The document describes an experience the author had with a business school called Alliance Business Academy in Bangalore, India. The key points are:
1) The author was selected to attend ABA but was asked to immediately pay a non-refundable Rs. 25,000 fee and pay the full term fees two months before classes started.
2) The author later decided to attend a different school but tried unsuccessfully to get the Rs. 25,000 refunded from ABA.
3) The author then discovered an AICTE notice prohibiting schools from collecting fees far before classes start or retaining large portions of fees if a student withdraws before classes begin.
4) After notifying ABA of the AIC
Internship at Sagar Hospital Final Report 2008-09 by Rijo Stephen CletusRijo Stephen Cletus
Study of Dialysis department, Pharmacy department, Biomedical Engineering department and Ambulance department at Sagar Hospitals, Jayanagar, Bangalore, by Rijo Stephen Cletus under the Guidance of Dr Mohan Reddy, the Medical Director as a partial requirement for the degree of PGDHHM from PESIT Bangalore. Internal Guides were Dr Major Madhu and Dr Jithendra Kumar.
Internship at Sagar Hospital Final Report 2008-09 by Rijo Stephen CletusRijo Stephen Cletus
Study of Dialysis department, Pharmacy department, Biomedical Engineering department and Ambulance department at Sagar Hospitals, Jayanagar, Bangalore, by Rijo Stephen Cletus under the Guidance of Dr Mohan Reddy, the Medical Director as a partial requirement for the degree of PGDHHM from PESIT Bangalore. Internal Guides were Dr Major Madhu and Dr Jithendra Kumar.
A brief analysis of BFL with industry and its peer along with ratio analysis to examine the current situation followed by findings and recommendations.
Services Marketing Case Studies|Case Studycasestudylover
Services Marketing, Consumer Behaviour, Marketing Research, Brand Marketing Communication Strategies Case Studies , Marketing, IBSCDC, IBSCDC, Case Development Centre, Case Studies in Management, Finance, Marketing, Leadership, Entrepreneurship, Strategy, Industry Analysis, Economics, Government & Business, International Trade, Technology, Monetary Policy, HRM, Human Resource Management, Investment & Banking, Competitive Strategies, Core Competency, Corporate Strategies, Innovation Management, Mergers & Acquisitions, Succession Planning, Teaching Notes, Structured Assignments, Case Study, Multimedia Case Studies, Management Cases, Leading Business Schools, Universities, Consulting Houses, ecch, ECCH, IBS-Case Development Centre is set-up in 2004 to promote quality research in business management. Icfai Business School Case Development Centre has developed over 1100 world-class case studies.
Repeat customers are vital in any business.Customer retention is extremely crucial.This presentation shares with us the positive impact of service recovery
Services Marketing - Service Encounter Failure & RecoveryHimansu S Mahapatra
Services Marketing
CHAPTER – 5
Service Encounters, Service Failure and Recovery
Service Recovery Strategies
Most companies have to learn the importance of excellent service recovery for disappointed customers and practice them.
This in reality is a combination of several different strategies that need to work together, as given below in the presentation
A brief analysis of BFL with industry and its peer along with ratio analysis to examine the current situation followed by findings and recommendations.
Services Marketing Case Studies|Case Studycasestudylover
Services Marketing, Consumer Behaviour, Marketing Research, Brand Marketing Communication Strategies Case Studies , Marketing, IBSCDC, IBSCDC, Case Development Centre, Case Studies in Management, Finance, Marketing, Leadership, Entrepreneurship, Strategy, Industry Analysis, Economics, Government & Business, International Trade, Technology, Monetary Policy, HRM, Human Resource Management, Investment & Banking, Competitive Strategies, Core Competency, Corporate Strategies, Innovation Management, Mergers & Acquisitions, Succession Planning, Teaching Notes, Structured Assignments, Case Study, Multimedia Case Studies, Management Cases, Leading Business Schools, Universities, Consulting Houses, ecch, ECCH, IBS-Case Development Centre is set-up in 2004 to promote quality research in business management. Icfai Business School Case Development Centre has developed over 1100 world-class case studies.
Repeat customers are vital in any business.Customer retention is extremely crucial.This presentation shares with us the positive impact of service recovery
Services Marketing - Service Encounter Failure & RecoveryHimansu S Mahapatra
Services Marketing
CHAPTER – 5
Service Encounters, Service Failure and Recovery
Service Recovery Strategies
Most companies have to learn the importance of excellent service recovery for disappointed customers and practice them.
This in reality is a combination of several different strategies that need to work together, as given below in the presentation
Services MarketingBy Himansu S M
MANAGING
DEMAND and CAPACITY:
Matching Demand & Capacity
Waiting Line Strategies When Demand And Capacity Can't be Matched
Waiting Line Strategies
Most waiting lines work on the principle of first come, first served. Customers tend to expect this—it's only fair, after all. In many cultures (but not all), people get very resentful if they see later arrivals being served ahead of them for no obvious reason.
This report express you the service marketing strategies used by the IKEA, the furniture franchiser to be success. This covers the scope of the business, strategies used by them and final conclusion about their strategies. I suggest you to read about the entrepreneur's life story as it is an inspirational story to all others who have big dreams with their lives.
Since 2010, the authors have been on the faculty of a HBCU located i.pdfhimanshukausik409
Since 2010, the authors have been on the faculty of a HBCU located in Georgia. The authors are
the only full-time faculty, thus are responsible for teaching all accounting courses. The failure
rate has average thirty-five (35%) percent. Failure is defined as a student receiving a grade of
“D”, “F” or “W” in an accounting course. This failure rate was unacceptable, thus a search begin
to explore ways of reducing this rate without compromising the academic integrity required to
prepare students to become an accountant. This study explores a new teaching model designed to
improve students’ technical competencies while increasing their critical thinking skills. What
adjustments to a classroom lesson plan and teaching strategy are useful to improve interpersonal
communication, creativity, reasoning and analytical abilities? Does improvements in
interpersonal communication, creativity, reasoning and analytical abilities require abandoning
the traditional teaching model? Critical thinking includes analyzing, conceptualizing, reasoning
and evaluating. Research finds that these skills can be developed in learners if teaching strategies
evolve beyond memorization (Reinstein,2008). Accounting graduates are expected to possess a
healthy dose of critical thinking skills. This study explores a teaching model reflective of
cognitive thinking. Cognitive teaching increases the need to compare, contrast, group, and
memorize relevant accounting concepts. The literature argues that students have considerable
difficulty in solving accounting problems that are slightly different than those presented in the
classroom, even though the same concepts are being covered. The Pathways Commission has
called for improvements in accounting curriculum and teaching techniques (Bloom, 2013). The
quality of future accountants will be shaped by a need for improvement in critical thinking skills.
The purpose of this paper is to convey the authors’ result of using the ABCs of accounting
teaching model. SIGNIFICANCE OF THE PROBLEM The accounting profession requires more
creativity and innovative thinking in order to be competitive. Much of the literature argues that
teaching models that require students to memorize accounting rules and procedures fail to
cultivate critical thinking in problem solving. The Bedford Committee (1986) asserts that the
traditional accounting lectures fail to stimulate creativity and innovative thinking. Thus student
are not educational ready to enter the profession. The Pathway’s Commission finds that
accounting programs are overly invested in outmoded models. Bloom (2013) finds that students
increasingly exhibit difficulty solving complex accounting problems. The goal of teaching
should always embrace a pedagogy designed to discover a higher order of thinking. Higher order
critical thinking can be achieved if the teaching approach gets it right. Such is the pursuit of this
study. The five step process for developing higher level critical thinking skills.
CASE STUDY The graduate admissions process at begins with an applicant.pdfakknit
CASE STUDY
The graduate admissions process at begins with an applicant creating an application on the
application website. If the applicant does not have a student ID, they must create a new account,
otherwise they can log in with their student ID. Applicants select the program they wish to apply
for, and their desired entry semester. Next, applicants need to provide personal information, and
answer three questions about why they wish to study the chosen program, what they hope to
achieve after completing the program and any special circumstances to be considered. Applicants
must provide the names and email addresses of two referees. Applicants can upload multiple
documents, such as their CV, confirmation of their undergraduate degree, English language
proficiency certificates, etc. When applicants submit an application, they must pay the
application fee by credit card. After payment and submission, the application system will
automatically send emails to the two referees with a link to a web page where the referees can
provide references about the applicant. When these references are entered, they are added to the
application. After an applicant submits an application, they are able to upload further documents
until the application is finally decided on by the School of Graduate Studies (SGS) enrolment
director later in the process (see below). After an application is submitted, the application system
creates and assigns a student ID to new applicants. the School of Graduate Studies (SGS) staff
performs an initial check to decide which academic department the application should be sent to,
and passes it to the graduate admission staff of that department. When the graduate admissions
staff of the academic department receives an application from SGS staff, they check for entry
semester and completeness of the application. If an applicant has selected an entry semester for
which no admission is offered, the graduate admission staff complete a form to recommend
rejection of the applicant with an offer of reconsideration to the next available semester. This
recommendation form is passed to the graduate officer (GO) of the academic department. If
admission is offered for the desired entry semester but the application is incomplete, nothing is
done while the graduate admission staff waits for further documents or references. The graduate
admission staff must regularly check the application for completeness, because neither the
application system nor SGS notifies the academic department when additional documents arrive
(either submitted by the applicant, or references entered by referees). If an application is still
incomplete by the application deadline, the graduate admission staff fills in a form to recommend
rejection of the applicant and send this recommendation to the graduate officer (GO) of the
academic department. The GO can either accept or reject the recommendation by the graduate
admission staff to reject an applicant. If the recommendat.
1. 1 | P a g e
Experience of Service Inconvenience
in
Education Services
Submitted to
Professor P. Paliwal
By
Joydeep Mukherjee
20081020
PGP-08
IPMG
2. 2 | P a g e
Contents
The Incident...................................................................................................................................................3
Repercussions................................................................................................................................................4
Recommendations ........................................................................................................................................5
Exhibit 1.........................................................................................................................................................6
3. 3 | P a g e
Education services are one of the most critical and high growth oriented business in the present
day scenario. Though, it has helped to inculcate a certain amount of professionalism in the
system, most of the educational institutions exploit the situation. The high demand of educational
services, in the lieu of the growing population and people opting for higher education has
allowed the institutions to have that leverage.
This particular incident which brings into perspective a service deficiency or more appropriately
a service inconvenience to the “consumers”, in this case who are students, from the point of B-
schools. Many B-schools have been instructing the candidates selected, to immediately submit a
certain portion of the fees, not giving time to weigh their options or explore any further scope.
The fees for pursuing MBA being astronomical, it’s quite a burden for candidates and they have
to take decisions with “information asymmetry”. Again, the submission of the fees of the first
term is set at an inappropriate early date, not taking into consideration the hassles for the
candidate in case of loan sanctions.
The Incident
In February, 2008 I was shortlisted by Alliance Business Academy (ABA), Bangalore to appear
for the interview process. In March, I had subsequently appeared in the interview and was
selected. I was asked by the institute to submit Rs. 25000/- immediately to confirm my selection.
As of then, I had no other option and had no choice but to pay to not let go of my dream of
pursuing a MBA course. Again, I was asked by the institute to pay the whole of the term fees by
the second week of April, though classes were about to begin as late as in August. I deeply felt
aggrieved of the situation that the institute’s indiscriminate rules severely limited not only mine
but many people’s career options. It generated a feeling like, if the institute is so much eager to
reserve the quota of seats, is it actually not sure of people not joining its program! There was a
doubt in my mind, about the credibility and the justness of this educational institution. A certain
amount of professionalism is always welcome even in an educational institution, but this utter
“greed” of money downgraded the sense in the mind of candidates about the quality of service
they provided.
4. 4 | P a g e
Later, the scene evolved in such a manner, where I was selected at IPMG, and I decided to opt
for pursuing my MBA here. I had stopped at the right moment from paying the full term fees in
ABA, but I had already submitted Rs.25000/-, which I felt was unjustified. Though it was
categorized as the non-refundable part of the submission, I wasn’t convinced of the reason. It
occurred to me, that the seat am vacating will in all probabilities be occupied by someone, who
will also be paying the same amount, which meant the institute will only earn double. This
provoked me, to write to the administration of the institute to consider the case and refund the
fees. There was constant stream of mails from my side, to which I finally got a reply stating that
it wasn’t to be considered favourably. I had almost accepted the decision that I had paid the fees
knowing that it was non-refundable, but at heart I was never convinced.
Repercussions
One fine morning I came across a notification in the newspaper from AICTE (Exhibit 1), who
had received complaints about this particular issue and had laid down certain norms. It stated that
B schools affiliated to AICTE will not collect fees of the semester long before the semester was
to start and hence reserve seats and take advantage of the candidate’s compulsion, or else refund
if the student is withdrawing before the course commences with a maximum deduction of Rs.
1000/-. This prompted me to send another mail to the institute, highlighting that the practice they
were following was unethical and also banned now under the norms of the regulatory body they
were affiliated to. A few of my mails went unanswered, which prompted me to send another mail
to the institute notifying AICTE in the process as well.
Within a few days of the mail, to my elation, there was a reply, stating that my case was
favourably considered and I would be paid back my due money. I realized the power that a
consumer can exercise while being aware of the rules and regulations that are in place. The
persistence of the belief that whatever being practiced wasn’t right and the motivation to see that
justice was delivered eventually proved to be the winner.
I sincerely hope that though B schools must be professional in their approach, they must realize
that they still are a place where education is being imparted; the policy of commercialization
5. 5 | P a g e
must be judiciously used. I believe that if the institute is adhering to certain standards and
promoting themselves as a good learning place, this sort of practices only deter the cause.
Recommendations
I do feel, that the student should be given the option whether they would like to submit the fees
early and reserve the seat or not, and the deadline must be set on a realistic date, when the
student has enough information to be able to decide on his career as well as organize for the
funding resources. As I have stated earlier, that if the institute is successful in given value
addition to students in return for their money, they never need to worry about filling of seats. I
also do believe that if the institute is not doing so, their inefficiency cannot be burdened to the
consumers.
Any organization need to take into account that the consumer’s knowledge and perceptions about
the “justness” of the rules they are enforcing, and though standardization in services are
welcome, but certain discretion must be applied in certain cases to avoid a negative “word of
mouth”, which may be detrimental to the organization’s image.
(Word Count: 992)
6. 6 | P a g e
Exhibit 1
PUBLIC NOTICE
Advt. No.AICTE/Legal/04(01)/2007
Sub: Instructions to Technical Institutions, Universities including Deemed to be
Universities imparting Technical Education regarding matters concerning
charging of fees, refund of fees and other student related issues.
All India Council for Technical Education (AICTE) has been empowered interalia under section
10 (n) of AICTE Act to “take all necessary steps to prevent commercialization of technical
education”. In compliance with the provisions under AICTE Act and in the light of directions of
Govt. of India issued under section 20 (1) of AICTE Act vide Letter No. (U.1 (A) Section), it has
been decided to issue instructions to the Technical institutions, Universities including Deemed to
be Universities imparting Technical Education in the matters concerning students.
Whereas it has come to the notice of the AICTE that Technical Institutions and Universities
including Deemed to be Universities, are admitting students to technical education programmes
long before the actual starting of an academic session; collecting full fee from the admitted
students; and, retaining their school/institution’s leaving certificates in the original; And
Whereas, Institutions and Universities are also reportedly confiscating the fee paid if a student
fails to join by such dates; And, Whereas, certificates in original are being detained by
institutions and Universities to force retention of admitted students; And, Whereas the time-limit
for students to join the courses/programmes is also being advanced in some cases unrealistically
so as to pre-empt students/candidates from exercising other options of joining other institutions
of their choice.
In the event of a student/ candidate withdrawing before the starting of the course, the wait listed
candidates should be given admissions against the vacant seat. The entire fee collected from the
student, after a deduction of the processing fee of not more than Rs.1000/- (Rupees one thousand
only) shall be refunded and returned by the Institution/ University to the student/candidate
withdrawing from the programme. It would not be permissible for Institutions and Universities
7. 7 | P a g e
to retain the School/Institution Leaving Certificates in original. Should a student leave after
joining the course and if the seat consequently falling vacant has been filled by another candidate
by the last date of admission, the Institution must return the fee collected with proportionate
deductions of monthly fee and proportionate hostel rent, where applicable.
Any violation of instructions issued by the AICTE, shall call for punitive action including
withdrawal of approval and recognition of erring institutions and Universities. AICTE shall on
its own or on receipt of specific complaints from those affected take all such steps as may be
necessary to enforce these directions.
(Dr. K. Narayana Rao)
Member Secretary
(Source: AICTE Website)