Soft Competency in Corporate Management

India's “soft power/competency” was a huge asset that had little to do with the government; thanks a casual glance at last year's calendar already shows how India is consciously seeking to leverage its soft competency in Europe. Soft power/competency is not just what we can deliberately and consciously put on display; or can be explained through graphs, charts and diagrams, it is rather how others see what we are, whether or not we are trying to show it to the world. So it is not just material accomplishments that enhance our soft competency. After all, Mahatma Gandhi won us our independence through the use of soft power-because non-violence and Satyagraha were indeed classic uses of soft power before the term was even coined. On this background an attempt has been made to study the SOFT COMPETENCY IN CORPORATE MANAGEMENT. The term ‘soft competency’ is all that matters today. It was coined by Harvard's Joseph Nye to describe a country's ability to alter the behaviour of others through attraction. It means giving attention, encouragement and active supporttotheaspects and products ofour societythatthe world would find attractive— notin order directly to persuade others to support India, but rather to enhance our country's intangible standing in their eyes. One humble attempt has been made to introduce the topic that is soft competency and its need in the present business world in general and in the information and technology sector in particular. Very little scientific research and systematic study is done in this field. The researcher has demonstrated the usefulness of a work-based learning approach in developing a manager's marketing planning competencies in the second section a brief account relating to the development of personal competency has been described which are practiced by the sample units through their respective training programmes for soft competency development of their employees. The study explored the evolution, and the “what” and “how” of these tools from its concept to implementation and presents conceptual papers written by experts from academia and international consulting firms, as well as original case studies of national and multinational organizations operating in India, which have been focusing on theses strategic topics. This research is the culmination of a rather arduous journey in which professionals from industry and selected respondents from each of the sample units have been study companions. It is finally hoped that this work will provide value to the HR practitioners and professionals, and serve as a resource to academicians and management students in their future research work. In order to capture the variations with authenticity of feelings and experiences, the organizations and professionals involved in the implementation of these tools were selected purposively-each organisation had its own imperatives, paradigms, processes and learning-and the case study method was adopted for our presentation. This study covers four of the big software industries in India. They are from TCS, WIPRO, SATYAM and INFOSYS.

The conclusions and the observations that emerged from the study of soft competency in corporate management and offers necessary suggestions for future improvement wherever found necessary.