1. Presentation Does the Management ProgramPrepare Business Leaders for Today: A New Face of Management Education Dr MM Bagali, PhD AHRB / Bangalore Presentation as part of Advocacy done at AIT B-School
2. Why Management Degree How the Future Enterprise looks like A Landscape of Management Education in India The present and the future scenarioagenda Does Management Education prepare tomorrow Business leaders Q/A
3. • Management Degree works • The Market Value • Assured Employment • Impact Society • Take hold on Large Business Why Unitsmanagement • Leadership Skills for Complex Operating Environment education • To handle all functional areas at a given time matters • Stand Out for Well Rounded Job • A different bread, driven by creative ideas • Entrepreneurship • Self Esteem
4. A Study of Alumina
5. Personal Value to Individual
6. Value toOrganization
7. Value toSociety
8. But, Management Education is shaped….. • Needs and Preferences of Consumers of Business Education • Knowledge, ability, skills employers expect graduates to possess • The resources Business Schools need to serve their customers • The demands from the Society
9. The Picture of the “Future of the Enterprise”…. IBM SurveyGlobal CEO Study 2008 • Change • Innovation • Integrate Globally • Global business design • Socially aware customers • Genuine concern for Society • Acquisition and Mergers
10. The question…Employment oremployability
11. National Knowledge Commission Government of India Management Education The National Knowledge Commission is a high-level advisory body to the Prime Minister of India, with the objective of transforming India into a knowledge society. It covers sectors ranging from education to e-governance in the focus areas of the knowledge • Dr. Sam Pitroda (Chairman) • Dr. Ashok Ganguly • Professor P. Balaram Dr. Jayati Ghosh • Dr. Deepak Nayyar • Mr. Nandan Nilekani • Ms. Sujatha Ramdorai • Prof. Amitabh Mattoo
12. National Council on Skill Development• CK Prahlad, Management • Hon. Prime Minister Guru • Hon. HRD Minister• Nandan Nilekani, Info-sys • Hon. Finance • Hon. Heavy Industry and• Laila Tayabji, NGO, DataKaar Public Enterprise• Renana Jhabwala, SEWA • Hon. Rural Development• Rajendra Pawar, NIIT • Hon. Housing and Poverty All.• Manish Sabharwal, HR BPO • Hon. Labour / Emp • Dy. Chairman, Pl. Comm.
13. A Historyglimpses Types• 1960… Andhra – University Dept University First MBA – Affiliated Institutes program – Autonomous• 1960 onwards …. IIM C and B( Now 6, 5 to add) – Deemed• AICTE approved nearly – Independent / Private 1500 – Foreign Institutes B - School – Corporate UniversityType of Program ScheduleMBA/ MBA( PT) / MBA( Evening) / E-MBA 1 yearIMBA / PGDBM / PGDM / Weekend 2 years 3 years 4 years
14. Attributes of Management program RankedLocations Ranking Not Ranked Accredited Non AccreditedSingle campus IndiaDistributed InternationalInternational IndiaOn Site at companies NBAVirtually International EQUIS… European Foundation for Management Mode of Delivery Development Face to face Partially On Line Fully On Line Mode Delivery Semester Charged Year Academic Alliance Factors depends Tri Semester Course delivery % on
15. Disciplines Human Resource Marketing Finance ProductionHas there been any Change???
16. AdmissionNational EntranceState EntranceCAT, MAT, XAT, CET, JMET, ATMA, GCET, JEE, SEE, etc.COMMON ADMISSION TEST (CATJOINT MANAGEMENT ENTRANCE TEST (JMET)AIMS TEST FOR MANAGEMENT ADMISSIONS (ATMA)ICET (INTEGRATED COMMON ENTRANCE TEST)GUJARAT COMMON ENTRANCE TEST (GCET)HP STATE COMBINED MANAGEMENT APTITUDE TESTXAT (XLRI ADMISSIONS TEST)Karnataka COMBINED APTITUDE TEST and K – MATALL INDIA MANAGEMENT ENTRANCE TEST (AIMET)MANAGEMENT APTITUDE TEST (MAT)JOINT ENTRANCE EXAMINATION (JEE), ORISSA• Madhya Pradesh MANAGEMENT ENTRANCE TEST (MET)
17. Education Deliverers Pedagogy Black Board/ OHP/LCDClass Room teaching 70% Award of DegreeOutdoor 20%Projects 10% II Class / I Class/ I with Distension
18. Systems Less Used• Credit system of evaluation• Corporate Relations in Teaching• Placements / Consultancy• Training and Development Wing• Overseas Offices and Network• Curriculum Change / Update• Adding New Subjects• MDP / FDP• Corporate Wing( CELL)…. TMDC• Corporate Management program(extended by B Schools)
19. Critiques on B - School• Quality Curriculum Mission not defined• Faculty, and faculty properly with doctorate degree Research agendas for students• PhD’s mission Cross Cultural knowledge• Publications fertility International Exposure Limited Real World Collaborations Exposure Case Teaching/ Accreditation Development High level Dialogue Industry- Institute less Research Input less
20. A big question for B Schools….Can I MANAGE One of the first 50 Fortune Companies
21. How to Enhance the Management Program?A year prior, the United States accreditor of Business Schools, the AACSB, reported that theMBA should provide:a) A sophisticated understanding of the influence of political, social, legal andregulatory, environmental, demographic and technological impacts on companies;b) Familiarity with legislation and formal programs that support ethical conduct;c) Exposure to companies with high levels of integrity and responsibility, counteringmuch of the negative business media coverage;d) Dynamic learning opportunities that require integrating multiple perspectives andmanaging ambiguities and dilemmas at the global and individual levelBut, DOES MBA Program gives… Is the Question?Association to Advance Collegiate Schools of Business
22. Management Graduates who can address Questions like….• How do we factor (geo)political risks into investment decisions?• How can we account for negative impacts of Operations on nearby communities, if at all?• What is the best way to predict and plan for increasing scarcity in natural resources such as freshwater?• What governance structure is the most appropriate for our company / country?• How does one negotiate with employees to achieve mutually beneficial resolutions?• Can you identify important global economic and business trends?• Can I create my practices as PATENT and copy right?
23. a gRecent global trends … The changing face of management education m e n t
24. Recent Trends • Real World Experience • Curricula… global theme • Clinical content of curricula • Evaluation …. Credit system • Course Changed and Restructured • Specializations too many • Names of the course also changed • Names of Out coming students designation changed • Pedagogy approach • Skill/ Competency oriented • Continuous Evaluation • Variety of pedagogy • Combined faculty for a course
25. Recent Trends • Title of the courses…. Global • Study Aboard Program (at least 6 months) • Collaboration of Program • Joint Degree Award • Ranking and Accreditation • On line courses.. E- management… web learning • Foreign added flavor (International touch / flavor) • Non Credit – Audit courses • Research agendas in the course • CEO taking a course
26. valuation Parameters• Role Play • Class Room teaching• Business Games • Group Learning... Out door assignment• Case Method / Case Studies on • Projects Fortune • Video / TV.... Audio Visual• GD • Meet the CEO / Executive• Role Play • Companies• Business Games • Industrial Visits• Workshops • Presentations• Quiz / Debate • Profile writing of Successful Business• Corporate Interaction houses in India• Seminar • Publications by Students Compulsory• Workshops • Seed Money Granted• Virtual Business Setting • Business writing plans/models
27. Recent Trends • More practice in decision Making based on complex and uncertain situation • More opportunities for experiential learning • A broader understanding of the interdependent nature of business functions • More integrated, multidisciplinary pedagogical techniques • Cross cutting emphasis on ethical leadership
28. Recent Trends • Knowledge of Economics, Political, Environmental and social dimensions are brought into • Provide boarder knowledge than only about specific topics and processes • Ability to work in Team and in collaborative situations in a fast paced environment • Feedback from present students, alumina, recruiters, stake holders, on all aspects
29. Recent TrendsNetwork Ideas Management Educators should be more visible within Business community, and an constant dialogue and debate of issues of business global impact.. CII NASSCOM NHRD Network FICCI IT Forum Strategic Group of India and many more
30. Attributes of Management programLocations AccreditedSingle campus IndiaDistributed NBAInternational Ranking ISO InternationalOn Site at companies Needed AACSB …Association to Advance Collegiate SchoolsVirtually of Business EQUIS… European Foundation for Management India Development International Charged Factors depends on yourMode program and facilities; academic program DeliverySemesterYearTri Semester Academic Alliance Mode of Delivery Course delivery % Face to face Mixed Tutorials Partially On Line Fully On Line
31. New areas / courses Management program • Public Policy • Entrepreneurship • Change management • International Business • IT • Insurance Management • ERP • CRM • Retail • NGO Management • Rural • Tourism • Marketing and Sales • HRM • Medical Tourism • Hospitality …………………… Sports Infrastructure MNC
32. What Recruiters look Management grads… …TCS WIPRO Tech• Need to study not only for exam purpose but from a • Communication skills and confidence level is professional perspective. poor.• Need to improve their general knowledge and • Communication skills need to be given more knowledge about current affairs. focus.• Need to start looking at bigger picture of the work they are doing rather than looking it as piece of • Focus on basics, problem solving approach code etc. communication skills.• Need to develop more General Knowledge and understanding about the industry. Environment & • Need to work on oral communication skills. surroundings.(like companies, markets, world , politics, etc.) • Need to improve the quality and depth of• Need to improve the knowledge for other that internal projects. curricular.
33. HCL Tech.Concentrate more on Communication skills andaptitude.Need to enhance basic skills need to concentrate onbasics of academic subjects. Need to improvecommunication skills. Mahindra and Mahindra • Students must engage themselves in extra curricular activities. • More trainings can be imparted to improve interpersonal skills. • Students should have more extra curricular activities for overall personality developments.
34. The thinking….m Do they have C O R E Competency Communication Interpersonal Decision Making Risk Taking Negotiation Leadership Multicultural skills
35. hard fact reality• You cant create a leader in class room• A good practice is as good as a good theory• Research and Theory go hand in hand• Institutes are not Placement Agencies
36. A B-School responseA B - School which address perspectives from….Company ManagersManagement studentsManagement Faculty and Administrators
37. Company Managers would like to see… • Practical experience working through responsible business decision making • Greater awareness of business tools and principles with social dimensions • Exposure to an array of models of the corporation, including corporate governance structures and models of the corporation vis-à-vis society at large
38. Management students would like to see… Experience in managing among different business disciplines and among their differing social and environmental impacts • Skills in communicating difficult messages and decisions, internally and externally • Practice in crafting integrated strategies for corporate planning • Exposure to the ways in which public policy and engagement with governments can benefit companies • Confidence in making decisions when the available data is sparse • Basic training in the concepts of ethics
39. Management Faculty andAdministrators would like to see… • Interdisciplinary thinking across the current silos of marketing, finance and accounting, operations, organizational behavior, and strategy • Practice in decision making in the face of imperfect information and under conditions of great transition
40. What b School should look at
41. Bring more practitioners into the classrooma. Find real-world, current examples of companies facing environmental, social or governance challenges and bring representatives into the classroom to tell these storiesb. Structure classes around negotiations that allow practice in situational decision-making and cross-functional consensus building; have the relevant practitioner observe the negotiation and offer his/her perspective at the end
42. Create space for students to bring up and work with these type of issues in classa. Create talking points for students on the most popular cases. Encourage students to bring up these points in class and in study groups. Provide second-year students an opportunity to mentor first-year students about the cases likely to come up in a particular course.
43. Revamp classroom learning techniquesa. Hold stakeholder engagement exercises, with students playing the roles of different external and internal stakeholders to provide a sense of the complexity of decision-making when balancing the needs of multiple constituencies.b. Hold a media survival training such as those offered within companies. Have students role-play a journalist questioning company representatives about environmental, social or governance problems.
44. Co-teach classes for greater cross-disciplinary fertilization a. Train and pay one well-respected faculty consultant from each core discipline (finance, marketing, etc.) to guest lecture in a colleague’s class. This would offer, for example, a marketing perspective on a finance case, an operations perspective on a strategy case, or an ethics perspective on an accounting case. Doing so would help overcome faculty’s hesitation to teach new materials and would introduce competing goals and objectives, such as net present value, long-term value and sustainability, and stimulate discussion on potential trade-offs between two disciplines’ perspectives
45. Introduce new themes and speakers to the MBA orientationa. Invite executives who will talk about environmental, social and governance factors as key to core business strategiesb. Institute a “Capstone” course during orientation that focuses on one project from multiple angles• Invite failed organization/ failed Business/failed Business Person
46. Support and require experiential learninga. Connect students with internships within a companyb. Enable students to design and run start-up companies with faculty as advisorsc. Assign class projects that require “consulting” for companies on under researched issues
47. Enhance the universe of teaching cases by incorporating environmental, social and governance concepts and examplesa. Add new teaching notes for popular case studies so that faculty members have access to the issues as they relate to core curriculum material. This will prevent people from putting on an “ethics” hat at the beginning of the exercise, and will encourage students to integrate these factors amongst the other considerations in their decision making.b. Tailor case studies to the type of classes offered so that faculty will be more likely to teach it. For example: For Marketing: GE’s Ecomagination launch For Accounting: The Enron story For Finance: Unocal’s cost-benefit analysis in Burma
48. Survey students about their values as they enter and exit Management grads programsa. Gather hard evidence about the possible unintended consequences of Management curriculums, as suggested by recent surveys
49. Survey companies to understand the difference between stated recruitment preferences and real-life practicea. Survey recruiting companies on how environmental, social and governance skills and knowledge play a role in Management graduates recruitment and professional growthb. Survey young professionals about why they think they got hired, and survey them again three years later about why they think they did or did not get promoted
50. National Council on Skill Development• CK Prahlad, Management • Hon. Prime Minister Guru • Hon. HRD Minister• Nandan Nilekani, Info-sys • Hon. Finance• Laila Tayabji, NGO, DataKaar • Hon. Heavy Industry and Public Enterprise• Renana Jhabwala, SEWA • Hon. Rural Development• Rajendra Pawar, NIIT • Hon. Housing and Poverty All.• Manish Sabharwal, HR BPO • Hon. Labour / Emp • Dy. Chairman, Pl. Comm.
51. National Knowledge Commission Focus Areas The National Knowledge Commission is a high-levelAccess advisory body to the Prime Minister of India, with the objective of transforming India into a knowledge society. It covers sectors ranging from education to e-governance in the focus areas of• Literacy Creation the knowledge Language Translation • Science and Libraries Technology Networks Intellectual Property Portals Rights (IPRs) Innovation Dr. Sam Pitroda (Chairman)Concepts Entrepreneurship Dr. Ashok Ganguly Professor P. Balaram Dr. Jayati GhoshSchool Education Dr. Deepak NayyarVocational EducationHigher Education Services Mr. Nandan NilekaniMedical Education • e-GovernanceLegal Education Ms. Sujatha RamdoraiManagement Education Prof. Amitabh MattooEngineering EducationOpen and Distance Education
52. National Knowledge Commission Government of India Management EducationSome of the issues under consideration of National KnowledgeCommission are:Constraints, problems and challenges relating to curriculum, teaching,infrastructure, administration and access.Methods of strengthening teaching and research in the management ofpublic systems (including state governments and local governments),regulatory structures and public policy.Methods of attracting and retaining talented faculty members.Measures to promote and sustain the research in managementeducation.Issues of autonomy and accountability of institutions.Innovative means of raising standards and promoting excellence inmanagement education situated in the wider context of society.
53. NASSCOM National Association of Software and Service CompaniesKey Highlights• Key emerging opportunities for the Indian Product Industry• High potential sectors: Customer Insights on Industry Verticals; their Expectations of Products• Talent proposition for Product Business in India• Product Business - Shift from Product Development to Product Management• Understanding Markets, Customers and “Go-to-market” strategies and methodology• Industry analysts on Issues around capital, growth, organizational structuring; Angel, VC and PE investment priorities and value propositions• Showcase of 4/5 emerging companies
54. • Harvard University• Stanford University• University of Pennsylvania• Massachusetts Institute of Technology - MIT• Melbourne Business School• University of Adelaide• London Business School• Edinburgh University Management School• University of Auckland• Chinese University of Hong Kong• Asian Institute of Management, Philippines• National University of Singapore Business School, Singapore• Nanyang Technological University, Singapore
55. Everyone has a BIG role to play….• Students• Professors• Promoters• Executives•• Society, Government, at large Thus,
56. Ranking Agencies• Business Standard The Best US Business Schools• Business World Success Magazine: Top• Business Week Entreprenurial Business Schools• Business India Computerworld: Top 25 Techno• Business Today MBAs• Business baron Working Woman: Best Business• AIMA Schools for Women• India Today publishes Hispanic Business: Top 10 Business• Outlook Business Schools for Hispanics• Asia Inc Business Week: Specialty Rankings• Financial Times (Current & Historic)• The News Week USNWR: Best Part-time MBA Programs
57. Accreditation National Board ofAICTE - National Board of Accreditation Accreditation (NBA) was constituted by the All India Council for Technical Education (AICTE), as an Autonomous Body What are the Accreditation Criteria ? For postgraduate programmes: Human Resouce Faculty 200 Students 100 Finance & Physical Resource 80 Mission, Goals 70 Research & Development 150 Industry Institute Interaction 100 Supplementary Process 50 Teaching Learning Processes 250
58. This is a summary of the IBM Global CEO Study 2008: The Enterprise of the Future The full study is available at:ibm.com/enterpriseofthefuture
59. Hungry for ChangeDoes your organization have a healthy appetite for change?• Have you seeded your organization with visionary challengers and provided them with the freedom to effect meaningful change?• Do you manage change as a structured program and measure change management• effectiveness?• Do you have robust processes in place to incubate new product, service and business model concepts — and redirect investment when required?
60. Innovative Beyond Customer ImaginationAre you aiming beyond?• Which of your offerings are breaking new ground, opening entirely new segments or markets? What can you learn from them?• Are you systematically evaluating potential geographic markets? How do you achieve the efficiencies of global brands, products and services while remaining locally relevant?• When customer preferences shift, are you the first to understand and act on this or do your competitors react more quickly?• Are you effectively integrating disparate data and systems to gain new customer insights?
61. Globally IntegratedAre you capitalizing on glob al integration opportunities?• Are you effectively integrating differentiating capabilities, knowledge and assets from around the world into networked centers of excellence?• Does your organization have a globally integrated business design (even if it does not have a global footprint)?• Do you have a detailed plan for global partnering and M&A?• Are you developing leaders that think and act globally?• Do you nurture and support social connections to improve integration and innovation?
62. Disruptive By NatureAre you developing a disruptive mind-set?• Is a disruptive business model about to transform your industry? Is it more likely to come from you or your competitors?• Do you spend time thinking about where the next disruption will come from?• Are you watching other industries for concepts and business models that could transform your market?• Are you able to create space for entrepreneurs and innovative business models while continuing to drive performance today?
63. Genuine, Not Just GenerousAre you approaching corporate social responsibility holistically ?• Do you understand your customers’ corporate social responsibility (CSR) expectations?• How are you involving them in solutions?• Do you know which nongovernmental organizations your customers listen to and are you collaborating with those groups?• Have you gained insights from current green initiatives that can be applied to your broader CSR strategy?• Are you offering employees the opportunity to personally make a difference?• How do you ensure that actions taken throughout the enterprise— and the extended value chain—are consistent with your CSR values and stated policies?
64. mIs Our Management Education looking at this Survey ?
65. Talk to me, and post your dialogue at :email@example.com@rediffmail.com