The book examines the various aspects of non-financial central public sector enterprises (PSEs) in India, for a period from 1986-87 to 2010-11. The analysis is based on all the key financial ratios; namely, profitability, efficiency, liquidity, leverage and productivity. Liberalization and globalization have caused competition in India and have lowered the profit margins. At the same time, Indian government has reduced subsidies and budgetary support for PSEs to curtail their own fiscal deficit. Strategic and economic reforms were also introduced in PSEs to make their operations commercially profitable so that they are not dependent on the government to meet their financial requirements on the one hand, and have their own earnings to finance their expansion/modernization requirements as well as their social obligations, on the other. To what extent, the PSEs have succeeded in this objective constitutes one major aspect of the present research work. The other equally important aspect examined is financial performance of the PSEs which have opted for disinvestment and have signed memorandum of understanding (MoU)/ self obligations. The Indian Government has desired the central PSEs to be profitable in their operations in post-liberation era of 1990s. For this purpose, two major instruments, namely, disinvestment and MoUs, were introduced. This book examines, in detail, financial performance of PSEs which had opted for disinvestment and have signed MoU. Based on analysis/ findings and literature on the subject, the book contains some concrete suggestions that would prove extremely helpful to Indian Government to further improve their financial performance.
Over the past decade India has been undertaking a programme of economic reform, and at the same time the economy has been growing at a high rate. As part of the reform programme, and in line with prevailing economic thinking, India has been privatising its large, ungainly public sector. One assumption underlying this programme is the dogma that public sector enterprises are doomed to inefficiency, and that competitive market forces can be relied on to make firms more efficient once they are privatised. But is this really true? Combining rigorous data analysis with case studies to provide a balanced evaluation of the process of deregulation and privatisation within the overall context of economic reforms, the author demonstrates, remarkably, that, contrary to the prevailing view, private sector firms do not outperform public sector firms across all sectors. He also shows that revenue-raising considerations have weighed more heavily with the government than efficiency objectives. Overall, this study of the reform process in India, with its unique longstanding mix of private and public sectors, will be of great interest to all those studying reform and transition worldwide.
India has fallen far and fast from the runaway growth rates it enjoyed in the first decade of the twenty-first century. In order to reverse this trend, New Delhi must seriously reflect on its policy choices across a wide range of issue areas. Getting India Back on Track broadly coincides with the 2014 Indian elections to spur a public debate about the program that the next government should pursue in order to return the country to a path of high growth. It convenes some of India's most accomplished analysts to recommend policies in every major sector of the Indian economy. Taken together, these seventeen focused and concise memoranda offer policymakers and the general public alike a clear blueprint for India's future. Contents Foreword Ratan N. Tata (Chairman, Tata Trusts) Introduction Ashley J. Tellis and Reece Trevor (Carnegie Endowment for International Peace) 1. Maintaining Macroeconomic Stability Ila Patnaik (National Institute of Public Finance and Policy) 2. Dismantling the Welfare State Surjit Bhalla (Oxus Investments) 3. Revamping Agriculture and the Public Distribution System Ashok Gulati (Commission for Agriculture Costs and Prices) 4. Revisiting Manufacturing Policy Rajiv Kumar (Centre for Policy Research) 5. Generating Employment Omkar Goswami (Corporate and Economic Research Group) 6. Expanding Education and Skills Laveesh Bhandari (Indicus Analytics) 7. Confronting Health Challenges A. K. Shiva Kumar (National Advisory Council) 8. Accelerating Infrastructure Modernization Rajiv Lall and Ritu Anand (IDFC Limited) 9. Managing Urbanization Somik Lall and Tara Vishwanath (World Bank) 10. Renovating Land Management Barun S. Mitra (Liberty Institute) and Madhumita D. Mitra (consultant) 11. Addressing Water Management Tushaar Shah (International Water Management Institute) and Shilp Verma (independent researcher) 12. Reforming Energy Policy and Pricing Sunjoy Joshi (Observer Research Foundation) 13. Managing the Environment Ligia Noronha (Energy and Resources Institute) 14. Strengthening Rule of Law Devesh Kapur (University of Pennsylvania) and Milan Vaishnav (Carnegie Endowment for International Peace) 15. Correcting the Administrative Deficit Bibek Debroy (Centre for Policy Research) 16. Building Advanced Technology Capacity for Competitive Arms Acquisition Ravinder Pal Singh (Stockholm International Peace Research Institute) 17. Rejuvenating Foreign Policy C. Raja Mohan (Observer Research Foundation and Carnegie Endowment for International Peace
Massive private investment that complements public investment is needed to close the demand-supply gap and make reliable power available to all Indians. Government efforts have sought to attract private sector funding and management efficiency throughout the electricity value chain, adapting its strategy over time.
This is the the first comprehensive and authoritative work covering the entire public sector in India, including public sector enterprises such as banks, insurance companies, railways and so on.
Reforms and Economic Transformation in India is the second volume in the series Studies in Indian Economic Policies. The first volume, India's Reforms: How They Produced Inclusive Growth (OUP, 2012), systematically demonstrated that reforms-led growth in India led to reduced poverty among all social groups. They also led to shifts in attitudes whereby citizens overwhelmingly acknowledge the benefits that accelerated growth has brought them and as voters, they now reward the governments that deliver superior economic outcomes and punish those that fail to do so. This latest volume takes as its starting point the fact that while reforms have undoubtedly delivered in terms of poverty reduction and associated social objectives, the impact has not been as substantial as seen in other reform-oriented economies such as South Korea and Taiwan in the 1960s and 1970s, and more recently, in China. The overarching hypothesis of the volume is that the smaller reduction in poverty has been the result of slower transformation of the economy from a primarily agrarian to a modern, industrial one. Even as the GDP share of agriculture has seen rapid decline, its employment share has declined very gradually. More than half of the workforce in India still remains in agriculture. In addition, non-farm workers are overwhelmingly in the informal sector. Against this background, the nine original essays by eminent economists pursue three broad themes using firm level data in both industry and services. The papers in part I ask why the transformation in India has been slow in terms of the movement of workers out of agriculture, into industry and services, and from informal to formal employment. They address what India needs to do to speed up this transformation. They specifically show that severe labor-market distortions and policy bias against large firms has been a key factor behind the slow transformation. The papers in part II analyze the transformation that reforms have brought about within and across enterprises. For example, they investigate the impact of privatization on enterprise profitability. Part III addresses the manner in which the reforms have helped promote social transformation. Here the papers analyze the impact the reforms have had on the fortunes of the socially disadvantaged groups in terms of wage and education outcomes and as entrepreneurs.
The book focuses on key emerging areas concerning flexible systems management as an approach for transforming organizations. It is divided into three parts, discussing Enterprise Flexibility and Performance Management; Transformational Strategies and Organizational Competitiveness; and Supply Chain Flexibility. Part I addresses the integration aspects of learning, innovation, and entrepreneurship for organizational success, performance gains through cross-border acquisitions, flexibility measurement, and organizational competitiveness, impact of disinvestment, employability gaps and sustainable growth. Part II then examines risk governance structure, supporting culture, channel collaboration, waste management, IT-based process re-engineering, HR flexibility and adoption of big data as transformational strategies. Lastly, the third part investigates the development of a framework for a green flexible manufacturing system, measuring the effect of supply chain design on firm performance, exploring and ranking logistics service providers’ best practices, and exploring the relationship between optimism and career planning in the context of manufacturing sector, and analyzes customers’ emotional engagement and their inclinations towards the brand. The concept of flexibility is a common thread running through the three parts. The book is supported by both quantitative- and qualitative-based research as well as case applications relating to different areas of government and profit and not for profit organizations. Written by leading academics and practitioners, it is a useful resource for management students, scholars, consultants and practicing managers in both government and corporate sectors.
About the Book: Business combinations, corporate restructuring, financial reengineering, corporate reorganizations are the terms used for restructuring the corporate sector. In India, corporate restructuring by way of disinvestment of public sector enterprises has become a fashionable concept in recent years. It started from the middle of seventies with the disappointment of public sector, but the voices of protest were very weak and periodic. But the continuous failure of public sector to fulfill the role assigned to it intensified the voices of protest. The opening of certain sectors earlier reserved for the public sector was undertaken in the beginning of eighties but the government was to some extent hesitant to make a clear statement. Then ultimately in the year 1991, under the stewardship of Dr. Manmohan Singh, then finance minister, the process of corporate restructuring through disinvestment was actually started and got momentum.