The Hindu Business Line : Professionalism = knowledge + attitude

ARE you unhappy with your workplace? If yes, are you in a learning organisation? If the answer is "yes" again, you may have to read Devi Akella's Unlearning the Fifth Discipline, from Response Books (www.indiasage.com). "Learning organisations are ideal workplaces that ensure employee autonomy and empowerment," states chapter 1. It traces the origin of the concept to late 1970s when Japanese companies were taking over global markets. It operates when the fulfilment of self-actualisation needs of employees is linked to management's objectives. Chapters of importance to CAs would be those on professionalism and disciplinary techniques within professional firms. "Professionalism is a combination of knowledge and attitude," writes Akella. What attitude? "Dedication towards providing quality service to public; belief in self-regulation; open to be questioned by peer professionals on judgments; and complete autonomy while belonging to a professional community." How does management define a `professional'? Answer to this can be found in a section titled, "Development of ideal accountants". A book that can stir up introspection, both in organisations and their staff.

Oh and yummy

MANAGEMENT is manage + men + t, explains G. K. Varshney in Organisation and Management, published by S. Chand & Co Ltd (www.schandgroup.com). T is for tact and technology, explains the author. Thus, "Management means managing tactfully men and technology." The book is designed for the starter course in CA, and discusses a subject that students usually dread, not only because of the innumerable theories, but also because one rarely gets to see good management in real life. Case study questions in exams are a nightmare, but there is no escape from them if you want to move on to PE II, the next level in CA. Varshney explains concepts in short and simple sentences, so if you are looking for a quick primer on O&M, this could be one.

No tax in heavens and havens

A RECENT release from the Institute of Chartered Accountants of India (www.icai.org) is a book on International Taxation, building on a basic draft presented by T. M. Venkateswaran and C. Janani, CAs from Tiruchi. Chapters include those on double taxation, tax havens, e-commerce taxation, transfer pricing, comparison of tax systems, DTAAs, and the role of CAs. Intro would inform you that there is no consensus yet on how the world economy's tax base is to be shared among the countries.

"Each government decides unilaterally what portion of that base to claim. As a result, some parts of the world economy are taxed once, some twice, some many times, and some not at all." Basic principles of international taxation are: Neutrality so that tax does not come in the way of optimal allocation of capital among countries; equity to ensure that you pay in proportion to the services you get; and harmonisation so as not to disturb the competitive economic system. There is not much listed in chapter 10, titled "role of CAs". The only statutory reference cited is of Sec 92E of the Income-Tax Act that talks of report for international transaction. "Advisory role in the matter of choosing a tax-haven nation by an MNC," sounds dubious as "upcoming area of practice" in the context of big firms being asked to cough up the names and details of their clients and plans. A sleek primer to start with.

Babus, below the belt

A book on bureaucracy starting with the word `morality'! Anachronism, agrees the author Sudhansu Mohanty in Babudom: Catacombs of Indian Bureaucracy, published by Rupa & Co. Or, is it alien? Mohanty has the benefit of a ringside view of "kleptocracy" to bare "the underbelly of Indian bureaucracy", notes the back cover. "Their shopkeeper manners, mealy-mouth and glib talks have bred a culture of administrative `tribology'," frets the author. "Such breed ensures that the government remains an orphan." A chapter titled, "Internal Finance Dragon" is about the thankless accounting job.

"One of the earliest cases I confronted during audit was the one concerning the writing off of a road-roller," writes Mohanty. Possibly, white ants had eaten away the thing, as much as non-existent cyclones struck Siliguri causing `inevitable loss'. In financial matters, "you not only have to reckon with the merit of the proposal, but the impulses/ motivations thereof, the personages behind them, the convoluted logic paraded to ensure that the façade is well and truly convincing." To illustrate, he narrates the case of installing a dish antenna atop the guesthouse and officers' mess "for the benefit of visiting foreign dignitaries" while the "ulterior motive was to enable the officers to view the transcontinental telecast gratis in the cosy comforts of their homes." Sickening, but you can report `sick' to read this.

Manage to read this

You have been managing yourself all along, and now they have asked you to manage others. "Congratulations on being promoted to manager!" begins the book Becoming a Successful Manager, by Jack H. Grossman and J. Robert Parkinson, and published by Tata McGraw-Hill (www.tatamcgrawhill.com). From there, the authors lead you to lay a `solid departmental foundation' followed by `building on your foundation'. There is no need to flaunt authority; play on quiet strength because "managers who possess quiet strength have a positive influence on others without being obvious in their methods."

You may hate 13 but that's the chapter on making meetings productive. "Time is a non-renewable commodity; when it's gone, it's gone. You can't put unused time in a plastic bag, place it in the refrigerator, and have it tomorrow as a leftover if you do not make the most of it today." So, use everyone's time well by planning your meetings. On `sensitivity', the book explodes a myth: "Being sensitive doesn't make you a weak manager who is too easily influenced." This quality can help managers doing occasionally what seems unpopular, and yet not be personally harmful. "Even bad news can be delivered in a manner that is not harsh or vicious." Manage to read this.

Tailpiece

"Should I toss a coin to guess the election result?"

"Try rolling dice."

ReadingRoom@TheHindu.co.in

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