimous basis. Groups must be self-chosen as only then will members be able to serve as guarantors to each other. Groups must have the following characteristics: Poor, close proximity of members, no close relations in order to avoid personal problems, mutual trust and the adult members should not be above the age of 55 years.


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face
Posted by at
Labels: , , , , , , , , , , ,

Saturday, September 08, 2012

CANADA: DECELERATING GROWTH

After growing at a red hot annualised rate of 5.8% in Q1 2010, Canada’s Economic growth has come down to just 2% in Q2, 2010. Canadian policymakers now need to look beyond the ‘short cuts’, be it interest rates or output, if they want the Economy to sustain its growth momentum.

Even net exports made a 4.5 percentage point drag on overall GDP growth. Result: In July, Canada’s trade deficit widened to $2.69 billion, the biggest gap since records began in 1971. What’s more? Net exports have not been a positive contributor to GDP growth since Q1 2009. While it does not appear that the drag from net exports will slow down anytime soon, what’s more confusing is the continuing soft inflation (at 1.7%) amid weak productivity growth (0.6% yoy as of August 2010), fast wage gains, and a closing output gap. So, with fragile economic recovery underway and inflation rate at the bottom of its target range, is it appropriate on the part of BoC to further increase the interest rates after already having raised them thrice in 2010?

There are still many who don’t see this as a threat to the sustainability of the Canadian economy in the long run. Jimmy Jean, the US based economist at Moody’s Economy.com tells B&E, “The housing retrenchment was long expected and has not been excessively severe, even showing signs of recent stabilisation. The cooling observed in consumer spending ties in closely with the housing slowdown, which again makes sense and is not overly worrying in light of still-healthy income growth.”

But then, income growth is likely to slow further considering the impact of the weak GDP growth on employment (unemployment rate is already at 8%) and, in fact, one can already see it happening. Second quarter GDP data already indicates a slowdown in consumer spending growth to 2.6% (yoy) from 4.3% in Q1 2010. Though BoC had not replied back to B&E’s queries till the time the magazine went to print, it, however, in its latest press release, accepts that the recovery in Canada will be slightly more gradual than it had projected in its July Monetary Policy Report.

No doubt, looking ahead, the IMF too expects Canada’s economic recovery to be among the strongest of the G-7 countries over the next two years. But, at the same time it should not forget that when an economy is not working normally (as is the case with Canada), one cannot rely on the ‘short cuts’, be it interest rates or output. In other words, policymakers should leave the overnight rates at 1% during their next policy decision on October 19, 2010. Rather, they now need to work towards developing models that have a better understanding of money and credit flows at a more disaggregated level and that include the key institutional features of banking and capital markets. If Canadian policymakers look only at interest rates, inflation, and output, they might miss out on the bubbles that perhaps might be in the making. If that happens, it could spell a disaster for the Canadian economy. Well, they say, it’s always better to be safe than sorry!


Source : IIPM Editorial, 2012.
For More IIPM Info, Visit below mentioned IIPM articles.
 
IIPM : The B-School with a Human Face


Posted by at
Labels: , , , , , , , , , , , ,

Friday, August 31, 2012

BUSINESS BEYOND PROFITS!

As the world emerges from global recession, businesses should focus on restoring their profitability. But only short-sighted businesses do so at the expense of the pursuit of a broader purpose, writes Amit Bhatia, scion of the l. N. Mittal group, founder of Mittal Champions Trust and Swordfish Investments

The past few years have seen growth rates drop everywhere – even in emerging economies like India and China. That process has not only affected nations and businesses but also lives of ordinary people. As the focus of governments, businesses and the ordinary man turned to survival, many personal aspirations were put on hold and major infrastructure projects, such as the construction of new roads and hospitals were shelved or not built as quickly as they might otherwise have been.

As the world starts to readjust to the new normal of a period of prolonged economic austerity, it might be tempting for companies to reign in programmes that make no discernable contribution to the bottom line as they come under pressure from investors to increase profitability. But now is exactly the time when companies must stay true to the ambitions they laid out in more prosperous times and remember that, over the long term, companies with a purpose beyond profitability will enjoy the greatest success.

There are many who would argue that by simply producing its product, being profitable and providing jobs, a business is already making a substantial contribution to an economy. But over the years the accepted view has become more sophisticated. Business, it is often argued, is in a unique position to help make a broader contribution. As part of its license to operate, it should act responsibly at all times and seek to actively engage with the communities in which it is present. This, advocates of corporate responsibility claim, will generate long-term and sustainable advantages for the business in terms of growth and profitability.

I agree. Of course profitability is crucial. A business has no future if it cannot be profitable, something that will have severe consequences for all stakeholders. But equally businesses must look beyond profit, and also pay attention to the quality of life, in the broadest sense, of the communities in which they work.

I have actually always been very impressed by the emphasis leading Indian companies place on Corporate Social Responsibility. The winner of the Corporate Responsibility Award at the Financial Times/ArcelorMittal inaugural Boldness in Business Awards in 2008 was Selco, an Indian social enterprise that provides sustainable energy solutions and services to under-served households and businesses.

There are many examples of leading Indian companies who make a healthy profit, but utilise a proportion of this profit to make a meaningful contribution where they believe they can have a positive impact such as education and health.


Posted by at
Labels: , , , , , , , , , , ,

Thursday, August 30, 2012

H. W. Park, MD & CEO, Hyundai Motors India talks to B&E on the present challenges

H. W. Park, MD & CEO, Hyundai Motors India talks to B&E on the present challenges – both internal and external – and the plans of his company for both the domestic and export markets

B&E: The company has been experiencing labour issues for the past many years in the Chennai plant. In fact, this very year, there have already been three such incidents reported. What is the current state of affairs at the plant?
HWP: The factory is now in a relatively safer state and we are currently in a review stage with the labour committee at the plant. We will be in a better position to comment about it after the review stage is over.

B&E: The overwhelming growth in the domestic market has brought about problems of production shortages for many companies. Is Hyundai one amongst them as well?
HWP: Not really. The impact has been minimal and the shortage lag only lasts for a day or two at worst. That is manageable.

B&E: So you do agree that there are shortages. Do you believe that the company will be able to recover from the situation of component shortage anytime soon?
HWP: Surely we will be able to do so. But it also depends on the health of the overall auto industry in India. The industry is growing at a fast pace, something which wasn’t initially expected by anyone. Hence, there has been a minor shortage from the component supplier side, but because we are a big player in the Indian automotive industry, we can handle the problem by adjusting our exports and domestic ratio.

B&E: If the company had been in a situation with no production constraint, would you have produced more cars?
HWP: No. As mentioned before, even today, the production constraint problem is very much negligible, as the lag only appears for a day or two.

B&E: There have been reports of Hyundai India manufacturing electric i10 for the parent company. Your comment...
HWP: For the electric i10, we are only providing parts for the chassis and the engine. This is because chassis for the model can not be locally assembled for the product that will be sold in Korea.

B&E: Initially, Hyundai focussed heavily on exports. So are your views changing in favour of the domestic market?
HWP: We at Hyundai enjoy such a liberty. If the demand in the local market is high, we can always adjust it by reducing the export volumes. As the Indian market is getting bigger, we are gearing up to cater to this rising demand of the Indian consumers.



          
Posted by at
Labels: , , , , , , , , , , ,

Wednesday, August 29, 2012

Have movie-makers ended up distorting

Image is to the mind what perception is to the soul. Have movie-makers ended up distorting both in an attempt to deliver ‘happy’ stories?

If one reads the research papers by anthropologists like Desmond Morris and by authors like Barbara & Allan Pease, one can draw how these movies are an additional burden for the already-very-different-species called men and women! According to their researches, men and women have evolved differently. “Nest-defenders, to safeguard their family’s survival, needed to be able to pick-up small changes in the behaviour of their offspring that could signal pain, hunger, injury, aggression or depression. Males, being lunch-chasers, were never around the cave long enough to learn to read non-verbal signals or the ways of interpersonal communication,” as quoted in one of Allan and Barbara Pease’s books, Why Men Don’t Listen & Women can’t Read Maps.

While the above may be true, it’s difficult to ignore in the film the tender moments, the glances and words, and even more difficult to deny oneself the possibility of a life so complete. After all, dreaming is the first step towards fulfilling a dream! But living and working towards just one dream (of love) isn’t the brightest idea either!


Posted by at
Labels: , , , , , , , , , , , , ,

Tuesday, August 21, 2012

The intrigue of the islands

A mysterious and fascinating set of islands lie in the Bay of Bengal, ready to give your most adventurous imagination wings…

The British came here and so did the Japanese, but the mystery of the group of islands that is Andaman and Nicobar islands was never quite unravelled. Even after years of studies and observations, practically little is known of the origin and the people of these islands and this sense of intrigue and the feeling of a mysterious air about the place will overwhelm you if you happen to land on these islands – any of the 572 of them cradled perilously in the Bay of Bengal.

There is a sense of the primordial among the flora, fauna and the indigenous people of the islands – the most fascinating bit about exploring the Andamans. Always inhabited by aboriginal tribes, many of whom still live the lives of hunters and gatherers, the inaccessibility of the islands had made them an object of fascination. The existence of the islands had been known for centuries (they find reference in early historical writings of Roman geographer Ptolemy) but the first attempt at an outside settlement on the islands was by the British in 1789. They had to abandon it seven years later because of the inhospitable locals and the immense logistical challenge of connectivity to the mainland.

Oddly, they returned in 1858, this time establishing a penal settlement – the dreaded and the feared ‘Kaala Paani’ or the Cellular Jail. The jail held mutineers from the First War of Indian Independence, even some criminal tribes and refugees from erstwhile East Pakistan apart from other freedom fighters later on. My visit to the jail was a unique experience because a first-hand experience of the conditions there is enough to make your hair stand on its end. You can go around the courtyard, see the cells and the gallows and also look over the horizon from atop the wings. One bit of trivia I got to know was that the sight of the lighthouse and the island imprinted on our twenty Rupee notes is a view from the top of the wing facing the sea. The prison initially had seven wings, with the watch tower at the centre. Today, only three remain (the rest had been destroyed by the Japanese during World War II), and it has been branded a national monument. The Japanese briefly controlled the islands from 1942-1945, a period in which though innocent blood was shed, there was development of the basic amenities, especially in Port Blair.


Posted by at
Labels: , , , , , , , , , , , , ,

Monday, August 20, 2012

The strange cases of Benjamin Buttons!

While drug makers around the world are lamenting the death of their patent rights on many blockbusters, there is a certain tribe smiling about it – the Indian generic tribe

A year back, when John Lechleiter took charge as the CEO of the $21.8 billion-a-year earning US pharma giant Eli Lilly, he decided to send his top executives a gift. It was a digital clock, which counted backwards, second by second. The clock was programmed to stop ticking precisely 48,384,000 seconds later. The deadline – October 23, 2011, the day when Eli Lilly’s top-selling (which raked-in $4.9 billion in 2009) schizophrenia pill Zyprexa would go off-patent, setting-off the alarm for generic drug companies to work double-time. This is however, not the only heartache in store for Lechleiter. Besides two more blockbusters losing their exclusivity rights by 2016 (its second-best selling Cymbalta expires 2013 and its third-best Alimta in 2016 – two drugs that make for another $4.8 billion-a-year), two of its most promising compounds failed the final clinical trials last year. Result: Lilly’s stock could not withstand the shock that the company had no new compound ready to hit the global market, while standing to lose close to $10 billion (of its $21.8 billion revenues FY2009) by 2016. It became the worst performer amongst the eleven S&P pharma stocks, and fell by 11% in just the year 2009. This is however just the beginning of the landslide for Eli Lilly, and much remains to be seen. As for the clock, it has started ticking backwards, and it’s the generic challengers that are waiting for the time, to make most of the misery of the once-proud patent holders, Lilly being just an instance.

When shareholders don’t like you, they let you go sans remorse. Much as this sounds a “generic” take on shareholder activism, it is true. Jean-Paul Garnier was voted out despite trying hard for seven-and-a-half years to revive the GlaxoSmithKline stock. Busy ensuring delivery of drugs at cost and selling 90% of its vaccines at not-for-profit prices in developing economies, it lost focus on new drug discovery. During his tenure, the GSK stock had fallen by 41%. He got the boot in May 2008. His successor Andrew Witty hasn’t made amends yet. Since February 2009, the company has enforced price cuts on its patented versions, in more than 50 countries, while winning just one patent (on a vaccine for H1N1 influenza). Witty is dreading the day when the second-highest selling drug in history, the $7.8 billion-a-year earning Advair, expires on April 1, 2011. Pfizer, the biggest pharma giant is no exception. CEO Henry McKinnell was booed-out in June 2006, following a stagnant stock price. His successor Jeff Kindler hasn’t been an exception. Under him, Pfizer’s stock has touched the sub-$18 level for the second time in over a decade and its bottomlines for 2009 have shown a drop of 57% as compared to pre-Kindler days. Worse, despite losing patents on 14 big drugs by 2014 (representing 70% of its annual revenue for 2009), its new launches have simply been shadows. Of the biggest setbacks will be the losses of Lipitor’s patent (the largest-selling drug ever) in 2011, and that of Viagra in 2012 and Celebrex in 2013 – add the losses from these two, and you would have Pfizer’s revenues being reduced by an alarming $13.74 billion (as per Evaluate Pharma, loss of revenues, post-patent expiry, is estimated at 85%). “Pfizer has a number of downward revenue revisions. You have to believe board members are scratching their heads,” says David S. Moskowitz, Analyst at Friedman, Billings, Ramsey Group Inc. The company has 148 compounds in the early developmental stages, but hopes of producing another blockbuster drug remains a fantasy.

Time is running out fast for these Benjamin Buttons of the pharma world, and of the lot most hated by them, the Indians are definitely on top of the list! But the volume-playing generic players in the country won’t mind it. The potential that lies in wait to be tapped by the Indian players can be imagined by the fact that despite being the third largest player in terms of volumes in the world, the Indian pharma market is still 14th in terms of value ($21.04 billion, as per Department of Pharmaceuticals, Ministry of Chemicals and Fertilizers). A market which was written-off about half-a-decade back, when the world was heaving forward at a great rate of knots to catch the patent blockbusters bus, is now chugging ahead faster than imagined before. While the domestic market alone is expected to grow at a CAGR of 12-15%, as opposed to a global average of 4-7% during 2008-2013 (according to an October 2009 report released by research firm IMS Health), Indian pharma companies are finding the proposition of lapping up the opportunities granted by the patent expiries simply irresistible. Over the next two years, more than 26 bestsellers, with an annual value of $70 billion (Rs.3.1 trillion) are going off-patent, representing 240% of the current Indian pharma space. This justifies well why despite struggling to win approvals for generic versions from the USFDA, Indian drugmakers are filing for generic licences at a brisk pace. Indian companies have filed for approvals to market 11 of 15 drugs that go off-patent by 2010 and 22 of the 26 that expire by 2012. “These developments present large opportunities to the Indian pharma companies and with their low-cost manufacturing capabilities India is well-positioned to tap the opportunities,” says Animesh Kumar, Principal Consultant, Datamonitor Healthcare to B&E.

Explaining his company’s outlook in the generics space, Ramesh Adige, President, Ranbaxy tells B&E, “Ranbaxy is today well positioned in the global generics space and is amongst the top 10 generic companies globally offering products in over 125 countries. With over $80 billion of drugs going off patent by 2012, the generics market will continue to provide attractive growth opportunities in future.” Even Uday Baldota, VP – Investor Relations, Sun Pharma tells B&E, “In our view, generic drugs is a significant, growing and profitable opportunity, worldwide. We are working towards getting a meaningful presence in the worldwide generic industry over the longer term.” As per a report by HDFC Securities, 34 Indian players are looking ahead to play this game. While Dr. Reddy’s stands to gain the most, there are others like Ranbaxy and Sun Pharma (despite their troubles with USFDA), which are amongst the top gainers. Even Cipla, which has so far avoided the US market, has filed for permission to market generic/low-cost editions of drugs that make over $45 billion annually! While 10 Indian firms have seeked permission to sell generic versions of the highest-selling Lipitor, in US alone, it is Merck’s Cozaar (anti-diabetic drug) and Astra Zeneca’s Arimidex (anti-cancer), which have received the maximum number of applications from the country.


Posted by at
Labels: , , , , , , , , , , , , , , ,

Tuesday, August 14, 2012

“Customers who left us, came back”

Two years of consecutive turnover rise in the recession era have given BHEL (ranked #14 on our wealth creators list) a hard-earned lead over competitors. M. K. Dubey, Executive Director, BHEL, talks to B&E

B&E: Last year, while on one hand BHEL gave VRS to its employees and closed vacancies, on the other it recruited 500 people. Can you explain such a clearly contradictory HR decision?
M. K. Dubey (MKD): There are two reasons behind these decisions. First is that with the change in our strategies, BHEL needed more manpower. So, we hired more people. The second is the demand assessment for the future. Also to be able to increase efficiency, people with new mindsets needed to be trained with the ones that were already working in the organisation. This was done so that the new people get fully trained by the time the existing ones leave. As part of this strategy, more than 500 young individuals were hired by BHEL for the core segment. Even amongst those hired, only the ones with engineering diploma and/or degrees were recruited.

B&E: Earlier, there was nothing called ‘competitive threat’ to the protected public sector enterprises. Is the situation the same as far as BHEL is concerned?
MKD: No, not at all. We are in a kind of an environment where BHEL has to face stiff competition from private players. There are private players like Crompton Greaves, Alstom, Siemens, L&T, Areva, ABB, Telik et al, which compete with us.

B&E: It’s said that this competition has had a big impact on BHEL...
MKD: Yes, there has been a lot of impact, but in a positive way and not necessarily in a negative way. BHEL, in fact, has been able to improve on its work efficiency due to competitive pressures. We have also started to give importance to our expansion plans. But most important of all, competition has made us realise that most of our clients are faithful to us. Since most of BHEL Bhopal plant’s customers are private players, we understand that they are sticking on with us due to their loyalty towards us.

B&E: But many of your customers and employees have opted to shift to private companies...
MKD: Many a time, the work load with us becomes very high. That is why employees, who cannot handle such a workload leave. As far as our customers go, you would have seen that in many past situations, our once lost customers have come back to us. I don’t need to say anything more about this...


Posted by at
Labels: , , , , , , , , , , ,

Monday, August 13, 2012

A new chapter in moral science

With most illegal activities occurring in the dark of the night, researchers have now illuminated the effect of light on our morals

Author Anton Chekhov’s story ‘The Robbers’ brings to mind images of stealthy, sly and lustful robbers’ lamp-lit den where the on-set of night didn’t signal terminating all activities, but rather incited setting spirits to satiate their beastly cravings. Characterising the darkness of the night in myriad metaphorical ways, Chekhov kept the reader’s pulse racing till the end. If merely repetitive mention of darkness can set a person’s heart racing, could the cloak of darkness embolden some to commit crimes too?

A recent study by psychologists Chen-Bo Zhong and Vanessa Bohns of the University of Toronto and Francesca Gino of the University of North Carolina suggests that it isn’t only the fear of exposure that leads to increased incidents of misconduct in darkness. Rather, it is darkness that triggers some of the destructive emotions that may lead one to misbehave! It was the unanimity of the results of the experiments conducted that led to publishing the research in the journal Psychological Science. Participants in dimly-lit surroundings were seen to cheat more than those in the brightly-lit set-up. While in another set of participants, who were only made to wear sunglasses and asked to divide $6 amongst each other in any way they wished, it was noted that ‘darkness increased their self-interested behaviour’!

Dr. Sanjay Chugh agrees and adds to the theory here, “I would agree with this. No one likes to be caught when doing something wrong. So, people try to hide or do it on the sly. Darkness provides the best cover. 


Posted by at
Labels: , , , , , , , , ,
Subscribe to: Posts (Atom)