* CAT RESULTS The results of CAT 2008 will be available from January 9th 2009 on the cat website: www.catiim.in. The scores can be accessed by keying in the test registration number and either the date of birth (preferred) or the cat application number.
* CAT-takers can also access their CAT-2008 scores by using SMS facility of mobile phones. For SMS, candidate can type ?CAT test registration number date of birth (ddmmyy)? or ?CAT test registration number application number? for example: ?CAT 5370082 030482? or ?CAT 5370082 123456? and SMS to ? 57333?.
* CAT RESULTS by E-MAIL: Candidates who wish to get their results by e-mail should register themselves between October 24, 2008 and November 30, 2008 by sending an SMS to 57333 as follows: ?CAT registration number date of birth (ddmmyy) email id? Please note that only one e-mail id will be registered against a test registration number. Example:If TRno is 1234567 & DOB is 20-Feb-1986, then the msg format will be: CAT 1234567 200286 abc@rediffmail.com
Please Note that the Date for Registering E-mail address by SMS is from 24th Oct 2008.
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Tuesday, December 23, 2008
Monday, December 22, 2008
WHAT THEY DON`T TEACH YOU AT B-SCHOOL
WHILE MY BUSINESS SCHOOL experience was certainly one of the most enriching, I have realised over time that life is a bigger teacher. My experiences, personal and professional, the people I have met from different walks of life as well as all the reading that I have done over the years have probably taught me more about business than my B-school education.Here are some of the things that I have learned over the years that help me with my everyday journey.
Think win-win: I believe that essentially people have two types of mindsets — one, of scarcity, and the other, of abundance. When you look at something from the first perspective you are playing a win-lose game, which always hurts in the long term. You may win a couple of deals but sooner or later the person who has lost will resent you. But if you look at things from the second viewpoint, you can build more lasting relationships. Win-win requires that you put yourself in the other person’s shoes.
Understand before being understood: I read in a book once that being understood is a basic need of every human being. It is akin to the oxygen one needs to breathe to live. Therefore, when you simply start talking without understanding another person, it is like taking away that person’s oxygen. Much of business success depends on effective communication between teams and consequently having the ability to be understood.
Begin with the end: To begin with the end is to start with a clear idea of the goal. Once that is clear, you will have a better idea of the steps you need to take to get to that destination. Imagine the kind of house you would end up with if you started building it without a visual representation of what it should eventually look like. The same rules should apply in business. All too often I find people struggling with seemingly simple tasks — more often than not, they are not clear about what they are trying to achieve or somewhere along the track they lose perspective of their goals.
Build credibility: Real trust comes from developing a sincere interest in others and being committed to them. It comes from making only those promises that you can keep, even in adverse conditions. Life, especially in business, moves in circles rather than a straight line. You will meet the same people again, you will be faced with similar situations more than once, and you will be tested again and again. What will ultimately matter is your conduct and your final actions. People tend to trust people who have build credibility by doing the right things.
Anupam G Mittal graduated from Boston College in 1996
Think win-win: I believe that essentially people have two types of mindsets — one, of scarcity, and the other, of abundance. When you look at something from the first perspective you are playing a win-lose game, which always hurts in the long term. You may win a couple of deals but sooner or later the person who has lost will resent you. But if you look at things from the second viewpoint, you can build more lasting relationships. Win-win requires that you put yourself in the other person’s shoes.
Understand before being understood: I read in a book once that being understood is a basic need of every human being. It is akin to the oxygen one needs to breathe to live. Therefore, when you simply start talking without understanding another person, it is like taking away that person’s oxygen. Much of business success depends on effective communication between teams and consequently having the ability to be understood.
Begin with the end: To begin with the end is to start with a clear idea of the goal. Once that is clear, you will have a better idea of the steps you need to take to get to that destination. Imagine the kind of house you would end up with if you started building it without a visual representation of what it should eventually look like. The same rules should apply in business. All too often I find people struggling with seemingly simple tasks — more often than not, they are not clear about what they are trying to achieve or somewhere along the track they lose perspective of their goals.
Build credibility: Real trust comes from developing a sincere interest in others and being committed to them. It comes from making only those promises that you can keep, even in adverse conditions. Life, especially in business, moves in circles rather than a straight line. You will meet the same people again, you will be faced with similar situations more than once, and you will be tested again and again. What will ultimately matter is your conduct and your final actions. People tend to trust people who have build credibility by doing the right things.
Anupam G Mittal graduated from Boston College in 1996
Monday, December 15, 2008
XIMB expects 25% growth in pre-placement offers (PPOs)
Xavier Institute of Management, Bhubaneswar (XIMB) is expecting over 25 per cent growth in its pre-placement offers (PPOs) this year, compared to last year despite the prevailing economic turmoil.
The premier B-school has already received 32 PPOs this year from top companies like Hindustan Coca Cola Beverages, Tata Group HR, JP Morgan Chase, Cognizant, Axis Bank, Hindustan Times, Godrej, Britannia and Genpact to name a few. More PPOs are in the offing as companies are expected to make offers till the end of this month. Last year, XIMB had bagged 32 PPOs.
Apart from PPOs, the management institute has also been able to secure summer internships for nearly 90 per cent of the first year students of its PGP (post graduate programme) in management. The institute is now gearing itself for Xuberance, the final campus recruitment programme for the 2007-09 batch of PGP students which is scheduled for January 15-22 next year.
Over 100 companies are expected to visit the XIMB campus during this year’s final placements as against 62 companies which visited last year. In last year’s placements, the recruiters across different sectors made a total of 218 offers for the 118 students. Last year, the highest international offer was $85,000 per annum and the highest domestic package stood at Rs 16.5 lakh per annum with the average salary on offer being Rs 10.12 lakh per annum.
Talking on the final placements for the current batch, Sabeeta Mohanty, head, placements committee, XIMB said, “The growth in average salary is likely to be stagnant during this year’s placements owing to the prevailing economic downturn. However, none of our regular recruiters have indicated that they will be hiring lesser students this year”. It may be noted that XIMB has recorded about 100 per cent growth in its average salary over the past three years.
“Many companies are yet to make any final commitment on recruitments as they have kept their fingers crossed over the impending third quarter results. This year, the banking and financial services sector is unlikely to emerge as the top recruiter and we are expecting more recruitment from other sectors”, she added.
The premier B-school has already received 32 PPOs this year from top companies like Hindustan Coca Cola Beverages, Tata Group HR, JP Morgan Chase, Cognizant, Axis Bank, Hindustan Times, Godrej, Britannia and Genpact to name a few. More PPOs are in the offing as companies are expected to make offers till the end of this month. Last year, XIMB had bagged 32 PPOs.
Apart from PPOs, the management institute has also been able to secure summer internships for nearly 90 per cent of the first year students of its PGP (post graduate programme) in management. The institute is now gearing itself for Xuberance, the final campus recruitment programme for the 2007-09 batch of PGP students which is scheduled for January 15-22 next year.
Over 100 companies are expected to visit the XIMB campus during this year’s final placements as against 62 companies which visited last year. In last year’s placements, the recruiters across different sectors made a total of 218 offers for the 118 students. Last year, the highest international offer was $85,000 per annum and the highest domestic package stood at Rs 16.5 lakh per annum with the average salary on offer being Rs 10.12 lakh per annum.
Talking on the final placements for the current batch, Sabeeta Mohanty, head, placements committee, XIMB said, “The growth in average salary is likely to be stagnant during this year’s placements owing to the prevailing economic downturn. However, none of our regular recruiters have indicated that they will be hiring lesser students this year”. It may be noted that XIMB has recorded about 100 per cent growth in its average salary over the past three years.
“Many companies are yet to make any final commitment on recruitments as they have kept their fingers crossed over the impending third quarter results. This year, the banking and financial services sector is unlikely to emerge as the top recruiter and we are expecting more recruitment from other sectors”, she added.
FMCG tops students' wishlist
The Fast Moving Consumer Goods (FMCG) sector has emerged as the most popular industry of choice for the 2009 batch of management graduates. The latest Nielsen Campus Track–B School Survey states.
Vatsala Pant, associate director, The Nielsen Company, said: “Preferences seem to have shifted in favour of large business conglomerates and the IT sector as a consequence of the current global financial turmoil. In particular, students are opting for FMCG companies over the financial sector.”
“Indeed, considering the current financial job market, the security offered by the FMCG industry has become a major attraction for graduates,” Pant added.
Management Consulting (35 per cent), Software/IT Consulting (23 per cent), Foreign Banks and Retailing (both 22 per cent) join FMCG as the five most popular sectors for students, reflecting a change in order of preference.
The survey interviewed around 1,311 management students from the top 40 management institutes. According to the Nielsen survey, a students’ dream company list includes the likes of McKinsey & Co, Google, HUL, Accenture and P&G. Almost 30 per cent of the students named Ratan Tata as their role model.
Personal growth and independence in decision-making are the top factors which students consider before joining a company. The other important factors for students before zeroing in on a company include take-home salary, reputation of the company and flexible working hours.
The average salary expectation of students from their dream company is Rs 14 lakh this year although more than half the respondents have mentally scaled back their expected salary because of the recent financial market environment, particularly those specialising in finance. Of the five most promising sectors for the future — Retailing (30 per cent) topped the list. Management Consultancies (27 per cent), Entertainment and Media (25 per cent), FMCG (21 per cent) and Investment Banking (19 per cent).
“The retail industry has been growing in popularity with graduates over the last few years. Changing government policies and the influx of foreign banners in the sector, along with the entry of big Indian banners, have combined to form a strong pull for the industry,” said Pant.
Vatsala Pant, associate director, The Nielsen Company, said: “Preferences seem to have shifted in favour of large business conglomerates and the IT sector as a consequence of the current global financial turmoil. In particular, students are opting for FMCG companies over the financial sector.”
“Indeed, considering the current financial job market, the security offered by the FMCG industry has become a major attraction for graduates,” Pant added.
Management Consulting (35 per cent), Software/IT Consulting (23 per cent), Foreign Banks and Retailing (both 22 per cent) join FMCG as the five most popular sectors for students, reflecting a change in order of preference.
The survey interviewed around 1,311 management students from the top 40 management institutes. According to the Nielsen survey, a students’ dream company list includes the likes of McKinsey & Co, Google, HUL, Accenture and P&G. Almost 30 per cent of the students named Ratan Tata as their role model.
Personal growth and independence in decision-making are the top factors which students consider before joining a company. The other important factors for students before zeroing in on a company include take-home salary, reputation of the company and flexible working hours.
The average salary expectation of students from their dream company is Rs 14 lakh this year although more than half the respondents have mentally scaled back their expected salary because of the recent financial market environment, particularly those specialising in finance. Of the five most promising sectors for the future — Retailing (30 per cent) topped the list. Management Consultancies (27 per cent), Entertainment and Media (25 per cent), FMCG (21 per cent) and Investment Banking (19 per cent).
“The retail industry has been growing in popularity with graduates over the last few years. Changing government policies and the influx of foreign banners in the sector, along with the entry of big Indian banners, have combined to form a strong pull for the industry,” said Pant.
IIITs hit stumbling block; troubled IT firms may not fund
Around 8 IT firms have withdrawn from partnering 11 out of the 20 IIITs, says govt.
The global economic slowdown is casting a shadow of doubt on the Ministry of Human Resources Development's ambitious plans to set up 20 new Indian Institutes of Information Technology (IIITs), even as differences over autonomy have been solved.
The idea of Indian Institutes of Information Technology (IIITs) was conceived to develop professional expertise and skilled manpower in information technology (IT) and related areas to meet the challenges being thrown up by the rapid global IT revolution.
Around eight IT companies had committed to partner the government to set up 11 out of the 20 IIITs but are now planning to back out since their own businesses are suffering, sources in the Planning Commission said.
“The support looks difficult to come by. We have already received intimation from a few companies in this regard," a Planning Commission member told Business Standard.
The member declined to name those who had withdrawn but added that they counted among the country’s top IT companies.
"Some had committed to setting up one IIIT and others had promised financial assistance for more than one institute. These companies had committed funds of over Rs 100 crore towards each IIIT," said a source, who is on the board of one of the IT companies that has committed to setting up an IIIT.
Sources said in the new IIITs, the government is considering a model in which the private sector and government will be equal stakeholders, investing Rs 50 crore each.
The Ministry of Human Resource Development, sources said, was even planning to start classes from temporary campuses as it has done in the case of three new Indian Institutes of Technology (IITs) which are operating from make-shift campuses in Rajasthan, Andhra Pradesh and Gujarat. They are being mentored by the older IITs — Delhi, Chennai and Bombay respectively.
The government has already set up four IIITs in Gwalior (1997), Allahabad (1999), Kancheepuram (2000) and Jabalpur (2005). Three others have been set up by the state governments in partnership with the private sector in Hyderabad, Kerala and Bangalore. The IIIT in Bangalore has Infosys founder NR Narayana Murthy as the institute's chairman.
The plan to set up 20 new IIITs was proposed by IT industry body Nasscom in May 2008. The body presented a model Detailed Project Report (DPR) involving partnerships between the central government, the respective state governments and IT companies.
Last week, the government decided that while the new IIITs will enjoy autonomy, the government can question their functioning if the need arises.
A committee set up to examine the proposal has submitted its report suggesting that the Planning Commission should leave it to the state government to give land to identify the place and industry to support the ventures.
The committee has suggested that the government should give importance to north-eastern states and Jammu and Kashmir which does not have a single IIIT. The proposal will come up for Cabinet approval soon.
The global economic slowdown is casting a shadow of doubt on the Ministry of Human Resources Development's ambitious plans to set up 20 new Indian Institutes of Information Technology (IIITs), even as differences over autonomy have been solved.
The idea of Indian Institutes of Information Technology (IIITs) was conceived to develop professional expertise and skilled manpower in information technology (IT) and related areas to meet the challenges being thrown up by the rapid global IT revolution.
Around eight IT companies had committed to partner the government to set up 11 out of the 20 IIITs but are now planning to back out since their own businesses are suffering, sources in the Planning Commission said.
“The support looks difficult to come by. We have already received intimation from a few companies in this regard," a Planning Commission member told Business Standard.
The member declined to name those who had withdrawn but added that they counted among the country’s top IT companies.
"Some had committed to setting up one IIIT and others had promised financial assistance for more than one institute. These companies had committed funds of over Rs 100 crore towards each IIIT," said a source, who is on the board of one of the IT companies that has committed to setting up an IIIT.
Sources said in the new IIITs, the government is considering a model in which the private sector and government will be equal stakeholders, investing Rs 50 crore each.
The Ministry of Human Resource Development, sources said, was even planning to start classes from temporary campuses as it has done in the case of three new Indian Institutes of Technology (IITs) which are operating from make-shift campuses in Rajasthan, Andhra Pradesh and Gujarat. They are being mentored by the older IITs — Delhi, Chennai and Bombay respectively.
The government has already set up four IIITs in Gwalior (1997), Allahabad (1999), Kancheepuram (2000) and Jabalpur (2005). Three others have been set up by the state governments in partnership with the private sector in Hyderabad, Kerala and Bangalore. The IIIT in Bangalore has Infosys founder NR Narayana Murthy as the institute's chairman.
The plan to set up 20 new IIITs was proposed by IT industry body Nasscom in May 2008. The body presented a model Detailed Project Report (DPR) involving partnerships between the central government, the respective state governments and IT companies.
Last week, the government decided that while the new IIITs will enjoy autonomy, the government can question their functioning if the need arises.
A committee set up to examine the proposal has submitted its report suggesting that the Planning Commission should leave it to the state government to give land to identify the place and industry to support the ventures.
The committee has suggested that the government should give importance to north-eastern states and Jammu and Kashmir which does not have a single IIIT. The proposal will come up for Cabinet approval soon.
Friday, December 12, 2008
CAT's new structure may raise the bar for aspirants
Thousands of students who took the Common Admission Test (CAT) this November fear the increased weight given to verbal questions may cost them their place at the top ranked B-schools.
Last year, there were 27 questions in the verbal section which has risen to 40 this year. This includes 20 questions on grammar and English usage and 20 questions on comprehension. The answers to these questions may not match the answer keys, soon to be released by the premier Indian Institutes of Management (IIMs), since verbal queries, unlike quantitative ones, are open to interpretation.
“Although we solved almost all the questions in the verbal section and believe the answers are right to the best of our knowledge, we are still unsure that they would be considered right by the institutes. Since questions in the verbal section are based on subjective interpretations, we are not sure whether our answers would be endorsed by the IIMs. Even a post-CAT discussion about verbal section among peers who took CAT led to a lot of confusion,” rues Sameer Pujar, a Bangalore-based IT firm employee who took the CAT this year.
The student concerns have been highlighted by MBAUniverse — a management information portal which analysed the answer keys released by MBA preparation institutes including IMS, TIME, Career Launcher and PT Education — which concluded that in nine of the 20 questions, the institutes had different answers. “We have found nine questions where experts from MBA preparation institutes have come up with different answers.
The answers will be released by the IIMs on January 9, but even then, we do not expect to get any explanations from the IIMs on why a particular answer is correct,” said an official from MBAUniverse.
Ajay Arora, Bangalore-based director of TIME, a coaching institute said that since CAT 2006, some questions — especially in the verbal section — have been found to be ambiguous every year. “We have seen that in a number of questions, at least two of the options could be interpreted as the right answer,” he said.
In fact, Gautam Puri — an IIM-Bangalore alumnus and MD of Career Launcher, a coaching institute — had filed an application under the RTI Act seeking solutions to questions in the English section of CAT 2006 after noting that some of the answers were disputable. However, the CAT group communicated to him that due to security reasons, CAT solutions are not preserved. “We have followed the procedure of not maintaining documents relating to CAT solutions to avoid leaks. We provide the answer keys for the benefit of students,” said an IIM admission official.
“It is unfortunate that a number of questions are interpreted differently by different people. There have been questions where students have been asked to state if a given paragraph is a fact, an inference or a judgement. Answers to some of these questions don't seem to correspond with the paragraph,” says Puri. Nevertheless, the 250,000 students who appeared for CAT 2008 will have to wait till January 9 for the answer.
Last year, there were 27 questions in the verbal section which has risen to 40 this year. This includes 20 questions on grammar and English usage and 20 questions on comprehension. The answers to these questions may not match the answer keys, soon to be released by the premier Indian Institutes of Management (IIMs), since verbal queries, unlike quantitative ones, are open to interpretation.
“Although we solved almost all the questions in the verbal section and believe the answers are right to the best of our knowledge, we are still unsure that they would be considered right by the institutes. Since questions in the verbal section are based on subjective interpretations, we are not sure whether our answers would be endorsed by the IIMs. Even a post-CAT discussion about verbal section among peers who took CAT led to a lot of confusion,” rues Sameer Pujar, a Bangalore-based IT firm employee who took the CAT this year.
The student concerns have been highlighted by MBAUniverse — a management information portal which analysed the answer keys released by MBA preparation institutes including IMS, TIME, Career Launcher and PT Education — which concluded that in nine of the 20 questions, the institutes had different answers. “We have found nine questions where experts from MBA preparation institutes have come up with different answers.
The answers will be released by the IIMs on January 9, but even then, we do not expect to get any explanations from the IIMs on why a particular answer is correct,” said an official from MBAUniverse.
Ajay Arora, Bangalore-based director of TIME, a coaching institute said that since CAT 2006, some questions — especially in the verbal section — have been found to be ambiguous every year. “We have seen that in a number of questions, at least two of the options could be interpreted as the right answer,” he said.
In fact, Gautam Puri — an IIM-Bangalore alumnus and MD of Career Launcher, a coaching institute — had filed an application under the RTI Act seeking solutions to questions in the English section of CAT 2006 after noting that some of the answers were disputable. However, the CAT group communicated to him that due to security reasons, CAT solutions are not preserved. “We have followed the procedure of not maintaining documents relating to CAT solutions to avoid leaks. We provide the answer keys for the benefit of students,” said an IIM admission official.
“It is unfortunate that a number of questions are interpreted differently by different people. There have been questions where students have been asked to state if a given paragraph is a fact, an inference or a judgement. Answers to some of these questions don't seem to correspond with the paragraph,” says Puri. Nevertheless, the 250,000 students who appeared for CAT 2008 will have to wait till January 9 for the answer.
Sunday, October 12, 2008
2008 The Times Higher Education’s world university rankings
1 HARVARD University United States
2 YALE University United States
3 University of CAMBRIDGE United Kingdom
4 University of OXFORD United Kingdom
5 CALIFORNIA Institute of Technology (Calt... United States
6 IMPERIAL College London United Kingdom
7 UCL (University College London) United Kingdom
8 University of CHICAGO United States
9 MASSACHUSETTS Institute of Technology (M... United States
10 COLUMBIA University United States
11 University of PENNSYLVANIA United States
12 PRINCETON University United States
13= DUKE University United States
13= JOHNS HOPKINS University United States
15 CORNELL University United States
16 AUSTRALIAN National University Australia
17 STANFORD University United States
18 University of MICHIGAN United States
19 University of TOKYO Japan
20 MCGILL University Canada
21 CARNEGIE MELLON University United States
22 KING'S College London United Kingdom
23 University of EDINBURGH United Kingdom
24 ETH Zurich (Swiss Federal Institute of T... Switzerland
25 KYOTO University Japan
26 University of HONG KONG Hong Kong
27 BROWN University United States
28 École Normale Supérieure, PARIS France
29 University of MANCHESTER United Kingdom
30= National University of SINGAPORE(NUS) Singapore
30= University of CALIFORNIA, Los Angeles (U... United States
32 University of BRISTOL United Kingdom
33 NORTHWESTERN University United States
34= ÉCOLE POLYTECHNIQUE France
34= University of BRITISH COLUMBIA Canada
36 University of California, BERKELEY United States
37 The University of SYDNEY Australia
38 The University of MELBOURNE Australia
39 HONG KONG University of Science & Techno... Hong Kong
40 NEW YORK University (NYU) United States
41 University of TORONTO Canada
42 The CHINESE University of Hong Kong Hong Kong
43 University of QUEENSLAND Australia
44 OSAKA University Japan
45 University of NEW SOUTH WALES Australia
46 BOSTON University United States
47 MONASH University Australia
48 University of COPENHAGEN Denmark
49 TRINITY College Dublin Ireland
50= Ecole Polytechnique Fédérale de LAUSANNE... Switzerland
50= PEKING University China
50= SEOUL National University Korea, South
53 University of AMSTERDAM Netherlands
54 DARTMOUTH College United States
55 University of WISCONSIN-Madison United States
56 TSINGHUA University China
57 HEIDELBERG Universität Germany
58 University of CALIFORNIA, San Diego United States
59 University of WASHINGTON United States
60 WASHINGTON University in St. Louis United States
61 TOKYO Institute of Technology Japan
62 EMORY University United States
63 UPPSALA University Sweden
64 LEIDEN University Netherlands
65 The University of AUCKLAND New Zealand
66 LONDON School of Economics and Political... United Kingdom
67 UTRECHT University Netherlands
68 University of GENEVA Switzerland
69 University of WARWICK United Kingdom
70 University of TEXAS at Austin United States
71 University of ILLINOIS United States
72 Katholieke Universiteit LEUVEN Belgium
73 University of GLASGOW United Kingdom
74 University of ALBERTA Canada
75 University of BIRMINGHAM United Kingdom
76 University of SHEFFIELD United Kingdom
77 NANYANG Technological University Singapore
78= DELFT University of Technology Netherlands
78= RICE University United States
78= Technische Universität MÜNCHEN Germany
81= University of AARHUS Denmark
81= University of YORK United Kingdom
83= GEORGIA Institute of Technology United States
83= The University of WESTERN AUSTRALIA Australia
83= University of ST ANDREWS United Kingdom
86 University of NOTTINGHAM United Kingdom
87 University of MINNESOTA United States
88 LUND University Sweden
89 University of CALIFORNIA, Davis United States
90 CASE WESTERN RESERVE University United States
91= Université de Montréal Canada
91= University of HELSINKI Finland
93= Hebrew University of JERUSALEM Israel
93= Ludwig-Maximilians-Universität München Germany
95 KAIST - Korea Advanced Institute of Scie... Korea, South
96 University of VIRGINIA United States
97 University of PITTSBURGH United States
98 University of CALIFORNIA, Santa Barbara United States
99= PURDUE University United States
99= University of SOUTHAMPTON United Kingdom
2 YALE University United States
3 University of CAMBRIDGE United Kingdom
4 University of OXFORD United Kingdom
5 CALIFORNIA Institute of Technology (Calt... United States
6 IMPERIAL College London United Kingdom
7 UCL (University College London) United Kingdom
8 University of CHICAGO United States
9 MASSACHUSETTS Institute of Technology (M... United States
10 COLUMBIA University United States
11 University of PENNSYLVANIA United States
12 PRINCETON University United States
13= DUKE University United States
13= JOHNS HOPKINS University United States
15 CORNELL University United States
16 AUSTRALIAN National University Australia
17 STANFORD University United States
18 University of MICHIGAN United States
19 University of TOKYO Japan
20 MCGILL University Canada
21 CARNEGIE MELLON University United States
22 KING'S College London United Kingdom
23 University of EDINBURGH United Kingdom
24 ETH Zurich (Swiss Federal Institute of T... Switzerland
25 KYOTO University Japan
26 University of HONG KONG Hong Kong
27 BROWN University United States
28 École Normale Supérieure, PARIS France
29 University of MANCHESTER United Kingdom
30= National University of SINGAPORE(NUS) Singapore
30= University of CALIFORNIA, Los Angeles (U... United States
32 University of BRISTOL United Kingdom
33 NORTHWESTERN University United States
34= ÉCOLE POLYTECHNIQUE France
34= University of BRITISH COLUMBIA Canada
36 University of California, BERKELEY United States
37 The University of SYDNEY Australia
38 The University of MELBOURNE Australia
39 HONG KONG University of Science & Techno... Hong Kong
40 NEW YORK University (NYU) United States
41 University of TORONTO Canada
42 The CHINESE University of Hong Kong Hong Kong
43 University of QUEENSLAND Australia
44 OSAKA University Japan
45 University of NEW SOUTH WALES Australia
46 BOSTON University United States
47 MONASH University Australia
48 University of COPENHAGEN Denmark
49 TRINITY College Dublin Ireland
50= Ecole Polytechnique Fédérale de LAUSANNE... Switzerland
50= PEKING University China
50= SEOUL National University Korea, South
53 University of AMSTERDAM Netherlands
54 DARTMOUTH College United States
55 University of WISCONSIN-Madison United States
56 TSINGHUA University China
57 HEIDELBERG Universität Germany
58 University of CALIFORNIA, San Diego United States
59 University of WASHINGTON United States
60 WASHINGTON University in St. Louis United States
61 TOKYO Institute of Technology Japan
62 EMORY University United States
63 UPPSALA University Sweden
64 LEIDEN University Netherlands
65 The University of AUCKLAND New Zealand
66 LONDON School of Economics and Political... United Kingdom
67 UTRECHT University Netherlands
68 University of GENEVA Switzerland
69 University of WARWICK United Kingdom
70 University of TEXAS at Austin United States
71 University of ILLINOIS United States
72 Katholieke Universiteit LEUVEN Belgium
73 University of GLASGOW United Kingdom
74 University of ALBERTA Canada
75 University of BIRMINGHAM United Kingdom
76 University of SHEFFIELD United Kingdom
77 NANYANG Technological University Singapore
78= DELFT University of Technology Netherlands
78= RICE University United States
78= Technische Universität MÜNCHEN Germany
81= University of AARHUS Denmark
81= University of YORK United Kingdom
83= GEORGIA Institute of Technology United States
83= The University of WESTERN AUSTRALIA Australia
83= University of ST ANDREWS United Kingdom
86 University of NOTTINGHAM United Kingdom
87 University of MINNESOTA United States
88 LUND University Sweden
89 University of CALIFORNIA, Davis United States
90 CASE WESTERN RESERVE University United States
91= Université de Montréal Canada
91= University of HELSINKI Finland
93= Hebrew University of JERUSALEM Israel
93= Ludwig-Maximilians-Universität München Germany
95 KAIST - Korea Advanced Institute of Scie... Korea, South
96 University of VIRGINIA United States
97 University of PITTSBURGH United States
98 University of CALIFORNIA, Santa Barbara United States
99= PURDUE University United States
99= University of SOUTHAMPTON United Kingdom
Monday, September 1, 2008
Central university in each state by 2012
EDUCATION TO SPREAD ITS WINGS
Cities identified for locating 14 central universities during the 11th Plan
State City
Maharashtra Pune
West Bengal Kolkata
Tamil Nadu Coimbatore
Karnataka Mysore
Andhra Pradesh Vishakapatanam
Gujarat Gandhinagar
Rajasthan Jaipur
Bihar Patna
Madhya Pradesh Bhopal
Kerala Kochi
Punjab Amritsar
Orissa Bhubaneswar
Uttar Padesh Greater Noida
North Eastern Region Guwahati
The universities will be multidisciplinary with a national and international faculty pool. A common entrance test is also being planned. However, any decision regarding the universities concerned will be taken after they are up and running.
Bringing an ordinance in place is a necessary condition to facilitate the formation of these universities. Establishment of these central universities in the above states is subject to state governments offering adequate land at suitable locations and free of cost. Each state government concerned is being requested to offer land accordingly, says a professor familiar with the development.
Cities identified for locating 14 central universities during the 11th Plan
State City
Maharashtra Pune
West Bengal Kolkata
Tamil Nadu Coimbatore
Karnataka Mysore
Andhra Pradesh Vishakapatanam
Gujarat Gandhinagar
Rajasthan Jaipur
Bihar Patna
Madhya Pradesh Bhopal
Kerala Kochi
Punjab Amritsar
Orissa Bhubaneswar
Uttar Padesh Greater Noida
North Eastern Region Guwahati
The universities will be multidisciplinary with a national and international faculty pool. A common entrance test is also being planned. However, any decision regarding the universities concerned will be taken after they are up and running.
Bringing an ordinance in place is a necessary condition to facilitate the formation of these universities. Establishment of these central universities in the above states is subject to state governments offering adequate land at suitable locations and free of cost. Each state government concerned is being requested to offer land accordingly, says a professor familiar with the development.
Thursday, August 28, 2008
Learning from life WHAT THEY DON`T TEACH YOU AT B-SCHOOL
The degrees earned at business school are the ones that give you an edge, but there is more to it than that. There are vital lessons which you learn through the course of your life. These important principles in life have taken me forward in my profession and shaped my viewpoints.
Find a vacuum and fill it: Small opportunities are often the beginning of great enterprises. The first rule for a manager is to train himself to see vacuums, or gaps, in the market and then to fill them. Look around, it doesn’t matter how big or small your area of operation is. The principle remains the same: find that vacuum and fill it fast, before someone else does.
Embrace change as a way of life: The graveyard of business is littered with companies that failed to recognise the need to change. Be open to new ideas and anticipate constant change. Vigilance is a great asset. Always look for new ways to do things and believe that, once it works, it will soon be obsolete. Change is constant. Change is everywhere. Deal with it, or your business will die.
Measure for measure: Benchmarking is the cornerstone of continuous improvement. It makes you focus on basic issues as to how one can improve and how others are doing the same thing better. A good manager should always have a healthy disregard for the status quo. Benchmarking allows this dissatisfaction to be channeled into productive change. It should be a state of mind rather than a performance review.
Chase quality, not quantity: Perhaps it is a gift rather than a quality — a gift of being able to distinguish between what is ordinary and something that other people recognise as outstanding, as exceptional. Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skilful execution. It represents the wise choice of many alternatives. If you want to compete with the best, you have to worry about every detail. Competition is tough, but if the standard of service and attention to detail exceeds expectations, you are halfway to winning customer loyalty.
People build brands, brands do not build people: A brand is only as good as the people behind it and their passion for excellence. Even dominant brands also must be constantly reinvented through infusion of fresh ideas. While a powerful tool, a brand is only as good as the people using it — and if you have chosen the right people, they can just as easily create a new brand and even, in some cases, fashion a better one if asked. In a nutshell, people build brands, brands don’t build people.
Be prepared for anything:
We can’t control every event but we can control our response to it. As a business we need to be lean and strong. If we are not, we will not be able to go through a crisis in case it hits us. You have to win — so many people are depending on you. That is why you have to be prepared for any type of emergency and be able to adapt to it on short notice.
The Author : "Rahul Nath"-> graduated from the University of Illinois at Urbana-Champaign, in 1987
Find a vacuum and fill it: Small opportunities are often the beginning of great enterprises. The first rule for a manager is to train himself to see vacuums, or gaps, in the market and then to fill them. Look around, it doesn’t matter how big or small your area of operation is. The principle remains the same: find that vacuum and fill it fast, before someone else does.
Embrace change as a way of life: The graveyard of business is littered with companies that failed to recognise the need to change. Be open to new ideas and anticipate constant change. Vigilance is a great asset. Always look for new ways to do things and believe that, once it works, it will soon be obsolete. Change is constant. Change is everywhere. Deal with it, or your business will die.
Measure for measure: Benchmarking is the cornerstone of continuous improvement. It makes you focus on basic issues as to how one can improve and how others are doing the same thing better. A good manager should always have a healthy disregard for the status quo. Benchmarking allows this dissatisfaction to be channeled into productive change. It should be a state of mind rather than a performance review.
Chase quality, not quantity: Perhaps it is a gift rather than a quality — a gift of being able to distinguish between what is ordinary and something that other people recognise as outstanding, as exceptional. Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skilful execution. It represents the wise choice of many alternatives. If you want to compete with the best, you have to worry about every detail. Competition is tough, but if the standard of service and attention to detail exceeds expectations, you are halfway to winning customer loyalty.
People build brands, brands do not build people: A brand is only as good as the people behind it and their passion for excellence. Even dominant brands also must be constantly reinvented through infusion of fresh ideas. While a powerful tool, a brand is only as good as the people using it — and if you have chosen the right people, they can just as easily create a new brand and even, in some cases, fashion a better one if asked. In a nutshell, people build brands, brands don’t build people.
Be prepared for anything:
We can’t control every event but we can control our response to it. As a business we need to be lean and strong. If we are not, we will not be able to go through a crisis in case it hits us. You have to win — so many people are depending on you. That is why you have to be prepared for any type of emergency and be able to adapt to it on short notice.
The Author : "Rahul Nath"-> graduated from the University of Illinois at Urbana-Champaign, in 1987
Preparatory schools go the IIM way
Leading institutes line up large investments to give online training.
With the Indian Institutes of Management (IIMs) mulling to take the Common Admission Test (CAT) online in a couple of years, MBA test-preparing institutes like Career Launcher and TIME are also preparing to get their online act together.
Career Launcher, for instance, plans to invest around Rs 3 million across its centres to provide computer terminals for its students. “CAT online means taking a test on the computer which serves questions from a local server. We are working towards equipping ourselves with training and putting our methodology in place,” says Shiva Kumar, Director, Career Launcher, an MBA-test preparing institute.
TIME, on the other hand, says it could tie-up with a network of colleges or companies like Reliance Infocom to facilitate online training for its students. “We are looking at tying up with computer training institutes or a network of colleges with computer labs at various centres to conduct computer-based training sessions,” said Jaideep Singh Chaudhary, product manager — CAT, TIME. TIME has around 169 offices across 81 cities and it trains over 50,000 students for CAT exam alone.
Online testing could allow a host of flexibilities like convenience of testing across various centers, conducting test at any time of the year in a phased-out manner over a span of 30-odd days and validity of scores beyond a year — to the IIMs admission committee and the students.
According to sources, IIMs have already invited tenders for conducting the test by parties or companies with ability to put up infrastructure that can handle the exam on such a large scale. The CAT exams could be formatted on the lines of the GMAT (Graduate Management Admission Test) so that the scores are valid for a year or two.
Meanwhile, the IIMs are considering online CAT to counter the burgeoning number of CAT applicants each year. The numbers have moved from 90,000 aspirants to 2.3 lakh aspirants (in 2007) over a span of four years. This year the number of students to appear for CAT are expected to go up to 300,000 students. In comparison, a decade ago, the number of CAT applicants was somewhere around 35,000.
Industry players are also expecting that an online exam could reduce the number of questions. “The number of questions in CAT has been reducing constantly. In the past two years, there have been 75 questions in total. It is 45 per cent of the total number questions that came in CAT 1998. Interestingly, there are around 75 questions in GMAT which is on-line too,” adds Kumar.
Online CAT would mean that comfort with working on and reading from the computer is a must for students. Part of the practice for students will shift to the computers. “Though the fundamentals would remain the same, people could be more willing to learn through computers,” adds Kumar.
While there are concerns about security breaches to the test process, industry players say CAT online can look at BITSAT—graduate admission exams being successfully applied by BITS, Pilani.
“The BITSAT model has an outsourced partner who has built the testing engine, which generates tests based on a tagged database supplied by the authorities. For BITSAT, BITS Pilani conducts tests at designated centers over a span of 40 days. Students book the time slot when they would want to take the test.
While students who take the tests in a particular time slot would similar papers, candidates in different time slots get different papers,” says a professor from a management institute which takes CAT scores for admission. The number of students who took BITSAT last year was 90,000 and is expected to touch 1.3 lakh this year.
The good news for students, however, could be that though these institutes are looking at upgrading their infrastructure to meet the needs of online CAT, they do not plan to pass on the cost to the students, at present. The fee that these institutes charge from students varies between Rs 20,000 and Rs 25,000 per year for tier I towns and Rs 18,000 for tier II towns.
With the Indian Institutes of Management (IIMs) mulling to take the Common Admission Test (CAT) online in a couple of years, MBA test-preparing institutes like Career Launcher and TIME are also preparing to get their online act together.
Career Launcher, for instance, plans to invest around Rs 3 million across its centres to provide computer terminals for its students. “CAT online means taking a test on the computer which serves questions from a local server. We are working towards equipping ourselves with training and putting our methodology in place,” says Shiva Kumar, Director, Career Launcher, an MBA-test preparing institute.
TIME, on the other hand, says it could tie-up with a network of colleges or companies like Reliance Infocom to facilitate online training for its students. “We are looking at tying up with computer training institutes or a network of colleges with computer labs at various centres to conduct computer-based training sessions,” said Jaideep Singh Chaudhary, product manager — CAT, TIME. TIME has around 169 offices across 81 cities and it trains over 50,000 students for CAT exam alone.
Online testing could allow a host of flexibilities like convenience of testing across various centers, conducting test at any time of the year in a phased-out manner over a span of 30-odd days and validity of scores beyond a year — to the IIMs admission committee and the students.
According to sources, IIMs have already invited tenders for conducting the test by parties or companies with ability to put up infrastructure that can handle the exam on such a large scale. The CAT exams could be formatted on the lines of the GMAT (Graduate Management Admission Test) so that the scores are valid for a year or two.
Meanwhile, the IIMs are considering online CAT to counter the burgeoning number of CAT applicants each year. The numbers have moved from 90,000 aspirants to 2.3 lakh aspirants (in 2007) over a span of four years. This year the number of students to appear for CAT are expected to go up to 300,000 students. In comparison, a decade ago, the number of CAT applicants was somewhere around 35,000.
Industry players are also expecting that an online exam could reduce the number of questions. “The number of questions in CAT has been reducing constantly. In the past two years, there have been 75 questions in total. It is 45 per cent of the total number questions that came in CAT 1998. Interestingly, there are around 75 questions in GMAT which is on-line too,” adds Kumar.
Online CAT would mean that comfort with working on and reading from the computer is a must for students. Part of the practice for students will shift to the computers. “Though the fundamentals would remain the same, people could be more willing to learn through computers,” adds Kumar.
While there are concerns about security breaches to the test process, industry players say CAT online can look at BITSAT—graduate admission exams being successfully applied by BITS, Pilani.
“The BITSAT model has an outsourced partner who has built the testing engine, which generates tests based on a tagged database supplied by the authorities. For BITSAT, BITS Pilani conducts tests at designated centers over a span of 40 days. Students book the time slot when they would want to take the test.
While students who take the tests in a particular time slot would similar papers, candidates in different time slots get different papers,” says a professor from a management institute which takes CAT scores for admission. The number of students who took BITSAT last year was 90,000 and is expected to touch 1.3 lakh this year.
The good news for students, however, could be that though these institutes are looking at upgrading their infrastructure to meet the needs of online CAT, they do not plan to pass on the cost to the students, at present. The fee that these institutes charge from students varies between Rs 20,000 and Rs 25,000 per year for tier I towns and Rs 18,000 for tier II towns.
Dotting the 'I' WHAT THEY DON'T TEACH YOU AT BUSINESS SCHOOL
Having started to build a company just a year after my graduation, I had no idea that my business school education would come in so useful at every step of the way. Yet there are such critical aspects in building and running a company that cannot be learnt in a classroom.
First is the importance of building relationships. Anyone that was part of the first “sale” by a company will vouch to the critical role that the relationship and trust built with the customer by the founder and the sales team played in landing the sale. Our company was able to successfully execute four strategic M&As in the last two years and the clinching point for each of these was the mutual trust and good faith that we shared with the sellers.
People work with people, and managers need to learn to invest in building these relationships over a period of time and not always look for immediate return on time and effort spent. B-schools tend to overlook this critical human aspect when they teach sales and marketing, strategy and negotiations.
Crisis management is another area where we learn very little in business school. Most companies, especially in their early years, face crises of various types and magnitudes — cash flow situations, senior management attrition, market turmoil and so on. Learning to deal with and overcome these crises is critical to survival and success. At one level, this involves addressing the immediate issue at hand, but at another, it requires re-building of confidence and re-commitment to the strategic direction, which is lost sight of in a crisis.
Third, most management programmes encourage students to take a high-level perspective of things, and less attention is provided to dotting the “I”s and cross the “T”s. It is dangerous for senior management to take their attention away from the detail. A strategy that’s not grounded in basic details may be disconnected from the reality.
Fourth, on a related point in strategy formulation, while it is critical for senior management to stay focused on the strategic direction at all times, they also need to be dynamic in learning from the market, and be pragmatic in refocusing their direction when necessary. The ability to know when to stay on the chartered course and when to change direction based on market responses can be cultivated only from years of experience and is not something that can easily be taught in a classroom.
Finally, most MBA graduates are hard-wired towards success and are not effective in dealing with failure. Personally and professionally, it is when one learns to deal with and learn from failure that the fear of failure vanishes, and innovation and risk-taking start taking root.
The Author:"Kami Narayan" graduated from Harvard Business School
First is the importance of building relationships. Anyone that was part of the first “sale” by a company will vouch to the critical role that the relationship and trust built with the customer by the founder and the sales team played in landing the sale. Our company was able to successfully execute four strategic M&As in the last two years and the clinching point for each of these was the mutual trust and good faith that we shared with the sellers.
People work with people, and managers need to learn to invest in building these relationships over a period of time and not always look for immediate return on time and effort spent. B-schools tend to overlook this critical human aspect when they teach sales and marketing, strategy and negotiations.
Crisis management is another area where we learn very little in business school. Most companies, especially in their early years, face crises of various types and magnitudes — cash flow situations, senior management attrition, market turmoil and so on. Learning to deal with and overcome these crises is critical to survival and success. At one level, this involves addressing the immediate issue at hand, but at another, it requires re-building of confidence and re-commitment to the strategic direction, which is lost sight of in a crisis.
Third, most management programmes encourage students to take a high-level perspective of things, and less attention is provided to dotting the “I”s and cross the “T”s. It is dangerous for senior management to take their attention away from the detail. A strategy that’s not grounded in basic details may be disconnected from the reality.
Fourth, on a related point in strategy formulation, while it is critical for senior management to stay focused on the strategic direction at all times, they also need to be dynamic in learning from the market, and be pragmatic in refocusing their direction when necessary. The ability to know when to stay on the chartered course and when to change direction based on market responses can be cultivated only from years of experience and is not something that can easily be taught in a classroom.
Finally, most MBA graduates are hard-wired towards success and are not effective in dealing with failure. Personally and professionally, it is when one learns to deal with and learn from failure that the fear of failure vanishes, and innovation and risk-taking start taking root.
The Author:"Kami Narayan" graduated from Harvard Business School
Tuesday, August 5, 2008
Learn to sell WHAT THEY DON`T TEACH YOU AT B-SCHOOL
Let me preface this column by saying that B-school education is extremely useful and important for people wanting to succeed at business in these competitive times. However, there are a number of essential skills and topics that I believe are not taught at B-school, but are critical in making a person succeed at the highest level.
First, the most basic but immensely practical subject is that of “administration”. Much of the young graduate managers that pass out of B-schools are not taught the basics of good administration. In the initial part of their careers, the lack of administration skills cause them to stumble and take hard knocks where none were necessary.
I am amazed how smart, intelligent graduates falter at basics like time management, filing, the simple yet effective art of “follow-ups”, taking notes for research and presenting crisp, complete memos and “bulletin” or a “scoreboard” of the task at hand. Many of these may be thought of as old-fashioned, but I think our fathers and grandfathers were more effective at these and did better with paper and pencil than today’s B-school grads with their laptops.
The second thing that I find most B-schools don’t teach is that one thing that makes or breaks a business or takes an already running business to the next level — “selling”! It is seen to be infra dig and almost looked down upon with contempt. I think that is deplorable because businesses thrive on cash-flows generated by selling products and services.
Nothing is more injurious to the financial health and morale of the company than poor sales. Other subjects are given far more importance than sales. But in reality, selling is an essential skill for all people wanting to run a business.
B-schools encourage competition and don’t teach young, aspiring leaders on how to collaborate rather than compete. In the real world, the people who collaborate with their team-members and outside stakeholders (clients, partners and distributors) do much better than highly intelligent and capable managers who are seen to be “selfish” and/or “solo-performers”.
Last, the more senior one gets in the company, what matters is “who you want to become” rather than “what you will do”. Let me explain — people are not clear whether they want to be great marketers, great systems analyst or maybe even start-up specialists.
That is where one should be honing their skills and art. Instead, people’s decision-making is more reliant on what others are saying or doing, what is currently a “hot” industry or trend, or a lot of times — what pays more. That approach can carry you to some extent, but ultimately to be “great” at anything, you need clarity of who you want to become and what you will be known for, that is, your legacy. That is the ultimate question.
Rajiv Jamkhedkar graduated from Faculty of Management Studies, Delhi University
First, the most basic but immensely practical subject is that of “administration”. Much of the young graduate managers that pass out of B-schools are not taught the basics of good administration. In the initial part of their careers, the lack of administration skills cause them to stumble and take hard knocks where none were necessary.
I am amazed how smart, intelligent graduates falter at basics like time management, filing, the simple yet effective art of “follow-ups”, taking notes for research and presenting crisp, complete memos and “bulletin” or a “scoreboard” of the task at hand. Many of these may be thought of as old-fashioned, but I think our fathers and grandfathers were more effective at these and did better with paper and pencil than today’s B-school grads with their laptops.
The second thing that I find most B-schools don’t teach is that one thing that makes or breaks a business or takes an already running business to the next level — “selling”! It is seen to be infra dig and almost looked down upon with contempt. I think that is deplorable because businesses thrive on cash-flows generated by selling products and services.
Nothing is more injurious to the financial health and morale of the company than poor sales. Other subjects are given far more importance than sales. But in reality, selling is an essential skill for all people wanting to run a business.
B-schools encourage competition and don’t teach young, aspiring leaders on how to collaborate rather than compete. In the real world, the people who collaborate with their team-members and outside stakeholders (clients, partners and distributors) do much better than highly intelligent and capable managers who are seen to be “selfish” and/or “solo-performers”.
Last, the more senior one gets in the company, what matters is “who you want to become” rather than “what you will do”. Let me explain — people are not clear whether they want to be great marketers, great systems analyst or maybe even start-up specialists.
That is where one should be honing their skills and art. Instead, people’s decision-making is more reliant on what others are saying or doing, what is currently a “hot” industry or trend, or a lot of times — what pays more. That approach can carry you to some extent, but ultimately to be “great” at anything, you need clarity of who you want to become and what you will be known for, that is, your legacy. That is the ultimate question.
Rajiv Jamkhedkar graduated from Faculty of Management Studies, Delhi University
Thursday, July 31, 2008
Package to woo retiring IIT faculty mooted
Retired IIT professors and government scientists as well as bright students on the verge of finishing their Ph.D could soon become the target of IIT faculty recruitment, with the government suggesting a special package to woo them.
As the Indian Institute of Technology, Madras, kicked off its golden jubilee celebrations on Thursday, the spotlight shifted from the achievements of the past to the challenges facing the elite technical institutions in the future.
With the mushrooming of engineering institutions, including six new IITs being launched this year, “shortage of faculty is an area of acute concern,” Union Minister of State for Human Resource Development D. Purandeswari, said at the inauguration function. “The quality of their graduates would depend on the quality of their teachers… Compounding this problem is the fact that there is a drain from teaching and research into other, more lucrative fields.”
One way of dealing with this problem would be for the IITs to “consider providing a special package for those faculty members retiring at the age of 65 as well as for eminent scientists retiring at the age of 60 from CSIR laboratories, DRDO laboratories or some private corporations,” said the Minister.
She also suggested that the IITs take a proactive approach and compile data on potential young candidates available abroad. If the IITs could recruit students on the verge of completing post-doctoral research either in India or abroad, once they were earmarked as potential faculty, they could be given support to continue post-doctoral research in any premier institution of their choice, she said. “The IITs can also consider employing adjunct faculty from the ranks of those working in industrial R&D establishments as well as faculty members of Indian origin working in American and European universities,” she added.
The IITs should look to retain the 1,000 Ph.D scholars passing out of their own institutions every year, as well as attract the 50,000 Indian students doing their Ph.D. abroad, said R.P. Agrawal, secretary, Higher Education, in the Union Ministry for Human Resource Development. He said the Ministry was aware of the questions of quantity trumping quality arising as the new IITs opened their doors.
“There are concerns about the new IITs … that brand equity will get diluted. We are alive to these concerns and are taking measures to ensure that quality does not go down,” he said. “The challenge is to expand with equity and excellence, to retain our core values while being open to the healthy winds of change.”
For a curious mix
IIT-M has attempted to keep that mix of tradition and innovation throughout the last 50 years. It was inaugurated as India’s third IIT on July 31, 1959, with West German cooperation.
The German links are still alive, testified German Ambassador to India Bernd Mutzelburg. One reason why so many German companies had invested in Tamil Nadu was the IIT connection, he said. “It has become, in some sense, the pride of Germany as well…The most important investment we ever made [in India] was into IIT-Madras, because it was into the brains and hearts of Indians. It pays out now in so many ways for our strategic interests.”
Human resource
Chief Minister M. Karunanidhi said IIT and other high quality educational institutions were responsible for the vast pool of trained human resource that made Tamil Nadu such an attractive State for industrial investors.
He invited the IIT faculty, students and alumni to become part of the Information Technology Academy being launched by the State government to improve the quality of technical manpower.
As the Indian Institute of Technology, Madras, kicked off its golden jubilee celebrations on Thursday, the spotlight shifted from the achievements of the past to the challenges facing the elite technical institutions in the future.
With the mushrooming of engineering institutions, including six new IITs being launched this year, “shortage of faculty is an area of acute concern,” Union Minister of State for Human Resource Development D. Purandeswari, said at the inauguration function. “The quality of their graduates would depend on the quality of their teachers… Compounding this problem is the fact that there is a drain from teaching and research into other, more lucrative fields.”
One way of dealing with this problem would be for the IITs to “consider providing a special package for those faculty members retiring at the age of 65 as well as for eminent scientists retiring at the age of 60 from CSIR laboratories, DRDO laboratories or some private corporations,” said the Minister.
She also suggested that the IITs take a proactive approach and compile data on potential young candidates available abroad. If the IITs could recruit students on the verge of completing post-doctoral research either in India or abroad, once they were earmarked as potential faculty, they could be given support to continue post-doctoral research in any premier institution of their choice, she said. “The IITs can also consider employing adjunct faculty from the ranks of those working in industrial R&D establishments as well as faculty members of Indian origin working in American and European universities,” she added.
The IITs should look to retain the 1,000 Ph.D scholars passing out of their own institutions every year, as well as attract the 50,000 Indian students doing their Ph.D. abroad, said R.P. Agrawal, secretary, Higher Education, in the Union Ministry for Human Resource Development. He said the Ministry was aware of the questions of quantity trumping quality arising as the new IITs opened their doors.
“There are concerns about the new IITs … that brand equity will get diluted. We are alive to these concerns and are taking measures to ensure that quality does not go down,” he said. “The challenge is to expand with equity and excellence, to retain our core values while being open to the healthy winds of change.”
For a curious mix
IIT-M has attempted to keep that mix of tradition and innovation throughout the last 50 years. It was inaugurated as India’s third IIT on July 31, 1959, with West German cooperation.
The German links are still alive, testified German Ambassador to India Bernd Mutzelburg. One reason why so many German companies had invested in Tamil Nadu was the IIT connection, he said. “It has become, in some sense, the pride of Germany as well…The most important investment we ever made [in India] was into IIT-Madras, because it was into the brains and hearts of Indians. It pays out now in so many ways for our strategic interests.”
Human resource
Chief Minister M. Karunanidhi said IIT and other high quality educational institutions were responsible for the vast pool of trained human resource that made Tamil Nadu such an attractive State for industrial investors.
He invited the IIT faculty, students and alumni to become part of the Information Technology Academy being launched by the State government to improve the quality of technical manpower.
Wednesday, July 30, 2008
IIM-A students set up PE, VC interest club
Five post-graduate programme (PGP) students of the Indian Institute of Management, Ahmedabad (IIM-A) have set up a Private Equity (PE) and Venture Capital (VC) club to help students get hands-on experience by involving PE/VC players from India and abroad. Unlike finance clubs run by most B-schools in the country, this club exclusively focuses on PE and VC funding.
The lack of opportunities and experience in the PE and VC space led five students to set up the club called 'Leverage'. With around 50 students interested in being members, the club will be a forum for students interested in all aspects of private equity and venture capital.
"We came up with an initial skeletal structure of the PE club by looking at institutes like Harvard and others from the Ivy League. But the end product has been entirely our idea of how a PE club should be. Although we prefer to call it an interest group for the time being, we plan to run a full-fledged club with more activities soon," says Anirudh Singh, a member of the club.
"PE as an industry has boomed in India and we plan to invite speakers to the campus, hold conclaves, workshops and other events to provide a platform for the students and corporates to interact. Also, we are looking forward to hold intra-institute events, where the students can write an investment proposal and a panel of faculty members can judge them.
We have no restrictions when it comes to corporates as we would be involving both top- and middle-level players to encourage more and more activities in the field of PE and VC," says Gagandeep Singh, another member of the club.
As part of formalising the club, the students are holding the first intra-institute event called the 'Zen of Investing', where the club plans to invite alumni working in the area of private equity, besides involving the faculty and students for the activity.
The club also has plans to tie-up with Post-Graduate Programme in Management for Executives (PGPX) students to getter a better perspective of private equity. "The PGPX students would be able to share their experiences about private equity and with their support, we plan to involve ourselves with the corporates in a deeper way through various activities, including projects and case workshops," adds Anirudh Singh.
The club is in talks with a few corporates, who have shown interest in sponsoring the club.
"We are considering more options for funding besides the institute and the corporates we are in talks with. Currently, we are in the stage of gauging the responses from the people about the club," says Anirudh Singh, before adding, "Although we have started out PE and VC, we may consider branching out to other areas like micro finance later."
The lack of opportunities and experience in the PE and VC space led five students to set up the club called 'Leverage'. With around 50 students interested in being members, the club will be a forum for students interested in all aspects of private equity and venture capital.
"We came up with an initial skeletal structure of the PE club by looking at institutes like Harvard and others from the Ivy League. But the end product has been entirely our idea of how a PE club should be. Although we prefer to call it an interest group for the time being, we plan to run a full-fledged club with more activities soon," says Anirudh Singh, a member of the club.
"PE as an industry has boomed in India and we plan to invite speakers to the campus, hold conclaves, workshops and other events to provide a platform for the students and corporates to interact. Also, we are looking forward to hold intra-institute events, where the students can write an investment proposal and a panel of faculty members can judge them.
We have no restrictions when it comes to corporates as we would be involving both top- and middle-level players to encourage more and more activities in the field of PE and VC," says Gagandeep Singh, another member of the club.
As part of formalising the club, the students are holding the first intra-institute event called the 'Zen of Investing', where the club plans to invite alumni working in the area of private equity, besides involving the faculty and students for the activity.
The club also has plans to tie-up with Post-Graduate Programme in Management for Executives (PGPX) students to getter a better perspective of private equity. "The PGPX students would be able to share their experiences about private equity and with their support, we plan to involve ourselves with the corporates in a deeper way through various activities, including projects and case workshops," adds Anirudh Singh.
The club is in talks with a few corporates, who have shown interest in sponsoring the club.
"We are considering more options for funding besides the institute and the corporates we are in talks with. Currently, we are in the stage of gauging the responses from the people about the club," says Anirudh Singh, before adding, "Although we have started out PE and VC, we may consider branching out to other areas like micro finance later."
Tuesday, July 22, 2008
Learning the ropes WHAT THEY DON`T TEACH YOU AT B-SCHOOL
B-school education is certainly a quantum jump over the education that one obtains at a typical arts, science, commerce or engineering college in India.
However, there are certain areas that at times get left out. These do not relate to academic inputs, including latest case studies, but to certain other points which do not get considered.
Negotiation and the zero-sum game: Lessons learnt from our elders in the art of negotiation dictate that we must win in the negotiation game, and win at any cost.
This game is frequently played out with hapless street vendors who are vanquished and exploited. It is dangerous to bring this attitude to the corporate sector, where you need partners to support you in the long run, and not the equivalent of the street vendor, who has been pushed into the red through robust and relentless negotiation.
The nuts and bolts of business: This may be a broad generalisation, but I find young B-school grads reluctant to spend their first few years learning the ropes of how a business runs.
Any opportunity to rough it out and spend some time on learning the basics of selling, financial accounting, programming, handling in-coming calls must be welcomed with certain humility.
There are hundreds of valuable lessons that one learns in the first five years of work. Even if you have had work experience, you will find it valuable to start at a grass-roots level. This helps you to have a fresh look at various aspects of a business.
Soldiering on when the chips are down: Businesses have many ups and downs and the lessons learnt in a downturn or startup are very valuable.
While turnaround stories are the stuff of many case studies, there is often not much romance when one starts working on a turnaround. These are usually stories of sweat and toil and of getting little things done with a lot of discipline, logic and self-belief.
The lessons from karma yoga: One needs to maintain and enhance self-esteem at all times, and explain the rationale behind one's action.
Work without attachment to the fruits does not mean that one is not goal-oriented, but that one does not get so obsessed with the results that everything else becomes secondary. Building the right culture is one of the greatest challenges faced by a leader today.
An MBA gets into a position of leadership very quickly. What must be the attitude of a leader, how would he approach work, success or failure, which includes his own failure, and his team's failure, are all moot points.
At a collective level and at an individual one, there is a need for a value system, a philosophy of life and attitude to work.
D Rajiv Krishnan graduated from XLRI, Jamshedpur in 1984
However, there are certain areas that at times get left out. These do not relate to academic inputs, including latest case studies, but to certain other points which do not get considered.
Negotiation and the zero-sum game: Lessons learnt from our elders in the art of negotiation dictate that we must win in the negotiation game, and win at any cost.
This game is frequently played out with hapless street vendors who are vanquished and exploited. It is dangerous to bring this attitude to the corporate sector, where you need partners to support you in the long run, and not the equivalent of the street vendor, who has been pushed into the red through robust and relentless negotiation.
The nuts and bolts of business: This may be a broad generalisation, but I find young B-school grads reluctant to spend their first few years learning the ropes of how a business runs.
Any opportunity to rough it out and spend some time on learning the basics of selling, financial accounting, programming, handling in-coming calls must be welcomed with certain humility.
There are hundreds of valuable lessons that one learns in the first five years of work. Even if you have had work experience, you will find it valuable to start at a grass-roots level. This helps you to have a fresh look at various aspects of a business.
Soldiering on when the chips are down: Businesses have many ups and downs and the lessons learnt in a downturn or startup are very valuable.
While turnaround stories are the stuff of many case studies, there is often not much romance when one starts working on a turnaround. These are usually stories of sweat and toil and of getting little things done with a lot of discipline, logic and self-belief.
The lessons from karma yoga: One needs to maintain and enhance self-esteem at all times, and explain the rationale behind one's action.
Work without attachment to the fruits does not mean that one is not goal-oriented, but that one does not get so obsessed with the results that everything else becomes secondary. Building the right culture is one of the greatest challenges faced by a leader today.
An MBA gets into a position of leadership very quickly. What must be the attitude of a leader, how would he approach work, success or failure, which includes his own failure, and his team's failure, are all moot points.
At a collective level and at an individual one, there is a need for a value system, a philosophy of life and attitude to work.
D Rajiv Krishnan graduated from XLRI, Jamshedpur in 1984
Professionals across streams enrol for MBA
The trend of doctors, lawyers, chartered accountants and even journalists doing an MBA — to help them change professions mid-stream or increase their job market value — continues this year too with professionals from disciplines like medicine, fashion technology etc. taking up courses at premier B-schools like the Indian Institutes of Management (IIMs), KJ Somaiya Institute of Management, Xavier Institute of Management and Indian School of Business (ISB).
B-schools are also encouraging professionals from diverse profiles to do an MBA.
Bhuvana Ramalingam, senior director of communication, ISB, says: "Anyone can do an MBA. Earlier, engineers made up a chunk of MBAs. Today, it's people from backgrounds as diverse as journalism and defence. Diversity is important in business education as it enhances discussions in the classroom."
KJ Somaiya Institute of Management, Mumbai, has changed the selection criteria to incorporate as many disciplines as possible. Unlike last year, when 95 per cent of students came from engineering backgrounds, this year only 60 per cent of students are engineers.
A consideration of 12.5 per cent on past academic records is now applicable to students from all the disciplines under the revised selection criteria, as against last year when only engineering students received this consideration.
The institute has also cut down the consideration on work experience from 7.5 per cent to 5 per cent, and has broadening the eligibility to include aspirants from other disciplines as well.
Satish Deodhar, chairperson, admissions at IIM, Ahmedabad, said: "Another trend in IIM-A is that of Chartered Accountants (CAs) doing MBA. Earlier there were many economic students opting for MBA. But today, they have been outnumbered by engineers and CAs as there is more scope for economic graduates in the field of BPO or hospitality."
The Xavier Institute of Management, Bhubaneshwar, (XIMB), has more than 60 per cent of engineers this year.
Many feel that an MBA is a favoured programme for all as offers a complete learning experience. But why switch career for an MBA degree, especially when you are in a good profession, already?
The answer seems to be the competitive advantage the programme confers.
"Management education gives students a jump start. The salaries are attractive after an MBA, for instance the average salary for an MBA from IIM is 10 lakh. There could be other reasons for opting for an MBA like tedious jobs, the urge to break the glass ceiling and to broaden the niche market for one's own profession," explains Deodhar.
A section of MBA aspirants feels that the course helps them bridge the gap in their established domain of education.
B-schools are also encouraging professionals from diverse profiles to do an MBA.
Bhuvana Ramalingam, senior director of communication, ISB, says: "Anyone can do an MBA. Earlier, engineers made up a chunk of MBAs. Today, it's people from backgrounds as diverse as journalism and defence. Diversity is important in business education as it enhances discussions in the classroom."
KJ Somaiya Institute of Management, Mumbai, has changed the selection criteria to incorporate as many disciplines as possible. Unlike last year, when 95 per cent of students came from engineering backgrounds, this year only 60 per cent of students are engineers.
A consideration of 12.5 per cent on past academic records is now applicable to students from all the disciplines under the revised selection criteria, as against last year when only engineering students received this consideration.
The institute has also cut down the consideration on work experience from 7.5 per cent to 5 per cent, and has broadening the eligibility to include aspirants from other disciplines as well.
Satish Deodhar, chairperson, admissions at IIM, Ahmedabad, said: "Another trend in IIM-A is that of Chartered Accountants (CAs) doing MBA. Earlier there were many economic students opting for MBA. But today, they have been outnumbered by engineers and CAs as there is more scope for economic graduates in the field of BPO or hospitality."
The Xavier Institute of Management, Bhubaneshwar, (XIMB), has more than 60 per cent of engineers this year.
Many feel that an MBA is a favoured programme for all as offers a complete learning experience. But why switch career for an MBA degree, especially when you are in a good profession, already?
The answer seems to be the competitive advantage the programme confers.
"Management education gives students a jump start. The salaries are attractive after an MBA, for instance the average salary for an MBA from IIM is 10 lakh. There could be other reasons for opting for an MBA like tedious jobs, the urge to break the glass ceiling and to broaden the niche market for one's own profession," explains Deodhar.
A section of MBA aspirants feels that the course helps them bridge the gap in their established domain of education.
Thursday, July 17, 2008
Mukesh may foot intl faculty salaries at IIM-B
Chairman and Managing Director of Reliance Industries, Mukesh Ambani is understood to have expressed interest in footing the salary bills of international faculty at the Indian Institute of Management (IIM), Bangalore.
A source said Ambani, who is on the governing board of the premier IIM, had emphasised that the institute should recruit international faculty to become world class at the institute's recent board meeting.
"The board discussed hiring international faculty but we have not yet worked out a detailed plan on this front. We will be taking a call on the issue in the next couple of months and could put a proposal in front of all board members," said a board member.
The institute could also approach the board members to raise funds for the purpose.
Last year, Mukesh Ambani, who is also an alumnus of the Stanford Graduate School of Business (GSB), had sponsored a GSB and IIM-B student exchange programme under which 16 students of the institute visited Stanford on a seven-day trip.
"Sponsoring the recruitment of international faculty could be another step towards raising IIM-B's international portfolio and international research," added the source.
None of the seven IIMs has international faculty on their rolls. Last year, IIM-Ahmedabad was in talks with an international professor but the deal fell through.
For IIMs, recruiting and retaining international faculty is a challenging affair.
"Though we always welcome visiting faculty, we find that they do not want to stay on a permanent basis on campus. However, NRI faculty, who have been working with universities abroad do show interest in joining us," said a professor from IIM Calcutta. Two new NRI professors have joined IIM-C from the UK.
A major hindrance in attracting international faculty to IIMs is the salary. At any IIM, an assistant professor's monthly income is anywhere between Rs 35,000 and Rs 40,000 (it varies depending on the consultancy fee from corporate assignments). An associate professor's monthly income is Rs 40,000-45,000 and a professor's around Rs 54,000.
Conservative estimates peg a professor's salary in the US at anywhere between $4,000 (around Rs 1.8 lakh) and $5,800 (around Rs 2.61 lakh) per month. This income is over and above consultancy fees from corporate assignments.
A source said Ambani, who is on the governing board of the premier IIM, had emphasised that the institute should recruit international faculty to become world class at the institute's recent board meeting.
"The board discussed hiring international faculty but we have not yet worked out a detailed plan on this front. We will be taking a call on the issue in the next couple of months and could put a proposal in front of all board members," said a board member.
The institute could also approach the board members to raise funds for the purpose.
Last year, Mukesh Ambani, who is also an alumnus of the Stanford Graduate School of Business (GSB), had sponsored a GSB and IIM-B student exchange programme under which 16 students of the institute visited Stanford on a seven-day trip.
"Sponsoring the recruitment of international faculty could be another step towards raising IIM-B's international portfolio and international research," added the source.
None of the seven IIMs has international faculty on their rolls. Last year, IIM-Ahmedabad was in talks with an international professor but the deal fell through.
For IIMs, recruiting and retaining international faculty is a challenging affair.
"Though we always welcome visiting faculty, we find that they do not want to stay on a permanent basis on campus. However, NRI faculty, who have been working with universities abroad do show interest in joining us," said a professor from IIM Calcutta. Two new NRI professors have joined IIM-C from the UK.
A major hindrance in attracting international faculty to IIMs is the salary. At any IIM, an assistant professor's monthly income is anywhere between Rs 35,000 and Rs 40,000 (it varies depending on the consultancy fee from corporate assignments). An associate professor's monthly income is Rs 40,000-45,000 and a professor's around Rs 54,000.
Conservative estimates peg a professor's salary in the US at anywhere between $4,000 (around Rs 1.8 lakh) and $5,800 (around Rs 2.61 lakh) per month. This income is over and above consultancy fees from corporate assignments.
Asian School of Business to set up own campus
The Thiruvananthapuram-based Asian School of Business (ASB) is investing Rs 63 crore to set up its own campus near Technopark.
G Vijayaraghavan, member-secretary, ASB, said 16 acres of land at Pallipuram, near Kazhakoottam where Technopark is located, has been identified for the new campus and the plan is ready.
"An investment of Rs 63 crore is envisaged and the B-school will move out of its leased premises at Technopark as soon as the first phase becomes operational," he said.
Spread over three phases, the first phase of the campus will be completed by the middle of next year. It is expected to incur a cost of around Rs 30 crore, he added.
Work on second and third phases is scheduled to begin by the last quarter of 2009 and early 2011 respectively. While the second phase is estimated to cost Rs 12 crore, the third phase would involve Rs 21 crore.
On completion of the first stage, the ASB campus will have 1,20,000 sft of space and comprise a conference hall, library, hostel to accommodate 150 students, guest house, cafeteria and recreation facilities. It will accommodate 200 students.
G Vijayaraghavan, member-secretary, ASB, said 16 acres of land at Pallipuram, near Kazhakoottam where Technopark is located, has been identified for the new campus and the plan is ready.
"An investment of Rs 63 crore is envisaged and the B-school will move out of its leased premises at Technopark as soon as the first phase becomes operational," he said.
Spread over three phases, the first phase of the campus will be completed by the middle of next year. It is expected to incur a cost of around Rs 30 crore, he added.
Work on second and third phases is scheduled to begin by the last quarter of 2009 and early 2011 respectively. While the second phase is estimated to cost Rs 12 crore, the third phase would involve Rs 21 crore.
On completion of the first stage, the ASB campus will have 1,20,000 sft of space and comprise a conference hall, library, hostel to accommodate 150 students, guest house, cafeteria and recreation facilities. It will accommodate 200 students.
LIST OF AXIS BANK BRANCHES: CAT 2008 APPLiCATION FORMS
ANDHRA PRADESH: Chittoor (Prakasam High Road), Hyderabad Main (Begumpet Road), Hyderabad (Kukatpally), Secunderabad (Rashtrapati
House), Secunderabad (Tarnaka) Kakinada (Subhash Road), Kurnool (Railway Station Road), Vijayawada (Rajagopalachari Street),
Vishakhapatnam (Dwaraka Nagar), Warangal (Station Road); ARUNACHAL PRADESH: Itanagar (Teli Plaza); ASSAM: Guwahati (Dispur), Jorhat(A.T. Road); BIHAR: Bhagalpur (Patal Babu Road), Muzaffarpur (Club Road), Patna (Boring Road), Patna (S.P. Verma Road); CHATTISGARH:
Bhilai (Off. GE Road), Bilaspur (Near New Bus Stand), Korba (Power House Road), Raipur (Jeevan Bima Marg); DELHI: Delhi Main (Barakhamba
Road), Daryaganj (Netaji Subhash Marg), Defence Colony, Greater Kailash-II, Janakpuri, Karol Bagh (Padam Singh Road), Malviya Nagar, Mayur
Vihar (LSC), Paschim Vihar, Rajouri Garden (Vishal Enclave), Sector 7, Rohini (Main Road), Shakti Nagar (G.T. Karnal Road), Swasthya Vihar
(Vikas Marg), Vasant Kunj (Nelson Mandela Road); GOA: Panaji (Dr. Atmaram Borkar Marg); GUJARAT: Ahmedabad Main (Ellisbridge),
Ahmedabad (Maninagar), Ahmedabad (Vastrapur), Baroda, (Race Course Circle – North), Bhavnagar (Waghawadi Road), Rajkot (Kalawad
Road), Surat Main (Ghod Dod Road), Vallabh Vidyanagar (Near HM Patel House); HARYANA: Ambala Cantt. (Jagadri Road), Gurgaon (Sector-
14), Faridabad (NIT), Kurukshetra (Railway Road), Panipat (GT Road), Rohtak (Delhi Road); HIMACHAL PRADESH: Shimla (Kasumpti);
JHARKHAND: Dhanbad (Bank More), Jamshedpur Main (Bistupur), Jamshedpur (Sakchi), Ranchi (Main Road); JAMMU & KASHMIR: Jammu
(Rail Head Complex); KARNATAKA: Bangalore Main (M.G. Road), Bangalore (J.P. Nagar), Bangalore (Jayanagar), Bangalore (Koramangala),
Bangalore (Marathahalli), Bangalore (Malleswaram, Sampige Road), Bangalore (Vijaynagar, West of Chord Road), Bellary (Main Road), Belgaum
(Congress Road), Davanagare (PB Road), Gulbarga (Super Market), Hubli (Deshpande Nagar), Karwar (Green Street), Mangalore (Bunts Hostel
Circle), Mysore (Temple Road); KERALA: Kochi (Rajaji Road), Kottayam (Near YMCA), Kozhikode (YMCA Cross Road), Thiruvananthapuram (MG
Road), Thrissur (City Centre); MADHYA PRADESH: Bhopal (MP Nagar), Gwalior (Madhavrao Scindia Marg), Indore (Main), Indore (Sapna Sangita
Road), Jabalpur (Shastri Bridge Chowk), Satna (Rewa Road); MAHARASHTRA: Ahmednagar (Tilak Road), Amaravati (Near Jaistamb Chowk),
Aurangabad (Adalat Road), Kolhapur (Station Road), Mumbai (Main Fort), Mumbai (Andheri West), Mumbai (Bandra West), Mumbai (Borivli West),
Mumbai (Mulund West), Mumbai, (Powai), Mumbai (Shivaji Park), Navi Mumbai (Nerul), Navi Mumbai (Vashi), Nagpur Main (Sitabuldi), Nashik
(Sharanpur Road), Pune Main (J.M.Road), Pune (Camp), Pune (Kothrud), Pune (Pimpri Chinchwad), Pune (Sahakar Nagar), Thane Main (L.B.S.
Marg); MANIPUR: Imphal (Thangal Bazaar); MEGHALAYA: Shillong (Jail Road); MIZORAM: Aizwal (Charmari); NAGALAND: Kohima
(UT Complex), ORISSA: Angul (Main Road), Balasore (OT Road), Berhampur (Ganjam), Bhubaneswar (Kalpana Square), Bhubaneswar
(Satyanagar), Cuttack, (Badambadi) Rourkela (Kachery Road), Sambalpur (VSS Marg); PUNJAB: Amritsar (Court Road), Jalandhar (Mahavir
Marg), Ludhiana Main (The Mall), Patiala (Rajwara Road); RAJASTHAN: Ajmer (Kutchery Road), Bikaner (Rani Bazar Road), Jaipur Main (Ashok
Marg), Jaipur (Tilak Nagar), Jodhpur (Chopasni Road), Kota (Shopping Centre), Udaipur (Chetak Marg); SIKKIM: Gangtok (MG Road);
TAMILNADU: Chennai Main (Mylapore), Chennai (Adyar), Chennai (Annanagar), Chennai (Annasalai), Coimbatore (Avinashi Road), Madurai
(Goods Shed Street), Salem (Omalur Main Road), Tiruchirapalli (Salai Road), Tirunelveli (East Car Street); TRIPURA: Agartala (HG Basak Road);
UTTARANCHAL: Dehra Dun (Rajpur Road), Roorkee (Civil Lines), Rudrapur (Nainital Road); UTTAR PRADESH: Agra (Sanjay Palace), Aligarh
(Ramghat Road), Allahabad (MG Marg), Bareilly (Civil Lines), Gorakhpur (Bank Road), Jhansi (Civil Lines), Kanpur (The Mall), Lucknow Main
(Ashok Marg), Lucknow (Hewett Road), Lucknow (Indira Nagar), Meerut (Boundary Road), Noida (Sector 16), Noida (Sector 18), Varanasi (Shastri
Nagar); WEST BENGAL: Burdwan (GT Road), Durgapur (City Centre), Kharagpur (Malancha Road), Kolkata Main (Shakespeare Sarani), Kolkata
(Behala), Kolkata (Dalhousie Square), Kolkata (Golpark), Kolkata (Lake Town), Kolkata (Salt Lake City), Kolkata (Shyam Bazar), Siliguri (Sevoke
Road); CHANDIGARH: Chandigarh (Sector 17B), Chandigarh (Sector 34A); PONDICHERRY: Pondicherry (Bussy Street). JAMMU & KASHMIR:
Srinagar (Lal Chowk, Vijaya Bank).
Wherever location of the Axis Bank Branch is not indicated, please approach the Main Branch of Axis Bank in the city.
House), Secunderabad (Tarnaka) Kakinada (Subhash Road), Kurnool (Railway Station Road), Vijayawada (Rajagopalachari Street),
Vishakhapatnam (Dwaraka Nagar), Warangal (Station Road); ARUNACHAL PRADESH: Itanagar (Teli Plaza); ASSAM: Guwahati (Dispur), Jorhat(A.T. Road); BIHAR: Bhagalpur (Patal Babu Road), Muzaffarpur (Club Road), Patna (Boring Road), Patna (S.P. Verma Road); CHATTISGARH:
Bhilai (Off. GE Road), Bilaspur (Near New Bus Stand), Korba (Power House Road), Raipur (Jeevan Bima Marg); DELHI: Delhi Main (Barakhamba
Road), Daryaganj (Netaji Subhash Marg), Defence Colony, Greater Kailash-II, Janakpuri, Karol Bagh (Padam Singh Road), Malviya Nagar, Mayur
Vihar (LSC), Paschim Vihar, Rajouri Garden (Vishal Enclave), Sector 7, Rohini (Main Road), Shakti Nagar (G.T. Karnal Road), Swasthya Vihar
(Vikas Marg), Vasant Kunj (Nelson Mandela Road); GOA: Panaji (Dr. Atmaram Borkar Marg); GUJARAT: Ahmedabad Main (Ellisbridge),
Ahmedabad (Maninagar), Ahmedabad (Vastrapur), Baroda, (Race Course Circle – North), Bhavnagar (Waghawadi Road), Rajkot (Kalawad
Road), Surat Main (Ghod Dod Road), Vallabh Vidyanagar (Near HM Patel House); HARYANA: Ambala Cantt. (Jagadri Road), Gurgaon (Sector-
14), Faridabad (NIT), Kurukshetra (Railway Road), Panipat (GT Road), Rohtak (Delhi Road); HIMACHAL PRADESH: Shimla (Kasumpti);
JHARKHAND: Dhanbad (Bank More), Jamshedpur Main (Bistupur), Jamshedpur (Sakchi), Ranchi (Main Road); JAMMU & KASHMIR: Jammu
(Rail Head Complex); KARNATAKA: Bangalore Main (M.G. Road), Bangalore (J.P. Nagar), Bangalore (Jayanagar), Bangalore (Koramangala),
Bangalore (Marathahalli), Bangalore (Malleswaram, Sampige Road), Bangalore (Vijaynagar, West of Chord Road), Bellary (Main Road), Belgaum
(Congress Road), Davanagare (PB Road), Gulbarga (Super Market), Hubli (Deshpande Nagar), Karwar (Green Street), Mangalore (Bunts Hostel
Circle), Mysore (Temple Road); KERALA: Kochi (Rajaji Road), Kottayam (Near YMCA), Kozhikode (YMCA Cross Road), Thiruvananthapuram (MG
Road), Thrissur (City Centre); MADHYA PRADESH: Bhopal (MP Nagar), Gwalior (Madhavrao Scindia Marg), Indore (Main), Indore (Sapna Sangita
Road), Jabalpur (Shastri Bridge Chowk), Satna (Rewa Road); MAHARASHTRA: Ahmednagar (Tilak Road), Amaravati (Near Jaistamb Chowk),
Aurangabad (Adalat Road), Kolhapur (Station Road), Mumbai (Main Fort), Mumbai (Andheri West), Mumbai (Bandra West), Mumbai (Borivli West),
Mumbai (Mulund West), Mumbai, (Powai), Mumbai (Shivaji Park), Navi Mumbai (Nerul), Navi Mumbai (Vashi), Nagpur Main (Sitabuldi), Nashik
(Sharanpur Road), Pune Main (J.M.Road), Pune (Camp), Pune (Kothrud), Pune (Pimpri Chinchwad), Pune (Sahakar Nagar), Thane Main (L.B.S.
Marg); MANIPUR: Imphal (Thangal Bazaar); MEGHALAYA: Shillong (Jail Road); MIZORAM: Aizwal (Charmari); NAGALAND: Kohima
(UT Complex), ORISSA: Angul (Main Road), Balasore (OT Road), Berhampur (Ganjam), Bhubaneswar (Kalpana Square), Bhubaneswar
(Satyanagar), Cuttack, (Badambadi) Rourkela (Kachery Road), Sambalpur (VSS Marg); PUNJAB: Amritsar (Court Road), Jalandhar (Mahavir
Marg), Ludhiana Main (The Mall), Patiala (Rajwara Road); RAJASTHAN: Ajmer (Kutchery Road), Bikaner (Rani Bazar Road), Jaipur Main (Ashok
Marg), Jaipur (Tilak Nagar), Jodhpur (Chopasni Road), Kota (Shopping Centre), Udaipur (Chetak Marg); SIKKIM: Gangtok (MG Road);
TAMILNADU: Chennai Main (Mylapore), Chennai (Adyar), Chennai (Annanagar), Chennai (Annasalai), Coimbatore (Avinashi Road), Madurai
(Goods Shed Street), Salem (Omalur Main Road), Tiruchirapalli (Salai Road), Tirunelveli (East Car Street); TRIPURA: Agartala (HG Basak Road);
UTTARANCHAL: Dehra Dun (Rajpur Road), Roorkee (Civil Lines), Rudrapur (Nainital Road); UTTAR PRADESH: Agra (Sanjay Palace), Aligarh
(Ramghat Road), Allahabad (MG Marg), Bareilly (Civil Lines), Gorakhpur (Bank Road), Jhansi (Civil Lines), Kanpur (The Mall), Lucknow Main
(Ashok Marg), Lucknow (Hewett Road), Lucknow (Indira Nagar), Meerut (Boundary Road), Noida (Sector 16), Noida (Sector 18), Varanasi (Shastri
Nagar); WEST BENGAL: Burdwan (GT Road), Durgapur (City Centre), Kharagpur (Malancha Road), Kolkata Main (Shakespeare Sarani), Kolkata
(Behala), Kolkata (Dalhousie Square), Kolkata (Golpark), Kolkata (Lake Town), Kolkata (Salt Lake City), Kolkata (Shyam Bazar), Siliguri (Sevoke
Road); CHANDIGARH: Chandigarh (Sector 17B), Chandigarh (Sector 34A); PONDICHERRY: Pondicherry (Bussy Street). JAMMU & KASHMIR:
Srinagar (Lal Chowk, Vijaya Bank).
Wherever location of the Axis Bank Branch is not indicated, please approach the Main Branch of Axis Bank in the city.
CAT-2008 scores
CAT-2008 scores
* CAT RESULTS The results of CAT 2008 will be available from January 9th 2009 on the cat website: www.catiim.in. The scores can be accessed by keying in the test registration number and either the date of birth (preferred) or the cat application number.
* CAT-takers can also access their CAT-2008 scores by using SMS facility of mobile phones. For SMS, candidate can type ‘CAT test registration number date of birth (ddmmyy)’ or ‘CAT test registration number application number” for example: “CAT 5370082 030482” or “CAT 5370082 123456” and SMS to “57333”.
* CAT RESULTS by E-MAIL: Candidates who wish to get their results by e-mail should register themselves between October 17, 2008 and November 30, 2008 by sending an SMS to 57333 as follows: ‘CAT test registration number date of birth (ddmmyy) email id’ Please note that only one e-mail id will be registered against a test registration number.
* CAT RESULTS The results of CAT 2008 will be available from January 9th 2009 on the cat website: www.catiim.in. The scores can be accessed by keying in the test registration number and either the date of birth (preferred) or the cat application number.
* CAT-takers can also access their CAT-2008 scores by using SMS facility of mobile phones. For SMS, candidate can type ‘CAT test registration number date of birth (ddmmyy)’ or ‘CAT test registration number application number” for example: “CAT 5370082 030482” or “CAT 5370082 123456” and SMS to “57333”.
* CAT RESULTS by E-MAIL: Candidates who wish to get their results by e-mail should register themselves between October 17, 2008 and November 30, 2008 by sending an SMS to 57333 as follows: ‘CAT test registration number date of birth (ddmmyy) email id’ Please note that only one e-mail id will be registered against a test registration number.
CAT 2008 Schedule
Important Dates
* Issue of CAT Bulletins by Axis Bank STARTS :
JULY 14, 2008 (Monday)
* Issue of CAT Bulletins by Axis Bank ENDS :
AUGUST 8, 2008 (Friday)
* Issue of CAT Bulletins by IIMs ENDS :
AUGUST 13, 2008 (Wednesday)
* Last date for receipt of completed CAT Applications by the IIMs : SEPTEMBER 5, 2008 (Friday)
* COMMON ADMISSION TEST :
NOVEMBER 16, 2008 (Sunday)
* Issue of CAT Bulletins by Axis Bank STARTS :
JULY 14, 2008 (Monday)
* Issue of CAT Bulletins by Axis Bank ENDS :
AUGUST 8, 2008 (Friday)
* Issue of CAT Bulletins by IIMs ENDS :
AUGUST 13, 2008 (Wednesday)
* Last date for receipt of completed CAT Applications by the IIMs : SEPTEMBER 5, 2008 (Friday)
* COMMON ADMISSION TEST :
NOVEMBER 16, 2008 (Sunday)
Friday, July 11, 2008
IIM-A ropes in MIT hand to promote innovation
An innovation expert from the Massachusetts Institute of Technology (MIT) will be visiting the Indian Institute of Management, Ahmedabad (IIM-A), in November to promote the importance of user-based innovations in creating successful companies.
"India and Indians residing worldwide have a wonderful record as innovators and entrepreneurs. I believe users tend to be the real developers of many important products. Recently, research by my colleagues has shown that many new companies are started by users who become entrepreneurs. Learning about how user innovations foster the creation of successful new companies will be very useful information for IIM students and others in India," says Eric von Hippel, professor and head of Innovation and Entrepreneurship Group at the MIT Sloan School of Management and professor of Engineering Systems at MIT.
It will be his first trip to India, which he also intends to use "to forge closer contacts with my colleagues at IIM-A, who have very similar research interests".
The lecture is part of a two-week long 'Inventors of India' workshop by the Centre for Innovation, Incubation and Entrepreneurship (CIIE) at IIM-A. About 70 inventors and innovators of all ages and technical background are expected to be present at the event. Premier institutes could also be called to participate at the workshop.
"Eric will participate and may give the inaugural address at the workshop. In addition, he will interact with the faculty and students and explore possibilities of collaborative research. Apart from visiting some grassroot innovators, he will interact with our incubatee companies as well. Several things are being planned and we are quite excited about his visit. Also, we may ask institutes like National Institute of Design (NID) and Mudra Institute of Communications, Ahmedabad (MICA), to pitch in," says Rakesh Basant, chairman of CIIE and a professor at IIM-A.
An expert in Principle of Developing Economics, Eric has made two of his books available openly on his website at no cost to the reader: Democratising Innovation, published in 2005 by the MIT Press, and Sources of Innovation, published in 1988 by Oxford University Press. Leading companies in the world have used practical methods based on his research.
Hippel is also expected to meet grassroot innovators at SRISTI, an NGO founded by Anil Gupta, a professor at IIM-A. Incidentally, Gupta too would be lecturing at MIT as part of the Amy Smith's International design and development course on July 16-17.
"India and Indians residing worldwide have a wonderful record as innovators and entrepreneurs. I believe users tend to be the real developers of many important products. Recently, research by my colleagues has shown that many new companies are started by users who become entrepreneurs. Learning about how user innovations foster the creation of successful new companies will be very useful information for IIM students and others in India," says Eric von Hippel, professor and head of Innovation and Entrepreneurship Group at the MIT Sloan School of Management and professor of Engineering Systems at MIT.
It will be his first trip to India, which he also intends to use "to forge closer contacts with my colleagues at IIM-A, who have very similar research interests".
The lecture is part of a two-week long 'Inventors of India' workshop by the Centre for Innovation, Incubation and Entrepreneurship (CIIE) at IIM-A. About 70 inventors and innovators of all ages and technical background are expected to be present at the event. Premier institutes could also be called to participate at the workshop.
"Eric will participate and may give the inaugural address at the workshop. In addition, he will interact with the faculty and students and explore possibilities of collaborative research. Apart from visiting some grassroot innovators, he will interact with our incubatee companies as well. Several things are being planned and we are quite excited about his visit. Also, we may ask institutes like National Institute of Design (NID) and Mudra Institute of Communications, Ahmedabad (MICA), to pitch in," says Rakesh Basant, chairman of CIIE and a professor at IIM-A.
An expert in Principle of Developing Economics, Eric has made two of his books available openly on his website at no cost to the reader: Democratising Innovation, published in 2005 by the MIT Press, and Sources of Innovation, published in 1988 by Oxford University Press. Leading companies in the world have used practical methods based on his research.
Hippel is also expected to meet grassroot innovators at SRISTI, an NGO founded by Anil Gupta, a professor at IIM-A. Incidentally, Gupta too would be lecturing at MIT as part of the Amy Smith's International design and development course on July 16-17.
IIM-A to get 4 new subjects
In a regular course committee meeting held at Indian Institute of Management, Ahmedabad (IIM-A) for Post Graduate Programme for Agricultural Business Management (PGP-ABM), the members approved at least four subjects for the fifth term beginning from end of September.
Students of PGP-ABM will now get to learn subjects like negotiations in agriculture, information technology (IT) for agriculture development, inclusive agriculture business, and agriculture and rural policy design, said a senior faculty member at the institute.
"The subjects are a result of several recommendations that the institute received around the year from faculty members, subject experts and students at the institute. While the committee has approved these subjects for the fifth term, the implementation will depend upon the instructors as well as students," he said.
Implementation of the subjects approved by the committee depends upon the number of registrations received from the students.
"There is an upper and a lower limit for registration of these subjects. If the registration doesn't fall in the limit, they are taken up as projects instead of subjects," added the faculty member.
Students of PGP-ABM will now get to learn subjects like negotiations in agriculture, information technology (IT) for agriculture development, inclusive agriculture business, and agriculture and rural policy design, said a senior faculty member at the institute.
"The subjects are a result of several recommendations that the institute received around the year from faculty members, subject experts and students at the institute. While the committee has approved these subjects for the fifth term, the implementation will depend upon the instructors as well as students," he said.
Implementation of the subjects approved by the committee depends upon the number of registrations received from the students.
"There is an upper and a lower limit for registration of these subjects. If the registration doesn't fall in the limit, they are taken up as projects instead of subjects," added the faculty member.
IITs set to implement quotas for faculty positions
The Indian Institutes of Technology (IITs) — for the first time since their inception — have begun drafting plans to implement the quota for faculty members from this year onwards, despite protests from the IIT student community and opposition from some professors.
A few IITs are calling a board meeting next week to discuss the issue and chalk out a plan to this effect.
The HRD ministry has, meanwhile, assured the country's premier technical institutes that they can de-reserve the posts after a year if vacant till then.
IITs, according to a Ministry of Human Resource Development (MHRD) directive, are expected to reserve 15 per cent quota for SCs, 7.5 per cent for STs and 27 per cent for OBCs in faculty positions.
However, till date, they only have had reservations for backward category candidates in administrative posts. They had not implemented quotas in faculty positions till date for "lack of a written directive", and neither had the HRD ministry clamped on them so far. Sources in the HRD ministry, however, allege that the IITs "skirted the issue till date".
The ministry has now written to the IITs asking them to furnish faculty data of the past three years. "We have given the details to the MHRD. We did try recruiting SC/ST faculty but could not do so as we could not find anyone with the required qualification," explains an IIT Guwahati professor.
"IITs always had quota for faculty. We, however, did not have a written directive from the MHRD on this issue. Besides, the clause that IITs can de-reserve the posts after a year, helps us put the quota in place," says an IIT director who did not wish to be named.
However, the severe faculty shortage issue at IITs may not get solved since "there being a dearth of quality faculty, the faculty seats anyway go vacant at the IITs. By reserving the seats for quota, it will not be much of a difference," said another IIT director. IIT Guwahati, for instance, had invited applications from candidates for the SC/ST faculty seats earlier.
It shortlisted four candidates, but could not recruit any as they did not match the qualification criteria.
Incidentally, last week, the IIT directors met in New Delhi at the meeting of the standing committee of the IIT council and requested that they should be exempted from making reservations for faculty like the Tata Institute of Fundamental Research (TIFR) and Bhabha Atomic Research Centre (BARC).
Meanwhile, the Supreme Court has issued a notice to the Centre and the University Grants Commission (UGC) on a petition challenging the policy of extending reservation for the OBCs to faculty posts in the IITs, the Indian Institutes of Management, Jawaharlal Nehru University and the All-India Institute of Medical Sciences.
A few IITs are calling a board meeting next week to discuss the issue and chalk out a plan to this effect.
The HRD ministry has, meanwhile, assured the country's premier technical institutes that they can de-reserve the posts after a year if vacant till then.
IITs, according to a Ministry of Human Resource Development (MHRD) directive, are expected to reserve 15 per cent quota for SCs, 7.5 per cent for STs and 27 per cent for OBCs in faculty positions.
However, till date, they only have had reservations for backward category candidates in administrative posts. They had not implemented quotas in faculty positions till date for "lack of a written directive", and neither had the HRD ministry clamped on them so far. Sources in the HRD ministry, however, allege that the IITs "skirted the issue till date".
The ministry has now written to the IITs asking them to furnish faculty data of the past three years. "We have given the details to the MHRD. We did try recruiting SC/ST faculty but could not do so as we could not find anyone with the required qualification," explains an IIT Guwahati professor.
"IITs always had quota for faculty. We, however, did not have a written directive from the MHRD on this issue. Besides, the clause that IITs can de-reserve the posts after a year, helps us put the quota in place," says an IIT director who did not wish to be named.
However, the severe faculty shortage issue at IITs may not get solved since "there being a dearth of quality faculty, the faculty seats anyway go vacant at the IITs. By reserving the seats for quota, it will not be much of a difference," said another IIT director. IIT Guwahati, for instance, had invited applications from candidates for the SC/ST faculty seats earlier.
It shortlisted four candidates, but could not recruit any as they did not match the qualification criteria.
Incidentally, last week, the IIT directors met in New Delhi at the meeting of the standing committee of the IIT council and requested that they should be exempted from making reservations for faculty like the Tata Institute of Fundamental Research (TIFR) and Bhabha Atomic Research Centre (BARC).
Meanwhile, the Supreme Court has issued a notice to the Centre and the University Grants Commission (UGC) on a petition challenging the policy of extending reservation for the OBCs to faculty posts in the IITs, the Indian Institutes of Management, Jawaharlal Nehru University and the All-India Institute of Medical Sciences.
How to build teams, groom individuals
The two years I spent at IIM-Calcutta were arguably the most important and formative years of my life. From engineering to management is perhaps more than mere education or a simple branching out, as some of us wrongly assume.
It can be, and in my case, certainly was, a transformation that prepared me for the challenges that life in the corporate world throws up. While acknowledging the rigour, discipline, and breadth and width of academic knowledge that one was subjected to at this premier management school, I must also talk of what work teaches us, or more aptly, has taught me.
Starting out in office equipment sales and moving on to IT services, I have a few observations, which are worth considering, about the value of practical experience that no classroom, however well-equipped, can ever hope to offer.
You are only as good as your team: Management education and theory emphasise on execution and attention to detail. Successful managers, we were taught, are those who are able to get things done. But there is a small and yet vital difference when it comes to the practice of this theory.
How do managers achieve results at the work place? Managers and leaders get things done through others or more simply get their team members to deliver. So a leader's most critical job is to build a team comprising individuals who have their strengths and also the capability and competence to combine to work strategically and synergistically as team members to further the organisation's gains. This skill is built through live experiences at the work place.
Building a successful team: We have read about teamwork in successful global companies. The challenge here is to create our own success story. It starts with identifying the right talent. Often, the best of talent may not want to join your company and herein lies the first practical challenge for managers.
How do you motivate the prospective employee to be part of your dream? While the value of money as a motivator is often overemphasised, I think the greatest challenge is to sell the job. Can you get your people to share your dream of success?
It is also important that we don't oversell the job, the environment and the opportunities and ensure that we set the right expectations. So it probably makes sense to under-promise and over-deliver on employee engagement, just as much as we do with customer service.
It is important to remember that successful managers know that the individuals they recruit come with skills that are different from their own. Look for skill sets that are diverse and complementary to yours while recruiting subordinates. If you are a strategist, find someone who is strong on execution and so on.
Having a team in place is the first important step but there are miles to go before we deliver as a team and as an organisation. Teams that are motivated, charged and empowered will deliver even against odds and superior competition. It is the job of the leader to tell the team that each one of the team member has a role to play in the success of the company.
Often, the individual's role in the success of the company as a whole has to be reiterated and reinforced. They also need to realise that their tasks and goals, however mundane, have a larger implication in the context of the company's growth plans.
Creativity matters: Individuals have an innate capability to be creative. Organisations often do not provide an opportunity for individuals to continue to be creative, think out of the box, or offer innovative solutions. It is the duty of the manager to provide an environment where every individual can contribute with ideas.
It can be, and in my case, certainly was, a transformation that prepared me for the challenges that life in the corporate world throws up. While acknowledging the rigour, discipline, and breadth and width of academic knowledge that one was subjected to at this premier management school, I must also talk of what work teaches us, or more aptly, has taught me.
Starting out in office equipment sales and moving on to IT services, I have a few observations, which are worth considering, about the value of practical experience that no classroom, however well-equipped, can ever hope to offer.
You are only as good as your team: Management education and theory emphasise on execution and attention to detail. Successful managers, we were taught, are those who are able to get things done. But there is a small and yet vital difference when it comes to the practice of this theory.
How do managers achieve results at the work place? Managers and leaders get things done through others or more simply get their team members to deliver. So a leader's most critical job is to build a team comprising individuals who have their strengths and also the capability and competence to combine to work strategically and synergistically as team members to further the organisation's gains. This skill is built through live experiences at the work place.
Building a successful team: We have read about teamwork in successful global companies. The challenge here is to create our own success story. It starts with identifying the right talent. Often, the best of talent may not want to join your company and herein lies the first practical challenge for managers.
How do you motivate the prospective employee to be part of your dream? While the value of money as a motivator is often overemphasised, I think the greatest challenge is to sell the job. Can you get your people to share your dream of success?
It is also important that we don't oversell the job, the environment and the opportunities and ensure that we set the right expectations. So it probably makes sense to under-promise and over-deliver on employee engagement, just as much as we do with customer service.
It is important to remember that successful managers know that the individuals they recruit come with skills that are different from their own. Look for skill sets that are diverse and complementary to yours while recruiting subordinates. If you are a strategist, find someone who is strong on execution and so on.
Having a team in place is the first important step but there are miles to go before we deliver as a team and as an organisation. Teams that are motivated, charged and empowered will deliver even against odds and superior competition. It is the job of the leader to tell the team that each one of the team member has a role to play in the success of the company.
Often, the individual's role in the success of the company as a whole has to be reiterated and reinforced. They also need to realise that their tasks and goals, however mundane, have a larger implication in the context of the company's growth plans.
Creativity matters: Individuals have an innate capability to be creative. Organisations often do not provide an opportunity for individuals to continue to be creative, think out of the box, or offer innovative solutions. It is the duty of the manager to provide an environment where every individual can contribute with ideas.
EDI plans Rs 16 crore expansion
Taking a cue from the Indian Institute of Management (IIM), Gandhinagar-based Entrepreneurship Development Institute of India (EDI) is all set to introduce two year Post Graduate Programmes (PGPs) into its curriculum.
The move is a part of the institute's expansion plans for the upcoming academic year at an investment of Rs 16 crore.
While two of these programmes including PGP for Executives (PGPX) and PGP for Corporate Entrepreneurship will be introduced for the first time at the campus, the institute has sought an All India Council for Technical Education (AICTE) approval to convert its one-year Post Graduate Diploma in NGO Management and Post Graduate Diploma in Business Entrepreneurship into two-year full-fledged courses.
"We are planning for an expansion at our Gandhinagar campus and will soon be inviting applications for these courses. While we have a faculty strength of 35, the institute is inducting 15 additional faculty members this year," said Dinesh Awasthi, director of EDI.
The move is a part of the institute's expansion plans for the upcoming academic year at an investment of Rs 16 crore.
While two of these programmes including PGP for Executives (PGPX) and PGP for Corporate Entrepreneurship will be introduced for the first time at the campus, the institute has sought an All India Council for Technical Education (AICTE) approval to convert its one-year Post Graduate Diploma in NGO Management and Post Graduate Diploma in Business Entrepreneurship into two-year full-fledged courses.
"We are planning for an expansion at our Gandhinagar campus and will soon be inviting applications for these courses. While we have a faculty strength of 35, the institute is inducting 15 additional faculty members this year," said Dinesh Awasthi, director of EDI.
Wednesday, July 9, 2008
OBC quota for faculty posts in IITs challenged
The Supreme Court on Tuesday issued notice to the Centre and the University Grant Commission on a petition challenging the policy of extending reservation for the Other Backward Classes to faculty posts in the Indian Institutes of Technology, the Indian Institutes of Management, the Jawaharlal Nehru University and the All-India Institute of Medical Sciences. A Bench consisting of Chief Justice K. G. Balakrishnan and Justices P. Sathasivam and J.M. Panchal issued the notice on the petition from Citizens for Equality contending that implementation of reservation in posts at the level of associate professor and professors would amount to diluting teaching standards to accommodate the political mandate.
“State onus ignored”
Senior counsel K. K. Venugopal, appearing for the petitioner, said these measures were sought to be substantiated solely on the principle of amelioration of the backward classes while ignoring the onus on the state to develop centres of research excellence and merit.
The petitioner said the measures adopted by the government as well as the Central grant-in-aid institutions to introduce and further reservation in the faculty posts up to and including the professorial level were reprehensible. The JNU, which was an institution based purely on merit and excellence, should now dilute its high standards to accommodate the political mandate.
The petitioner questioned the UGC direction to implement 27 per cent reservation for the OBCs in all grant-in-aid-institutions, except minority institutions, funded by the Centre.
There could be no quota in institutions of excellence in research and super-specialisation, where the sole criterion was merit.
“State onus ignored”
Senior counsel K. K. Venugopal, appearing for the petitioner, said these measures were sought to be substantiated solely on the principle of amelioration of the backward classes while ignoring the onus on the state to develop centres of research excellence and merit.
The petitioner said the measures adopted by the government as well as the Central grant-in-aid institutions to introduce and further reservation in the faculty posts up to and including the professorial level were reprehensible. The JNU, which was an institution based purely on merit and excellence, should now dilute its high standards to accommodate the political mandate.
The petitioner questioned the UGC direction to implement 27 per cent reservation for the OBCs in all grant-in-aid-institutions, except minority institutions, funded by the Centre.
There could be no quota in institutions of excellence in research and super-specialisation, where the sole criterion was merit.
Thursday, July 3, 2008
IIM-B asks for Rs 114 cr, gets only Rs 33 cr
The premier management institute, IIM-Bangalore, is in a bind. It had asked for Rs 114 crore to build infrastructure to accommodate additional students under the OBC quota.
However, the Centre has sanctioned only Rs 33 crore. IIM-Calcutta, too, had asked for around Rs 200 crore. It's awaiting a response.
Moreover, since the funding will come to IIM-Bangalore in phases over five years, this could seriously affect its plans for more classrooms, hostels and upgradation of IT infrastructure, according to IIM-B Director Pankaj Chandra.
"For the last three years, we had not asked the government for a single paisa. Since we can't wait for government funds to reach us, we are initiating expansion plans from our internal funds earmarked in the annual budget," Chandra told Business Standard.
Chandra explained that the implementation of the 27 per cent OBC quota would result in a 54 per cent increase in the number of seats for the flagship two-year Post Graduate Programme in Management (PGP). The number of seats will increase by 130 over the next three years to reach 340 seats in the next three years.
However, the Centre has sanctioned only Rs 33 crore. IIM-Calcutta, too, had asked for around Rs 200 crore. It's awaiting a response.
Moreover, since the funding will come to IIM-Bangalore in phases over five years, this could seriously affect its plans for more classrooms, hostels and upgradation of IT infrastructure, according to IIM-B Director Pankaj Chandra.
"For the last three years, we had not asked the government for a single paisa. Since we can't wait for government funds to reach us, we are initiating expansion plans from our internal funds earmarked in the annual budget," Chandra told Business Standard.
Chandra explained that the implementation of the 27 per cent OBC quota would result in a 54 per cent increase in the number of seats for the flagship two-year Post Graduate Programme in Management (PGP). The number of seats will increase by 130 over the next three years to reach 340 seats in the next three years.
Country's seventh IIM starts tomorrow
The first academic session of the country's seventh IIM, the Rajiv Gandhi Indian Institute of Management (RGIIM) in Shillong, will begin tomorrow.
Meghalaya chief minister Donkupar Roy will inaugurate the first batch of Post Graduate Diploma in Management in the presence of Chairman, Board of Governors, RGIIM, Prof R N Dutta, Chairman Headstrong Inc USA and founder member of HCL Arjun Malhotra and Principal Secretary to the Prime Minister T K Nair, the institute's Director Prof Ashoke K Dutta said.
Dutta said the institute will commence its first academic session in the Mayurbhanj Complex in Nongthymmai, which previously housed the North Eastern Hill University. Work will soon commence on a 120 acre site for the permanent campus.
The Institute offers the Post-Graduate Programme in Managment [PGP], which is a two-year full time residential programme for graduate students from all disciplines wanting to choose a career in management.
The Institute envisages for its flagship programme, namely, Post Graduate Diploma in Business Management (PGDBM), an annual student intake capacity of 60 in the first year.
This is planned to be increased to 120 in the third year and 180 in the sixth year.
The institute will conduct courses with Post-Graduate Diploma in Business Management, fellowship programme in management, management development programmes, tourism and hospitality management, tele-services and telemedicine, information systems and technology and subjects of local relevance such as tourism, horticulture and hydel power.
Meghalaya chief minister Donkupar Roy will inaugurate the first batch of Post Graduate Diploma in Management in the presence of Chairman, Board of Governors, RGIIM, Prof R N Dutta, Chairman Headstrong Inc USA and founder member of HCL Arjun Malhotra and Principal Secretary to the Prime Minister T K Nair, the institute's Director Prof Ashoke K Dutta said.
Dutta said the institute will commence its first academic session in the Mayurbhanj Complex in Nongthymmai, which previously housed the North Eastern Hill University. Work will soon commence on a 120 acre site for the permanent campus.
The Institute offers the Post-Graduate Programme in Managment [PGP], which is a two-year full time residential programme for graduate students from all disciplines wanting to choose a career in management.
The Institute envisages for its flagship programme, namely, Post Graduate Diploma in Business Management (PGDBM), an annual student intake capacity of 60 in the first year.
This is planned to be increased to 120 in the third year and 180 in the sixth year.
The institute will conduct courses with Post-Graduate Diploma in Business Management, fellowship programme in management, management development programmes, tourism and hospitality management, tele-services and telemedicine, information systems and technology and subjects of local relevance such as tourism, horticulture and hydel power.
Tuesday, July 1, 2008
IIT faculty too will have quota
The Indian Institutes of Technology (IITs) will introduce reservations in faculty positions for the first time since their inception. A Ministry of Human Resource Development (MHRD) directive mandates that the apex technical institutes will have to reserve 15 per cent quota for SCs, 7.5 per cent quota for STs and 27 per cent quota for OBCs in faculty positions.
The IITs so far had claimed that they have been granted exemption from reserving faculty positions. MHRD sources, however, say that the IITs have been violating regulations so far. "They have never been granted exemption from quotas for scheduled castes, scheduled tribes and Other Backward Classes.
They have just been skirting the issue for a long time," said a source from MHRD. The IITs, hence, will have to implement the quotas in all future appointments. The decision was taken at a meeting of the IIT standing committee in May where the government was of the view the institutes will have to enforce quotas with immediate effect.
The government had introduced 22.5 per cent reservation in administrative jobs at the IITs for scheduled castes and scheduled tribes following amendments to the Constitution in 1951.
Based on the recommendations of the Mandal Commission report, the quota was extended by 27 per cent in the early 90s to cover the Other Backward Classes.
The IITs so far had claimed that they have been granted exemption from reserving faculty positions. MHRD sources, however, say that the IITs have been violating regulations so far. "They have never been granted exemption from quotas for scheduled castes, scheduled tribes and Other Backward Classes.
They have just been skirting the issue for a long time," said a source from MHRD. The IITs, hence, will have to implement the quotas in all future appointments. The decision was taken at a meeting of the IIT standing committee in May where the government was of the view the institutes will have to enforce quotas with immediate effect.
The government had introduced 22.5 per cent reservation in administrative jobs at the IITs for scheduled castes and scheduled tribes following amendments to the Constitution in 1951.
Based on the recommendations of the Mandal Commission report, the quota was extended by 27 per cent in the early 90s to cover the Other Backward Classes.
Thursday, June 26, 2008
ICFAI launches MBA-CFA dual degree
ICFAI University, Tripura launched MBA-CFA, a dual degree programme. The course would be completed in 27 months instead of two years normally taken for each module.
Graduates with 55 per cent aggregate are eligible for the dual degree programme. CA/CWAs are eligible for waivers in four subjects. The course would have 32 subjects including 20 for MBA and 12 for CFA (financial analysis).
The students would have to choose four electives in MBA. The programme is based on self-study and examinations. The varsity would provide a study plan, books and e-learning package.
Graduates with 55 per cent aggregate are eligible for the dual degree programme. CA/CWAs are eligible for waivers in four subjects. The course would have 32 subjects including 20 for MBA and 12 for CFA (financial analysis).
The students would have to choose four electives in MBA. The programme is based on self-study and examinations. The varsity would provide a study plan, books and e-learning package.
ISB scouts for more intl students
The Indian School of Business (ISB), Hyderabad, rated 20 in the global B schools league this year, is now looking to tap new markets - in terms of both student intake and companies that come for campus recruitment.
Towards this, the B-school is planning to conduct road shows in Moscow, Paris, Madrid, Zurich, and Milan among others in Europe. It is also visiting Australia for the first time this year in July.
Apart from these, it is also focusing on West Asia, particularly Dubai, where there is a high concentration of NRIs and international students.
Speaking to Business Standard, VK Menon, senior director (admissions and financial aid and career advancement services), ISB, said the institute was looking to tap new markets as it would increase the intake from the present 440 to 560 for the class 2010 (the admission will begin in 2009).
The exercise is in line with the efforts to have "a truly international mix of students."
This year, at least a third of the batch comprises NRIs. There are 20 international students.
"We are looking to double the international students strength," he said. The outreach programmes started three years ago but are now being pursued with renewed vigour due to the international ranking, he said.
The number of international offers is expected to increase to 150 for this batch from 110 in the last academic year, which saw as many as 60 companies from 23 countries.
According to Menon, ISB will also explore the Asia Pacific countries. There are students in Singapore, Thailand and Malaysia, who have academic qualifications and are looking for a value-addition to their careers. It will also conduct similar programmes in the neighbouring countries - Sri Lanka, Nepal and Bangladesh.
"We will foray into the Chinese market gradually," he said, adding some companies there too had shown interest in the ISB students.
The US, however, will remain a potential market. "The US, which has a large chuck of students is an important market," he said, adding the H-1B visas though are a problem with the US companies.
Nevertheless, a significantly number of US-based companies offer employment to the ISBians. The admission process would be the same for all students except that the international students would be given more time to apply.
"We expect at least 1,500 students to apply for the ISB after we conduct the information sessions," Menon said.
Towards this, the B-school is planning to conduct road shows in Moscow, Paris, Madrid, Zurich, and Milan among others in Europe. It is also visiting Australia for the first time this year in July.
Apart from these, it is also focusing on West Asia, particularly Dubai, where there is a high concentration of NRIs and international students.
Speaking to Business Standard, VK Menon, senior director (admissions and financial aid and career advancement services), ISB, said the institute was looking to tap new markets as it would increase the intake from the present 440 to 560 for the class 2010 (the admission will begin in 2009).
The exercise is in line with the efforts to have "a truly international mix of students."
This year, at least a third of the batch comprises NRIs. There are 20 international students.
"We are looking to double the international students strength," he said. The outreach programmes started three years ago but are now being pursued with renewed vigour due to the international ranking, he said.
The number of international offers is expected to increase to 150 for this batch from 110 in the last academic year, which saw as many as 60 companies from 23 countries.
According to Menon, ISB will also explore the Asia Pacific countries. There are students in Singapore, Thailand and Malaysia, who have academic qualifications and are looking for a value-addition to their careers. It will also conduct similar programmes in the neighbouring countries - Sri Lanka, Nepal and Bangladesh.
"We will foray into the Chinese market gradually," he said, adding some companies there too had shown interest in the ISB students.
The US, however, will remain a potential market. "The US, which has a large chuck of students is an important market," he said, adding the H-1B visas though are a problem with the US companies.
Nevertheless, a significantly number of US-based companies offer employment to the ISBians. The admission process would be the same for all students except that the international students would be given more time to apply.
"We expect at least 1,500 students to apply for the ISB after we conduct the information sessions," Menon said.
Institutes, students take to dual degrees
International exposure and the opportunity to learn things not usually taught in a single institute make double degrees valuable.
A management degree is no more complete with the stamp of just one good Indian or international college on it. With recruiters preferring students with diverse education profile, quite a few institutes are offering dual-degree or double-degree programmes in collaboration with foreign institutes. The programmes allow the student to complete the first year in India and the second year at a foreign institute.
Indian Institute of Management, Ahmedabad, (IIM-A), for instance, launched its first dual-degree programme in partnership with Essec Business School, Paris, in 2006.
IIM-A has now signed up for a dual-degree programme with Italian Bocconi University and is close to doing so with University of Texas.
Academicians say the growing interest towards dual-degree programmes is not surprising. A student earns two management degrees from top management schools in the world. The exposure of both national and international markets is valuable, they add.
IIM-Lucknow (IIM-L) was one of the early readers of this trend. It launched a dual-degree programme with European School of Management (ESCP-EAP) in 2003. At least six students graduate from the programme every year.
According to Devashish Dasgupta, chairperson, Financial Aid and International Linkages at IIM-L, students are selected on the basis of academic performances in first year, potential to emerge as an ambassador for the institute and on the basis of prior international exposure.
"While top six of our students are selected for the dual degree, ESCP-EAP sends between one and three students. Students are supposed to complete three terms before the award of the degree. The biggest advantage in such partnerships is that students tend to get international exposure and learn things usually not taught in their respective institutes," said Dasgupta.
The tuition fee under such a programme is usually worked out between the two institutes, making it an attractive proposition for the student. Meritorious students can also bag full or partial scholarships for such programmes. The Institute of Business Management and Research (IBMR), a rapidly expanding business school in the country, will launch a dual-degree programme with University of Stirling, Scotland.
Lovely Professional University (LPU), Jalandhar, has tied up with the University of East London (UEL) and offers a dual-degree in computer sciences, management, biotechnology and applied sciences.
The trend has caught on in other disciplines as well. The Indian Institute of Technology, Bombay, has signed up for a dual-degree programme with the National University of Singapore. Likewise, The Institute of Clinical Research is offering a dual-degree programme with the Cranfield University, UK.
A management degree is no more complete with the stamp of just one good Indian or international college on it. With recruiters preferring students with diverse education profile, quite a few institutes are offering dual-degree or double-degree programmes in collaboration with foreign institutes. The programmes allow the student to complete the first year in India and the second year at a foreign institute.
Indian Institute of Management, Ahmedabad, (IIM-A), for instance, launched its first dual-degree programme in partnership with Essec Business School, Paris, in 2006.
IIM-A has now signed up for a dual-degree programme with Italian Bocconi University and is close to doing so with University of Texas.
Academicians say the growing interest towards dual-degree programmes is not surprising. A student earns two management degrees from top management schools in the world. The exposure of both national and international markets is valuable, they add.
IIM-Lucknow (IIM-L) was one of the early readers of this trend. It launched a dual-degree programme with European School of Management (ESCP-EAP) in 2003. At least six students graduate from the programme every year.
According to Devashish Dasgupta, chairperson, Financial Aid and International Linkages at IIM-L, students are selected on the basis of academic performances in first year, potential to emerge as an ambassador for the institute and on the basis of prior international exposure.
"While top six of our students are selected for the dual degree, ESCP-EAP sends between one and three students. Students are supposed to complete three terms before the award of the degree. The biggest advantage in such partnerships is that students tend to get international exposure and learn things usually not taught in their respective institutes," said Dasgupta.
The tuition fee under such a programme is usually worked out between the two institutes, making it an attractive proposition for the student. Meritorious students can also bag full or partial scholarships for such programmes. The Institute of Business Management and Research (IBMR), a rapidly expanding business school in the country, will launch a dual-degree programme with University of Stirling, Scotland.
Lovely Professional University (LPU), Jalandhar, has tied up with the University of East London (UEL) and offers a dual-degree in computer sciences, management, biotechnology and applied sciences.
The trend has caught on in other disciplines as well. The Indian Institute of Technology, Bombay, has signed up for a dual-degree programme with the National University of Singapore. Likewise, The Institute of Clinical Research is offering a dual-degree programme with the Cranfield University, UK.
IITs, IIMs to reward professors with more faculty chairs
he Indian Institutes of Technology (IITs) and Indian Institutes of Management (IIMs) have decided to create more chairs in the institutes to help professors top up their salaries. The money that comes to these chairs from corporations will be the additional incentive for the professors.
IIT-Bombay plans to increase the number of faculty chairs to 50 from the current 20 by the year-end. Each chair, the institute estimates, can provide a top-up salary of Rs 20,000 per professor. Recently, Rahul Bajaj and Naushad Forbes committed one chair each at IIT-Bombay. The institute already has chairs from Larsen and Toubro and ICICI Bank among others.
"There are only two ways of increasing the salary for the faculty: either the human resource development ministry increases it or we have new means of creating chairs. We have decided to go the other way. Earlier, we used the chair money to give salaries to the professors. But now we use it to give their top-up salaries," says Ashok Misra, director, IIT-Bombay.
In order to attract and retain quality faculty, the institute will provide a ‘signing bonus' of Rs 3 lakh over three years — Rs 1 lakh over each year to its new professors. The professors would have to sign a three-year bond with the premier institution to avail of the same. Faculty members who joined the institute from January 2008 will also be entitled for the signing bonus.
IIM-Calcutta will be creating some chairs in the institute shortly for the first time. "The due diligence with some corporate houses is on. We are looking at several proposals," said an IIM-C professor. He, however, does not agree with the view that these chairs provide top-up salary of the professors. "The chairs are primarily for research and business ideas," he added.
IIT-Madras is looking at taking the number of chairs to 25 from the current 6.
Companies create chairs in the various B-schools with the objective of using the services of the chair professors to do research on problems areas identified by the sponsoring company.
Sponsoring research is another level of industry-academia interaction apart from the internship at corporate houses. Indian companies have started setting up excellence centres and giving research projects to academic institutions. "This trend however, is stronger in IITs than in B-schools," says a professor.
While research helps the academia gain real world insights by solving real world problems, the industry benefits by receiving knowledge created by the academic research. The institutes are also looking at this option to counter offers to their faculty from the private sector.
IIT-Bombay plans to increase the number of faculty chairs to 50 from the current 20 by the year-end. Each chair, the institute estimates, can provide a top-up salary of Rs 20,000 per professor. Recently, Rahul Bajaj and Naushad Forbes committed one chair each at IIT-Bombay. The institute already has chairs from Larsen and Toubro and ICICI Bank among others.
"There are only two ways of increasing the salary for the faculty: either the human resource development ministry increases it or we have new means of creating chairs. We have decided to go the other way. Earlier, we used the chair money to give salaries to the professors. But now we use it to give their top-up salaries," says Ashok Misra, director, IIT-Bombay.
In order to attract and retain quality faculty, the institute will provide a ‘signing bonus' of Rs 3 lakh over three years — Rs 1 lakh over each year to its new professors. The professors would have to sign a three-year bond with the premier institution to avail of the same. Faculty members who joined the institute from January 2008 will also be entitled for the signing bonus.
IIM-Calcutta will be creating some chairs in the institute shortly for the first time. "The due diligence with some corporate houses is on. We are looking at several proposals," said an IIM-C professor. He, however, does not agree with the view that these chairs provide top-up salary of the professors. "The chairs are primarily for research and business ideas," he added.
IIT-Madras is looking at taking the number of chairs to 25 from the current 6.
Companies create chairs in the various B-schools with the objective of using the services of the chair professors to do research on problems areas identified by the sponsoring company.
Sponsoring research is another level of industry-academia interaction apart from the internship at corporate houses. Indian companies have started setting up excellence centres and giving research projects to academic institutions. "This trend however, is stronger in IITs than in B-schools," says a professor.
While research helps the academia gain real world insights by solving real world problems, the industry benefits by receiving knowledge created by the academic research. The institutes are also looking at this option to counter offers to their faculty from the private sector.
Tuesday, June 24, 2008
India third most popular country for sourcing talent
India is the third most popular country for sourcing foreign talent after China and the US, a survey by global recruiting firm Manpower Inc released Tuesday said.
The Borderless Workforce Survey conducted in 27 countries also showed India received the highest remittances ($27 billion) from nationals working abroad.
It is closely followed by China ($25.7 billion), Mexico ($25 billion) and the Philippines ($17 billion).
'The demand for Indian skilled labour is the highest in the US followed by the Gulf. In recent years, there has been a growing demand for engineers in the oil and gas sector and aviation,' said Manpower India managing director Naresh Malhan.
Others in demand are nurses, drivers and construction workers, he said.
The survey also ranked India third in the list of the top 10 countries considered an economic threat to other nations.
Of the 26 countries surveyed other than India, all countries with the exception of Costa Rica and Peru believe that India provides competitive threat to their own country's ability to compete economically.
So far as Indian employers are concerned, they consider China, the US and the UK as the biggest competitive threats.
According to the survey, Chinese employers - followed by those in India - were the least concerned about migration of talents to foreign countries.
In India, employers in public administration, education, services, finance, insurance, real estate and manufacturing are most concerned about this, while those in wholesale and retail, transport, utilities, mining, oil and gas sectors are the least bothered.
"While it's true that we need to do more to keep our most talented workers, we must also consider how we can strengthen our collective employer 'brand' to attract talented workers from overseas," said Malhan.
Some of the key findings of the survey:
. India is the third most popular country for sourcing foreign talent; 11 of the 26 countries surveyed other than India sourced foreign talent from India.
. India receives the highest remittances ($27 billion) from nationals working abroad, followed by China ($25.7 billion), Mexico ($25 billion) and the Philippines ($17 billion).
. India has the highest percentage of nationals working abroad with tertiary education. Of the nearly 2.2 millions of Indians working abroad, 53 percent have acquired tertiary education.
. India ranks third in the list of Top 10 countries believed to be an economic threat to other nations.
. Indian employers are second least concerned about government and businesses not doing enough to slow the outward migration of talent.
The Borderless Workforce Survey conducted in 27 countries also showed India received the highest remittances ($27 billion) from nationals working abroad.
It is closely followed by China ($25.7 billion), Mexico ($25 billion) and the Philippines ($17 billion).
'The demand for Indian skilled labour is the highest in the US followed by the Gulf. In recent years, there has been a growing demand for engineers in the oil and gas sector and aviation,' said Manpower India managing director Naresh Malhan.
Others in demand are nurses, drivers and construction workers, he said.
The survey also ranked India third in the list of the top 10 countries considered an economic threat to other nations.
Of the 26 countries surveyed other than India, all countries with the exception of Costa Rica and Peru believe that India provides competitive threat to their own country's ability to compete economically.
So far as Indian employers are concerned, they consider China, the US and the UK as the biggest competitive threats.
According to the survey, Chinese employers - followed by those in India - were the least concerned about migration of talents to foreign countries.
In India, employers in public administration, education, services, finance, insurance, real estate and manufacturing are most concerned about this, while those in wholesale and retail, transport, utilities, mining, oil and gas sectors are the least bothered.
"While it's true that we need to do more to keep our most talented workers, we must also consider how we can strengthen our collective employer 'brand' to attract talented workers from overseas," said Malhan.
Some of the key findings of the survey:
. India is the third most popular country for sourcing foreign talent; 11 of the 26 countries surveyed other than India sourced foreign talent from India.
. India receives the highest remittances ($27 billion) from nationals working abroad, followed by China ($25.7 billion), Mexico ($25 billion) and the Philippines ($17 billion).
. India has the highest percentage of nationals working abroad with tertiary education. Of the nearly 2.2 millions of Indians working abroad, 53 percent have acquired tertiary education.
. India ranks third in the list of Top 10 countries believed to be an economic threat to other nations.
. Indian employers are second least concerned about government and businesses not doing enough to slow the outward migration of talent.
IIT Bombay appoints CEO to further its incubation cause
In a bid to increase private sector investment for its incubation projects, the country's premier engineering institute — Indian Institute of Technology (IIT), Bombay — has recruited an investment banker as Chief Executive Officer of the Society for Innovation and Entrepreneurship (SINE), its incubation centre.
All the seven IITs have incubation centres but only IIT Delhi had a Managing Director so far to oversee its unit. Now it's the turn of IIT Bombay.
Sushanto Mitra, the newly-appointed CEO of SINE, has spent several years as an investment banker. His earlier stints include working at Techcap India and Meghraj Financial Services India. "We are looking at a plan that will institutionalise private sector investment into these companies," says Mitra. IIT-B Director Ashok Misra expects SINE to contribute Rs 4-5 crore to the institute's exchequer.
Currently, SINE's corpus has been contributed by IIT-B, the government of India and IIT alumni. With participation from the corporate world, SINE wants to increase this corpus to Rs 10 crore. This will then allow the centre to invest at least Rs 40 lakh for each firm. SINE invests Rs 10-12 lakh in each company currently.
The incubator is also expanding its portfolio from its current 17 companies to 50 over the next two or three years. Since its inception in 2004, 32 companies have incubated at IIT-B, of which just four have folded up. IIT-B's incubation model is equity-cum-royalty based.
The institute takes an 8 to 10 per cent stake in each of the firms that it incubates. Once the company gets funding, IIT-B liquidates part of its holding. In case of a product, once the company is formed the patent is then transferred to the name of the company. Each company is allowed to operate from SINE premises for three-years.
"So far we have been self-sufficient. IIT has created enough money to sustain SINE. While we do get Rs 10-30 lakh through the equity sale once in a while, I am hopeful that we will also have a firm that will make SINE earn in crores," said Misra.
Apart from primary funding of Rs 10-12 lakh, SINE provides incubating companies with subsidised infrastructure — at one-third the market price each firm gets a set-up of six PCs. IIT Delhi, too, has a managing director who oversees the institute's Technology Business Incubation Unit which was founded in 1998. The institute invests around Rs 15 lakh for an incubating IT firm and has a corpus of around Rs 2 crore. Students from the institute get most of their ventures funded through government programmes.
IIT Delhi picks up stakes of 5-10 per cent in the incubating companies and exits after five years. So far, around 19 companies have begun operations at IIT Delhi with another five in the offing. "The institute is looking at creating separate funds for separate ventures. For instance, IT projects will have separate funds for themselves," said a professor from IIT Delhi.
All the seven IITs have incubation centres but only IIT Delhi had a Managing Director so far to oversee its unit. Now it's the turn of IIT Bombay.
Sushanto Mitra, the newly-appointed CEO of SINE, has spent several years as an investment banker. His earlier stints include working at Techcap India and Meghraj Financial Services India. "We are looking at a plan that will institutionalise private sector investment into these companies," says Mitra. IIT-B Director Ashok Misra expects SINE to contribute Rs 4-5 crore to the institute's exchequer.
Currently, SINE's corpus has been contributed by IIT-B, the government of India and IIT alumni. With participation from the corporate world, SINE wants to increase this corpus to Rs 10 crore. This will then allow the centre to invest at least Rs 40 lakh for each firm. SINE invests Rs 10-12 lakh in each company currently.
The incubator is also expanding its portfolio from its current 17 companies to 50 over the next two or three years. Since its inception in 2004, 32 companies have incubated at IIT-B, of which just four have folded up. IIT-B's incubation model is equity-cum-royalty based.
The institute takes an 8 to 10 per cent stake in each of the firms that it incubates. Once the company gets funding, IIT-B liquidates part of its holding. In case of a product, once the company is formed the patent is then transferred to the name of the company. Each company is allowed to operate from SINE premises for three-years.
"So far we have been self-sufficient. IIT has created enough money to sustain SINE. While we do get Rs 10-30 lakh through the equity sale once in a while, I am hopeful that we will also have a firm that will make SINE earn in crores," said Misra.
Apart from primary funding of Rs 10-12 lakh, SINE provides incubating companies with subsidised infrastructure — at one-third the market price each firm gets a set-up of six PCs. IIT Delhi, too, has a managing director who oversees the institute's Technology Business Incubation Unit which was founded in 1998. The institute invests around Rs 15 lakh for an incubating IT firm and has a corpus of around Rs 2 crore. Students from the institute get most of their ventures funded through government programmes.
IIT Delhi picks up stakes of 5-10 per cent in the incubating companies and exits after five years. So far, around 19 companies have begun operations at IIT Delhi with another five in the offing. "The institute is looking at creating separate funds for separate ventures. For instance, IT projects will have separate funds for themselves," said a professor from IIT Delhi.
Monday, June 23, 2008
Indian students among the best, says Patten
Have won more scholarships than Chinese
University may increase number of scholarships
Oxford: The Oxford University considers Indian students among the best in the world and would like more of them joining its campus, Chancellor Chris Patten has said.
The university, which produced the likes of Prime Minister Manmohan Singh and Deputy Chairman of the Planning Commission Montek Singh Ahluwalia, has presently 257 Indian students on roll. But it is one-third the number of students from China.
“We want more Indian students because we want the best in the world to come to Oxford,” Mr. Patten said. Most of the Indian students are in the Said Business School.
“About a quarter of the students are doing MBAs...but I would like to see more in social sciences and humanities, doing both under-graduate and post-graduate work,” he said.
Though Indians are less in number, they have won more scholarships than the Chinese.
Last year, they won 54 different scholarships, including the prestigious Rhodes Scholarship, according to an Oxford journal. “They [Indians] probably got more than China,” the Chancellor said.
He said the number of scholarships may go up as the university improves its financial position.
“I hope as we develop our endowments we will be able to offer many more [scholarships] to post-graduate students in the next few years,” Mr. Patten said. The university has developed a Master’s programme in South Asian studies.
For a one-year MBA programme, it could cost as much as Rs. 40 lakh, including the cost of tuition fee, boarding and lodging and the out-of-pocket expenses.
“It is a different world out here...We are gaining immensely,” said Karandeep Singh Vohra, pursuing MBA at the Said Business School.
University may increase number of scholarships
Oxford: The Oxford University considers Indian students among the best in the world and would like more of them joining its campus, Chancellor Chris Patten has said.
The university, which produced the likes of Prime Minister Manmohan Singh and Deputy Chairman of the Planning Commission Montek Singh Ahluwalia, has presently 257 Indian students on roll. But it is one-third the number of students from China.
“We want more Indian students because we want the best in the world to come to Oxford,” Mr. Patten said. Most of the Indian students are in the Said Business School.
“About a quarter of the students are doing MBAs...but I would like to see more in social sciences and humanities, doing both under-graduate and post-graduate work,” he said.
Though Indians are less in number, they have won more scholarships than the Chinese.
Last year, they won 54 different scholarships, including the prestigious Rhodes Scholarship, according to an Oxford journal. “They [Indians] probably got more than China,” the Chancellor said.
He said the number of scholarships may go up as the university improves its financial position.
“I hope as we develop our endowments we will be able to offer many more [scholarships] to post-graduate students in the next few years,” Mr. Patten said. The university has developed a Master’s programme in South Asian studies.
For a one-year MBA programme, it could cost as much as Rs. 40 lakh, including the cost of tuition fee, boarding and lodging and the out-of-pocket expenses.
“It is a different world out here...We are gaining immensely,” said Karandeep Singh Vohra, pursuing MBA at the Said Business School.
IIM-A maps global pathway
The institute is sure to figure in the top bracket on the FT MBA global rank list for B-schools after its executive programme completes three years in 2009.
In late 2007, when the Financial Times (FT) released its annual ranking of the best business schools in the world, there was an uproar in Indian B-school circles.
While the Indian School of Business (ISB) Hyderabad's one-year Post Graduate Programme for executives made it to the 20th position in the FT Global MBA 2008 ranking list, the Indian Institute of Management Ahmedabad (IIM-A's) Post Graduate Programme in Management for Executives (PGPX) was not included.
Next year, IIM-A could use the same ranking to gain a global footprint.
Having entered its third year, the PGPX will now be eligible to be listed for the FT MBA rankings.
The FT MBA ranking is considered one of the most prestigious B-school ratings in the world and uses over 20 parameters to determine the rankings. The criteria include weighted salary, placement success rank, alumni recommendation rank, international mobility rank, doctoral rank and research facilities.
To be eligible to participate, a business school must be internationally accredited by a body such as the AACSB, Amba or EQUIS; it must have a full-time MBA programme operational for at least five years; and its first class must have graduated at least three years ago.
When PGPX did not find a place in the FT MBA list, institute director Samir Barua had written an e-mail to all alumni members.
In the email, he said: "If the same criteria were to continue for inclusion in the list for ranking MBA programmes, the PGPX would qualify only in 2010. Till then, no programme of IIMA would qualify for ranking of MBA programmes by the FT.
For the PGP, the Institute has been informed by the FT that the programme qualifies for inclusion in the list of programmes for ranking as Masters Programme in Management. If the institute decides to participate in this (Masters Programme in Management) ranking by the FT, then the PGP will be included under this category."
The institute has just bagged the European Quality Improvement System (EQUIS) accreditation, the international system of quality assessment, improvement and accreditation of higher education institutions in management and business formed by the European Foundation for Management Development (EMFD), becoming the first B-school in the country to have obtained the same.
"Since we are completing three years of the PGPX programme, we will be eligible for the FT-MBA global rankings. Once listed, we are confident of placing the programme on a global map," said Arvind Sahay, chairperson, PGPX, IIM-A.
IIM-A had also taken up internet marketing initiatives considering that for most executives across the world, the web would be the first information access point. It had also designed separate brochures for Indian and overseas students.
In late 2007, when the Financial Times (FT) released its annual ranking of the best business schools in the world, there was an uproar in Indian B-school circles.
While the Indian School of Business (ISB) Hyderabad's one-year Post Graduate Programme for executives made it to the 20th position in the FT Global MBA 2008 ranking list, the Indian Institute of Management Ahmedabad (IIM-A's) Post Graduate Programme in Management for Executives (PGPX) was not included.
Next year, IIM-A could use the same ranking to gain a global footprint.
Having entered its third year, the PGPX will now be eligible to be listed for the FT MBA rankings.
The FT MBA ranking is considered one of the most prestigious B-school ratings in the world and uses over 20 parameters to determine the rankings. The criteria include weighted salary, placement success rank, alumni recommendation rank, international mobility rank, doctoral rank and research facilities.
To be eligible to participate, a business school must be internationally accredited by a body such as the AACSB, Amba or EQUIS; it must have a full-time MBA programme operational for at least five years; and its first class must have graduated at least three years ago.
When PGPX did not find a place in the FT MBA list, institute director Samir Barua had written an e-mail to all alumni members.
In the email, he said: "If the same criteria were to continue for inclusion in the list for ranking MBA programmes, the PGPX would qualify only in 2010. Till then, no programme of IIMA would qualify for ranking of MBA programmes by the FT.
For the PGP, the Institute has been informed by the FT that the programme qualifies for inclusion in the list of programmes for ranking as Masters Programme in Management. If the institute decides to participate in this (Masters Programme in Management) ranking by the FT, then the PGP will be included under this category."
The institute has just bagged the European Quality Improvement System (EQUIS) accreditation, the international system of quality assessment, improvement and accreditation of higher education institutions in management and business formed by the European Foundation for Management Development (EMFD), becoming the first B-school in the country to have obtained the same.
"Since we are completing three years of the PGPX programme, we will be eligible for the FT-MBA global rankings. Once listed, we are confident of placing the programme on a global map," said Arvind Sahay, chairperson, PGPX, IIM-A.
IIM-A had also taken up internet marketing initiatives considering that for most executives across the world, the web would be the first information access point. It had also designed separate brochures for Indian and overseas students.
Friday, June 13, 2008
An all-girl IIT will face faculty issue
The Human Resource Development (HRD) ministry's proposal to set up an Indian Institute of Technology (IIT) exclusively for girls has intrigued the faculty and management of existing IITs.
However, sources in the Planning Commission say they have not received any formal communication from the HRD Ministry to allocate finances for the an all-girl IIT. "The project could be at the concept level. We have not received any communication from the HRD ministry so far on this subject," said a Planning Commission member on condition of anonymity.
HRD minister Arjun Singh recently indicated his consent for a girls-only IIT named after Indira Gandhi, with support from Prime Minister Manmohan Singh for the project. The move is in sync with President Pratibha Patil's suggestion to the government on March 11 to set up an IIT exclusively for girls. She had also suggested that the all-girls IIT be built in Amravati (Maharashtra), her former Lok Sabha constituency.
Patil's proposal in March suggested that the all-girls IIT offer only 'integrated' courses so that students immediately after school can join the institute and pass out with post-graduate degrees after five years. Currently, the existing seven IITs have some five-year integrated courses on offer, but Patil wanted to make them mandatory across all streams.
However, sources in the Planning Commission say they have not received any formal communication from the HRD Ministry to allocate finances for the an all-girl IIT. "The project could be at the concept level. We have not received any communication from the HRD ministry so far on this subject," said a Planning Commission member on condition of anonymity.
HRD minister Arjun Singh recently indicated his consent for a girls-only IIT named after Indira Gandhi, with support from Prime Minister Manmohan Singh for the project. The move is in sync with President Pratibha Patil's suggestion to the government on March 11 to set up an IIT exclusively for girls. She had also suggested that the all-girls IIT be built in Amravati (Maharashtra), her former Lok Sabha constituency.
Patil's proposal in March suggested that the all-girls IIT offer only 'integrated' courses so that students immediately after school can join the institute and pass out with post-graduate degrees after five years. Currently, the existing seven IITs have some five-year integrated courses on offer, but Patil wanted to make them mandatory across all streams.
B Schools Ranking India
Top Ten: Physical Infrastructure Index
Rank Schools Score (Max. 100)
I IIM, Lucknow 100.00
II IIM, Calcutta 97.50
III IIM, Bangaloree 96.25
IV IIM, Ahmedabad 91.25
IV IRMA 91.25
VII NITIE, Mumbai 90.00
VII S.P.Jain, Mumbai 90.00
IX IMT, Ghaziabad 87.25
X IMS, Indore; MDI, Gurgaon; R.A. Podar; LIBA; FMS; M.S Patel, Baroda 85.00
Top Ten: Academic infrastructure index
Rank Schools Score (Max. 150)
I IIM, Bangalore 148.5
II IIM, Lucknow 139.5
III IIM, Calcutta 136.0
IV VGSOM, IIT-Kharagpur 134.5
V IIM, Ahmedabad 122.5
VI Fore School of Management, New Delhi 117.5
VI XLRI, Jamshedpur 117.5
VIII IIFT, Delhi 115.0
IX MDI, Gurgaon 114.0
X IRMA 113.5
Top Ten: Financial Management index
Rank Schools Score (Max. 100)
I XLRI, Jamshedpur 100
II A.V.College, Hyderabad 92
II Dept. Management Studies, REC, Trichy 92
II IIM, Indore 92
II JBIMS, Mumbai 92
VI B.K. School of Business Mgmt., Ahmedabad 88
VI UBS, Chandigarh 88
VIII IIM, Ahmedabad 80
VIII VGSOM, IIT-Kharagpur 80
X Sri Siddhartha Institute of Mgmt. Studies, Tumkur 77
Top ten: Intellectual Capital index
Rank Schools Score (Max. 120)
I IIM, Ahmedabad 112.5
II IIM, Calcutta 106.5
III MDI, Gurgaon 101.5
IV IIM, Lucknow 97.5
V IRMA 95.5
VI IIM, Bangalore 93.0
VII VGSOM, IIT Kharagpur 86.0
VIII NITIE, Mumbai 85.5
IX IMI, Delhi 77.5
X FMS, Delhi 74.0
Top ten: Governance index
Rank Schools Score (Max. 30)
I Institute of Management in Kerala, Trivandrum 30.0
II Rajagiri School of Management, Kalamassery 29.0
III Abdul Qadir Jeelani Centre, Vishakapatnam 28.5
IV IIAM, Vishakapatnam 28.0
IV Sri Sringeri Sharada Institute of Mgmt., Delhi 28.0
VI B.K. School of Business Management, Ahmedabad; Delhi School of Commerce; Graduate School of Business & Admn., Ghaziabad; IIFT; L.N. Welingkar, Mumbai; MDI, Gurgaon;SMS, Cochin; S.P. Jain, Mumbai 27.0
Top ten: efficiency index
Rank Schools Score (Max. 200)
I IIM, Bangalore 161.50
II IIM, Lucknow 154.00
III IIM, Calcutta 153.00
IV S.P.Jain, Mumbai 147.00
V IIM, Ahmedabad 145.75
V K.J. Somaiya Institute of Mgmt. Studies, Mumbai 145.75
VII Loyola Institute of Business Admn., Chennai 145.00
VIII FMS, Delhi 142.75
IX Bharathidasan Institute of Mgmt., Tiruchirapalli 140.50
X Symbiosis Institute of Business Mgmt., Pune 139.00
Top ten: perception index (overall)
Rank Schools Score (Max. 300)
I IIM, Bangalore 279
II IRMA 276
III NMIMS 263
IV Xavier Institute of Mgmt. & Entrepreneurship, Bangalore 261
V Xavier Institute of Management, Bhubaneshwar 249
VI Symbiosis Centre for Management and HRD, Pune 248
VII Nirma Institute of Management, Ahmedabad 243
VIII Fore School of Management, Delhi 238
IX IIM, Ahmedabad 236
IX T.A.Pai Management Institute, Manipal 236
Top ten: Perception index (recruiters)
Rank Schools Score (Max. 200)
I IIM, Bangalore 200
I IRMA 200
I NMIMS, Mumbai 200
IV ICFAIN Business School, Hyderabad 175
IV Xavier Institute of Management, Bhubaneshwar 175
IV Xavier Institute of Mgmt. & Entrepreneurship, Bangalore 175
IV XLRI, Jamshedpur 175
VIII Fore School of Management, Delhi 172
IX Nirma Institute of Management, Ahmedabad 170
IX Symbiosis Centre for Management and HRD, Pune 170
Top ten: perception index (Alumni)
Rank Schools Score (Max. 40)
I MDI, Gurgaon 40
II IRMA 39
III Bharathidasan Institute of Mgmt., Tiruchirapalli 38
III IMI, Delhi 38
III Xavier Institute of Management, Bhubaneshwar 38
VI K.J.Somaiya Institute of Mgmt. Studies, Mumbai 37
VI Loyola Institute of Business Admn., Chennai 37
VI Symbiosis Institute of Management and HRD, Pune 37
IX Indian Inst. of Social Welfare & Bus. Mgmt., Calcutta 36
IX Xavier Inst. of Mgmt. & Entrepreneurship, Bangalore 36
Top ten: Perception index (faculty)
Rank Schools Score (Max. 30)
I T.A. Pai Management Institute, Manipal 30
II Xavier Inst. of Mgmt. & Entrepreneurship, Bangalore 28
III IMI, Delhi 26
III S.P.Jain, Mumbai 26
V MDI, Gurgaon 25
V SDM Institute for Management Development, Mysore 25
VII IIM, Calcutta 24
VII K.J.Somaiya Inst. of Mgmt. Studies, Mumbai 24
VII M.S.Patel Institute of Mgmt. Studies, Baroda 24
VII Vellore Engineering College 24
Rank Schools Score (Max. 100)
I IIM, Lucknow 100.00
II IIM, Calcutta 97.50
III IIM, Bangaloree 96.25
IV IIM, Ahmedabad 91.25
IV IRMA 91.25
VII NITIE, Mumbai 90.00
VII S.P.Jain, Mumbai 90.00
IX IMT, Ghaziabad 87.25
X IMS, Indore; MDI, Gurgaon; R.A. Podar; LIBA; FMS; M.S Patel, Baroda 85.00
Top Ten: Academic infrastructure index
Rank Schools Score (Max. 150)
I IIM, Bangalore 148.5
II IIM, Lucknow 139.5
III IIM, Calcutta 136.0
IV VGSOM, IIT-Kharagpur 134.5
V IIM, Ahmedabad 122.5
VI Fore School of Management, New Delhi 117.5
VI XLRI, Jamshedpur 117.5
VIII IIFT, Delhi 115.0
IX MDI, Gurgaon 114.0
X IRMA 113.5
Top Ten: Financial Management index
Rank Schools Score (Max. 100)
I XLRI, Jamshedpur 100
II A.V.College, Hyderabad 92
II Dept. Management Studies, REC, Trichy 92
II IIM, Indore 92
II JBIMS, Mumbai 92
VI B.K. School of Business Mgmt., Ahmedabad 88
VI UBS, Chandigarh 88
VIII IIM, Ahmedabad 80
VIII VGSOM, IIT-Kharagpur 80
X Sri Siddhartha Institute of Mgmt. Studies, Tumkur 77
Top ten: Intellectual Capital index
Rank Schools Score (Max. 120)
I IIM, Ahmedabad 112.5
II IIM, Calcutta 106.5
III MDI, Gurgaon 101.5
IV IIM, Lucknow 97.5
V IRMA 95.5
VI IIM, Bangalore 93.0
VII VGSOM, IIT Kharagpur 86.0
VIII NITIE, Mumbai 85.5
IX IMI, Delhi 77.5
X FMS, Delhi 74.0
Top ten: Governance index
Rank Schools Score (Max. 30)
I Institute of Management in Kerala, Trivandrum 30.0
II Rajagiri School of Management, Kalamassery 29.0
III Abdul Qadir Jeelani Centre, Vishakapatnam 28.5
IV IIAM, Vishakapatnam 28.0
IV Sri Sringeri Sharada Institute of Mgmt., Delhi 28.0
VI B.K. School of Business Management, Ahmedabad; Delhi School of Commerce; Graduate School of Business & Admn., Ghaziabad; IIFT; L.N. Welingkar, Mumbai; MDI, Gurgaon;SMS, Cochin; S.P. Jain, Mumbai 27.0
Top ten: efficiency index
Rank Schools Score (Max. 200)
I IIM, Bangalore 161.50
II IIM, Lucknow 154.00
III IIM, Calcutta 153.00
IV S.P.Jain, Mumbai 147.00
V IIM, Ahmedabad 145.75
V K.J. Somaiya Institute of Mgmt. Studies, Mumbai 145.75
VII Loyola Institute of Business Admn., Chennai 145.00
VIII FMS, Delhi 142.75
IX Bharathidasan Institute of Mgmt., Tiruchirapalli 140.50
X Symbiosis Institute of Business Mgmt., Pune 139.00
Top ten: perception index (overall)
Rank Schools Score (Max. 300)
I IIM, Bangalore 279
II IRMA 276
III NMIMS 263
IV Xavier Institute of Mgmt. & Entrepreneurship, Bangalore 261
V Xavier Institute of Management, Bhubaneshwar 249
VI Symbiosis Centre for Management and HRD, Pune 248
VII Nirma Institute of Management, Ahmedabad 243
VIII Fore School of Management, Delhi 238
IX IIM, Ahmedabad 236
IX T.A.Pai Management Institute, Manipal 236
Top ten: Perception index (recruiters)
Rank Schools Score (Max. 200)
I IIM, Bangalore 200
I IRMA 200
I NMIMS, Mumbai 200
IV ICFAIN Business School, Hyderabad 175
IV Xavier Institute of Management, Bhubaneshwar 175
IV Xavier Institute of Mgmt. & Entrepreneurship, Bangalore 175
IV XLRI, Jamshedpur 175
VIII Fore School of Management, Delhi 172
IX Nirma Institute of Management, Ahmedabad 170
IX Symbiosis Centre for Management and HRD, Pune 170
Top ten: perception index (Alumni)
Rank Schools Score (Max. 40)
I MDI, Gurgaon 40
II IRMA 39
III Bharathidasan Institute of Mgmt., Tiruchirapalli 38
III IMI, Delhi 38
III Xavier Institute of Management, Bhubaneshwar 38
VI K.J.Somaiya Institute of Mgmt. Studies, Mumbai 37
VI Loyola Institute of Business Admn., Chennai 37
VI Symbiosis Institute of Management and HRD, Pune 37
IX Indian Inst. of Social Welfare & Bus. Mgmt., Calcutta 36
IX Xavier Inst. of Mgmt. & Entrepreneurship, Bangalore 36
Top ten: Perception index (faculty)
Rank Schools Score (Max. 30)
I T.A. Pai Management Institute, Manipal 30
II Xavier Inst. of Mgmt. & Entrepreneurship, Bangalore 28
III IMI, Delhi 26
III S.P.Jain, Mumbai 26
V MDI, Gurgaon 25
V SDM Institute for Management Development, Mysore 25
VII IIM, Calcutta 24
VII K.J.Somaiya Inst. of Mgmt. Studies, Mumbai 24
VII M.S.Patel Institute of Mgmt. Studies, Baroda 24
VII Vellore Engineering College 24
IIMA now EQUIS Accredited
The Indian Institute of Management, Ahmedabad (IIMA), has been
accredited by EQUIS (European Quality Improvement System), the
leading international accreditation body for International business
schools. The EQUIS accreditation has ensured IIMA’s place as the
first and the only business school in India to obtain international
accreditation. IIMA becomes one among the 113 EQUIS-recognized
schools in the world, from 33 countries to have attained international
accreditation, making it a truly Global Business Management School.
EQUIS is the leading international system of Quality Assessment,
Quality Improvement and Accreditation of Higher Education
Institutions in management administration. The EQUIS Scheme has
been designed with special focus on all the activities of business
schools that aim to meet international standards of quality. The
fundamental objective of EQUIS is to raise the quality of management
education worldwide.
While accrediting management schools, EQUIS looks for balance
between high academic quality and the professional relevance
provided by close interaction with the corporate world. A strong
interface with the world of business is therefore, as much a
requirement as a strong research potential. Its scope covers all
programmes offered by an Institution, from the first degree to the
PhD, including non-degree programmes.
accredited by EQUIS (European Quality Improvement System), the
leading international accreditation body for International business
schools. The EQUIS accreditation has ensured IIMA’s place as the
first and the only business school in India to obtain international
accreditation. IIMA becomes one among the 113 EQUIS-recognized
schools in the world, from 33 countries to have attained international
accreditation, making it a truly Global Business Management School.
EQUIS is the leading international system of Quality Assessment,
Quality Improvement and Accreditation of Higher Education
Institutions in management administration. The EQUIS Scheme has
been designed with special focus on all the activities of business
schools that aim to meet international standards of quality. The
fundamental objective of EQUIS is to raise the quality of management
education worldwide.
While accrediting management schools, EQUIS looks for balance
between high academic quality and the professional relevance
provided by close interaction with the corporate world. A strong
interface with the world of business is therefore, as much a
requirement as a strong research potential. Its scope covers all
programmes offered by an Institution, from the first degree to the
PhD, including non-degree programmes.
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