One of the most significant trends sweeping the Indian management education domain is the significant importance being attached to prior work-experience of MBA candidates.

Overwhelming percentage of students at IIMs and other top-schools are candidates with some prior work experience.

In the fresh data shared by IIM-L with MBAUniverse.com, a whopping 89% of candidates admitted to the Post Graduate Programme in Management (PGP) have some prior work experience. Significantly, just a year ago, only 50% of the batch admitted to PGP 2007-2009 were candidates with work-experience.

Informs IIM-L, “The total number of experienced students in 2007-2009 batch were 122 (50.41%) which has increased to 274 (89.25%) for 2008-2010 batch. This is an increase of around 49% in the total number of experienced students.”

As per the IIM-L batch-profile of PGP 2008-10, of the 307 students, there are only 30 female students. Last year the number stood at 14 female students. There are 24 NRI students as well. As much as 93% of the batch at IIM-L is made of students with engineering degree.

IIM-L has also admitted 5 students who have some physical disability, thereby become a more inclusive institution.

Sources : mbauniverse.com

Suryadatta Institution, Pune offers MBA courses to graduates, and professionals. Fresh graduates can pursue MBA through Suryadatta admission test (SAT).

Suryadatta Institute of Business Management and Technology (SIBMT) offers two years full time PGDM in Retail + FMCG, Telecom + IT and Services + IT Enabled Services.

Suryadatta Institute Of Management and Mass Communication (SIMMC), offers two years full time PGDM in Marketing + International Business (IB), Human Resource + International Business (IB), Finance + Marketing, Marketing + Information Technology (IT), International Business + Information Technology (IT).

Suryadatta Education Foundation’s Suryadatta institutes are offering management education since 2000. The contemporary education backed by industry training and overall development is the key factor of Suryadatta students who are trained in simulated environment and fine-tuned in accordance to the requirements of present corporate world, says a press note.

More : navhindtimes.com

In today’s highly competitive corporate world, working professionals are keen to upgrade their skills and qualifications like never before. SP Jain Center of Management, a business school that offers programs of intensive management business, both working for executives as well as full-time students, recently sought applications for its Executive MBA second batch of sixty and was overwhelmed by the response.

SP Jain Center of Management, located at Knowledge Village, Dubai has a legacy of being at the cutting edge of management education. Its parent campus, SP Jain Institute of Management and Research (SPJIMR), ranked seventh by Asia Inc, the Singapore based business magazine, and India’s top business school for job placements, has been constantly innovating not just the curriculum and pedagogy but also the imparting methodologies employed in business education. These advances are now available at Dubai’s SP Jain campus for the region’s business management aspirants to benefit from.

The Indian Institute of Management-Ahmedabad (IIM-A), in an affidavit filed before the Supreme Court on Tuesday, has said that the unilateral decision of the Union ministry of human resources development regarding fees to be charged by IIMs does not seem to be a step in the right direction.

The affidavit, filed after the apex court served notices to the six IIMs on April 8, asking them to clarify their stand on the fee-cut issue, puts on record the IIM-A’s willingness to sort out the issue through a process of dialogue.

“We have not gone to the court proactively. The affidavit places our views on record in answer to the notice and not filing it would have limited our options. We are, however, not a party to the PIL,” said a source in the IIM-A.

The affidavit has three components - the Position Paper prepared by the faculty, the resolutions passed by the IIM-A Society and the Board of Governors recently, and the fact that the institute is in a process of dialogue with the ministry.

Dons feel that the affidavit clarifying the institute’s willingness for a dialogue will create an atmosphere that will help the process initiated by chairman NR Narayanamurthy during the board meeting here on April 3.

The affidavit said the fee-reduction order has to be seen not in isolation, but in the larger context of many other decisions by the ministry that threatened the autonomy of the institute.

It has also said that the notification on fee reduction “violates the time-honoured process of the fee being decided by the Board of Governors and that it is not necessary to reduce fees to make management education more affordable to the less well-to-do sections of the society.”

Meanwhile, the Indian Institute of Management-Calcutta faculty council filed an application before the Supreme Court, praying for an order impleading it as a respondent in the fee-cut case already pending before the apex court.

“It is important for people at the middle level to be exposed to broader thinking and to integrate perspective. Mid-career training programmes enable executives to constantly read, reflect and relate.”

It may sound like a platitude, but in today’s business environment what executives need most is the ability to manage change. Faced with the hard realities of globalisation, liberalisation, deregulation, end-user assertiveness and high-paced technology, with hardly any response time, they need to use this skill the most. Learning, relearning, and sometimes, unlearning, are the only three ways to advancement in career paths. Therefore mid-career management education has become imperative.

Says Dr Sudhi Seshadri, Professor, Marketing Area, and Chairperson, Executive Education, Indian Institute of Management, Bangalore, “I have been watching the executive education programmes since 1991 and I find that Indian companies have become increasingly professional in their approach.”

He thinks, now, Indian corporates realise they have to upgrade the skills of their managers for two reasons: a better market share and to retain talent. There is no dearth of supply (trainers, programmes, ideas) or demand (companies, entrepreneurs, government) in this area.

For instance, take IFMR (Institute for Financial Management and Research), Chennai, which takes its manager-trainees through a programme called ‘retooling’. Says IFMR’s Prof G. Balasubramanian, “Such programmes give them an opportunity to reflect on business trends and concepts and their relevance today.”

This, the institution achieves through knowledge sharing, interactive sessions, debates on cost management, behavioural sciences and marketing.

On ‘reskilling’ needs, he says that at a certain stage in their careers, people need to brush up on their fundamentals. “It is important for people at the middle level to be exposed to broader thinking and to integrate perspective. And mid-career training programmes enable executives to constantly read, reflect and relate,” he adds.

The role of organisational motivation can never be overemphasised in today’s dynamic corporate world. Says Latha Ramakrishnan of Laras - Regional Master Licensee, South India for Leadership Management International (LMI), “Mid-career training programmes are relevant now because if you look at competition, it is very easy to match pricing, technology and quality. The only challenge that companies face today is the effectiveness of their employees.” And this can be met through upgrading their skills.

Vineet Mittal, President and MD, Stream International Services, reveals to Priya Jain his determination to follow a different track.

Vineet Mittal

Vineet Mittal is not a man who gives into the stream of things. A successful entrepreneur, the 31-year-old President and Managing Director of Stream International Services, has lived by two beliefs—first, to commit only what you can deliver and secondly, to achieve and constantly improve on expectations.

Born and brought up in North Kolkata, he had a close-knit relationship with his family. He was rebellious and naughty as a child but managed to get things done his way. Though not the brightest student, he was hardworking and focussed. His confidence and persistence has defined his destiny. As children we all dream to be a part of fairytales and the bedtime stories. But the story that Mittal’s father told him shaped him as a human being.

The story was about a child who accompanies his father to a circus. As the duo is half-an-hour early, the father decides to take the child around the circus to look at the circus animals. The boy is moon-struck looking at the giant elephant. But is even more stunned to look at the tiny chain tied around the elephant’s back foot. He rightly asks his father, “Dad this elephant is big enough to break this small chain. Why doesn’t the elephant free himself?” The father replied, “It all depends on this elephant’s social conditioning. This chain is being used to tie this elephant since he was a baby, at that time, when the elephant must tried to break it but he couldn’t because he was not strong enough. Today even after the elephant is grown up he is conditioned to believe that he will be unable to break the chain.”

So Mittal decided never to give up and fight back all challenges. His learning from the family business along with his engineering and management education laid solid ground for his pursuits. After his engineering from the National Institute of Technology (NIT), Mittal entered the Internet business at VSNL, which exposed him to the vast opportunities in the integration of technology and commerce. At VSNL, he was instrumental in planning and execution of India’s largest ISP and international telecom. However, as the trends moved towards the dotcom business, Mittal took a very different path.

“We have a well-established family business, but I wanted to test my potential and was adamant to go forward with my passion. Being from a traditional marwadi family I faced a lot of resistance in the beginning. But they decided to give me a chance. I asked them to give me five years to prove my ability and assured that if I am not successful I will return to join them,” says Mittal. Luckily there was no looking back for him.

He adds, “In the beginning we faced problems due to immaturity in business but we soon learnt to meet up with changing situations. I proved to the society that I have the calibre to achieve what I wish for.”

Offering remote services from a low cost destination was a model that few companies had adopted in the early 2000.

He founded Infowavz India, a business processing outsourcing company, in February 2000, with his best friend Zia Shiekh, who is also his support system.

In April 2004, HIG Capital’s portfolio company, ECE Holdings, merged three industry leaders in the contact centre outsourcing market: Stream International, ECE and Infowavz.

Mittal believes that to be a successful company it is important to focus on people, processes and technology. To streamline the processes of the company, Stream got itself an ISO certification.

He realises the importance of human development, which reflects in the company’s employee training programme, which is based beyond functional work-based tools.

Mittal thinks that learning is successful by doing, not listening. Through visual plays, role-plays and operational learning, Stream’s employee training programme encompasses a “positive life” and work-life balance philosophy that provides them with life-long benefits.

In his opinion, “People are the heart of the organisation while we are just the facilitators, people provide us the revenues.”

He thinks that the employees should know what is expected of them and they should be given the right incentive. He says, “It is important to measure the right matrix. What gets measured gets delivered, and what gets rewarded gets repeated.”

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Thanks to its brand and taking into account the needs of large Upscale management education, SPJIMR decided to develop its activities by creating SPJain Center of Management (SPJCM) in Dubai.

SPJCM the original plans for Dubai, two high-end programs and the PGDM EMBA would be taught at the prestigious Knowledge Village occupied the campus m approximately 25000 square metres spread over the bottom and land degradation in the first block 3A. Furnished modern in an elegant way with state of art-fi, major Auditorium style classrooms modern high technology such as video conferencing, etc. Wireless Hub The library is stocked with a large selection of books and magazines with a access to a vast electronic library

With the recent hikes in admission fees, management education at India’s top B-Schools is set to become much more expensive.

In the last few weeks, all six Indian Institute of Management (IIMs) have decided to raise the fees for their Post Graduate Programme (PGP), albeit with varying degrees. Other B-schools of repute too are increasing their fees. MBAUniverse.com presents a review of the new fees scenario.

From the table below, one can make out that IIM-A’s PGP programme is the most expensive amongst the IIMs, while IIM-L is the most affordable of the IIMs. IIM-A has affected the steeped fee hike of over 100%, while IIM-L has increase the fee by a modest 25%. Other IIMs have increased fees by 50% to 80%.

The Indian Institute of Management (IIM) here - one of India’s centres of excellence - is planning to set up its first overseas campus in Dubai as part of its strategy to achieve international status.

“We are discussing the possibility of setting up a centre in Dubai. The proposal is currently on the drawing board,” said Shekhar Chaudhuri, director of IIM Calcutta.

“We need to closely look at all the aspects of launching an overseas centre before we can initiate work in this direction,” Chaudhuri told IANS at the institute’s sprawling campus located on the outskirts of the city.

Set up in November 1961, IIM Calcutta is one of the six IIMs established by the Indian government in association with domestic industry and foreign business schools as centres of excellence in all facets of management education.

The other five IIMs are in Ahmedabad, Bangalore, Indore, Kozhikode and Lucknow. IIM alumni currently occupy leadership positions as corporate managers, academicians and successful entrepreneurs worldwide.

The six IIMs were in the media spotlight this week following exposure of a racket involving leaking of question papers of the common admission tests to the country’s premier B-schools.

According to official sources, the Indian government has allowed the respective boards of IIMs to evolve their own strategy for spreading their wings overseas such as by setting up campuses independently or in a tie-up with local partners.

IIM Calcutta currently offers short duration programmes in different aspects of business management for company executives in overseas locations like Colombo, Dubai, Singapore, Dhaka and Kuala Lumpur.

It plans to expand the institute’s reach by offering short duration programmes in other major Asian countries like China as well.

On IIM Calcutta’s plans to forge faster links with industry, Chaudhuri said the institute has decided to set up a centre to encourage entrepreneurship and innovation among its students.

“The Centre for Entrepreneurship and Innovation will be set up on the lines of an incubation centre. The idea behind the centre is to ensure that every year a few of our students become entrepreneurs,” he said.

“The centre will basically focus on incubating ideas related to the hi-tech industry. It will have all kinds of facilities to encourage innovation and the spirit of entrepreneurship.

Vaikunth Mehta National Institute of Co-operative Management (VAMNICOM), Pune, was founded in 1947 for the management, training, research and consultancy needs of cooperative organizations, government agencies and other national agencies. The Institute aims at establishing professional manager to manage the key posts of development management, education, training, research and consulting firms. The establishment of programs to improve decision-making and capacity-building in the administrative manager of the cooperative sector practitioners.

It offers a postgraduate degree in business economics and a diploma in Co-operative business management. Faculty members have extensive experience in the University and institutions at national and international exposure in their functional areas of expertise. The Institute has a well-equipped library, state-of-art IT-structure and a youth hostel than 100 self-contained rooms.