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Womenomics is the idea that women’s economic development will lead to improving the economy as a whole

The case is a primary case. Gender equity is about treating men and women fairly, data for the case was collected through interviews with the protagonist Ms Kalpana Anand.

Although women are capable of writing their own destiny regardless of what they are and where they come from, Kalpana Anand, the Executive Director of Avaneetha Textiles, believes that education plays an essential role in empowering women. Accordingly she is determined to offer shop floor jobs to young underprivileged women aspiring dropouts that provides them an opportunity to learn while they earn. Established in the year 2004 in Coimbatore, Avaneetha Textiles is currently being managed by two sisters Uma (Managing Director) and Kalpana. Although this business model supports around 900 young women, not all have made the most of it. Only 25% of their employees benefitted from the “learn-while-you-earn” program promoted by the company. Kalpana realized that such a conduct would hinder the achievement of empowering women. Therefore, the challenge before her was to motivate more women to enroll for different courses and thereby improve the quality of their life.

Graduate or post-graduate level of courses in management, commerce, sociology, social work and related subjects.

What triggers organisational change? A recent UK survey of 200 companies suggests that the trigger is more likely to be a crisis than a positive response to a perceived opportunity, or in order to pre‐empt threats. The observed change initiatives did, however, follow current wisdom associated with total quality management perspectives, and customer awareness. A minority of the changes focused on “siege mentality” strategies, slimming the company to its barest core. The authors conclude by asking whether UK companies have the courage, while dealing with present crises, not to destroy the “excellence” path to a profitable long‐term future.

It is apparent that the world of education has changed; the latest developments in the superhighway and the Internet are allowing students to be more flexible as to the time and place of learning in ways that were unimaginable ten years ago. The emergence of newly adopted metaphors such as “virtual university” and “networked campus” has greater impact on the teaching and learning modus operandi. The Dearing Report on higher education in the UK has emphasised that open access to a networked desktop and portable computer by all students will become the sine qua non for the next millennium. One of the main questions this paper is seeking to address is the wider implications of these changes on a university’s planning and design. Will the university be radically transformed into a virtual world? Will the university as we know it be able to exist at all? What are the alternative usages of the existing buildings? An attempt will be made to examine the implications of teleworking on university planning and the use of campus buildings. It is anticipated that this paper will highlight issues for open discussion which might increase the level of understanding and awareness between all those involved in the policy making, planning and management of university estates.