Andhra Pradesh, India

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Mon - Sat 8am - 8pm
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Management Development

The Companies Act 2013 governs the companies incorporated or registered in India.Foreign nationals can incorporate a company in India and hold equity up to 100% depending upon the sector in which company will operate and is subject to approval from either Reserve Bank of India(RBI) or Foreign Investment Promotion Board (FIPB).There is no need to appoint a local director or a shareholder.

The memorandum and the articles are the primary legal document of a company. Memorandum contains the name of the company, authorized share capital, initial members and the object clause. Articles is a set of internal regulations that govern the day-to-day operations. It is mandatory to file both the documents with the Registrar of Companies at the time of incorporation or later, if there are any changes. At least two subscribers (shareholders) are required in the memorandum and each must subscribe to at least one share that must be expressed in a fixed amount and in Indian Rupees. \”No par value\” or \”bearer\” shares are not permitted.

It is necessary to hold an annual general meeting (AGM) once every financial year and not more than 6 months after the end of the financial year. However, a company need not hold its first AGM until 18 months of its incorporation.

The names and particulars of the directors and secretary, register of charges, share capital, registered office address etc. must be filed with the Companies Registry for public inspection during incorporation and if there are any changes thereafter.

Every company is required to appoint an auditor at its AGM who must be qualified by virtue of the Institute of Chartered Accountants of India Act 1949 and completely independent of the company. Audited accounts of the company serve as a tool for various stakeholders like creditors, bankers, investors and revenue authorities.

Leadership Development

Management Seminar Series

An Integrated Approach to Development of Internal Leadership


All the outstanding leaders in any country have had the benefit of wise counsel, to start with, from their parents, then eminent teachers and above all, from some outstanding professionals in the organizations with which they were associated.

Leaders evolve due to the good fortune of the right type of exposure at the right time, moving them from the bottom of the ladder to the peak Management Positions. This seminar will share actual case studies to provoke, motivate and inspire some young managers to moveup in their careers.

APIMS Management Seminar Series are Invitation Seminars. We would like to invite each organization to depute a minimum of two delegates, if not more, to participate in the entire Series. This will be conducive to the development of internal leadership. It is a half day program, commencing at 2.30 pm on Friday and will cause least disruption. It should be possible for any manager to spare the time to participate in the program.

APIMS also offers the following facilities to the participants as a part of the package:-

Internet advice to each participant on any issue that may crop up in his career. All you have to do is get in touch with and you will get a response within 48 hours.

Each participant will get a monograph on each seminar which will enable him to fine tune or initiate such programs in his own company.

We are confident your organization would like to participate in this Integrated Management Seminar Series. Please let us have the names of delegates such that we can send an Invitation and interact with them a few days prior to the program, for effective participation. All programs will commence at 2.30 pm followed by High Tea at 5.30 pm.

APIMS has, therefore organized the 'APIMS Management Seminar Series' with the following half day programs (dates will be announced in the near future):

* Professionalism on Test
* Management Controls: How, When & Where?
* Two Potential Replacements for Every Managerial Position
* Cost Improvement Anywhere & Anytime
* Committee Operations

For a professional to grow, it is a gradual and orderly evolution. Anyone can aspire to be a great professional.
For instance, punctuality is the hallmark of professionalism. Sir M Visvesvaraya went by a taxi to measure the time it takes from his hotel to White House a day before his scheduled meeting with President Hoover. He wanted to be on time – neither late nor too early. In these days of traffic congestions, is this not something a young professional can learn? He has to be punctual at his social or official engagements, regardless his rank, traffic density or other contingencies. Similarly, Sir S Radhakrishna, whatever position he held as Vice Chancellor of BHU, Vice President and President of India, humility never left him. He was the same as ever before. The seminar highlights the essential ingredients that make up a professional. Participants will have the opportunity to learn how professionalism was put on test with live case studies. Finally how you can evolve yourself as a great professional regardless of where you stand now in the management hierarchy.

There is no organization which does not have some controls or the other. The current Financial Mess in US is a reflection of ‘delegation without control’ which proved to be fatal. The best run companies have the most simple and most effective controls. How can you fine tune what you have already in your company and also initiate something new to improve the efficiency of your organization. This program will be an exciting exposure, as Management Controls are not rituals, but a means to perform better. A number of true case studies will be presented to substantiate this point of view and effective interaction with the participants.

Managerial turnover has been a problem from time immemorial. What is new is how to tune yourself and keep a strong team all the time. It is a mindset rather than an insoluble problem many companies face. This module highlights how you can be a catalyst to build a team and the method of approach to make two potential replacements for every managerial position a reality.

The best run companies have Cost Improvement as an inborn, in-house culture. For example, it is possible to save 10% of energy even in the best-run companies. Recently, a large MNC Bank saved Rs. 2 cores in their offices through energy conservation. What prevents each organization to make Cost Improvement an organizational culture? The seminar highlights how to go about Cost Improvement in your company and how to organize and motivate each and every layer of management to look at cost improvement in a new light. Participants will have the benefit of the exposure to true case studies.

In 1949, when Ford was in a crisis they initiated the Committee Culture. Management Committee, Facilities Committee and Cost Improvement Committee are all examples of effective management participation through the Committee Operations. This Seminar highlights ‘Why Committee Operations?’ Also, how to organize Committee Operations in your company, if you do not already have them. It highlights your role as a Secretary, Chairman or member of the committee and the need to circulate the minutes to all the members and others who are directly concerned with a subject.