If you want to hone your managerial skills and climb the corporate ladder, management consultancies are where you should be, says Rahul Chawra Management consultancy is fast becoming indispensable in assisting mainstream management in issues regarding innovation and change. It is a dynamic profession offering a wide range of services to senior corporate management. Kennedy Information estimates that total management consulting revenues worldwide hit a whopping $100 billion in 1999 and was growing rapidly at that time. Experienced in industry and commerce, one can apply one’s skill and knowledge on a wider basis as consultants, drawing from a variety of situations that no one firm can provide. Management consultancy thus acts as a good training ground for those wanting to broaden their managerial skills and a veritable ladder to senior management positions in the industry. Of course, to those who are prepared to accept the challenge and discipline the profession demands. Professor Rajat S Bakshi of Management Development Institute, Gurgaon, defines the management consultant as, “a person who has to address the same problem as a manager, that is, how to tailor situations, external and internal, to arrive at the desired objective for an enterprise. It is not that capable internal managers cannot achieve this but there are certain inherent advantages when you call for outside specialists, which is mainly the unbiased and detached way of looking into the problems.” What consultants really do Management consultants are primarily required to provide wider expertise than is available within a single organisation. Thus a change in production or marketing may require expertise in designing and implementing a new system. Secondly, management consultants are needed to provide objective appraisals where it is often easier for the trained outsider to see the long-term requirements of the company. Thirdly, the management consultant may have to provide additional assistance where there is a temporary increase in the management workload, which may arise with a major change or a new development. Reet Chaudhuri, a business consultant in a renowned consulting firm, says, “We usually have two types of work. Firstly, an assignment wherein we have to work on the site of the client. Secondly, the internal work of an organisation such as preparing proposals.” On joining a management consultancy firm, a novice will normally receive several months of induction and training whilst also being under the guidance of an experienced consultant. During this period, the diagnostic skills of the trainee consultant are developed and the professional standards of the firm impressed on the mind. Possessing good communication skills is a must, for the ability to present thoughts and ideas clearly to clients is of utmost importance. Trainees are also given the opportunity to conduct detailed day-to-day assignments and surveys designed to diagnose clients’ problems and establish agreed terms of reference for future consulting work. Assignments are reviewed regularly at meetings where progress is monitored and recorded. At the end of an assignment the consultant presents findings and recommendations in the form of a report. He/she may also be involved in the process of implementing the report’s recommendations or for having regular progress checks. A consultant often has to work with both senior management and employees of lower levels, depending upon the nature of the assignment. Dr M L Shrikant, Dean S P Jain Institute of Management and Research, says that the consultancy professionals should also be socially savvy to be able to interact with all kinds of people representing different hierarchies. Some typical assignments n Reviewing an organisation’s corporate objectives and strategies.

The Institution of Engineers (India), the State of Kerala Center, which houses a conference on the theme “Vaimanika Sastram ‘institution in the hall by Wednesday.

The presentation, the provision of Mr. D.K. Hari, Chennai-based management consultant, is jointly organized by the Institute for Electrical and Electronic Equipment Engineers (IEEE) - Kerala section Thiruvananthapuram chapter of the Computer Society of India (CSI) and the Thiruvananthapuram branch of the Aeronautical Society of India .

An agency spokesman said here that Mr. Hari took an initiative called “Gyan Bharath to gather information on indigenous knowledge, which had been in India by age groups.” Vaimanika Sastram “was one of those programs. Mr. Hari has traveled to more than 30 countries and visited over 200 museums, theme parks and libraries.

Vimana, a statement to epics like Ramayana and Mahabharata. It was discussed in great technical detail in our ancient texts and some of them have also been translated into English. The presentation is the technology of spacecraft, which lie in India from ancient to modern regarding various technical aspects such as sketches of the former Vimana, its mechanisms, fuels and engines are used, metals and their alloys.

The city-based Toonz Animation India Pvt Ltd has announced the appointment of Mr. MNV Nair as chairman of the company. He succeeds G.A. Menon, the company founder, president died last December.

Mr. Nair, who is a management consultant and chairman of the Public Affairs Forum Thiruvananthapuram, also as a member and dean of the Indian Institute of Management Bangalore, a company release said. In addition, he also worked as honorary president of the Dean of the Institute of Management Kerala, University of Kerala, the version added.

PJ Nayak, president and CEO of UTI Bank, it conceals the far not even mention it on his business card. Ramesh Tainwala, president of Samsonite, India, it flaunts and everyone in society, asks the doctor.

Naresh Gupta, CEO of Adobe India has good memories of this year has spent working on his thesis and said he would like once again to all. Anil Khandelwal, president and CEO of the bank Dena, trembling at the idea.

All these men have learned to avoid the lofty academics in the world, was for them the issue is serious for dryer and the economy. Or, looked at another way to fight for years, deserve themselves, PhD degrees, although it would have been far more profitable corporate career. Why did they do?

Nayak urinary tract infections, which has a doctorate in economics from Cambridge University, recognizes the link between his past academic and professional is less now acknowledges in the best case. “I see the two interest rates as an occupying power, different spaces in my head,” he said, “The promotion is to do with the spiritual desire and the desire of private interests and concerns.

There is always some harmony with the demands of my professional work. But it is less in recent years, if my energies were concentrated on working as a banker and the establishment of a corporate institution. ”

If Doctorate in importance, it is not without good reason. How does a doctoral universities is difficult for those doors of higher education institutions are usually very selective whose leave. Beginning with an aptitude test, which takes many months of preparation, the process of writing a thesis can be very stressful, and there are many, the expenditure to end a number of years, and some who have never done.

Ask yourself Ramesh Tainwala. A Masters in Economics, BITS, Pilani, he Tainwala Personal Care, best known for its brand of Casper appliances means of protection against insects, until 1989, when the desire to overcome the other study.

Encouraged by the management consultant Mrityunjay Athreya, at the time of his board, Tainwala Submission for a Doctorate in Economics at the University of Ohio. It took five years until the end of his doctoral thesis on “The challenges of entrepreneurship in developing countries.”

Today, the position of a joint venture between the group and Tainwala Samsonite, 46 years, Chief Executive Officer, said: “I do not think I would recommend for someone who wants to pursue a business career. It is a long, stress process and today, I’m not sure if I was doing the right, click on it. ”

Nayak and Tainwala seen a doctorate as a means of “Discover the size of their heads” (as JD Salinger to Catcher in the Rye), but for others it is most often a ticket to higher levels of science without doubt one of the most attractive career in the world. But there are also those who are bored by the simple life on campus and tendons in their hands dirty.

Arun Maheshwari, for example, has IIM Ahmedabad as a member of the Faculty directly after completing his doctorate in marketing and information technology at Wharton. There, he quickly recognized that it was not cut for an academic career and wanted a “hands-on challenge.” Perhaps it is because I come from a family of Marwari, and my father was a businessman, “he said,” I stop IIM-A and joined the TCS, with the idea that I am finally in store for me.

Maheshwari attempts to contact the academic world by teaching in Jamnalal Bajaj Institute of Management, Mumbai, but quickly as the pressure because of his tender Corporate.

Today he is CEO of CSC, India, part of $ 15 billion for the software CSC Global Services, said: “The specific know, I got from my thesis is probably the value marginal, but the general training was very useful. I am much more detail-oriented person and I am not hesitate to join any professional education to get a deep understanding for them. ”

Most presidents would be difficult to support link directly to their current work on educating their past. Indeed, as they move until the hierarchy and human rights begins with the management priority before anything else, most leaders lose touch with the specifics of their training (and therefore all articles on the lines “, which is not teach me B-school”).

But in some high-tech sectors such as IT, leaders are between them remain in contact with their basic skills for a specialization in the long run.

Adobe India Naresh Gupta has worked in a computer company in Washington, while his doctorate in computer science from the nearby University of Maryland, College Park, he loved the whole campus experience, but it was clear, the The emergence of did not want as a professor at the end.

Today, Gupta, a team of 300 engineers in Bangalore, which are regularly Churn out worldwide patents for Adobe and said: “There are so many things Done R & D in my area, there are many opportunities for basic research . The biggest things, Promotion of a sign is the ability to work in depth a problem for a longer period. Many leaders lack the discipline.

Another Alumni of the University of Maryland PhD program Pradip Datta, director of the Electronic Design Automation (EDA) Company of Synopsys, although its specialization in electrical engineering. At the end of his thesis, had Datta employment at the University of Montana, as well as R & D, a division of General Motors (GM).

He chose the latter because it “a pause of pure theory.” Datta GM remained for 12 years, the establishment of Indian companies GM’s Delphi Automotive Systems. Now, as CEO of Synopsys India, its mandate to push the world’s R & D efforts. “I always wanted to lead a company and wanted my thesis to enable more as an obstacle,” he said.

Datta’s enthusiasm for his subject is obviously the way it needs time to explain his diploma research lies in the esoteric field of SOI (Silicon on Insulator) technology. In case of Synopsys, it is a technical course, along with career management, to ensure that his thesis engineers are not forced to hotel.

“I do not want a good technology in the brain loses contact with people,” he said, “you can learn a lot from the B-school stuff on the job,” but there is no possibility to learn the promotion of products without actually crossing the finish. ”

Surviving the Promotion loop certainly gives you confidence or, as Dena Bank Khandelwal pithily, it expresses the fact bindaas. “However, there is always the provision of learning await you if you are tired of corporate life.

An engineer and MBA with various other qualifications to his credit, Khandelwal was published with the Bank of Baroda (BOB), the Training Academy in Ahmedabad, when he wrote for a doctorate in Gujarat University, then with the director IIM - AN Sheth that its leaders. Assets taken over by Bob, Khandelwal thesis on “Managerial strategies of industrial relations in banks took place over a period of five years until the end and the end, he offered a viewpoint, Faculty IIM-A.

MYSORE: Ramesh Venkateswaran took charge as director of SDM Institute of Management Development here recently.

Mr. Venkateswaran, a winner of the Glaxo Marketing Scholar of the year, has over 17 years of experience in the corporate sector and 16 years as a management consultant and trainer.

Mr. Venkateswaran has worked with Voltas and TVS Motors.

Mr. Venkateswaran has been a visiting faculty (marketing) at IIM Bangalore since 1990, according to a press release said here.