Strategies and Processes in Indian Railways – An Analysis

Selwyn Ruby () and Thangavel N.
Additional contact information
Selwyn Ruby: Sathyabama University, Jeppiaar Nagar, Rajiv Gandhi Road, Chennai - 600 119 Tamilnadu, INDIA

Advances In Management, 2009, vol. 2, issue 11

Abstract: Indian Railways (IR), which was declared to be heading towards bankruptcy as per the Expert Group on Indian Railways in 2001, is today the second largest profit making Public Sector Undertaking after ONGC. The fund balance crossed Rs.12,000 crores in 2005-06, which had reached a low of just Rs.149 crores in 1990-2000. The total investment being planning for the eight-year time frame (2008-2015) is tentatively in the order of Rs.350,000 crores. This confidence is not only due to the rising trend of performance, but also due to the significant growth in the past three years. These three years coincided with Mr. Lalu Prasad, ex Railway Minister being at the helm of affairs of the IR, having moved into his position on 23rd May, 2004. Railway officials called this as the ‘turnaround’ of IR. This paper attempts a diagnosis of the ‘turnaround,’ beginning with the question as to whether it really was a ‘turnaround’.

Date: 2009

Downloads: (external link)
http://www.managein.org/manage/manage/bk_issue/abst_2_11.htm (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: http://EconPapers.repec.org/RePEc:mgn:journl:v:2:y:2009:i:11:a:9

Access Statistics for this article

More articles in Advances In Management from Advances in Management
Series data maintained by Shankar Gargh ().