The document discusses the need for innovation in management education, highlighting the importance of adapting curricula, pedagogies, and assessment methods to enhance value for students and stakeholders. It identifies barriers to innovation, such as rigid academic structures and lack of competitiveness, while outlining various innovative practices and hypotheses for promoting change. Specific examples include the introduction of sectoral MBAs, focus on employability skills, and collaborative learning approaches.

1. INNOVATIVE MANAGEMENT
EDUCATION
Why,What and How

2. What is Innovation?
 Putting new ideas into
action
 Adding greater value
to customers through
systematic changes
 Bringing about major
changes in activities,
programmes, systems
and processes
 Improved service
 New service
 Improved process
 New process

3. Why Do We Need Innovation in
Management Education
 Most preferred type of higher education
 Most expensive type of higher education
 A great facilitator of economic development
 Management education in developing countries
in general and India in particular mimic American
management education
 Major changes are not visible in management
education for long time. However, many scholars
and practitioners have shown their displeasure
with current state of management education

4. Innovation in Management
Education Processes
 Curriculum and courses
 Pedagogy
 Assessment
 Relevance, rigour and relationship
 Student-teacher relationship
 Governance
 Administrative and management processes

5. Barriers to Innovation
 Educational institutions as fundamentally
inward looking organisations
 Rigid and archaic academic processes
 Lack of customer-centricity
 Low intensity of competitiveness
 Lack of research and consulting culture
 Poor financial support for innovation

6. Innovation in Management
Education
 An American educational innovation
 Case study method – A pedagogical
innovation
 Project based learning – Another
pedagogical innovation
 Globalisation of management education – A
curriculum innovation
 Focus on leadership skills – Curriculum and
pedagogical innovation

7. Innovation in Management
Education in India
 Sectoral MBA
 Formats of MBAs
 Focus on placement
 Prevalence of private education
 Massification of MBA

8. Domains of Educational
Services
 Long-term educational programmes
 Short-term executive education programmes
 Development of instructional materials
 Consulting
 Extension services

9. Stakeholders of management
education
 Student
 Participants
 Firms
 NGOs
 Peers
 Employers
 Communities
 Government institutions

10. Hypotheses of Innovation
 HEIs in competitive environment will innovate more
that the HEIs in placid environment
 Smaller HEIs will innovate more than large HEIs
 Private HEIs will innovate more than government
HEIs
 Small duration academic programmes will innovate
more than long duration academic programmes
 Professional education institutions will innovate
more than liberal arts education institutions
 HEIs in an educational hub will innovate more than
the HEIs in an isolated environment

11. Contd...
 High formalisation decreases innovation
 Interdepartmental collaboration increases
innovation
 Industry integration increases innovation
 Learning culture increases innovation
 Global orientation increases innovation
 Strategic approach increases innovation
 Centralisation decreases innovation
 Networking increases innovation

12. Contd...
 Entrepreneurial leadership increases
innovation
 Interdisciplinary teamwork increases
innovation
 Student centricity increases innovation
 Higher communication leads to higher
innovation

13. Improved MBA
 Two internships
 Continuous mentoring; term-wise focus
 Greater focus on ethics, environment and
social responsibility education
 Greater teaching by practicing managers
 Continuous assessment
 Focus on employability skills
 Use of Learning management system

14. Examples of New Services
 Sectoral MBA
 Global MBA
 One year MBA
 Five year integrated BBA-MBA
 Executive MBA
 US $ 2000 MBA
 Distance learning MBA
 Mixing of digital and real instruction

15. Improvement in Processes
 Teaching-learning
process
 Case method
 Indian cases
 Brief cases
 Multi-media cases
 Role plays using cases
 Project-based learning
 Action learning
 Assessment
 Continuous assessment
 Outcome-based
assessment
 Focus on HOTS
 Assessment with fun
 Transparency in
assessment
 A mix of individual and
collaborative
assessment

16. New Processes
 Introduction of Learning management system
 Collaborative teaching
 Course log
 Supervised student internship
 Individual learning and leadership plan for
students
 Use of plagiarism software to examine the
integrity of student assignments
 Involvement of students in social media
marketing