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MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
MM Bagali, PhD, HRM, HRD, HR Project, AHRB,
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MM Bagali, PhD, HRM, HRD, HR Project, AHRB,

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MM Bagali, PhD, HRM, HRD, HR Project, AHRB, MM Bagali, PhD, HRM, HRD, HR Project, AHRB,

MM Bagali, PhD, HRM, HRD, HR Project, AHRB, MM Bagali, PhD, HRM, HRD, HR Project, AHRB,

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  • 1. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage1Name of the Publication: HR Practices for Education Industry [MBA / Management Area]Reference No: 9800210045M M Bagali, PhDPhD in Management [HR] / PhD in Social Work [HR]Dean-New Horizon MBA School, Bangaloresanbag@rediffmail.com / sanbagsanbag@rediffmail.com9880986979 / 0836-24463132011
  • 2. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage2AcknowledgmentLet me place my sincere thanksfor the CAMI and MEC for having given an opportunity to work onvarious certifications over a period of One Year. Thanks also for the trainingprogram and preparing me for such knowledge sharing discussion, per se.Special Thanks to Shri. Nitin Sanker, Executive Director-AHRB (for selecting mefor Vimala Sanker Memorial Full Scholarship), and all the Trainers for theirDiscussion.Contents3-7 Chapter One8-16 Chapter Two17-28 Chapter Three29-57 Chapter Four58-65 Chapter Five66-76 Chapter Six77-86 Chapter Seven87-93 Annexure 194-99 Annexure 2100-111 Annexure 3
  • 3. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage3Chapter OneIndustry BasicsManagement Education: The MBANeedless to say that, the importance of Management Education in Indianscenario has grown to importance in education field. The growing demandfor having management Education is reflected in the number and volume ofthe B-Schools that have come-up. The rough estimated number of around250-300 B-School in 1990-2000, to around 1600-1800 B-School today.Infact, the correct picture at present is 2500 B Schools in India. Thenumber is too big for the education sector, because with these numbers, italso calls for infrastructure, which most schools lack. The courses arerecognized by AICTE (All India Council for Technical Education, India) andalso the UGC (University Grants Commission). Some also haverecognisation from the AIU (Association of India University). Infact, all thiscouncil are part of HRD Ministry, Government of India.The category of B-School also vary from the department of B- Schools inUniversity to having affiliated Institutes, autonomous, deemed status,Independent, Private, Corporate University, and the Institute withcollaborations. Each such category calls for challenges and oppourntities,with it the quality education that one has to provide. The span of the coursealso varies from one year to four years. The location of this program andschool would be from single campus to multiple campus location, with
  • 4. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage4accredited to non-accredited, having the mode of yearly, bi-semester, tri-semester, and the common area of specialization into HR, Marketing andFinance, apart from International Business areas. The admission for thisprogram would be on the All India basis like CAT, MAT.XAT, JMET, ATMA,JEE, etc.Even most of the government concern is to see that, best education isimparted and all care is taken to get the best teachers to work in theseinstitutes. Teachers play an important role in imparting education. Theinterest level, the knowledge base, the learning experience, the aptitudeand attitude towards teaching, and moreover, the passion with which theywork will go a long way in building a good future society.The education deliverers includes class room teaching, Case Method ,Role Play , Business Games , Quiz , Debate , Seminar , Out-doorassignment , Business writing plans/models, Profile writing of SuccessfulBusiness houses in India , Presentations , Industrial Visits , Meet the CEO /Executive , and the like , with credit grading for awarding the degree.
  • 5. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage5HR practices in Management Institutes acrossIndia:Let us look at these areas as far as HR practices are concerned, viz:Sl.NoPracticeAreasMatured Primitive Institutefor bestpractices[FEWEXAMPLES]Remarks1 Learning &DevelopmentPractices40% 60% IIM, IIT,XLRI1. Noexclusiveinstitute in L/Darea.2. Budget isless and notusuallyspecified3. MoreFacultyturnover, henceManagementdon‟t wish toinvest2 RecruitmentPractices65% 35% IIM, IIT,XLRI1.Advertismentare given onlarge scale2. Investment ishigh, becauseit‟s the only wayto get people for
  • 6. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage6the organization3 Compensationand BenefitPractices30% 70% IIM, IIT,XLRI andsomeotherrankedinstitute1. More Facultyturnover, henceManagementdon‟t wish toinvest and paymore2.Since,compensation isrelated to otheracademic andresearch output,but researchoutput is less.4 PerformanceManagementPractices20% 80% IIM, IIT,XLRI andsomeotherrankedinstitute1. There areno uniformperformancdemanagementpractices.Across India, itvaries frominstitute toinstitute2.No scientificscale and toolfor PMS5 TrainingFacilitiesPractices30% 70% IIM, IIT,XLRI andsomeotherrankedinstitute1.Investment ismore, hencefew onlyinstitute havethis facility2. Few Institutecan afford tospend ontraining
  • 7. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage76 OD and HRMPractices20%80% IIM, IIT,XLRI andsomeotherrankedinstitute1.Investment ismore, hencefew onlyinstitute havethis facility2. Few Institutecan afford tospend ontrainingApart from these practices, common other practices are: Remunerationand Incentives for Paper Publication; Research Project support;conference participation finance support; Travel Support for InternationalPaper participation; Incentives for Placement Records; Provision forFaculty Exchange Program; Provision and participation at variouscommittees and councils; various leaves Casual Leave ; Earned Leave;Vacation Leave; Maternity Leave; Vacation leaves; Performance basedincentives; Increments; having annual satisfaction survey; Terminationand transfer policy; Dispute Settlement machinery; and the like.HR practices which are not found in Academic circles includes: AnnualBonus, Perks, Sodex coupons for additional profits, flexitime, and thelike.
  • 8. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage8Chapter TwoThe Structure and the JDThe Human Resources:The usually found Structure in Management Institute:A] Program Director/ Dean – PD/DB] Head of the Department-HODC] The Faculty- HR/Mkt/Fin/ Others areasD] Placements and Corporate Relations Officer-PCRO
  • 9. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage9A] JD of Program Director/ Dean –PD/DSl. NO JD area Content of Work1 Academic DevelopmentTeachingBest PracticesCourseDevelopment/IntroductionTeaching the coursebased on the competencyPlan and execute bestpracticesDevelop Courses on needbases and corporaterequirements2 AdministrationBOD MeetingsCSRMentoringConferenceAdmissionsChair all meetings, eitherwith the management,faculty or the studentscommittee and councilsReach society withsocietical work andrequirements as part ofCSRGuide and chalk-outcareer plans for the facultyteamBuild network and developcorporate connect throughconference andworkshops, seminars,symposium, and Summit.Brand and make the
  • 10. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage10institute visible, talk andmake presentations atvarious forums andmeetings of prospectiveadmissions group.3 Research and ProjectsPublicationsProjectsPHDHigh level of Researchpublications inInternational and NationalRepute journalsApply, prepare and getsanctioned Researchprojects from differentfunding council andorganisationsGuide and direct Doctorallevel work, produce PHDand make Internationalcollaborations in researchareas, per se.4 MOU/ CollaborationsConsultancyPlacementsCorporateconnectionGet Company andcorporate sponsoredConsultancy and haverevenue to the InstituteGet Company andcorporate sponsoredPlacements and havestudents placedDevelop network anddatabase for theplacementsNetwork with corporate
  • 11. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage11and connect the Institute-Industry base srong5 Internal Governance andIssuesFaculty IssuesStudent‟s issuesExamsCommittees Sportand othersAddress issue related tostudents, faculty, examsand committees in theinstitutesB] JD of Head of the Department - HODSl. NO JD area Content of Work1 Academic AreaCurriculumAdmissionsApprove curriculum,academic regulations,scheme of teaching,examination andevaluation, etc., asrecommended by BOS.Develop new courses/programme of studyMake regulationsregarding admission ofstudents. Prepare thedetailed syllabi for eachsubject keeping in view theobjectives of the Institute,its vision and missionstatement.
  • 12. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage122 Research AreaProjectsPublicationsHe will decide themeaningful project work ofthe students inconsultation with thesenior lecturer and lecturerand monitor performanceof every student.Support Research workand guide research work3 I-I InterfaceIndustry-InstituteNetworkIdentify thrust areas ofresearch, extensionprogrammes and industry-institute interaction.4 Supporting AreasStudents developmentDisciplineRun the departmentManage the team offacultyBring revenue with add-onprogrammeManage Students towardscareer
  • 13. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage13C] JD of the Faculty- HR/Mkt/Fin/ OthersSl. NO JD area Content of Work1 Academic Area Assist and provideguidance for thedevelopment ofmodern teachingmethodologies.Prepare the academicoutline of theprogramme along withthe scheme ofteaching andexamination structure.Prepare the detailedsyllabi for each subjectkeeping in view theobjectives of theInstitute, its vision andmission statement.He should involvehimself and the otherfaculty in the processof curriculumdevelopment, inupdating and revisionon continued basis tomeet the requirementof industry.2 Research Area Write, Publish researchpapersApply, get sponsors forresearch projects
  • 14. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage14Appeal and apply forfunding from differentResearch councils3 Corporate Interface Develop database andnetwork with CorporateBring Corporate people toaddress students4 Other areas Mentoring, othersupporting areas likesports, cultural, library, etcwork
  • 15. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage15D] Placements and Corporate Relations Officer-PCROSl. NO JD area Content of Work1 Placements Meeting the target ofPlacements of allstudentsProfessionally andethically represent theorganization in thecorporate world2 Training Meet employer‟sneeds andexpectations andarrange for trainingTrain students,counsel and adviceand guide them3 Network Conducting JobPlacements activitylike Fairs, MeetsBuild Alumina baseand conduct aluminameetPrepare necessary
  • 16. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage16presentation andbrocudure forplacements4 Industry-InstituteInteractionHave Industry-InstituteInteraction and getcorporate people toaddress students5 Student DevelopmentactivityHave personalitydevelopment programand profile assessment
  • 17. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage17Chapter ThreeLearning and Development AreaOver the years, the importance of having the Right person for the right jobhas been the buzz word in all spheres of life. Getting people is not theissue, but getting Right people matters. When we say, Right People,emphasis is on the Right skills, Right Knowledge and the Right Attitude. Itis people, who make organization and hence the importance for the RIGHTKAS- Knowledge, Attitude and Skills. When we speak about the rightKAS, what do we mean by this? It is understood that, having the aptknowledge about the subject, work in which the person is working. It is thedomain knowledge that matters. The right skills are the qualities andcharacteristics which are required to perform the job. The right attitude isthe approach which is required and fetches the right results. Thus, it is thetotal persona, which reflects on the overall outcome of the job, per se.Competency:Competencies are those qualities and skills, which help the individual toperform superior work. They are the traits, which can‟t be duplicated easily.They are the successful model (trait) of any individual, which are inherentand keep helping and supporting the person through his work-life. Thecompetency required to perform a particular task are developed.
  • 18. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage18Competency MappingWhile competency are developed and nurtured over a period of time, theyare required at all stages and level of work. It depends on which level andgrade the individual is working, and what competency level or degreerequired. Each level or position requires different competency to performthe work for the desired output. The initial work could be a Job Descriptionof the work that has to be performed by the individual.Competency Maps for the role of ProgramDirector-PD17Core competency for MBADirector / DeanPersonal attributesCommunicationCreative / InnovativenessRelationship buildingLeadershipLegal attributeCrises ManagementMentoringAnalytical thinkingUnderstandingEmpathyBusiness WritingStrategic PlanningInterpersonal Relation1st year 2-3 year4-6 year7-9 yearOver a period of 10 years is the mapping
  • 19. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage19Administrative CompetencyPlacementEarly Identificationof PotentialFaculty Training& DevelopmentAppraisalsCareer PlanningSuccessionPlanningOrganisationalDevelopmentRecruitment &SelectionCompetencyManagementThese competencies for day today functioning
  • 20. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage20These competencies for day today functioning and managing the humanrelations and getting along with everyone effectivelyBehavioral CompetencyTime management Language skillsHuman RelationsSocial skillsStress toleranceManners and etiquetteEmotional balance
  • 21. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage21Competency required for HODMajor Professional Competency
  • 22. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage222. Supporting Competency
  • 23. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage233. Necessary Competency
  • 24. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage244. Desired Competency
  • 25. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage25BARS TableSubject: Dean, MBARating using BARS4 SuperiorThe applicant may exhibit all these behaviors to be rated asSuperiors:1. Listen to all the Staff and Faculty with keen interest2. Has passionate behavior at workplace reflected in communication3. Helps and supports all with deep sense of interest in all the activity4. At times, gets disturbed for not reaching the set standards and paceof work5. Keeps Tab on the quality of work, timely finishing the set target6. Never displays boredom or takes eyes off from fruitful discussion anddebate7. Obtains the required information and MIS all the time8. Provides all the information and seeks for informationThe subject should exhibit all these behaviors to pass as ADEQUATE
  • 26. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage263 Adequate1. Showed sympatric hearing and Emphatic feelings2. Refers files, notes for clarifications3. Obtains holistic information4. Problems are seen with complete information2 IneffectiveThe subject fails, if he/she exhibits any four of the mentioned plausible butmost inappropriate behaviors1. Displayed impatient and takes off eyes during discussion2. Acts without adequate information3. Problem was not seen with keen interest and positive approach4. Displayed lack of passion during meeting5. Listening was less, when important point was put forth6. Problem was not approached systematically7. Zeal in body language was less8.Did not look issues widely and completelyBARS TableSubject: HOD, MBA program
  • 27. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage27Rating using BARS4 SuperiorThe subject should exhibit all these behaviors to be rated as SUPERIOR1. Talks to the team about the next plans passionately2. Listens keenly and seeks for further information3. Discuss with full details and information in hand4. Seeks more information from all in the meeting5. Seeks help and extends support during crises times3 AdequateThe subject should exhibit all these behaviors to pass as ADEQUATE1. Will render mentorship when staff/faculty are struggling to put-forthissues2. Issues are looked from all angles with full and adequate information3. Looks at each issues with open mind and positive ending or closing4. Seeks clarifications before the issues are discussed and solutionsfound.5. Seeks more information on all issues6. Looks at clients( students) with empathy and provides workablesolutions2 IneffectiveThe subject fails, if he/she exhibits any four of the mentioned plausible butmost inappropriate behaviors1. Acts on all the issues without full information
  • 28. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage282. Takes notes with many pauses in between3. Don‟t try to understand clients( students/ staff) problems in totality4. Don‟t try to understand clients( students/ staff)issues objectively5. Failed to look problems in time, and seeks lack of complete info6. Dint ask Questions or probed questions into problems7. Keen understanding of the problem was not seen with empathy8. Lack of passion and interest in solving issues in time.Chapter FourRecruitment Area
  • 29. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage29Recruitment in Academic Institute is crucial because the more thescientific recruitment, the more the apt individual to be part of theorganization. Because Recruitment is the Process by whichorganizations locate and attract to fill job vacancies throughdiscovering Manpower. Recruitment is the process of evaluating thesuitability of Candidates for various jobs. Recruitment forms the mostcrucial because based on the image and brand the institute holds inmarket, accordingly the responses would be for joining theorganization. A right recruitment policy and format / procedure, theright people joining the organization.Every organization has its own set defined procedure for recruitment.A format for recruitment in academic industry would be as follows:Sample Recruitment Format
  • 30. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage30Program Director-PD
  • 31. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage31Interview Guide and Questions during Interview interactionNote: Base on the responses, following Points may be allotted for each response, viz:Highly Satisfactory Response 20 PointsSatisfactory Response 10 PointsAverage Response 05 PointsNot Satisfactory Response 03 PointsNot at all Satisfactory / Worst /Completely Unrelated Response00 PointsAreas of Questions1. To get to know each other, kindly introduce yourself and In brief,would you summaries your education background, credentials and workhistory2. How do you feel your education, experience and training haveprepared you to take-up this particular job and manage the presentassignment3. Describe a typical work week for you, thus balancing the act ofAdministration, academic and research4. Do you prefer to work independently or in a team through delegatingthe work, and what would be your typical wasy of work style5. What are your salary expectations, and also justify how is that figurecome from?
  • 32. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage326. Describe a time when your workload was heavy and how youhandled it or what do you find are the most difficult decisions to makeabout it7. What are the typical Academic related challenges and odd times /situations you faced in your last job? How you could handle it ?8. Tell me a situation where, without or less regulatory conditions to befulfilled, how did you do it when any committee came / visited forinspection and traced it9. How do you look at each two month a 10-12 % of additionalresponsibility and roles added to your JD? Do you welcome such move?10. Kindly let me know your cross salary, net salary, and the legal –statutory deductions and incentive and perks, and what do you see atcompensation in this organization?11. What keeps you to work and what gets you going on the job?Do you look at routine work which is defined or welcome additionalunwritten work and assignment12. What are your strategic plans for the next five years and howdoes this job help you grow and develop those competency to reachthem13. What is the new program you would be looking for and how youwish to go about. Do you feel, apart from prescribed syllabus andcourses, additional courses are required and should be given tostudents?14. How do you try to get more companies and corporate visitingthe institute/ B-School, and your strategy for developing network withother agencies?
  • 33. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage3315. If the company quickly asks you for the MIS of all the final yearstudents for line-up for placements, how do you go about?16. State the Accreditation process, and what Accreditationpreparation that the institute should look for, in order to have bestRanking and place the institute amongst other Institute17. What will be your focus for International Accreditation process,and where you wish to concentrate?18. According to you, what constitutes a good code of conduct andgovernance for B-School? What you would bring step by step for thenext 2 years?19. What International level meets/ conference/ event have youhandled or are or were part off?20. There are several number of possible careers and options foryou, why is that you want to follow this only? What makes you to stickto this Profession?21. Outline in very broad terms, how would you create a strategy,to place your B-School in the Top 50 Best Ranked School22. What does the day look like on those mornings you get up andsay to yourself, "I can hardly wait to go to work today because ..."23.If you were independently wealthy and didnt have to work, whatwould make you want to go to work? What about the work, thecompany, the people or anything else would be so appealing thatmoney didnt matter?
  • 34. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage34Some General Questions to understand the person better[The objective for questions from 24 till 50 is given here. Kindly readthe Question 24 as 01; 25 as 2 and accordingly till 73 as 50]24. Tell me about yourself.25.Why did you leave your last job?26.What experience do you have in this field?27.Do you consider yourself successful?28.What do co-workers say about you?29.What do you know about this organization?30.What have you done to improve your knowledge in the last year?31.Are you applying for other jobs?32.Why do you want to work for this organization?33.Do you know anyone who works for us?34.What kind of salary do you need?35.Are you a team player?36.How long would you expect to work for us if hired?37.Have you ever had to fire anyone? How did you feel about that?38.What is your philosophy towards work?39.If you had enough money to retire right now, would you?40.Have you ever been asked to leave a position?41.Explain how you would be an asset to this organization.42.Why should we hire you?43.Tell me about a suggestion you have made.44.What irritates you about co-workers?45.What is your greatest strength?46.Tell me about your dream job.47.Why do you think you would do well at this job?48.What are you looking for in a job?49.What kind of person would you refuse to work with?50.What is more important to you: the money or the work?
  • 35. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage3551.What would your previous supervisor say your strongest point is?52.Tell me about a problem you had with your team?.53.What has disappointed you about a job?54.Tell me about your ability to work under pressure.55.Do your skills match this job or another job more closely?56.What motivates you to do your best on the job?57.Are you willing to work overtime? Nights? Weekends?58.How would you know you were successful on this job?59.Would you be willing to relocate if required?60.Are you willing to put the interests of the organization ahead of your own?61.Describe your management style.62.What have you learned from mistakes on the job?63.Do you have any blind spots?64.If you were hiring a person for this job, what would you look for?65.Do you think you are overqualified for this position?66.How do you propose to compensate for your lack of experience?67.What qualities do you look for in a boss?68.Tell me about a time when you helped resolve a dispute between others.69.What position do you prefer on a team working on a project?70.Describe your work ethic.71.What has been your biggest professional disappointment?72.Tell me about the most fun you have had on the job.73.Do you have any questions for me?Objective of Probing:1. Tell me about yourself.The most often asked question in interviews. You need to have a short statement prepared inyour mind. Be careful that it does not sound rehearsed. Limit it to work-related items unlessinstructed otherwise. Talk about things you have done and jobs you have held that relate to theposition you are interviewing for. Start with the item farthest back and work up to the present.
  • 36. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage362. Why did you leave your last job?Stay positive regardless of the circumstances. Never refer to a major problem with managementand never speak ill of supervisors, co-workers, or the organization. If you do, you will be the onelooking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, achance to do something special, or other forward-looking reasons.3. What experience do you have in this field?Speak about specifics that relate to the position you are applying for. If you do not have specificexperience, get as close as you can.4. Do you consider yourself successful?You should always answer yes and briefly explain why. A good explanation is that you have setgoals, and you have met some and are on track to achieve the others.5. What do co-workers say about you?Be prepared with a quote or two from co-workers. Either a specific statement or a paraphrasewill work. "Jill Clark, a co-worker at Smith Company, always said I was the hardest worker shehad ever known." It is as powerful as Jill having said it at the interview herself.6. What do you know about this organization?This question is one reason to do some research on the organization before the interview. Findout where they have been, and where they are going. What are the current issues, and who arethe major players?7. What have you done to improve your knowledge in the last year?Try to include improvement activities that relate to the job. A wide variety of activities can bementioned as positive self-improvement. Have some good ones handy to mention.8. Are you applying for other jobs?Be honest but do not spend a lot of time in this area. Keep the focus on this job and what youcan do for this organization. Anything else is a distraction.
  • 37. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage379. Why do you want to work for this organization?This may take some thought and certainly should be based on the research you have done onthe organization. Sincerity is extremely important here, and will easily be sensed. Relate it toyour long-term career goals.10. Do you know anyone who works for us?Be aware of the policy on relatives working for the organization. This can affect your answereven though they asked about friends not relatives. Be careful to mention a friend only if theyare well thought of.11. What kind of salary do you need?A loaded question. A nasty little game that you will probably lose if you answer first. So, do notanswer it. Instead, say something like, "That’s a tough question. Can you tell me the range forthis position?" In most cases, the interviewer, taken off guard, will tell you. If not, say that it candepend on the details of the job. Then give a wide range.12. Are you a team player?You are, of course, a team player. Be sure to have examples ready. Specifics that show you oftenperform for the good of the team rather than for yourself are good evidence of your teamattitude. Do not brag, just say it in a matter-of-fact tone. This is a key point.13. How long would you expect to work for us if hired?Specifics here are not good. Something like this should work: "I’d like it to be a long time." or "Aslong as we both feel I’m doing a good job."14. Have you ever had to fire anyone? How did you feel about that?This is serious. Do not make light of it or in any way seem like you like to fire people. At thesame time, you will do it when it is the right thing to do. When it comes to the organizationversus the individual who has created a harmful situation, you will protect the organization.Remember firing is not the same as layoff or reduction in force.15. What is your philosophy towards work?The interviewer is not looking for a long or flowery dissertation here. Do you have strongfeelings that the job gets done? Yes. That’s the type of answer that works best here. Short andpositive, showing a benefit to the organization.
  • 38. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage3816. If you had enough money to retire right now, would you?Answer yes if you would. But since you need to work, this is the type of work you prefer. Do notsay yes if you do not mean it.17. Have you ever been asked to leave a position?If you have not, say no. If you have, be honest, brief, and avoid saying negative things about thepeople or organization involved.18. Explain how you would be an asset to this organization.You should be anxious for this question. It gives you a chance to highlight your best points asthey relate to the position being discussed. Give a little advance thought to this relationship.19. Why should we hire you?Point out how your assets meet what the organization needs. Do not mention any othercandidates to make a comparison.20. Tell me about a suggestion you have made.Have a good one ready. Be sure and use a suggestion that was accepted and was thenconsidered successful. One related to the type of work applied for is a real plus.21. What irritates you about co-workers?This is a trap question. Think "real hard" but fail to come up with anything that irritates you. Ashort statement that you seem to get along with folks is great.22. What is your greatest strength?Numerous answers are good, just stay positive. A few good examples:o Your ability to prioritize.o Your problem-solving skills.o Your ability to work under pressure.o Your ability to focus on projects.o Your professional expertise.o Your leadership skills.
  • 39. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage3923. Tell me about your dream job.Stay away from a specific job. You cannot win. If you say the job you are contending for is it, youstrain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfiedwith this position if hired. The best bet is to stay generic and say something like: "A job where Ilove the work, like the people, can contribute, and can’t wait to get to work."24. Why do you think you would do well at this job?Give several reasons and include skills, experience, and interest.25. What are you looking for in a job?See answer #23.26. What kind of person would you refuse to work with?Do not be trivial. It would take disloyalty to the organization, violence or lawbreaking to get youto object. Minor objections will label you as a whiner.27. What is more important to you: the money or the work?Money is always important, but the work is the most important. There is no better answer.28. What would your previous supervisor say your strongest point is?There are numerous good possibilities:o Loyaltyo Energyo Positive attitudeo Leadershipo Team playero Expertiseo Initiativeo Patienceo Hard Worko Creativityo Problem solver
  • 40. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage4029. Tell me about a problem you had with your team.Biggest trap of all. This is a test to see if you will speak ill of your boss. If you fall for it and tellabout a problem with a former boss, you may well blow the interview right there. Stay positiveand develop a poor memory about any trouble with a superior.30. What has disappointed you about a job?Don’t get trivial or negative. Safe areas are few but can include:o Not enough of a challenge.o You were laid off in areduction.o Company did not win acontract, which would have given youmore responsibility.31. Tell me about your ability to work under pressure.You may say that you thrive under certain types of pressure. Give an example that relates to thetype of position applied for.32. Do your skills match this job or another job more closely?Probably this one. Do not give fuel to the suspicion that you may want another job more thanthis one.33. What motivates you to do your best on the job?This is a personal trait that only you can say, but good examples are:o A challengeo Achievemento Recognition34. Are you willing to work overtime? Nights? Weekends?This is up to you. Be totally honest.
  • 41. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage4135. How would you know you were successful on this job?Several ways are good measures:o You set high standards for yourself and meet them.o Your outcomes are a success.o Your boss tells you that you are successful.36. Would you be willing to relocate if required?You should be clear on this with your family prior to the interview if you think there is a chanceit may come up. Do not say yes just to get the job if the real answer is no. This can create a lot ofproblems later on in your career. Be honest at this point and save yourself future grief.37. Are you willing to put the interests of the organization ahead of your own?This is a straight loyalty and dedication question. Do not worry about the deep ethical andphilosophical implications. Just say yes.38. Describe your management style.Try to avoid labels. Some of the more common labels, like "progressive", "salesman" or"consensus", can have several meanings or descriptions depending on which managementexpert you listen to. The "situational" style is safe, because it says you will manage according tothe situation, instead of "one size fits all."39. What have you learned from mistakes on the job?Here you have to come up with something or you strain credibility. Make it a small, well-intentioned mistake with a positive lesson learned. An example would be ... working too farahead of colleagues on a project and thus throwing coordination off.40. Do you have any blind spots?Trick question. If you know about blind spots, they are no longer blind spots. Do not reveal anypersonal areas of concern here. Let them do their own discovery on your bad points. Do nothand it to them.
  • 42. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage4241. If you were hiring a person for this job, what would you look for?Be careful to mention traits that are needed and that you have.42. Do you think you are overqualified for this position?Regardless of your qualifications, state that you are very well qualified for the position.43. How do you propose to compensate for your lack of experience?First, if you have experience that the interviewer does not know about, bring that up. Then,point out (if true) that you are a hard working quick learner.44. What qualities do you look for in a boss?Be generic and positive. Safe qualities are knowledgeable, a sense of humor, fair, loyal tosubordinates, and holder of high standards. All bosses think they have these traits.45. Tell me about a time when you helped resolve a dispute between others.Pick a specific incident. Concentrate on your problem solving technique and not the dispute yousettled.46. What position do you prefer on a team working on a project?Be honest. If you are comfortable in different roles, point that out.47. Describe your work ethic.Emphasize benefits to the organization. Things like, "determination to get the job done" and"work hard but enjoy your work" are good.48. What has been your biggest professional disappointment?Be sure that you refer to something that was beyond your control. Show acceptance and nonegative feelings.49. Tell me about the most fun you have had on the job.Talk about having fun by accomplishing something for the organization.50. Do you have any questions for me?Always have some questions prepared. Questions involving areas where you will be an asset tothe organization are good. "How soon will I be able to be productive?" and "What type ofprojects will I be able to assist on?" are examples.
  • 43. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage43Focus on these areas while discussion duringRecruitment and Selection:A) Strategy Creation for B SchoolB) Methodology and Approach in B SchoolStrategy CreationFocus on this areas while having discussion with the Director /Dean level while recruitment
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  • 49. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage49Methodology and ApproachWhile recruitment, focus could also be done inMethodology and Approach in managing and running theInstitute. The discussion could be in the area of mentionhere and how the program is taken forward.
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  • 54. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage54Other Areas:While recruitment, focus the discussion in the area ofMethodology of running the course day today. The discussionwould focus in the areas like mentioned here, and based on this,Selection may be finalized. These are the BEST practices inAcademic Institute (Management Program), and the likelihood ofhaving these practices reflected in discussion would fairly give anidea of the person‟s maturity and experience in ManagementEducation, per se.
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  • 58. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage58Chapter FiveCompensation and Benefit AreaBasic Component of Salary Structure:Basic component of an Ideal Salary structure for teaching includesthe Basic (base pay), DA, CCA, HRA, Medical, TA, Research andTraining allowance, Periodical and Book Allowance, Facultydevelopment allowance, and Special Merit Allowance. Thedeductions would be in terms of PF and Professional Tax.Compensation forms one of the important motivating factors for thefaculty.
  • 59. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage59DESCRIPTION OF A FEW COMPONENTS OF SALARYSALARY Basic salary The basic salary component could form about 30 to 40% of thetotal CTC. The base pay is given to all level of faculty, which isgiven monthly in terms of Salary.Provident Fund The PF has two components. One is employers‟ contribution andthe other is employees‟ contribution. Each is 12% of the basicsalary.House Rent Allowance HRA is one of the allowances where an employee can save ontax.Dearness Allowance DA is the allowance given in percentage against the base pay. Itvaries from Institutions to inst policy, but a percentage of 90-100%is given.CCA This is given as city compensatory allowance, and depends on thelevel( tier) city classified as 1/2/3…TAResearch and trainingAllowanceTravelling Allowance is the allowance for traveling from and to theworkplace. Either vehicle I provided or the allowance is included.Certain allowance is assigned to how or have expenses incurredfor research and training of the faculty. An amount is assigned forresearch and training work.
  • 60. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage60Faculty developmentAllowanceThis is assigned for the faculty to spend on ones careeradvancement.Special merit allowance Assigned if the faculty has done/worked/undertaken some QualityStandard works in Research/ Some teaching Awards/ CareerAwards/ Young Scientist Awards
  • 61. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage61Grade level Jobs included in the GradeGS 1 Teaching Associates and Research AssociatesGS 2 Lecturers and Senior LecturerGS 3 Assistant and Associate ProfessorGS 4 Additional Professors and ProfessorGS 5 Dy Directors/ Dean and Director.Grade level: GS 1Grade Description: Includes those classes of positions, the duties ofwhich are to be performed under various faculties, following almost all theinstructions given by higher-ups, with little or less exercise of independentjudgment or taking any sort of decision. They have no scope to act, but tofollow the code defined. They support the faculty under which they areassigned in areas of teaching, research, consultancy, and the workrelated to academic.Jobs included in the Grade: Teaching Associates and ResearchAssociatesGrade level: GS 2Grade Description: Includes those classes of positions, the duties ofwhich are to be performed independently in the subject/course of givenresponsibility; no independence in any of the administrative work, and hasto work under Senior. They have scope to work and act independently intheir respective subjects, and also to receive guidance and mentoring
  • 62. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage62from the seniors. Amy involve in independent research or in collaborationwith seniors.Jobs included in the Grade: Lecturers and Senior LecturerGrade level: GS 3Grade Description: Includes those classes of positions, the duties ofwhich are to be performed independently in the subject of givenresponsibility; guiding the junior incumbent and assisting them in thedefined area of teaching and research. They have scope to act and workindependently in their respective subjects, and also receive guidance andmentoring from seniors. To also involve in academic – administrative work.Take one-two institute responsibility which enhances the academic activity.Jobs included in the Grade: Assistant and Associate ProfessorGrade level: GS 4Grade Description: Includes those classes of positions, the duties ofwhich are to be performed independently in the subject of givenresponsibility; guiding the junior incumbent and assisting them in thedefined area of teaching and research. They have scope to act and workindependently in their respective subjects, and also receive guidance andmentoring from seniors. To also involve in academic - administrative work.To focus more in Research and academic development; guide andsupervise junior faculty research work; PhD work; Project formulation/execution brand building, linkage with external organization/institute, MDP‟s;corporate training and establishing centre for Research activity/excellence. Also to involve in new course introduction, syllabus preparation.Jobs included in the Grade: Additional Professor and Professor
  • 63. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage63Grade level: GS 5Grade Description: Includes those classes of positions, the duties ofwhich are to be performed independently in the subject of givenresponsibility; guiding the junior incumbent and assisting them in thedefined area of teaching and research. To focus more in Research andacademic development; guide and supervise junior faculty research work;PhD work; brand building, linkage with external organization/ institute,MDP‟s corporate training and establishing centre for Research activity.Includes difficult and most responsible work; broad knowledge ofadministrative work; academic development; Research promotion, linkage,collaborations, MOU‟s, brand building, development and establishment ofnew courses, promotion of the institute and courses, Placements efforts;Industry-Institute linkage, bringing quality and accreditation into systemestablishing of Centre of Excellence, CSR, and the like.Jobs included in the Grade: Dy Directors/ Dean and Director.
  • 64. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage64The Matrix:The Qualification and Experience and Scale of Pay-----------------------------------------------------------------------------------------------------------------------------------------------------Sl.No Grade Qualification Experience Scale AGP Remarks/ Net Salary-------------------------------------------------------------------------------------------------------------------------------------------------------1. TA /RA PG 0-1 Consolidated Rs. 8000 -2. Lecturer PG 1-2 Rs.15600-Rs.39100 Rs.6000 Rs.38,0003. Sr. Lecturer PG 2-3 Rs.15600-Rs.39100 Rs.6500 Rs.38,0004. Asst Prof PG/ PhD 3-5 Rs.15600-Rs.39100 Rs.7000 Rs.46,0005. Asso Prof PG/PhD 5-8 Rs.37400-Rs.67000 Rs.7500 Rs.98,3006. Add Prof PG/PhD 8-10 Rs.37400-Rs.67000 Rs.8000 Rs.98,3007. Prof PG/PhD 10+ Rs.37400-Rs.67000 Rs.10000 Rs.98,3008. Dy Dir/ DEAN PG/PhD 10+ Rs.37400-Rs.67000 Rs.12000 Rs.98,3009. Director PG/PhD 10+ Rs.37400-Rs.67000 Rs.13000 Rs.98,300-----------------------------------------------------------------------------------------------------------------------------------------------------# Special Allowance: Dy Dir/ Dean: Rs. 2000 / Director: Rs. 4000[Based on Hard Ship;Responsibility; Extra mile to work; etc]Total / Gross Salary: L-Sl= Rs.40,000; Sr-Asst Pro=Rs.48,000; Asso till Director:Rs.98,300. TDS, Professional Tax are deducted. All figures are rounded.AGP: The Academic Grade Pay makes the difference in Gross / NET salary payment.AGP is given if the faculty has gained grade points in terms of PhD; PhD guided;Certifications; Publications; Design of New courses; foreign visits; Overseas Conferenceparticipation, designing workshop and conferences, books published/ written; ResearchProjects, Awards, Patents, IPR, collaborations; etc.TA/RA/ Senior Lecturer: M.Phil could be added advantage for certain financialallowances.# Direct appointment of Professor scale may vary, which is not shown here.
  • 65. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage65The SCALE for Salary------------------------------------------------------------------------------------------------Sl.No Level Basic DA HRA CCA TA Res/Tg Med Gross PF IT Net------------------------------------------------------------------------------------------------Lecturer 15600 15600 2800 1000 2000 2000 1000 40000 800 1200 38000Sr. Lecturer 15600 15600 2800 1000 2000 2000 1000 40000 800 1200 38000Asst Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000Asso Prof 15600 15600 4800 2000 4000 4000 2000 48000 800 2200 46000Add Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300Prof 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300Dy Dir/ DEAN 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300Director 37400 37400 8800 4000 4000 8000 3000 102600 1500 2200 98300------------------------------------------------------------------------------------------------
  • 66. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage66Chapter SixPerformance Management System AreaTo look at the present system of PM:As the 21stcentury unfolds, the energies of corporate chiefs will beincreasingly grounded in and integrated with the overall strategic goals ofthe organization. At its root, the need to manage organization is not justscientific, engineering, product development, marketing, or leadership.Instead, firms that thrive in a change intense environment have developedcultures and process that make them flexible, nimble and change ready.A company‟s perception of its business environment is as important as itsinvestments in developing and managing HR. This will require a newconsciousness about the inherent and unsurfaced aspects of all HRsystems and tools be it developing or managing the HR at the workplace.Experience has shown that developing human resources often results inachieving a sustained organizational growth. Of all the resources whichmake business and money, the HR is considered as the most crucial andprominent. This is because of the fact that, HR makes the business work.It is HR, which makes the organization grow, develop and excel.Infact, various strategies are being adopted by businessorganizations in this regard. One also sees a paradigm shift from anapproach understood as „welfare approach‟ to that of an approachcommonly known as the „performance management approach‟. This
  • 67. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage67approach of employee performance has seen interesting outcomes andhence has been accepted all across the world.Performance Management: Defined1. PM means looking forward and planning for future skillenhancement while talking account of an individual‟s context2. PM is looking at requisite changes in employee skills andbehavior, thus, focusing at competency enhancement3. PM is creating a basis for individual employee performance andcorporate strategy4. PM as a continuous process in which organization clarifies thelevel of performance required to meet their strategic objectives,convert them into unit and individual objectives and manage themcontinually5. PM is a process of ensuring that employees understand what isexpected of them in their jobs and that managers provide theappropriate support and feedback to help them meet expectations6. PM is aligning individual objectives with business goals andcustomer requirements, evaluating results achieved, and coachingfor continual improvement7. PM is a system / process / which help employee perform aseffectively as possible
  • 68. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage68The format of the form used:A sample Balanced Scorecard: The areas of focus forDean / Director of the B-SchoolArea of Performance: KRA and KPI, based on these areas, the Scorecardcan be worked out.Key Results Area
  • 69. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage69Key Performance Areas
  • 70. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage70A sample Appraisal format: The areas of focus forTeaching Faculty of the B-SchoolStudent feedback on TeachersDepartment: Semester/term/year:Please rate the teacher on the following attributes using the 4-point scale shown4.00 3.00 2.00 0.00A….. Very Good B….. Good C….. Satisfactory D…..UnsatisfactoryName of the Teacher:Parameters A…..VeryGoodB…..GoodC…..SatisfactoryD…..UnsatisfactoryKnowledge base of the teacher (as perceivedby you)Communication skills (in terms of articulationand comprehensibility)Sincerity / commitment of the teacherInterest generated by the teacherAbility to integrate course material withenvironment/other issues, to provide a broader
  • 71. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage71perspectiveAbility to integrate content with other coursesAccessibility of the teacher in and out of theclass ( includes availability of the teacher tomotivate further study and discussion outsideclass)Ability to design quizzes / tests /assignments /examinations and projects to evaluate studentsunderstanding of the courseProvision of sufficient time for feedbackOverall ratingIn case one wishes to have Open ended Questions, than it may also be included.
  • 72. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage72Sample formats for Teacher SelfAppraisal ReportSELF APPRAISAL OF TEACHERSGeneral informationName:Address (residential): Ph. No.:Designation:Department:Date of birth:Area of Specialization:Academic QualificationsExam passed board/university subjects year division/grade merit------------------------------------------------------------------------------------------------------------------------------High schoolHigher Secondary or Pre-degreeBachelor‟s Degree (s)Master‟s Degree (s)Research Degree (s)Other Diploma/Certificates etc.----------------------------------------------------------------------------------------------------------------------------
  • 73. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage73Research Experience & Training------------------------------------------------------------------------------------------------------------------------------Research Stage Title of work/theses University where the work was carried outM.Phi or equivalentPh.D.Post –DoctoralPublications (give a list separately)Research Guidance (give names of students guided successfully)Training (please specify)---------------------------------------------------------------------------------------------------------------------------Research Projects carried outTitle of the project Name of the funding agency Duration Remarks-------------------------------------------------------------------------------------------------------------------Seminars, Conference, Symposia Workshops etc. attendedName of the Seminar/ Conference/ Symposia Workshop, etc. Name of theSponsoring Agency Place and Date------------------------------------------------------------------------------------------------------------------------------
  • 74. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage74Teaching Experience------------------------------------------------------------------------------------------------------------------------------Courses Taught Name of the University/College/Institution DurationU.G. (BBA/ BBM / B.A./B.Sc.etc. Hons.)P.G.(MBA / M.A./M.Sc., etc)Any other----------------------------------------------------------------------------------------------------------------------------Total Teaching Experience:Under-graduate (Pass):Under-graduate (Hons):Post-graduate:Any Other:----------------------------------------------------------------------------------------------------------------------------Innovations/Contributions in Teaching (Individual Contribution)Design of CurriculumTeaching methodsLaboratory experimentsEvaluation methodsPreparation of resource material including books, reading materials, Laboratorymanuals etc.Remedial Teaching / Student Counseling (academic)Mentoring------------------------------------------------------------------------------------------------------------------------------
  • 75. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage75Improvement of Professional Competence:Details regarding refresher courses / orientation attended, participation in summerschools, workshops, seminars, symposia etc. including open university courses /M.Phil., PhD-------------------------------------------------------------------------------------------------------------------------------Extension Work/ Community ServiceGive an account of your contribution to:Community workNGO associationVoluntary Membership for communityPositions held / Leadership role played in organizations linked with Extension Workand National Service Scheme (NSS), or NCC or any other similar activity-------------------------------------------------------------------------------------------------------------------------------Participation in Corporate Life:Please give a short account of your contribution to:College / University / InstitutionCo-curricular ActivitiesEnrichment of Campus Life(Hostels, sports, games, cultural activities)
  • 76. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage76Membership /participation in Bodies /Committees on Education and NationalDevelopment / National OrganizationProfessional Organization of Teachers.Membership of Professional Bodies, Societies etc.Editorship of JournalsAny other information(Signature of the Faculty)
  • 77. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage77Chapter SevenOD and SHRMOrganizational Development in Academic institutes forms the crucialcompetitive advantage for any organization to survive. EachAcademic institute has its own strategy and approach to develop theorganization. Every such organization has strong vision and missionstatement and objectives to go ahead. The Vision, Mission andvalues are imbedded and practiced all through. The OD process inAcademic Institute can be focused in these areas, viz:LeadershipStrategic PlanningCustomer & Market focusMeasurement / Analysis / Knowledge ManagementWorkforce FocusProcess ManagementResults
  • 78. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage78Leadership1. What is that the Organization Philosophy stands on?2. How is that the Vision / Mission and Value statement prepared?3. How is that the Vision, Mission and Value are imbedded and practiced?Cite few examples.4. Is there any alignment with Vision, Mission and Value and theperformance parameters?5. What are the best practices and Ethos followed?6. How are the Corporate Governance practices reflected at work place?7. How are unethical practices dealt with? What extent are unethicalbehavior seen seriously and actions taken per se.8. What are the CSR activity taken in which area and the expenditure?Does organization has a policy on CSR? If so, how is it derived /developed?Strategic Planning1. How is the strategy for the organization developed here? What isthe exercise done?2. How is/are objectives of the organization done/ formulated? Whatparameters and the data go into such exercise?3. Once the strategy are prepared and put in place, what is themethodology and mode that it is taken forward?4. How are the KRA/KPA measures?
  • 79. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage79Customer & Market focus1. How do you capture market knowledge and updates for theorganization?2. What is the ways/methodology to know/understand customers?3. What is the mode of getting customer feed back? How do you use suchdata later for your strategic planning?4. What are the methods of knowing customer satisfaction Index andretaining your customer strategy?Measurement / Analysis / Knowledge Management1. What is the index and matrix of measuring organizationalperformance?2. What is the methodology followed for measuring and analyzingorganizational Performance?3. How is “Knowledge” developed in the organization?
  • 80. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage80Workforce Focus1. What is the way through which the Employees` are engaged?2. How are the employees` developed and trained3. What are the training programs imparted internal and externally?4. Are the workplace climate surveys undertaken? If yes, how is it done?If no, why such need is not felt?Process Management1. How are the skills and competency developed?2. How are the competencies managed further?Results1. How are Results measured and the parameters (areas)?2. What are the ways through which we get customers?3. How do we measure financial performance and value of the organizationin the market?4. How do you measure the employee results?
  • 81. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage81How do you measure the OD results?Sl.NoCategory MaximumPointsSub Aspects1 Leadership 120 Senior LeadershipGovernance andSocial Responsibility2 Strategic Planning 85 StrategicDevelopmentStrategic Deployment3 Customer andMarket Focus85 Customer and MarketKnowledgeCustomerRelationship andSatisfaction4 Measurement ,Analysis andKnowledgeManagement90 Measurement ,Analysis andImprovement ofOrganizationalPerformanceManagement ofInformation,InformationTechnology andKnowledge
  • 82. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage825 Workforce Focus 85 WorkforceEngagementWorkforceEnvironment6 ProcessManagement85 Work System DesignWork processManagement andImprovement7 Results 450 Service and ProductOutcomeCustomer FocusedOutcomeFinancial and MarketOutcomeWorkforce focusedOutcomeProcessEffectivenessOutcomeLeadership Outcome
  • 83. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage83HR Audit using PCMM Model for AcademicInstituteLevel 1 and 2Sl. No Process Area Level of Maturity1 Work Environment Appropriate Work Environment systems atplace / creation of great place to work, stimulating2 Communications Cordial Social Environment with Sharing of Informationthrough MeetingsTop-Dawn communication3 Staffing Effective policy in Recruitment and Selection areasof FacultyA committee for shortlisitng the candidatesInduction of faculty on large scales4 PerformanceManagementSetting KRA and KPA are to be defined to alllevels of faculty in all areas of teaching,viz: Teaching,Research,Consultancy,Extension andIndustry-Institute interfaceMonitoring of Performance to be done regularlyand continuously
  • 84. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage845 Training Formal training for In coming facultyFormal refreshing course for alreadyexisting faculty6 Compensation Variable Compensation pay to be designedExtra payments in terms of extra contributionLevel 31 KnowledgeandSkillsAnalysisFormal Knowledge and Skills Analysismodel or exerciseBased on CV or Bio data and feedback from students,an picture of Knowledge and Skills Analysisto be generated2 WorkforcePlanningEach dept to send the required workforce for thecoming years3 CompetencydevelopmentIn-house trainingOut side Oppournity for competency enhancementand development in the subject in terms of conference,seminars and workshop
  • 85. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage854 CareerDevelopmentTo develop the skills needed and career advancementLevel 41 Mentoring Mentor-Mentee practices and meetingsin this regard to be heldRecords of these outcomes to be maintained2 Team Building Goals and objectives for each deptTeam based activity and work to be reflectedin day today work3 Team BasedPracticesTeam working to be part of day today activity, and wheneverneeds exists, team to be part of all such activity4 OrganizationalCompetencyManagementFormal model or format to exist5 OrganizationalPerformanceAlignmentPerformance results and analysis to be done regularlyand intensively
  • 86. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage86Level 51 PersonalCompetencyDevelopmentEvery faculty to have a plan to write, self development areas toimprovement areas, and how to reach theseareas2 Coaching Monetary rewards to be given3 ContinuousWorkforceInnovationsEmpowerment in all areas to reflectCan have / Practice innovative Practices within the definedareas, per se.
  • 87. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage87Annexure 01Additional Information:Through Students Development Initiatives,OD and HRM format
  • 88. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage88Through Students Development Initiatives, OD and HRM formatThese are the templates and initiatives for HRM/HRD of Students inAcademic Institute. These practices will make best place to student,and student’s development program. MBA Institutes and Instituteelsewhere may take some initiatives form these practices for theirStudent Development, per se.Various OD/ HRMInitiatives froStudentsDevelopmentLevel of MBAFirst Year=FYSecond Year=SYBoth= BInternational AcademicTour Second Year=SYStudent Corporate ReachInitiativePre-Placement Training for 30 hoursSecond Year=SYStudent EnrichmentInitiativeQuantitative Training in 30 hoursFirst Year=FYStudent LanguageProficiency InitiativeEnglish Language Training, focusingBusiness areasFirst Year=FYStudents AcademicSupport InitiativeOn Line course work material with pptBoth= B
  • 89. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage89Student IntellectDevelopment InitiativeBusiness Line / Economic Times PapersubscriptionBoth= BStudent Industry- InstituteInitiativeExample :Campus visit to Infosys, Mysore underSpark program to learn about Buildinga World Class OrganizationalFirst Year=FYStudent DevelopmentInitiativeParticipation in various ManagementFestivalsBoth= BStudent CompetencyIndex supportEmployability Index Mapping ReportFirst Year=FYStudent Career SupportInitiativePlacement Assistance and supportSecond Year=SYStudent EnrichmentInitiativeExclusive CV writing workshopSecond Year=SYStudent Support InitiativeAssistance to get Summer internshipSecond Year=SY
  • 90. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage90Student EnrichmentInitiativeMBA Leadership Program, throughwhich various forums are formed bystudents to run students activityBoth= BStudent Out ReachInitiativeAssistance for InternationalAssistance-ship for projectsSecond Year=SYStudent Connect MEInitiativeWell developed Alumina databaseavailabilitySecond Year=SYStudent Industry –Institute InitiativeTie up with Corporate for ProjectassistanceSecond Year=SYStudent DevelopmentInitiativeProfessional Counseling /MentoringSessionsBoth= BStudent DevelopmentInitiativeMembership to Business ClubBoth= B
  • 91. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage91Student EnrichmentInitiativeCareer Guidance Assistance fromPlacement and Training CellSecond Year=SYStudent EnrichmentInitiativeSkill Development Workshops /SessionsFirst Year=FYStudent Intra-net InitiativeStudents Personality club andSocietiesMarketing ClubFinance clubHRD ForumFirst Year=FYStudent Self DevelopmentInitiativeBest Manager Award from thedepartmentBoth= BStudent Info-lib InitiativeBook Review Competition AwardBoth= BStudent EnrichmentInitiativeBest MBA Project AwardSecond Year=SY
  • 92. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage92Student Intra-TeamInitiativeOppournity to host / be part of SportscommitteeBoth= BStudent Inter-TeamInitiativeOppournity to host / be part of Culturalcommittee Mega EventBoth= BStudent Special InitiativeSpecial Mock Viva competition of MBAprojectsSecond Year=SYStudent CSR InitiativeOppournity to be part of CSR - SocialService Activity committeeBoth= BStudent Out ReachInitiativeOppournity to be part of National AIMAQuiz, India levelBoth= BStudent Global InitiativeOppournity to make paper presentationin International Conference / WorldConference, in the listed ManagementForumsSecond Year=SY
  • 93. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage93Corporate NetworkInitiativeAIMA / NHRD StudentMembershipOr any other NationalMembershipSecond Year=SYAll this templates may be of use to Professionals who wishes to use them in ACADEMICInstitutes, and make the best use of best practices.
  • 94. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage94Annexure 02Additional Information:India HR AwardThe CAMI-AHRB-MEC HR LeadershipAward for HR Evangelist Management[Teaching Faculty]andThe CAMI-AHRB-MEC HR LeadershipAward for HR Evangelist Professionals[HR Fraternity]
  • 95. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage95Proposal [Draft]The CAMI-AHRB-MEC HR Leadership Award for HR EvangelistManagement [Teaching Faculty]andThe CAMI-AHRB-MEC HR Leadership Award for HR EvangelistProfessionals [HR Fraternity]Proposed by: MM Bagali, Dean, MBA program, Bangaloresanbag@rediffmail.com / sanbagsanbag@rediffmail.com / 9880986979Preamble1. The total idea is to recognize HR Practioners and Teaching Facultywho have demonstrated and branded HR as their core work. To lookat, weather HR made their career, or they made HR proud, per se.2. To constitute a Panel of Experts, which includes Academician, HRexpert and / or consultants, and the Vice Chancellors of IndianUniversity. If we could get 1-2 Overseas Expert, it could add value.3. To call for CV / Bio-data-Personal Profile, of HR Executives andFaculty, with all the work that they have done.
  • 96. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage96Selection CriteriaCriteria of SelectionFor Corporate HR:a) The ability of the company/group to succeed in a competitiveenvironmentb) Commitments to the best practices in HRc) Contribute to the growth of the peopled) Your influence on Peere) The ability to make a paradigm shift in HR/ Businessf) Demonstrated Leadership Qualitiesg) Developing a great place to workFaculty/ Teaching Community HR:a) Demonstrated leadership Qualities in Academicsb) Innovation in HR teachingc) Contribution to HR Researchd) Feedback from Students on teachinge) Extra Academic Workf) Any Academic Awards
  • 97. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage97Category of AwardsTwo categoriesTeaching HR Corporate HRLess than 35 age Less than 35 age36 – 50 age 36 – 50 age51 and above 51 and aboveWomen category Women categoryAmount:Rs 25,000 for each category and sub categoryRs.25, 000X4X4= Rs.2, 00,000Expenses could be:Card Printing / PostageFiles/ Pen/Folder materialsAdvertisement in Paper / JournalsAward Cash/ Memento/ CertificationSelection committee Meeting: 1-2 meetingRefreshment and Fellowship on Award `DayAir Charges / Hotel Charges of Experts, if any,Talk of Experts on that Day
  • 98. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage98CollaborationsNHRD / CII/ NASSCOM/ HR Association/ FIKKI/ NIPM/ ISTDPapers like: TOI/ DH/ Hindu/ or any otherMagazines: Business Today/ business India/ business Week/ or……Source of FundsSponsorship from Rs.5000 to Rs. 50000Entry fees of Rs.2500Experts for Selection committeeCorporateInfosys / Biocon / WIPRO / TESCO / TATAUB group / Gangaram / Sapna Book House / Other Book StoresYahoo / Google / Rediff / Accenture / Toyota / BIALAcademic institutesIIM / IIIT / NIAS/IIS / NHRD / BMA / NIPMIT Assoc. of India / NASSCOMUniversity / Educational body / AICTE/ UGCVC/ Dean of MBA dept in universityAny OthersEntrepreneurs/ NGO/Bankers/Pol. Experts/ TV/Papers/RtdProf/ IAS/ CEO/ MD/ XLRI/ TISS
  • 99. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage99Data Base:LinkedIn / HR Association / All MBA Institutes from all universityAll Deans/ Prof in HR / All categories of companiesProfessional Organization like NHRD / BMA/ NIPM/CII/NASSCOM/…..Format of ProgramFormat No 01Morning from 1000am till 0200pm4 Speakers as HR ConferenceLunch0400pm till 0600pm Award ceremonyHigh TeaFormat No 02Morning from 1000am till 0200pm, 3 Speakers and AwardLunchFormat No 030400 till 0600pm ……… 2 Speakers and Award CeremonyHigh Tea
  • 100. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage100Annexure 03Additional Information:MDP for MBA Faculty[Prizing for this program on request]
  • 101. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage101MDP for MBA FacultyAim of the ProgramThe training program is geared to ensure the Quality, Relevance,Excellence and Skills development through up-gradation of knowledge ofB-School teaching community, and to encourage research of high qualitystandards. The training program enables participants to developcompetency in general management education as well as in managementresearch and pedagogy usability.Objectives of the Program: ABC effect1. To equip with knowledge, skills, and attitudes required to manage anB-School, and develop new ideas, approaches andmethodology[Affective learning]2. To demonstrate the appropriate use of different teaching pedagogy,and acquaint with recent developments in Teaching and Researchmethods [Behavioral learning]3. To explain how to resolve problems at classroom situation andmanage the classroom sessions effectively, and develop new sets ofcompetency and skills[Cognitative learning]
  • 102. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage102The Genesis of the Present programThe Knowledge base and the Skills Set:The concern for most organization, Management and B-School is thechallenges they face in developing the greater confidence, initiative,solution-finding, problem solving capabilities and the Teaching-Research-Administration skills and knowledge of its human resources. As a faculty, itis important to have the Knowledge-Skills-Attitudes which match indeveloping and managing the institute or the B –School. The B-Schoolneeds faculty at all levels to be more self-sufficient, resourceful, creativeand knowledge in academic area. The more the knowledge about differentskills that B-School needs, the better it would be to manage the school, perse.Infact, this knowledge-skills – attitude behavior would enable the faculty tooperate at higher strategic level, which makes their organization and B-School more productive and competitive. Peoples efforts produce biggerresults and its what all the organization strives to achieve. However, whileconventional skills training gives people new techniques and method, itwon‟t develop their maturity, belief and/or courage, which is so essential forthe development of managerial and strategic capabilities of the B-School.But, the crucial fact lies here is the training that has to be given to theFaculty who are working in the B-School. Thus, the need for such design,
  • 103. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage103which enables the faculty to quip with the K-A-S to work – manage-develop the B-School.Day OneSl. No Time Topic Sub-Topic Objectives Methodology1. 0830-0900amRegistration Any AdditionalInformation atthe Reception/registrationdesk, lastminutehandoutsKit/ Forms/ Bag/ FilesTo get used to the placeof training2 0900 –0930amIce Breakerand InfoA warm uptime, whereeach to knowother, and thetrainer with allA Dyad group, eachparticipants tointroduce other TeamMember, focusing on :1. ProfessionalAchievement,2. Personal Info3. Why TeachingField4. SignificantAchievement inTeaching3 0930 –0945amThe workshop:WHY thisprogram, andthemethodology1.How the daytime will bespent2.What would bethe take homeexperience1. To set Air forthe program2. Set Targets,expectations,and theoutcomes1. Time table handout2. Interactive3.A PPT showing theprogramme for the day( AGENDA)
  • 104. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage1044 0945 –1015amOverview ofManagementEducation1. EvolutionofManagementEducation2. Foundation ofManagementEducation3. BasicConcepts4. Managementeducation overthe ages1. To give jist ofmanagementEducation overthe years2. To highlighttheimportance,significanceandcontributions inmgt, per se.PPT, Participants viewsand opinions5 1015 –1100amQualities andPersona of theTeacher1.Comptency2.Skills3. KnowledgeRequired by aTeacher4.Network1. What makesa Teacher andwhat makes aBest Teacher2. HowNetworkmatters, andwhat networkare availablePPT, A handout on BestTeacher qualities, and aCase of Best teacher inmakingA write-up on BestManagement Teacherfrom Harvard BusinessSchool London BusinessSchool, Sloan. Also,Profile of Mgt Teacherslike : Samanth Ghoshal,C K Prahalad, Dr UdayPareek, and the like
  • 105. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage1051100 –1115amTEA andBreathing space6 1115–1215noonCurriculumDevelopment /Planning1. The Nature of MBACurriculum2. Setting LearningObjectives3. Lesson Plan1. Setting PersonalGoals and thatof course2. Curriculumframework3. How to designLesson Plan1. PPT2. Experiencesharing3. Take Oneexampleof lessonplanpreparedbyparticipants and amicrodiscussion onthat.7 1215–0100pmMentoring andCounseling1. How to Mentor2. How to Counsel3. Methodology tofollow1. How to developskills in students2. Academic skillsrelatedpersonality3. How life- work-academicproblems haveto be solvedPPT, Discussion,experiencesharing8 0100–0130pmLUNCH and Network9 0130–0200pmAdministrationin B-School1. Admissions/Entrance test ofIndia2. StatutoryRegulations3. AICTE status andgovernance4. Governing Council1.Academic Writing forManagement teachers2. Administrative skillsand knowledge needed3. University Rules andregulationsPPT, Handouts ofAICTE, MOM ofgoverningcouncil meetinghandout10 0200 Pedagogy 1. What are thevarious pedagogy1. TeachingmethodsPPT, Discussion,
  • 106. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage106–0300pmApproaches to be used2. Class roomManagementadopted indifferentfunctional areasof Management.2. Decide what isbest at whatpoint o timePresentation byParticipants(one)0300–0315TEA2 0315–0415pmResearch in B-School andManagementarea1. PhD program2. Post DoctoralProgramme3. Projects : Summerand Dissertation4. IT usage5. Search engine like :Proquest, Emerald,CMIE,Crisil,Datanectar.com,acmdigitallibraries, and thelike1. To look at theimportance ofResearch in Mgt2. How to go in forPost doctoralwork, andemerging areasof research3. IdentifyingSummerProjects and theprobableresearchableareas4. The use of ITand availablesearch databaseUsage of ITandcomputers,includingSPSS, SISTat,and other13 0415–0500pmCertificationand Ranking1. The parameters forNBA Accreditation2. Ranking agenciesand thedocumentationneeded3. The membershipfor Professionalbodies1.To understand theprocess of certification2. To prepare thedocuments, paperprocedure for Ranking3.AIMA detailsPPT, Discussion,AICTE formathandouts-
  • 107. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage10714 0500 –0545pmIndustry –instituteInteraction1. Placements2. MOU3. Centre ofExcellence4. Corporate MDPProgrammes1.How to gear-upfor Placements2.The network andlink to developbetween Instituteand IndustryExperience SharingThe Model followed byB-School15 0545 –0600 pmFirst dayExperienceSharing1. Experience of theday2. Objectives met3. Future course ofaction1.Was it Focused2.Was it Structured3. Was it ROImodelDiscussionViews and Opinionsexpression
  • 108. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage108Day TwoSl.NoTime Topic Sub-topic Objectives Methodology1 0900 – 1100amCase StudyApproach1. Case Studypedagogy as anapproach2. Develop Case3. Case Let4. Registering aCase1. How to useCase Study2. Develop,discuss, andwrite a case3. Class roommanagementduring case4. Does anddon’ts duringa case study inclass5. Limitation ofCase(s)1. PPT2. A caseof HarvardBusinessSchooldiscussion3. A copyof patent /copy writedocument2 1100 –1115amTea and NetworkNote:1. Written feedback form should be part of concluding the program2. Oral feedback from few participant may also be planned3. Charges should include: Registration / Course material / photocopy / etc
  • 109. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage109Coaching Design in Case Study PedagogyPremise:Case Study is considered as the strong and effective teaching tool, because eachcase discussed, analyzed and described brings all the facets of Managementconcept, per se.Objective:A) The objective is to engage in an effective analysis of what goes intosuccessful Case teaching, and build techniques that you can immediatelyapply in the classroomB) To develop the skills in handling, managing and delivery of Case discussion
  • 110. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage110Case Study as Pedagogy for ManagementFacultySl.NoTime Topic Sub-topic Objectives Methodology3 1115 – 0100pm Case StudyasPedagogy1. How to write anddesign a CaseStudy2. Skills in WritingCase3. How to discuss,analysis, andcome to logicalconclusion4. What is NOT acase1. Highlight theimportanceand strength ofCase Study as apedagogy2. Look intoissues inwriting CaseStudyA Case Studyof HarvardBusinessSchoolpublicationPPTDiscussion0100 –0130pmLunch4 0130 – 0300pm SWOT 1. Identifying SWOTin Case2. Business levelstrategy in case(BLS)3. How to fix SWOTanalysis1. How todevelop thefacts andfigures2. How to link theBLS and theoutcomes3. Datacollection, anduse ofSoftwarePPTDiscussionMinor Exerciseof Identifyingtheir B-SchoolSWOT and
  • 111. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage111discuss0300- 0315pm TEA5 0315 – 0500pm Develop aCase1. Write a Case, byprovided Data2. Develop/ write acase let3. Black Boardmanagementduring CaseAnalysis4. How to divideclass into group1.The issues andproblems during casewriting2.How to structure thecaseDiscussionPPTRole Play forclass roommanagement6 0500- 0530pm Experiencesharing1. To know the ROIof programme2. To know howbest it was, thelimitation, andfurtherimprovements1.Flush out theexpectations anddelivery2.To set pace for thefutureWrittenFeedback, Oral7 0530pm –0600pmPresentation on MECand CAMIcertificationprogramand servicesCertificate distribution
  • 112. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorePage112M M Bagali, PhD in Management [HR]Dean-MBA programme / Professor of SHRM / New Horizon College of Engineering / Marathalli /Outer Ring Road / Bangalore 560 087 / Karnataka State / India / sanbag@rediffmail.com /sanbagsanbag@rediffmail.comCopy right: HR Practices for Education Industry [Management Area] /2010-2011 /CAMI-MEC / bagali m m / bangalore

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