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HRD, HRM, Rsearch report, Global HR certification, Management, MBA, B-School

HRD, HRM, Rsearch report, Global HR certification, Management, MBA, B-School

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MM Bagali, PhD, HRM Project for MBA Institute Document Transcript

  • 1. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreName of the Publication: HR Practices for Education Industry [MBA / Management Area] Reference No: 9800210045 M M Bagali, PhD PhD in Management [HR] / PhD in Social Work [HR] Dean-New Horizon MBA School, Bangalore sanbag@rediffmail.com / sanbagsanbag@rediffmail.com 9880986979 / 0836-2446313 2011 1 Page
  • 2. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreAcknowledgmentLet 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 1 294-99 Annexure 2 Page100-111 Annexure 3
  • 3. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter 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 and 3 Pageschool would be from single campus to multiple campus location, with
  • 4. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreaccredited 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. 4 Page
  • 5. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreHR practices in Management Institutes acrossIndia:Let us look at these areas as far as HR practices are concerned, viz:Sl. Practice Matured Primitive Institute RemarksNo Areas for best practices [FEW EXAMPLES]1 Learning & 40% 60% IIM, IIT, 1. No Development XLRI exclusive Practices institute in L/D area. 2. Budget is less and not usually specified 3. More Faculty turnover, hence Management don’t wish to invest2 Recruitment 65% 35% IIM, IIT, 1.Advertisment Practices XLRI are given on large scale 2. Investment is high, because it’s the only way 5 to get people for Page
  • 6. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore the organization3 Compensation 30% 70% IIM, IIT, 1. More Faculty and Benefit XLRI and turnover, hence Practices some Management other don’t wish to ranked invest and pay institute more 2.Since, compensation is related to other academic and research output, but research output is less.4 Performance 20% 80% IIM, IIT, 1. There are Management XLRI and no uniform Practices some performancde other management ranked practices. institute Across India, it varies from institute to institute 2.No scientific scale and tool for PMS5 Training 30% 70% IIM, IIT, 1.Investment is Facilities XLRI and more, hence Practices some few only other institute have ranked this facility institute 2. Few Institute can afford to spend on 6 training Page
  • 7. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore6 OD and HRM 20%80% IIM, IIT, 1.Investment is Practices more, hence XLRI and few only some institute have this facility other ranked 2. Few Institute institute can afford to spend on training Apart from these practices, common other practices are: Remuneration and Incentives for Paper Publication; Research Project support; conference participation finance support; Travel Support for International Paper participation; Incentives for Placement Records; Provision for Faculty Exchange Program; Provision and participation at various committees and councils; various leaves Casual Leave ; Earned Leave; Vacation Leave; Maternity Leave; Vacation leaves; Performance based incentives; Increments; having annual satisfaction survey; Termination and transfer policy; Dispute Settlement machinery; and the like. HR practices which are not found in Academic circles includes: Annual Bonus, Perks, Sodex coupons for additional profits, flexitime, and the like. 7 Page
  • 8. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter TwoThe Structure and the JDThe Human Resources:The usually found Structure in Management Institute: A] Program Director/ Dean – PD/D B] Head of the Department-HOD C] The Faculty- HR/Mkt/Fin/ Others areas D] Placements and Corporate Relations Officer- PCRO 8 Page
  • 9. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreA] JD of Program Director/ Dean –PD/DSl. NO JD area Content of Work Academic Development1 Teaching Teaching the course based on the competency Best Practices Course Plan and execute best Development/ practices Introduction Develop Courses on need bases and corporate requirements Administration2 BOD Meetings Chair all meetings, either with the management, CSR faculty or the students Mentoring committee and councils Conference Reach society with Admissions societical work and requirements as part of CSR Guide and chalk-out career plans for the faculty team Build network and develop corporate connect through conference and workshops, seminars, symposium, and Summit. 9 Page Brand and make the
  • 10. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore institute visible, talk and make presentations at various forums and meetings of prospective admissions group. Research and Projects3 Publications High level of Research publications in Projects International and National PHD Repute journals Apply, prepare and get sanctioned Research projects from different funding council and organisations Guide and direct Doctoral level work, produce PHD and make International collaborations in research areas, per se. MOU/ Collaborations4 Consultancy Get Company and corporate sponsored Placements Consultancy and have Corporate revenue to the Institute connection Get Company and corporate sponsored Placements and have students placed Develop network and database for the 10 placements Page Network with corporate
  • 11. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore and connect the Institute- Industry base srong Internal Governance and5 Issues Address issue related to Faculty Issues students, faculty, exams and committees in the Student’s issues institutes Exams Committees Sport and othersB] JD of Head of the Department - HODSl. NO JD area Content of Work Academic Area Approve curriculum,1 academic regulations, Curriculum scheme of teaching, examination and Admissions evaluation, etc., as recommended by BOS. Develop new courses/ programme of study Make regulations regarding admission of students. Prepare the detailed syllabi for each subject keeping in view the objectives of the Institute, its vision and mission 11 statement. Page
  • 12. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Research Area He will decide the2 meaningful project work of Projects the students in consultation with the Publications senior lecturer and lecturer and monitor performance of every student. Support Research work and guide research work I-I Interface Identify thrust areas of3 research, extension Industry-Institute programmes and industry- institute interaction. Network Supporting Areas Run the department4 Manage the team of Students development faculty Discipline Bring revenue with add-on programme Manage Students towards career 12 Page
  • 13. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreC] JD of the Faculty- HR/Mkt/Fin/ OthersSl. NO JD area Content of Work Academic Area Assist and provide1 guidance for the development of modern teaching methodologies. Prepare the academic outline of the programme along with the scheme of teaching and examination structure. Prepare the detailed syllabi for each subject keeping in view the objectives of the Institute, its vision and mission statement. He should involve himself and the other faculty in the process of curriculum development, in updating and revision on continued basis to meet the requirement of industry. Research Area Write, Publish research2 papers 13 Apply, get sponsors for research projects Page
  • 14. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Appeal and apply for funding from different Research councils Corporate Interface Develop database and3 network with Corporate Bring Corporate people to address students Other areas Mentoring, other4 supporting areas like sports, cultural, library, etc work 14 Page
  • 15. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreD] Placements and Corporate Relations Officer-PCROSl. NO JD area Content of Work Placements Meeting the target of1 Placements of all students Professionally and ethically represent the organization in the corporate world Training Meet employer’s2 needs and expectations and arrange for training Train students, counsel and advice and guide them Network Conducting Job3 Placements activity like Fairs, Meets Build Alumina base and conduct alumina meet 15 Prepare necessary Page
  • 16. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore presentation and brocudure for placements Industry-Institute Have Industry-Institute4 Interaction Interaction and get corporate people to address students Student Development Have personality5 activity development program and profile assessment 16 Page
  • 17. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter 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. 17 Page
  • 18. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCompetency 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-PD Core competency for MBA Director / Dean st Personal attributes 1 year 2-3 year Analytical thinking Communication Understanding Creative / Innovativeness Empathy Relationship building Leadership 7-9 year 4-6 year Business Writing Legal attribute Strategic Planning Crises Management Interpersonal Relation Mentoring 17 18 PageOver a period of 10 years is the mapping
  • 19. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Administrative Competency Recruitment & Placement Selection Early Identification Organisational of Potential Development Competency Management Faculty Training Succession & Development Planning Career Planning AppraisalsThese competencies for day today functioning 19 Page
  • 20. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Behavioral Competency T ime man agemen t La nguage skills H uman R elation s S ocial skills S tress to lerance M anners and e tiquette E motion al balan ceThese competencies for day today functioning and managing the humanrelations and getting along with everyone effectively 20 Page
  • 21. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCompetency required for HOD Major Professional Competency 21 Page
  • 22. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 2. Supporting Competency 22 Page
  • 23. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 3. Necessary Competency 23 Page
  • 24. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 4. Desired Competency 24 Page
  • 25. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreBARS 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 interest 2. Has passionate behavior at workplace reflected in communication 3. Helps and supports all with deep sense of interest in all the activity 4. At times, gets disturbed for not reaching the set standards and pace of work 5. Keeps Tab on the quality of work, timely finishing the set target 6. Never displays boredom or takes eyes off from fruitful discussion and debate 7. Obtains the required information and MIS all the time 8. Provides all the information and seeks for information 25 Page
  • 26. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreThe subject should exhibit all these behaviors to pass as ADEQUATE3 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 behaviors 1. Displayed impatient and takes off eyes during discussion 2. Acts without adequate information 3. Problem was not seen with keen interest and positive approach 4. Displayed lack of passion during meeting 5. Listening was less, when important point was put forth 6. Problem was not approached systematically 7. Zeal in body language was less 8. Did not look issues widely and completely 26 Page
  • 27. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreBARS TableSubject: HOD, MBA programRating using BARS4 SuperiorThe subject should exhibit all these behaviors to be rated as SUPERIOR 1. Talks to the team about the next plans passionately 2. Listens keenly and seeks for further information 3. Discuss with full details and information in hand 4. Seeks more information from all in the meeting 5. Seeks help and extends support during crises times3 AdequateThe subject should exhibit all these behaviors to pass as ADEQUATE 1. Will render mentorship when staff/faculty are struggling to put-forth issues 2. Issues are looked from all angles with full and adequate information 3. Looks at each issues with open mind and positive ending or closing 4. Seeks clarifications before the issues are discussed and solutions found. 5. Seeks more information on all issues 6. Looks at clients( students) with empathy and provides workable 27 solutions Page
  • 28. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore2 IneffectiveThe subject fails, if he/she exhibits any four of the mentioned plausible butmost inappropriate behaviors 1. Acts on all the issues without full information 2. Takes notes with many pauses in between 3. Don’t try to understand clients( students/ staff) problems in totality 4. Don’t try to understand clients( students/ staff)issues objectively 5. Failed to look problems in time, and seeks lack of complete info 6. Dint ask Questions or probed questions into problems 7. Keen understanding of the problem was not seen with empathy 8. Lack of passion and interest in solving issues in time. 28 Page
  • 29. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter FourRecruitment AreaRecruitment 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: 29 Page
  • 30. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Sample Recruitment Format 30 Page
  • 31. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreProgram Director-PDInterview 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 / 00 PointsCompletely Unrelated ResponseAreas of Questions 1. To get to know each other, kindly introduce yourself and In brief, would you summaries your education background, credentials and work history 2. How do you feel your education, experience and training have prepared you to take-up this particular job and manage the present assignment 3. Describe a typical work week for you, thus balancing the act of Administration, academic and research 4. Do you prefer to work independently or in a team through delegating the work, and what would be your typical wasy of work style 31 5. What are your salary expectations, and also justify how is that figure Page come from?
  • 32. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 6. Describe a time when your workload was heavy and how you handled it or what do you find are the most difficult decisions to make about it 7. 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 be fulfilled, how did you do it when any committee came / visited for inspection and traced it 9. How do you look at each two month a 10-12 % of additional responsibility 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 at compensation 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 additional unwritten work and assignment 12. What are your strategic plans for the next five years and how does this job help you grow and develop those competency to reach them 13. What is the new program you would be looking for and how you wish to go about. Do you feel, apart from prescribed syllabus and courses, additional courses are required and should be given to students? 14. How do you try to get more companies and corporate visiting 32 the institute/ B-School, and your strategy for developing network with other agencies? Page
  • 33. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 15. If the company quickly asks you for the MIS of all the final year students for line-up for placements, how do you go about? 16. State the Accreditation process, and what Accreditation preparation that the institute should look for, in order to have best Ranking and place the institute amongst other Institute 17. 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 and governance for B-School? What you would bring step by step for the next 2 years? 19. What International level meets/ conference/ event have you handled or are or were part off? 20. There are several number of possible careers and options for you, why is that you want to follow this only? What makes you to stick to 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 School 22. What does the day look like on those mornings you get up and say to yourself, "I can hardly wait to go to work today because ..." 23. If you were independently wealthy and didnt have to work, what would make you want to go to work? What about the work, the company, the people or anything else would be so appealing that money didnt matter? 33 Page
  • 34. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreSome 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? 34 49. What kind of person would you refuse to work with? Page 50. What is more important to you: the money or the work?
  • 35. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 51. 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 in your mind. Be careful that it does not sound rehearsed. Limit it to work-related items unless instructed otherwise. Talk about things you have done and jobs you have held that relate to the position you are interviewing for. Start with the item farthest back and work up to the present. 35 Page
  • 36. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 2. Why did you leave your last job? Stay positive regardless of the circumstances. Never refer to a major problem with management and never speak ill of supervisors, co-workers, or the organization. If you do, you will be the one looking bad. Keep smiling and talk about leaving for a positive reason such as an opportunity, a chance 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 specific experience, 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 set goals, 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 paraphrase will work. "Jill Clark, a co-worker at Smith Company, always said I was the hardest worker she had 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. Find out where they have been, and where they are going. What are the current issues, and who are the 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 be mentioned 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 you can do for this organization. Anything else is a distraction. 36 Page
  • 37. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 9. 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 on the organization. Sincerity is extremely important here, and will easily be sensed. Relate it to your 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 answer even though they asked about friends not relatives. Be careful to mention a friend only if they are 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 not answer it. Instead, say something like, "That’s a tough question. Can you tell me the range for this position?" In most cases, the interviewer, taken off guard, will tell you. If not, say that it can depend 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 often perform for the good of the team rather than for yourself are good evidence of your team attitude. 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 "As long 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 the same time, you will do it when it is the right thing to do. When it comes to the organization versus 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? 37 The interviewer is not looking for a long or flowery dissertation here. Do you have strong feelings that the job gets done? Yes. That’s the type of answer that works best here. Short and Page positive, showing a benefit to the organization.
  • 38. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 16. 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 not say 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 the people 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 as they 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 other candidates 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 then considered 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. A short 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. Your professional expertise. 38 o o Your leadership skills. Page
  • 39. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 23. 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, you strain credibility. If you say another job is it, you plant the suspicion that you will be dissatisfied with this position if hired. The best bet is to stay generic and say something like: "A job where I love 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 you to 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 Loyalty o Energy o Positive attitude o Leadership o Team player o Expertise o Initiative o Patience o Hard Work o Creativity o Problem solver 39 Page
  • 40. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 29. 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 tell about a problem with a former boss, you may well blow the interview right there. Stay positive and 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 a reduction. o Company did not win a contract, which would have given you more 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 the type 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 than this 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 challenge o Achievement o Recognition 34. Are you willing to work overtime? Nights? Weekends? This is up to you. Be totally honest. 40 Page
  • 41. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 35. 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 chance it may come up. Do not say yes just to get the job if the real answer is no. This can create a lot of problems 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 and philosophical 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 management expert you listen to. The "situational" style is safe, because it says you will manage according to the 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 far ahead 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 any personal areas of concern here. Let them do their own discovery on your bad points. Do not hand it to them. 41 Page
  • 42. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 41. 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 to subordinates, 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 you settled. 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 no negative 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 to the organization are good. "How soon will I be able to be productive?" and "What type of 42 projects will I be able to assist on?" are examples. Page
  • 43. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreFocus on these areas while discussion duringRecruitment and Selection: A) Strategy Creation for B School B) Methodology and Approach in B SchoolStrategy Creation Focus on this areas while having discussion with the Director / Dean level while recruitment 43 Page
  • 44. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 44 Page
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  • 49. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreMethodology 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. 49 Page
  • 50. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 50 Page
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  • 54. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreOther 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. 54 Page
  • 55. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 55 Page
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  • 58. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter 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. 58 Page
  • 59. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreDESCRIPTION OF A FEW COMPONENTS OF SALARYSALARY Basic salary The basic salary component could form about 30 to 40% of the total CTC. The base pay is given to all level of faculty, which is given monthly in terms of Salary.Provident Fund The PF has two components. One is employers’ contribution and the other is employees’ contribution. Each is 12% of the basic salary.House Rent Allowance HRA is one of the allowances where an employee can save on tax.Dearness Allowance DA is the allowance given in percentage against the base pay. It varies from Institutions to inst policy, but a percentage of 90-100% is given.CCA This is given as city compensatory allowance, and depends on the level( tier) city classified as 1/2/3…TA Travelling Allowance is the allowance for traveling from and to the workplace. Either vehicle I provided or the allowance is included. Certain allowance is assigned to how or have expenses incurredResearch and training for research and training of the faculty. An amount is assigned forAllowance research and training work. 59 Page
  • 60. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore This is assigned for the faculty to spend on ones careerFaculty development advancement.AllowanceSpecial merit allowance Assigned if the faculty has done/worked/undertaken some Quality Standard works in Research/ Some teaching Awards/ Career Awards/ Young Scientist Awards 60 Page
  • 61. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Grade level Jobs included in the Grade GS 1 Teaching Associates and Research Associates GS 2 Lecturers and Senior Lecturer GS 3 Assistant and Associate Professor GS 4 Additional Professors and Professor GS 5 Dy Directors/ Dean and Director. Grade level: GS 1 Grade Description: Includes those classes of positions, the duties of which are to be performed under various faculties, following almost all the instructions given by higher-ups, with little or less exercise of independent judgment or taking any sort of decision. They have no scope to act, but to follow the code defined. They support the faculty under which they are assigned in areas of teaching, research, consultancy, and the work related to academic. Jobs included in the Grade: Teaching Associates and Research Associates Grade level: GS 2 Grade Description: Includes those classes of positions, the duties of which are to be performed independently in the subject/course of given responsibility; no independence in any of the administrative work, and has to work under Senior. They have scope to work and act independently in 61 their respective subjects, and also to receive guidance and mentoring Page
  • 62. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore from the seniors. Amy involve in independent research or in collaboration with 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. 62Jobs included in the Grade: Additional Professor and Professor Page
  • 63. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreGrade 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. 63 Page
  • 64. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore The 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.38,000 3. Sr. Lecturer PG 2-3 Rs.15600-Rs.39100 Rs.6500 Rs.38,000 4. Asst Prof PG/ PhD 3-5 Rs.15600-Rs.39100 Rs.7000 Rs.46,000 5. Asso Prof PG/PhD 5-8 Rs.37400-Rs.67000 Rs.7500 Rs.98,300 6. Add Prof PG/PhD 8-10 Rs.37400-Rs.67000 Rs.8000 Rs.98,300 7. Prof PG/PhD 10+ Rs.37400-Rs.67000 Rs.10000 Rs.98,300 8. Dy Dir/ DEAN PG/PhD 10+ Rs.37400-Rs.67000 Rs.12000 Rs.98,300 9. 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 Conference participation, designing workshop and conferences, books published/ written; Research Projects, Awards, Patents, IPR, collaborations; etc. TA/RA/ Senior Lecturer: M.Phil could be added advantage for certain financial allowances. # Direct appointment of Professor scale may vary, which is not shown here. 64 Page
  • 65. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreThe 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------------------------------------------------------------------------------------------------ 65 Page
  • 66. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter SixPerformance Management System AreaTo look at the present system of PM: As the 21st century unfolds, the energies of corporate chiefs will be increasingly grounded in and integrated with the overall strategic goals of the organization. At its root, the need to manage organization is not just scientific, engineering, product development, marketing, or leadership. Instead, firms that thrive in a change intense environment have developed cultures and process that make them flexible, nimble and change ready. A company’s perception of its business environment is as important as its investments in developing and managing HR. This will require a new consciousness about the inherent and unsurfaced aspects of all HR systems and tools be it developing or managing the HR at the workplace. Experience has shown that developing human resources often results in achieving a sustained organizational growth. Of all the resources which make business and money, the HR is considered as the most crucial and prominent. 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 business organizations in this regard. One also sees a paradigm shift from an 66 approach understood as ‘welfare approach’ to that of an approach Page commonly known as the ‘performance management approach’. This
  • 67. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore approach of employee performance has seen interesting outcomes and hence has been accepted all across the world.Performance Management: Defined 1. PM means looking forward and planning for future skill enhancement while talking account of an individual’s context 2. PM is looking at requisite changes in employee skills and behavior, thus, focusing at competency enhancement 3. PM is creating a basis for individual employee performance and corporate strategy 4. PM as a continuous process in which organization clarifies the level of performance required to meet their strategic objectives, convert them into unit and individual objectives and manage them continually 5. PM is a process of ensuring that employees understand what is expected of them in their jobs and that managers provide the appropriate support and feedback to help them meet expectations 6. PM is aligning individual objectives with business goals and customer requirements, evaluating results achieved, and coaching for continual improvement 7. PM is a system / process / which help employee perform as effectively as possible 67 Page
  • 68. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreThe 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 68 Page
  • 69. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Key Performance Areas 69 Page
  • 70. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreA 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 shown 4.00 3.00 2.00 0.00A….. Very Good B….. Good C….. Satisfactory D…..UnsatisfactoryName of the Teacher:Parameters A….. B….. C….. D….. Very Good Satisfact Unsa Good ory tisfac toryKnowledge base of the teacher (as perceivedby you)Communication skills (in terms of articulationand comprehensibility)Sincerity / commitment of the teacherInterest generated by the teacher 70Ability to integrate course material withenvironment/other issues, to provide a broader Page
  • 71. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreperspectiveAbility 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. 71 Page
  • 72. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreSample 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.---------------------------------------------------------------------------------------------------------------------------- 72 Page
  • 73. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreResearch Experience & Training------------------------------------------------------------------------------------------------------------------------------ Research Stage Title of work/theses University where the work was carried out M.Phi or equivalent Ph.D. Post –Doctoral Publications (give a list separately) Research Guidance (give names of students guided successfully) Training (please specify) --------------------------------------------------------------------------------------------------------------------------- Research Projects carried out Title of the project Name of the funding agency Duration Remarks ------------------------------------------------------------------------------------------------------------------- Seminars, Conference, Symposia Workshops etc. attended Name of the Seminar/ Conference/ Symposia Workshop, etc. Name of the Sponsoring Agency Place and Date ------------------------------------------------------------------------------------------------------------------------------ 73 Page
  • 74. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Teaching Experience ------------------------------------------------------------------------------------------------------------------------------ Courses Taught Name of the University/College/Institution Duration U.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 Curriculum Teaching methods Laboratory experiments Evaluation methods Preparation of resource material including books, reading materials, Laboratory manuals etc. Remedial Teaching / Student Counseling (academic) Mentoring ------------------------------------------------------------------------------------------------------------------------------ 74Page
  • 75. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Improvement of Professional Competence: Details regarding refresher courses / orientation attended, participation in summer schools, workshops, seminars, symposia etc. including open university courses / M.Phil., PhD ------------------------------------------------------------------------------------------------------------------------------- Extension Work/ Community Service Give an account of your contribution to: Community work NGO association Voluntary Membership for community Positions held / Leadership role played in organizations linked with Extension Work and 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 / Institution Co-curricular Activities Enrichment of Campus Life (Hostels, sports, games, cultural activities) 75Page
  • 76. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Membership /participation in Bodies /Committees on Education and National Development / National Organization Professional Organization of Teachers. Membership of Professional Bodies, Societies etc. Editorship of Journals Any other information (Signature of the Faculty) 76 Page
  • 77. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Chapter 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: Leadership Strategic Planning Customer & Market focus Measurement / Analysis / Knowledge Management Workforce Focus Process Management Results 77 Page
  • 78. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Leadership1. 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? 78 Page4. How are the KRA/KPA measures?
  • 79. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Customer & 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 analyzing organizational Performance?3. How is “Knowledge” developed in the organization? 79 Page
  • 80. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Workforce 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? 80 Page
  • 81. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreHow do you measure the OD results?Sl. Category Maximum Sub AspectsNo Points1 Leadership 120 Senior Leadership Governance and Social Responsibility2 Strategic Planning 85 Strategic Development Strategic Deployment3 Customer and 85 Customer and Market Market Focus Knowledge Customer Relationship and Satisfaction4 Measurement , 90 Measurement , Analysis and Analysis and Knowledge Improvement of Management Organizational Performance Management of Information, Information Technology and Knowledge 81 Page
  • 82. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore5 Workforce Focus 85 Workforce Engagement Workforce Environment6 Process 85 Work System Design Management Work process Management and Improvement7 Results 450 Service and Product Outcome Customer Focused Outcome Financial and Market Outcome Workforce focused Outcome Process Effectiveness Outcome Leadership Outcome 82 Page
  • 83. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreHR Audit using PCMM Model for AcademicInstituteLevel 1 and 2Sl. No Process Area Level of Maturity1 Work Environment Appropriate Work Environment systems at place / creation of great place to work, stimulating2 Communications Cordial Social Environment with Sharing of Information through Meetings Top-Dawn communication3 Staffing Effective policy in Recruitment and Selection areas of Faculty A committee for shortlisitng the candidates Induction of faculty on large scales4 Performance Setting KRA and KPA are to be defined to all Management levels of faculty in all areas of teaching, viz: Teaching, Research, Consultancy, Extension and Industry-Institute interface Monitoring of Performance to be done regularly 83 and continuously Page
  • 84. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 5 Training Formal training for In coming faculty Formal refreshing course for already existing faculty 6 Compensation Variable Compensation pay to be designed Extra payments in terms of extra contributionLevel 3 1 Knowledge Formal Knowledge and Skills Analysis and model or exercise Skills Analysis Based on CV or Bio data and feedback from students, an picture of Knowledge and Skills Analysis to be generated 2 Workforce Each dept to send the required workforce for the Planning coming years 3 Competency In-house training development Out side Oppournity for competency enhancement 84 and development in the subject in terms of conference, Page seminars and workshop
  • 85. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 4 Career To develop the skills needed and career advancement DevelopmentLevel 4 1 Mentoring Mentor-Mentee practices and meetings in this regard to be held Records of these outcomes to be maintained 2 Team Building Goals and objectives for each dept Team based activity and work to be reflected in day today work 3 Team Based Team working to be part of day today activity, and whenever Practices needs exists, team to be part of all such activity 4 Organizational Formal model or format to exist Competency Management 5 Organizational Performance results and analysis to be done regularly Performance and intensively Alignment 85 Page
  • 86. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreLevel 5 1 Personal Every faculty to have a plan to write, self development areas to Competency improvement areas, and how to reach these Development areas 2 Coaching Monetary rewards to be given 3 Continuous Empowerment in all areas to reflect Workforce Can have / Practice innovative Practices within the defined Innovations areas, per se. 86 Page
  • 87. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreAnnexure 01Additional Information:Through Students Development Initiatives,OD and HRM format 87 Page
  • 88. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreThrough 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/ HRM Level of MBA Initiatives fro Students First Year=FY Development Second Year=SY Both= B International Academic Tour Second Year=SYStudent Corporate Reach Initiative Second Year=SY Pre-Placement Training for 30 hours Student Enrichment Initiative First Year=FY Quantitative Training in 30 hours Student Language Proficiency Initiative First Year=FY English Language Training, focusing Business areas Students Academic Support Initiative Both= B On Line course work material with ppt 88 Page
  • 89. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Student Intellect Development Initiative Both= BBusiness Line / Economic Times Paper subscriptionStudent Industry- Institute Initiative First Year=FY Example :Campus visit to Infosys, Mysore underSpark program to learn about Building a World Class Organizational Student Development Initiative Both= B Participation in various Management Festivals Student Competency Index support First Year=FY Employability Index Mapping Report Student Career Support Second Year=SY Initiative Placement Assistance and support Student Enrichment Second Year=SY Initiative Exclusive CV writing workshopStudent Support Initiative Second Year=SY 89 Assistance to get Summer internship Page
  • 90. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Student Enrichment Initiative Both= B MBA Leadership Program, through which various forums are formed by students to run students activity Student Out Reach Initiative Second Year=SY Assistance for International Assistance-ship for projects Student Connect ME Initiative Second Year=SY Well developed Alumina database availability Student Industry – Institute Initiative Second Year=SY Tie up with Corporate for Project assistance Student Development Initiative Both= B Professional Counseling /Mentoring Sessions Student Development Both= B Initiative 90 Membership to Business Club Page
  • 91. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Student Enrichment Initiative Second Year=SY Career Guidance Assistance from Placement and Training Cell Student Enrichment Initiative First Year=FY Skill Development Workshops / SessionsStudent Intra-net Initiative Students Personality club and First Year=FY Societies Marketing Club Finance club HRD ForumStudent Self Development Both= B Initiative Best Manager Award from the department Student Info-lib Initiative Both= B Book Review Competition Award Student Enrichment Initiative Second Year=SY Best MBA Project Award 91 Page
  • 92. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Student Intra-Team Both= B Initiative Oppournity to host / be part of Sports committee Student Inter-Team Initiative Both= BOppournity to host / be part of Cultural committee Mega EventStudent Special Initiative Second Year=SYSpecial Mock Viva competition of MBA projects Student CSR InitiativeOppournity to be part of CSR - Social Both= B Service Activity committee Student Out Reach Initiative Both= BOppournity to be part of National AIMA Quiz, India level Student Global InitiativeOppournity to make paper presentation Second Year=SY in International Conference / WorldConference, in the listed Management Forums 92 Page
  • 93. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore Corporate Network Initiative Second Year=SY AIMA / NHRD Student Membership Or any other National MembershipAll this templates may be of use to Professionals who wishes to use them in ACADEMICInstitutes, and make the best use of best practices. 93 Page
  • 94. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreAnnexure 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] 94 Page
  • 95. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreProposal [Draft]The CAMI-AHRB-MEC HR Leadership Award for HR Evangelist CAMI-AHRB- EvangelistManagement [Teaching Faculty] Faculty]andThe CAMI-AHRB-MEC HR Leadership Award for HR Evangelist CAMI-AHRB-Professionals [HR Fraternity]Proposed by: MM Bagali, Dean, MBA program, Bangaloresanbag@rediffmail.com / sanbagsanbag@rediffmail.com / 9880986979Preamble 1. The total idea is to recognize HR Practioners and Teaching Faculty who have demonstrated and branded HR as their core work. To look at, weather HR made their career, or they made HR proud, per se. 2. To constitute a Panel of Experts, which includes Academician, HR expert and / or consultants, and the Vice Chancellors of Indian University. If we could get 1-2 Overseas Expert, it could add value. 3. To call for CV / Bio-data-Personal Profile, of HR Executives and Faculty, with all the work that they have done. 95 Page
  • 96. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreSelection Criteria Criteria of Selection For Corporate HR: a) The ability of the company/group to succeed in a competitive environment b) Commitments to the best practices in HR c) Contribute to the growth of the people d) Your influence on Peer e) The ability to make a paradigm shift in HR/ Business f) Demonstrated Leadership Qualities g) Developing a great place to work Faculty/ Teaching Community HR: a) Demonstrated leadership Qualities in Academics b) Innovation in HR teaching c) Contribution to HR Research d) Feedback from Students on teaching e) Extra Academic Work f) Any Academic Awards 96 Page
  • 97. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCategory of Awards Two categories Teaching HR Corporate HR Less than 35 age Less than 35 age 36 – 50 age 36 – 50 age 51 and above 51 and above Women category Women category Amount: Rs 25,000 for each category and sub category Rs.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 97 Page
  • 98. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCollaborationsNHRD / 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 committee Corporate Infosys / Biocon / WIPRO / TESCO / TATA UB group / Gangaram / Sapna Book House / Other Book Stores Yahoo / Google / Rediff / Accenture / Toyota / BIAL Academic institutes IIM / IIIT / NIAS/ IIS / NHRD / BMA / NIPM IT Assoc. of India / NASSCOM University / Educational body / AICTE/ UGC VC/ Dean of MBA dept in university Any Others 98 Entrepreneurs/ NGO/Bankers/Pol. Experts/ TV/Papers/Rtd Page Prof/ IAS/ CEO/ MD/ XLRI/ TISS
  • 99. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreData Base: LinkedIn / HR Association / All MBA Institutes from all university All Deans/ Prof in HR / All categories of companies Professional Organization like NHRD / BMA/ NIPM/CII/ NASSCOM/…..Format of ProgramFormat No 01Morning from 1000am till 0200pm 4 Speakers as HR Conference Lunch 0400pm till 0600pm Award ceremony High TeaFormat No 02 Morning from 1000am till 0200pm, 3 Speakers and Award LunchFormat No 03 0400 till 0600pm ……… 2 Speakers and Award Ceremony High Tea 99 Page
  • 100. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreAnnexure 03Additional Information:MDP for MBA Faculty[Prizing for this program on request] 100 Page
  • 101. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreMDP 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 effect 1. To equip with knowledge, skills, and attitudes required to manage an B-School, and develop new ideas, approaches and methodology[Affective learning] 2. To demonstrate the appropriate use of different teaching pedagogy, and acquaint with recent developments in Teaching and Research methods [Behavioral learning] 3. To explain how to resolve problems at classroom situation and manage the classroom sessions effectively, and develop new sets of competency and skills[Cognitative learning] 101 Page
  • 102. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreThe 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. 102But, 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, Page
  • 103. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalorewhich enables the faculty to quip with the K-A-S to work – manage-develop the B-School.Day One Sl. No Time Topic Sub-Topic Objectives Methodology 1. 0830- Registration Any Additional Kit/ Forms/ Bag/ Files 0900am Information at the Reception/ registration To get used to the place desk, last of training minute handouts 2 0900 – Ice Breaker A warm up A Dyad group, each 0930am and Info time, where participants to each to know introduce other Team other, and the Member, focusing on : trainer with all 1. Professional Achievement, 2. Personal Info 3. Why Teaching Field 4. Significant Achievement in Teaching 3 0930 – The workshop: 1.How the day 1. To set Air for 1. Time table handout 0945am WHY this time will be the program program, and spent the 2. Interactive methodology 2. Set Targets, 2.What would be expectations, the take home and the 3.A PPT showing the experience outcomes programme for the day 103 ( AGENDA) Page
  • 104. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 4 0945 – Overview of 1. Evolution 1. To give jist of PPT, Participants views 1015am Management of management and opinions Education Manage Education over ment the years Educatio n 2. Foundati on of 2. To highlight Manage the ment importance, Educatio n significance 3. Basic and Concepts contributions in 4. Manage mgt, per se. ment educatio n over the ages 5 1015 – Qualities and 1.Comptency 1. What makes PPT, A handout on Best 1100am Persona of the a Teacher and Teacher qualities, and a Teacher 2.Skills what makes a Case of Best teacher in 3. Knowledge Best Teacher making Required by a 2. How Teacher Network matters, and A write-up on Best 4.Network what network Management Teacher from Harvard Business are available School London Business School, Sloan. Also, Profile of Mgt Teachers like : Samanth Ghoshal, 104 C K Prahalad, Dr Uday Pareek, and the like Page
  • 105. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore 1100 – TEA and 1115am Breathing space6 1115 Curriculum 1. The Nature of MBA 1. Setting Personal 1. PPT – Development / Curriculum Goals and that 2. Experien 1215 Planning 2. Setting Learning of course ce Objectives 2. Curriculum sharing noon 3. Lesson Plan framework 3. Take One 3. How to design example Lesson Plan of lesson plan prepared by participa nts and a micro discussio n on that.7 1215 Mentoring and 1. How to Mentor 1. How to develop PPT, Discussion, – Counseling 2. How to Counsel skills in students experience 0100p 3. Methodology to 2. Academic skills sharing follow related m personality 3. How life- work- academic problems have to be solved8 0100 LUNCH and Network – 0130 pm9 0130 Administration 1. Admissions/ 1.Academic Writing for PPT, Handouts of – in B-School Entrance test of Management teachers AICTE, MOM of 0200p India governing 2. Statutory 2. Administrative skills council meeting m Regulations and knowledge needed 3. AICTE status and handout governance 3. University Rules and 105 4. Governing Council regulations10 0200 Pedagogy 1. What are the 1. Teaching PPT, Discussion, Page various pedagogy methods
  • 106. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore – Approaches to be used adopted in Presentation by 0300 2. Class room different Participants pm Management functional areas of Management. (one) 2. Decide what is best at what point o time 0300 TEA – 03152 0315 Research in B- 1. PhD program 1. To look at the Usage of IT – School and 2. Post Doctoral importance of and 0415 Management Programme Research in Mgt computers, 3. Projects : Summer 2. How to go in for pm area including and Dissertation Post doctoral 4. IT usage work, and SPSS, SISTat, 5. Search engine like : emerging areas and other Proquest, Emerald, of research CMIE,Crisil,Datane 3. Identifying ctar.com, Summer acmdigital Projects and the libraries, and the probable like researchable areas 4. The use of IT and available search database13 0415 Certification 1. The parameters for 1.To understand the PPT, Discussion, – and Ranking NBA Accreditation process of certification AICTE format 0500 2. Ranking agencies handouts and the pm documentation needed 2. To prepare the 3. The membership documents, paper for Professional procedure for Ranking bodies 3.AIMA details 106 Page -
  • 107. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore14 0500 – Industry – 1. Placements 1.How to gear-up Experience Sharing 0545pm institute 2. MOU for Placements Interaction 3. Centre of Excellence 4. Corporate MDP The Model followed by Programmes 2.The network and B-School link to develop between Institute and Industry15 0545 – First day 1. Experience of the 1.Was it Focused Discussion 0600 pm Experience day Sharing 2. Objectives met 2.Was it Structured 3. Future course of action 3. Was it ROI Views and Opinions model expression 107 Page
  • 108. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreDay Two Sl. Time Topic Sub-topic Objectives Methodology No 1 0900 – 1100 Case Study 1. Case Study 1. How to use 1. PPT am Approach pedagogy as an Case Study 2. A case approach 2. Develop, of Harvard 2. Develop Case discuss, and Business 3. Case Let write a case School 4. Registering a 3. Class room discussion Case management 3. A copy during case of patent / 4. Does and copy write don’ts during document a case study in class 5. Limitation of Case(s) 2 1100 – Tea and Network 1115am Note: 1. Written feedback form should be part of concluding the program 2. Oral feedback from few participant may also be planned 3. Charges should include: Registration / Course material / photocopy / etc 108 Page
  • 109. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCoaching 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 into successful Case teaching, and build techniques that you can immediately apply in the classroom B) To develop the skills in handling, managing and delivery of Case discussion 109 Page
  • 110. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreCase Study as Pedagogy for ManagementFacultySl. Time Topic Sub-topic Objectives MethodologyNo3 1115 – 0100pm Case Study 1. How to write and 1. Highlight the A Case Study as design a Case importance of Harvard Pedagogy Study and strength of Business 2. Skills in Writing Case Study as a School Case pedagogy 3. How to discuss, 2. Look into publication analysis, and issues in come to logical writing Case conclusion Study PPT 4. What is NOT a case Discussion 0100 – Lunch 0130pm4 0130 – 0300pm SWOT 1. Identifying SWOT 1. How to PPT in Case develop the 2. Business level facts and strategy in case( figures BLS) 2. How to link the Discussion 3. How to fix SWOT BLS and the analysis outcomes 3. Data Minor Exercise collection, and of Identifying 110 use of Software their B-School SWOT and Page
  • 111. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangalore discuss 0300- 0315pm TEA5 0315 – 0500pm Develop a 1. Write a Case, by 1.The issues and Discussion Case provided Data problems during case 2. Develop/ write a writing case let 3. Black Board 2.How to structure the PPT management case during Case Analysis Role Play for 4. How to divide class into group class room management6 0500- 0530pm Experience 1. To know the ROI 1.Flush out the Written sharing of programme expectations and Feedback, Oral 2. To know how delivery best it was, the limitation, and further improvements 2.To set pace for the future7 0530pm – Presentatio Certificate distribution 0600pm n on MEC and CAMI certification program and services 111 Page
  • 112. mm bagali / cami - ahrb – mec program / 2010-2011 / sanbag@rediffmail.com / bangaloreM 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 112 Page