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Mr Kishore Asthana, an alumnus of IIM Ahmedabad having worked at the Tata Administrative Services, now leads Indus Options Consultancy which is engaged in export of Indian technology. Mr Manu Asthana, an alumnus of the Wharton Business School, presently working as the president of Luminant Energy has had stints at Union Bank of Switzerland and asset management companies as derivatives trader. Mr Asthana provided students with vital information about how the energy derivatives market works and how the world economy was shaping up with the rise of the energy derivatives market. He talked at length about how the energy derivatives market has gained wide popularity in Texas in the US. Major emphasis was laid on the deregulated Texan energy market. Mr Asthana also touched upon the details of how major organizations are making quick inroads to the emerging field of energy derivatives trading.

He also talked briefly about how the emissions trading had gained wide popularity in the European Union and how organizations are gearing up to meet the emissions requirement as per the emission laws. The seminar was an interactive session wherein the student asked numerous questions on emissions trading, energy derivatives, energy crisis and derivatives market. Mr Asthana provided insights into each of the questions using illustrative examples.

He talked at length about how his organization trades in energy derivatives using swaps, forwards, futures and options. He also elaborated on how commodities trading using ancillary service and capacity reserves were carried out his organization. Other topics of discussion included energy production using diesel, lignite coal and natural gas.

The focus then shifted back to how the players in the energy derivatives hedged their positions in order to make profits. Mr Asthana expatiated on how the hedgers, arbitrageurs, and speculators worked in the derivatives market. The whole gamut of permutations and combinations with respect to the oil prices were also looked at. The discussion invited a number of questions from the students focussing on how the appreciation in oil prices was affecting the world economy. Mr Asthana explained the role of speculators in the appreciation of oil prices and how such a spurt in crude oil prices would lead to a prudent usage of the crude oil world over.

After the insightful discussion over energy derivatives, Mr Asthana enlightened the students about the professional life of a trader. He explained how trading is carried out at the stock exchange and investment banks. He also expatiated upon what all pre-requites are required talking in context of the personality of an investment banker. The salient ones being –
(a) The ability to think under pressure
(b) The ability to face uncertainties in the ever-changing equities and derivatives market.

Mr Asthana then summarised how the energy financial instruments was going to change the face of the burgeoning derivatives market, and how the nations need to come up with realistic targets to meet their energy requirements.

The dais was then taken over by Mr Kishore Asthana who then answered students' queries regarding career opportunities in the Middle East based on his enriching experience span of over 20 years. He also urged students to join Mensa, an organization which has been the torchbearer in promoting IQ related quizzes and problems. He also expressed his views on the Indo-US Nuclear deal which has been a cynosure of a billion eyes since last few months. He explained as to how the deal could help India fulfil her energy requirements. Mr Kishore Asthana also gave a brief account of his experience at the Tata Administrative Services (TAS) and what they actually look for in a potential candidate during recruitment. Finally, the session culminated with a farewell ceremony wherein Mr Kishore Asthana and Mr Manu Asthana were greeted with souvenirs from the FMS student fraternity.
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This is a video of women students from IIM Calcutta 'welcoming' the XLRI Jamshedpur team.

If you're thinking that this happens in the heat of the competition, wait up. We're told by IIM Calcutta students, that the women students are formally coached by a stalwart from the second year in the skill of the most tasteless abusing months prior to the event. With a lot of glee, a few XLRI students and alumni tell us that they pay IIM Calcutta back in the same way. A search of Youtube.com reveals more examples of the high vocabulary passed on as 'culture' from second year students to first year students.

Update - Our views on why we did this story and the larger picture behind it

All of us at the PaGaLGuY office were appalled at the video. But we were aware that a lot of people will justify it using one or more of the following arguments.

"What is so shocking about it? Don't we see it everywhere these days? Movies, TV, what have you? Sab chalta hai yaar."

"You're shocked because it's women who're abusing. Had it been men you would be okay. You clearly believe in a male dominating society."

"Why don't you also look at the good things these institutes do? Just because they hurl abuses at mothers doesn't mean they're bad people."

We strongly felt that these arguments were heavily misplaced and speaks of complacency in a bar that has been set really low. We talked to a few students from both these institutes and came to one conclusion - B-schools with traditionally male-dominated batches originating from the IITs and NITs and other engineering colleges have created large pockets of tasteless campus culture, which hasn't changed since the number of women increased.

In cases of videos such as this one, ordinary people from good backgrounds choose to let go of their poise to indulge in mindless crass behaviour just so that they can fit into something they can't change.

This matter is not about the fact that it is women who are abusing - we do not subscribe to the view that women should not abuse. This is about the revelation that students - male or female - are being coached to abuse as an institutional part of the campus culture.

This is not however limited to just IIM Calcutta and XLRI Jamshedpur - a lot more campuses of prestigious B-schools have their own versions of tasteless acts classified as culture, often bordering on the perverse as this example from IIM Ahmedabad (as reported by an alumnus) is.

We spoke to IIM Calcutta's Dean of Programmes and Initiatives Prof Saibal Chattopadhyaya, who chose to distance himself from the video and seemed more concerned if the video was uploaded from IIM Calcutta servers. Asked if he was worried about what he saw in the video and had subsequent concerns about the campus culture within IIM Calcutta, he said, "I have to verify first if these students (in the video) are indeed ours but until then I can't say anything."

What we want to ask is, are we okay with our country's taxpayer-funded educational institutions being utilized this way? Can these campuses ever compete with Harvard and Oxfords of the world? Most importantly, is this the right thing and are you okay with what you see?

More importantly, what makes people create these traditions? What do we classify as wrong and where do we draw the line? Do we even need to draw a line?

We think we should, but we'd like to know your views. Feel free to post your comments below or on this discussion thread .

Update - Our views on why we did this story and the larger picture behind it

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The response to first three of the programmes conducted by IIML was a success with all 49 officers of the first programme and 60 of the second getting good job offer. The third batch, which is undergoing placements right now, is also witnessing many offers. This year a total of 59 Defense Officers including 7 l Lady Officers, have been selected from the three branches of the Armed forces.

As in the past, the fourth programme is also expected to generate an enthusiastic response from the corporate world and given the nature of the programme it is sure to equip the participants with the necessary skill set so very essential to in the corporate world.

The objective of the GMP is to provide the participants with a basic understanding of the managerial systems and processes. The programme has been designed to provide the defence officers with basic functional inputs in subjects such as accounting and finance, decision sciences, organizational behavior, human resources management, communication skills, marketing, strategy, information technology and business environment. The idea is to familiarize the officers with the requisite analytical tools and techniques; and develop a holistic perspective and global mindset to understand issues of an enterprise.

“Management education to defence personnel contributes to providing defence officers a second career choice after retirement. But the larger role in the national interest is to prepare a disciplined and responsible citizen to play important roles in today's competitive business scenario” say Prof. NK Gupta & Prof. SC Bansal, Program Directors.
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The meet was a resounding success and was attended by alumni from as far back as the 1970 batch. Nostalgia hung heavy in the air as alumni caught up with batchmates, some of whom they had not met in as long as a decade. People from the same batch walked in together exchanging warm hugs and greetings with their seniors and juniors.

The evening was got off to a fun-filled start with a prize reserved for the alumnus who had travelled the maximum distance to get to the venue. There were several contenders for the same as people had braved the weekend traffic and come down all the way from Dwarka and Gurgaon.

This was followed by a quiz on IIFT which saw wonderfully enthusiastic participation from the alumni competing as they did with one another in shouting off answers before anyone else. As the evening progressed, the mood got lighter. One of the alumni took centre stage and regaled the audience with a couple of Hindi film oldies.

All the alumni had been given colour-coded batch cards specifying the decade of their batch leading to excitement amongst them on spotting someone with a similar coloured batch card. The alumni mingled about recalling the fun they had had at IIFT. They also caught up with the present director of the institute, KT Chacko, and some of the faculty members who were present on the occasion.

All the alumni were handed a surprise gift while leaving which included a CD with pictures of the event itself, giving the alumni something to treasure until next time.
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One of the major points of discussion was the need to break the “Glass ceiling” which is accepted by one and all but still needs a comprehensive efforts from the grass root level. Mrs Rajeshwari started the lecture with a lot of facts about the socio-economic standing of women globally. The revelation that meagre .3% of total executive work force constitutes women all over showed the grim situation in the era of globalization. She conveyed the point that the fight for empowerment has to be done at a war likes pace and then only the gap can be bridged. Presenting before us the data from UN she showed the severe level of disparity. Constituting the half of the population, their share of global income is just 10%.

To answer to the root cause of the problem, Mrs Rajeshwari conducted a group activity called “breaking the ice” which dealt with the contribution of internal fear. It was proved during the exercises that the hurdles which govern our actions are mere perception of our mind. Going ahead, she discussed with the students the effect of external factors in aggravating the problem. In her presentation, she discussed in detail on the issue of “emancipation of women in rural India”. To include the participation of women in strategic domain needs a lot of interwoven attributes to work jointly, both external and internal.
Achieving this goal requires some clearly defined measures and mechanism which include literacy and higher education, healthcare, greater work participation, knowledge of her rights, opportunity at higher positions, enhancing self reliance & dignity by encouraging self employment.

To present the whole process in a systematic manner she discussed about the steps taken towards women organization in our country. Step One included the formation of forums at tribal, rural, sub-urban, urban level in Phase1, in Phase2 at the state level, Phase 3 for the regions and Phase4 as national forum. Step Two was working on enhancing awareness amongst women by confidence building exercises, educating both male and female, changing the basic attitudes and values for acceptance and making them come out of the shell of inferiority. Step Three was about providing freedom to be involved in decision making in all the critical issues so socio-economic importance, self and the nation, physical or the psychological. Step Four is about reinforcement and continuous motivation to move on and bring a change and a paradigm shift in the roles of women in the society and their area of influence.

During the session she did another team activity “blind trust” to show that women trust more on men. While concluding she emphasised that anyone can reach at the top anyway but to sustain there one has to prove his worth and it's the onus of future managers to take the charge and make every effort to make talent the only parameter not the gender.

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"The international accreditation will help us gain better global access and aid us in forming alliances with international institutes," said IIM-C chief administrative officer Dinesh Varma. "Its a time-consuming process but we want to start it now," he added. The accreditation will also help the institute attract more foreign students and tie-up with universities abroad. “We hope to set the ball rolling soon,” added Varma.

Besides, the board also reviewed the strategic plan made last year like review of curriculum, augmentation of faculty and campus modernization. For 2008-09, IIM-C will focus on five important areas, which includes campus expansion and development programme, international accreditation leading to global reaches and increasing the faculty to meet the increase in the intake of student.

IIM-C also wants to develop its alumni outreach. The institute is going to support its faculty to go for research programmes and so forth to facilitate them to get away from routine administration work. In order to plan the fund flow and for financial planning to take care of our expansion plans, pay commission payments, etc, a two-member committee, comprising external board member Shri Roopen Roy and IIM-C faculty professor Ashish K Bhattacharya will look into all aspects. "They will submit their report in October during our next board meeting," said Varma.

This year IIM-C has admitted 14 students in its FPR programme. This happens to be the highest in recent years. It is important that new business schools are coming up in good number and since more students would be admitted through OBC quota, IIM-C would also require extra teachers. All these would lead excessive demand of quality faculty. FPR chairman presented his plans to attract students to study in fellowship programmes. "As per the new construction which is taking place on campus, there will be 19 new classrooms in different sizes," added Varma. With the OBC quota implementation, more teachers will be required too. "We plan to add 20 teachers to the faculty in 2008-09," said Varma.

The head of the IIM review committee and former Maruti chairman RC Bhargava was also at IIM, Joka on Wednesday. "Theres no change in the fee structure as of now," said Varma. "We are waiting for the IIM review committee report due in a month or two to decide on our future course of action," said Varma.

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The course will be focused on practical training and the institute is planning to get online trading simulators to facilitate learning in both equity and derivatives. The faculty for the course will include in-house faculty from the institute as well as private investment bankers and trading practitioners. The course outline was conceptualized both by the BSE as well as IIFT. BSE officials sent IIFT an outline of what all they would like to see included in the course and this was further worked upon by faculty members at IIFT before coming up with the course outline.

The idea is essentially to develop professionals with adequate skills in the securities market while providing an understanding of the current structure, pricing, risk, competition and financial innovations in money and capital markets.
The course structure includes primary and secondary markets, derivatives, forex management, commodity markets, bond markets, mutual funds and hedge funds, fundamental analysis, mergers and acquisitions, private equity and venture capital, risk management, technical analysis and portfolio structuring and valuation.

The selection of the course will be on the basis of candidate interviews conducted by faculty members from IIFT as well as officials from the Bombay Stock Exchange. The course fee has been pegged at Rs 50,000. Classes for the course will be conducted either on a daily basis for two hours each on all weekdays or over five hours each on Saturday and Sunday. This will be subject to the option that the candidates themselves find most suitable. The classes will be held at the Delhi campus.

Mrs. Radhika Shrivastav, Vice President, congratulated the new students on having made it to the institute and advised them on three cents, firstly, competing with global managers, secondly, shaping one's leadership style by taking risks and thirdly, becoming responsible citizens by looking beyond class room and enhancing behavioural skill sets.

On this occasion, the Institute felicitated and awarded students for their academic performance in the first year of their PGDM programme. The winners were: Chavi Maheshwari, Nalini Saxena and Vidhu Maheshwari. Nisha Koshal, a student representing the new batch speaking about the chief guest said, “We could not have had a better person than Mr Arjun Malhotra who initiated us to the learning path as an icon and role model shining bright in his own exemplary achievements at international level as a visionary, entrepreneur, business leader, mentor and active educationist”.

The institute provides a window to the emerging realities and demands of the new world through its range of activities in teaching, training, research and consultancy. The institute strives to strengthen upbeat entrepreneurial spirit of Indian business. It has set an agenda to groom its students acquiring competencies for leadership position in international business through managerial and entrepreneurial initiatives.
Prof Prahlad, while addressing faculty members and students of NMIMS and other distinguished academicians, corporate executives and members of CII and Yi, emphasized on acquiring Economic Strength, Technological Vitality and Moral Leadership of the country. He said that "India has a potential to lead the world in 2022 with its predicted largest pool of manpower consisting of 200 million college graduates and 500 million trained and skilled workforce. It could be home for at least 30 of the Fortune 100 companies of the world and generate over 10% of the world trade, by nurturing a vibrant renaissance of world-class contemporary art, science, research and education could have at least 10 Nobel Prize Winners. This is possible in next fifteen years provided leaders focus on this goal as a priority." He emphasized that this position is possible only when India works on all three fronts- economic growth, technology development & moral leadership.

He said that "As a country, India must have high and shared aspirations like it had in 1929 when the leaders of the then Congress party declared their ambition as Poorna Swaraj. Since then, India has never had a national aspiration which every Indian could share."

Prof. Prahlad, while speaking about his vision India@75, also shared the key drivers of the developmental context for India to achieve the above goal in next 15 years. They relate not to abject poverty but income inequality, changing life styles, urbanization and emergence of universal aspirations, a dramatic change in price-performance relationships, economic development and ecological crisis and finally the role of governance and the rule of law.

Elaborating these key areas, he said that India has reduced abject poverty dramatically during last decade. However, a more difficult problem will emerge in its place. An important consequence of rapid economic development and globalization of the economy are the lags and asymmetries in the benefit results. Some sections of society will benefit and some will lag behind. These asymmetries will create multiple new divides in society - divides between educated and the uneducated, the urban and rural populations, between regions of the country as well as between ethnic groups. As a consequence, income inequality will emerge as a source of social tensions.

When people come to the cities, their aspirations change dramatically. They look at the rich as a benchmark. Their income may not change as a rapidly as their aspirations change. Therefore, it is the lag between increasing aspirations and incomes that can fulfill those aspirations can lead to a significant increase in social unrest.

With the changing life styles of poor class and emergence as consumers has altered the Price-Performance envelop dramatically. This increasing capacity to create life style equality can provide antidote to increasing income inequality. This trend is likely to be further supported by the changing nature of high technology markets around the world. The rate of the cost/unit of functionality is changing in high technology implies that the poor can afford products and services incorporating the latest technology. The consequence of this rise in affordability is going to create explosive growth in consumption. This huge market opportunity will also have significant implications to the environment and the demands it will put on it.

The current development models for energy, water, packaging, waste per capita are inappropriate and we have to develop fundamentally new ideas. We have to find better use of resources and support new innovations in this area for uninterrupted inclusive growth with ecological sensitivity.

Talking about Focus on Governance, Prof. Prahlad explained the relationship between countrys human development index and the quality of governance, he said that a nation does not get rich first and then become less corrupt. A nation becomes less corrupt before it gets rich. The explicit, quantifiable price we are paying for corruption and the neglect of human resources in the country is staggering and should be the focus of national debate.

Prof. C K Prahlad picked eight faculty members from NMIMS as his vision ambassadors, who will create a multiplier effect oh his vision India@75, create excitement and a movement amongst people in the state. The theme proposed especially for the youth is Play For India@75, here they will be motivated to play matches against corruption, creating a greener city etc. The vision ambassadors will play an "aspirational role" and facilitate Indias transformation to a global leader by 2022. While speaking to faculty members, he spoke about emerging issues in India and the need for research.
After the Convocation Procession, awards were presented to 24 students for their exceptional performance. 402 students of various Management Programmes such as the Post Graduate Diploma in Business Management (full-time and part-time) and Executive Programmes were conferred with certificates for successfully completing their degrees.

Delivering the key note address the chief guest Gurucharan Das said “The fast economic progress is due to three factors. States are getting out of the way. Even Slow reforms since 1991 add up. Indias competitive advantage is its knowledge economy. Lastly, the mind of this generation is liberated. I am happy to see that institutions such as the Loyola Institute of Business Administration are cultivating such liberated minds."

He urged the graduates to exercise their right to vote, to be honest and uphold value systems and to be passionate about their work.

In the PGDM (Full-time) programme, Maria Mathew, Tomson D. Robert, Augustus Daniel, Chrishelle Noreen Ann David and Anupama Gupta received the first, second, third, fourth and fifth rank respectively. Divya Ravichandran was honoured as the “outstanding student of batch” for her contributions towards the placement record at LIBA for the year 2008 while August Daniel was awarded for the best Summer Project submitted. Specialization prizes were given to Augustus Daniel, Tomson D. Robert and Chrishelle Noreen Ann David for their performance in subjects of Marketing, Finance and HR respectively.

In the PGDM (Part-time) programme Batch (2005 – 200Loyola, Sanson Thomas Koleth and V. Subha secured the first and second rank respectively. V. Shuba, Shobana Rajan and P. Karthik were recognized for the best dissertations. Specialization prizes for subjects of Marketing, Finance and HR were awarded to V. Shuba, Md. Tabrez Galaria and G. Sujatha respectively. Students from the one-year diploma programme were also conferred with diplomas for successful completion of the course.
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When it comes to work in the social sector, the obvious question is what the differences are in the nature of work vis-a-vis the corporate sector. Mrinalini Shastry, an ISB alumnus who has been involved in the social sector for over five years says, The work is very varied just as it is in the corporate sector. A person has to find his or her niche in this sector. However, even though the same skills are utilised on the job, the context of the work is very different and this is a very important difference.

Abhishek Gupta, head of Hole-in-the-Wall Education Ltd puts it very simply when he says, I didnt want work to be work. I work in this sector because of selfish reasons. It makes me happy. It is not a selfless job in my opinion and a typical day in the social sector is pretty much like a typical day in the corporate sector. I attend meetings, spend time strategizing, planning, co-ordinating activities and implementing them. He puts forth an interesting point when he adds, An important difference is that the business objective has to be long-term when it comes to work in this sector. Impact assessment becomes different and the effectiveness of an employee cannot be gauged by way of profits.

If work in this sector is similar to that in the corporate roles and MBAs engaged in social work identify hugely with it, then why is it that most MBAs do not even consider it as an area in which they may take up a career? Dhruv Lakra, an alumnus of Oxfords Said Business School who worked at Dasra, a prominent international non-profit organization, and has decided for a career in social work sheds light, Work in this sector requires strong motivation. In India people quite simply dont give back! Salaries in this sector are at a higher level in other countries because of the high number of donors abroad. The perception that Indians have as regards social work is of an old school and needs to be changed. He goes on to say, Security in India is an over-rated concept. People have a flawed idea of going about their professional life. They desire to make a lot of money in their initial years as a working professional and then get into work which really interests them. Apart from this, MBA courses in India do not really expose a person to the idea of work in this sector. Indian MBA graduates tend to focus on the remuneration that is on offer. They usually dont even get to know of the responsibility, power and sheer kick that work in the social sector brings about!

MBA graduates do tend to attach a lot of importance to any jobs remuneration. ISB alumni involved in social work agree that they have taken up to a 40 percent reduction in compensation compared to their peers who are working in corporate roles. Mayura Balasubramanian, a Project Support Officer at the United Nations Development Programme (UNDP) says, It is completely dependent on an individuals choice and a tradeoff is made in the case of salary.

This is not a jholawallah sector. Money is only a function of what you need. There are lots of opportunities in this field. Development deals with life, adds Mrinalini.

Various issues need to be considered before venturing into a relatively unexplored sector. Alumni advise that a person spend some time at an NGO or similar organisation before plunging into a career related to the social sector. As regards how difficult it is to move between the corporate and social sectors, alumni are of the view that this depends on the work done while in the social sector. While it is true that the job profile and daily operations do not differ as such across the social sector and other sectors, there does exist the possibility of a person getting branded as one who has worked in the social sector. One of them put it quite succinctly on being asked about opportunities after having engaged in social work, Theres always consulting anyway!

Alumni are at a consensus that there is a need for MBA graduates in the social sector. They feel that earlier this sector was much less organised than what it is now and even organisations dealing with social work are realising that there do exist certain important roles for MBA graduates. On being asked whether she thinks that this sector would become popular in the near future, Mrinalini says simply, Processes will increase in this sector. MBAs like that. MBAs need to be made aware of the fact that the social sector is a wonderful space for them to make use of their skill sets. Earlier NGOs would do a poor job of utilising donors money. Things have changed now and MBAs need to know this stresses Dhruv Lakra.

The social sector is an area of work that is given more importance in countries other than India. MBA curriculums at world renowned institutes such as Harvard Business School, Stanford University and Oxfords Said Business School are characterised by a certain flexibility that is missing at most Indian business schools. Students at most Indian schools do have the option of availing of certain electives which are on offer so as to sensitise themselves to the field of social work and indeed to gain knowledge and exposure in case they desire to opt for social work as a career. The Tata Institute of Social Science, Mumbai has recently started a program on social entrepreneurship. However, this institute does not offer a general MBA course which could be linked with this program. A few Indian Institutes of Management have activity-based courses where they have to implement their learnings in a real-world social problem. Other B-schools try to sensitize by way of compulsory social work. However, all these initiatives exist more from a sensitisation point of view rather than a not-for-profit career.

It is extremely important that MBA graduates in India do not step into work in the social sector with a chip on their shoulder and they need to have a human approach towards work. Work in this field is as professional and systematic as it is in other domains of professional life. It is in fact more challenging. I strongly feel that there is a need for MBA programs in India which are flexible and have social work related electives embedded in their curriculum. The social sector in India is an excellent field for MBAs to put their skill sets to good use concludes Dhruv Lakra.

Not too different from corporate

"The main difference between the social and corporate sector is the light in which people and products are seen. In the social sector, people are studied and products are put together whereas in the corporate sector it works the other way. The perspective and horizon of thinking that the social sector provides cannot be matched by the corporate sector. In the corporate sector, everything is compartmentalised whereas in this sector, there lies the freedom to open ones mind and also imbibe a holistic understanding of how operations work. A person in the social sector would know how Unilevers operation works but not the other way round. The engine behind this sector is people. As far as switching from this sector goes, the gap with the corporate sector is dwindling. Reason being, corporates are realizing the need to study people in order to be successful. Kuch bhi bana do, bikega! does not work anymore. There does exist a compromise as far as compensation goes. This has more to do with our congenital understanding of money and with time, as the appreciation for work develops, it ceases to be a factor. Im positive that more MBAs will opt for this sector in the coming years. The Indian middle class has obtained a certain kind of economic security as a result of regular salary increments. Youngsters these days are willing to experiment so as to find their niche. As far as money goes, it wouldnt hurt to note that you do end up saving more in the rural areas. MBA programs in India should require students to go out into Indias villages and apply their concepts there." as told to PaGaLGuY.com by Rajeev Gupta, Associate Vice President at BASICS, Jaipur and an alumnus of the Indian Institute of Forest Management, Bhopal.



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The South Asian Quality Assurance Systems or SAQS was evolved as a system to provide a quality assurance and accreditation framework for business and management schools in South Asia. It uses a set of criteria developed from business and management schools of high national and international standing.

The SAQS recognition will be valid for a period of 5 years. XIMB is expected to submit an institutional development report at the end of 2 ½ years, and apply for re-accreditation after the 5 year period is up.

This recognition will help XIMB showcase its qualifications in a format that will be acceptable to the other institutes and corporates in South Asia. It will pave the way for XIMB to apply for other accreditations like EQUIS and AACSB, in the future.
Commenting on XIMB's success in achieving this recognition, the Dean (Academics), Prof. W. S. William said, “Collegiate atmosphere and a learning environment in XIMB will get a further boost with such recognition, which qualifies our quality standards, in line with leading global schools of the world.”
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On Successfully managing a Business
While telling about how to successfully manage a business, he laid special emphasis on three dimensions of Business Management namely - Customer, Organization and Employees. Apart from setting the Organization's processes right & following world class standards and keeping the morale of employees high by taking care of their professional growth, it is very essential to understand the aspirations of your Customers. You have to know your Customer's business and the needs of your “Customer's Customer” to successfully come up with effective solutions for your own Customers. Most senior managers, said Mr. Spencer, manage the parts and not the whole of business. This has to be addressed by focusing on all three aspects of business to be a successful enterprise.

On Becoming a Good Leader
There are three dimensions of effective Leadership: Knowing, Doing & Being. While 'Knowing' is related to the intellectual rigor of a leader and 'Doing' is the art of skillful execution with discipline, 'Being' is something which has to be understood in context. This is the inner arena of a leader which forms the fundamental core and here lies his inner strength. This aspect is the very basis upon which the other two dimensions i.e. 'Knowing' & 'Doing' are built. According to him, this foundation can be made strong by regular meditation, introspection or by taking a 'Daily Sabbatical'.

On Managing One's Career Effectively
First and foremost, one has to have a powerful vision of what one wants to be in the future. This vision should be nothing short of a clearly projected picture/painting or a snapshot of what one aspires to become. Secondly, one has to introspect and come up with a set of values which will form the basis of one's day-to-day decisions and behavior. The third element of managing one's career is to set specific career goals which will show the course of direction to one's life. After setting goals, one has to inculcate a habit of doing daily action towards achieving these goals. And finally, one should have what he called “Personal Board of Advisors” in life as one cannot know everything and hence cannot succeed in isolation. Therefore one should actively seek advice and rely on other's help to be successful in life.
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Through partnerships between industry and academia, and sponsors from the world's public and not-for-profit organisations, the Centre will bring together companies and faculty to discuss latest research findings and debate advances in practice to address the main issues, priorities and concerns facing HR leaders today.

The Centre already has existing relationships with companies such as Rolls Royce, British Telecom, Shell, General Electric, IBM, Coca Cola, Samsung and Unilever, and other academic institutes including Cornell University, Erasmus University and INSEAD, through the Global Human Resources Research Alliance Study which examines best practice and key themes in global human resource management.

By developing the Centre's academic partnerships it will bring together the HR researchers to generate fresh understanding of the processes and practices by which international organisations manage their people. This research will be guided by the interests of the companies within the Centre.

CIHRM also offers a range of executive education programmes to its corporate partners on organisational development and change issues, as well as consultancy support to assist them with the transition from “concept to action”. In addition, they will have unique access to networking opportunities via regular roundtables where they can discuss in confidence with other HR Directors, the major people issues facing their organisations, and an annual global HR symposium which will feature HR thought-leaders.

Dr Philip Stiles, Director of CIHRM, said: “Our partnership approach will provide a forum for intellectual thought-leaders and practitioners throughout the world to collaborate and shape relevant, rigorous research agendas. Our aim is to be a real source of distinctiveness and expertise. With companies operating in increasingly difficult environments, key issues such as managing talent, improving employee performance and developing leadership skills are paramount, as well as how to make tough choices such as restructuring, downsizing and offshoring. Our Centre draws on a high profile network of academics and industry experts to assess the major challenges facing international organisations.”

EPMI is the first of its kind program in India that offers training in the various functions of life insurance and management. The one year full time professional training program comprises both theoretical and practical inputs. The 12-month executive program will include 10 months of classroom training and two months of internship with ICICI Prudential Life Insurance.

In order to bring in the industry perspective in a classroom environment the course curricula has been developed together by ICICI Prudential Life and IIM-C. On successful completion, these professionals are absorbed in the managerial cadre of ICICI Prudential Life's sales and distribution functions.

The selection procedure for the EPMI program will include an aptitude test and group discussion followed by personal interview. Once the student has cleared the process, he/she will be signed up for the program and will be handed an offer letter from ICICI Prudential Life on the very first day of the program. The first batch will commence from August at IIM, Calcutta. The course fee for the one year Executive Program in Insurance and Management is Rs. 2.10 lakhs.

Speaking on the occasion, Mr Judhajit Das said, "With the boom in the Indian insurance industry over the last few years, there is an increasing need for skilled professionals in the sector. An effective solution to this situation is a strong industry-academia partnership that will help create a ready pool of productive talent. Keeping this approach in mind, we have partnered with the country's premier management institute to provide the relevant academic edge to the students through a comprehensive curriculum, that will empower them take on the challenges at work from the very first day. On successful completion of the course, they will be able to take on leadership positions in the organization.”
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The current inflationary spate which has resulted in double digit rates of inflation, opined Mr Kar, was growth driven. He observed that India's average annual GDP growth rate of 9.3% over the past 13 quarters had far exceeded expectations. However, persistent supply constraints, primarily in the form of infrastructural bottlenecks, had led to overheating in some sectors which manifested itself in the form of an upward surge in prices. Also, an unprecedented inflow of foreign capital over the past few years further augmented demand and, thereby, exacerbated the situation.

Mr Kar maintained that the current inflationary trend was a global phenomenon actuated chiefly by rising prices of crude oil, delays in industrial capacity addition and a global increase in food grain prices. Still, mounting inflation held dire consequences for the Indian domestic economy. The RBI had been impelled to adopt a tighter monetary policy. Rising rates of interest and input costs in conjunction with softening global demand did not augur well for investment driven growth. The impact of these measures, Mr Kar pointed out, would be further amplified by the fact that that capital inflows no longer remained as robust as they had been over the past few years. In essence, a tighter monetary policy to check inflation would have a dampening effect on India's GDP growth rate.

He offered a word of caution to the audience by warning them that the prevalent high rates of inflation might not abate any time soon and might actually touch the 15% mark. This would necessitate still greater monetary tightening through further hikes in the repo rate and the CRR. As the supply constraints cannot be addressed overnight, the government would have to rely on dampening the demand to curb inflation. Continued moderation in an already sluggish industrial growth would be a natural concomitant thereof. The ballooning prices would also adversely impact the fiscal indicators as the government would be forced to run a higher fiscal deficit in order to meet the rising costs of imports and domestic subsidies.
Mr Kar concluded on an optimistic note by stating that despite short term pressures, the fundamentals of the Indian growth story remained intact and this transient lull would not erode the firm pillars of India's future prosperity. Subsequently, he invited queries from the students who were keen to raise questions and air their point of view about the current economic situation.
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The toys are manufactured by an NGO called Navnirmiti. It believes that there are high yield methods and systems in education which can universalise the learning of science and mathematics. Many of these methods are low cost, and even no cost. The toys offer an unprecedented visual approach to mathematics and are perfect tools for sharpening IQ. The event, accounts for nearly 25% of the annual sales of these toys.

The goal of MANDI is twin fold. This exercise in strategizing, identifying key areas in the Mumbai market, devising strategies for demographics and products and implementing them would provide an invaluable lesson to the students in Consumer Behaviour and the finer nuances of personal selling. On the other hand, it would also teach right at the beginning of their curriculum the importance of Corporate Social Responsibility, so that they can become efficient, effective and responsible towards the community. This exercise takes this mantra into the future age when a company's perception will be based on how it gives back to the community.

The buyers are requested to fill up a specially designed feedback form and the collected data is used by Dr T Prasad, NITIE Faculty and Mandi Mentor for reparing a market report for the gift industry. He feels that the power of MANDI could be further leveraged towards creating a positive impact on the anagement areas of Entrepreneurship, Self development etc. With a vision that is implemented annually, the US based Association for Business Simulation and Experiential Learning (ABSEL) has accepted the research paper written on this theme.

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The event will hold a panel discussion on Educated, intelligent, energetic and just in her 40s – Can she still pursue her career dreams?. The panellists include:

• Ms Pushpa Kandaswamy, Film producers & daughter of director K. Balachander.
• Ms Indra Subramanyam, MD of Ehrlich Laboratory, Chennai
• Dr Usha Sriram Consultant Endocrinologist at the E.V.Kalyani Medical Centre, Chennai and Honorary Visiting Professor at Sri Ramachandra Medical College and Research Institute, Porur, Chennai
• Ms Lalitha Maheshwaran is a visiting faculty at Great Lakes, ISB Hyderabad and IIM Bangalore. She has more than 15 years of industry experience with specialization in interpersonal communications, personal growth and effectiveness. Some of the companies where she worked in Organization Development include Clarient Technology, Murugappa Group, TAFE and Wipro
• Mr T N Seshan - former Chief Election Commissioner

SWIM aims to empower women with the required traits to assume leadership roles in both the corporate and social spheres. It provides the platform to make women aware, to draw inspiration from role models and to transform their lives. It gives the students an opportunity to interact with eminent personalities from different walks of life, who have been recognized for their contribution in their respective fields.
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Each year, MICANVAS is centered on a theme that is indicative of present and future trends the country is witness to. With knowledge becoming a great leveler, it is giving birth to a new breed of modern consumers. Leading this evolution in India is the middle class. The middle class with its knowledge and the drive to go the distance is increasing at a tremendous pace. As a result the wealth at the bottom of the pyramid is belittling itself to the might of the rising middle class. To cater to this new breed, the marketing community is being forced to rework its understanding of the traditional pyramid if it has to remain prepared for the awakening of this sleeping giant. It is this opportunity that MICANVAS has chosen to address this year.

Making use of the digital expertise, understanding the consumer psyche, foraying into rural markets, bolstering retail practices, enabling newer forms of media and utilising many such other forums will go a long way in dictating the course of the progress of any industry. In keeping with these changing trends, MICANVAS 2008 – 'The Transforming Triangle, Marketingenutiy in a “Brand” new world' will be a platform where thousands of individuals showcase the evolution of marketing strategies in response to an informed consumer.

The event highlight is the Colloquium, an international day back for a second run after its inaugural success during last year's MICANVAS and the panel discussion which in the past has seen the likes of Mr. Santosh Desai (MD, Future Brands), Mr. T. S. Seshu (Head- Rural Marketing, ITC), Mr. Lloyd Mathias (Director- Marketing, Motorola), Mr. Raju Narisetti (Managing Editor, MINT), Mr. Tarun Katial (COO- BIG FM), Ms. Sonya Banerjee( Head- Marketing, Yahoo! India), Mr. L.V. Krishnan (CEO- TAM India), Mr. Madhukar Kamath( MD & CEO, Mudra Communications), Mr. Bhaskar Das (President, TOI Group), come over to the campus and engage the audience in discussions revolving around the theme of the year.

MICA welcomes one and all to log on to the event's website www.micanvas.mica-india.net , for complete details on the event.
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First speaker, Mr Ravindra Tulsyan, Chairman & Chief Mentor, KnoWerx Education shared his ideas on the topic “Is there an entrepreneur in you?” Through his session, Mr. Tulsyan tried to guide the aspirants to introspect, to see if they have something different, something special that makes the unique and pursue entrepreneurship.

Then, Mr Anand Lunia, ED & CFO, Seedfund Advisors, talked about his thoughts on Funding and Venture Capital for start-ups. He shared what actually a VC looks for in a start-up before deciding to fund it. He explained the aspirants that one cannot create an enterprise overnight. One has to start small, gradually
grow, break-even within 2 years time for a normal sized start-up and then expand.

The third speaker for the afternoon Mr Ashutosh Bijoor, Director, Reach 1-to-1 Technologies shared his thoughts and knowledge on how to go about doing effective marketing for different kind of start-ups. Mr Bijoor listed out several types of marketing for start-ups in different types of industries.


Empresario 2008, alongside Lakshya, the annual corporate event here, will be held from 17th October, 2008 to 19th October, 2008 in the campus of NITIE, Mumbai. Other events held under Empresario are the B-Plan Contest, the Elevator Pitch Contest, and Spardha. Empresario also felicitates entrepreneurs with NITIE Empresario Entrepreneurship Awards. Some previous awardees include Mr Tulsi Tanti of Suzlon, Capt GR Gopinath, and Mr Kishore Biyani.

The next round of D'apprendre will be held during Empresario 2008. This round, called, “My Story Sessions” will see entrepreneurs telling about their interesting and inspiring entrepreneurial journeys to the audience.

For more details about Empresario, please visit http://empresario.nitie.in

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