æ , ҙ ґ,
Ż ׳ Ϲ .
, Ƒ ϙ ״,
̳ ت.
Î Ꙑ Ù ̫, 鿺 ב
.
Rajini followed some of the best management practices in the recent projects.
In BABA, Rajini did not delegate the tasks.
He tried to manage the production, story, direction & action too.
Rajini followed the traditional way of making movie.
Nowadays, the movie production is a very big project.
You can not continue the Devar way to manage these projects.
You need to adopt Professional Management Practices.
Rajini changed and did follow the best management practices
in the Chandramukhi project.
In Chandramukhi, Rajini choose the best professionals to manage the tasks.
He empowerd them; gave autonomous; held them accountable;
P.Vasu was empowered with the direction task.
So, P.Vasu realised that if the project fails, he will be held responsible.
If it succeeds, P.Vasu will get the credit.
It worked very well.
In Hollywood, the projects are professionally managed.
In Kodambakkam, Rajini introduced the professional management.
In Chandramukhi, Rajini gained hands-on experience in management.
Rajini contiunes the best management practices in his next project Sivaji.
With the success of Sivaji, Rajini will emerge as
the best, effective executive in management.
That is what they teach you at Harvard.
Rajini would not have gained all these valuable experiences in managing
complex tasks, if BABA had been a big hit.
With the Grand Success of Chandramukhi project,
people have greater respects for Rajini.
The level of confidence also have increased.
With the success of Sivaji, People will confidently give their
vote for Rajini's Leadership.
...co-production SP.Muthuraman. That is Rajini's way of saying "Thanks".
э, Ͽэ, ׀ Ϲ э,
׀ Ͽэ, Ɨ ͺэ, э,
䙐 ґ ݹ...
ח, Һ ր.
̪ ư
㴀 æƑ.
р, , ﰑ... .
鿺 . ̳ ב, ݍ 鿺.
̑ Ѱ, , ̝э
ң ׀ Ϲ ¯, ت.
Ѱ, Ƒ À .
Ѵت, , ґ ϙ
ׯ э.
ð Ѵت, ...
, ґϙ.
ґ. æ.
, Ż, ð̑
̀ ״ 鿺 ב ˎ.
ґ ϙ.
, Ѵت, ...
. ґ ƑǨ .
㙐, ב Ѵت...
Ƒ, , ƿ Ϲ.
, Ƒ .
- ב.
ð - ב.
- ב.
ב - ב.
ڍ... ڍ .
ðƴ ׳ , 쿽.
̿ Ù - ð .
̟ ͍ р - ב ב ϙ.
ґ ð - ב .
쿀 ѹ - ב .
׀ .
׳ .
S. Balachandran.
balachandran@muthamil.com
December 16, 2005.
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