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It was about noon on Sunday when I arrived at
the Goa Institute of Management. For a new visitor it is quite easy to
miss the B-school with its old and timeworn building that looks over
the road and onto the river Mandovi. A small red sign on the wall of
the building simply states, aGoa Institute of Managementa.


I met some students of GIM who showed me around
the campus. Our first stop was the instituteas Placement Cell. I was
told that only members of the Placement Committee were allowed to enter
this office which students have interestingly only recently nicknamed
aThe Templea. GIM like most of Goa has adapted to modern times but at
the same time, preserved some sense of the past and I wasn't surprised
to be told that this site functioned for over 200 years as a hospital
and is in fact a heritage building. This blend of the times is best
displayed in the faculty cabins and classrooms which have tiled floors
and modern, air-conditioned interiors while the hostels and most
corridors of the building have stone floors and a much more vintage
look. Even the culture here has an interesting juxtaposition. One of
the notice boards in the college building has got printouts of
studentsa best GTalk status messages residing with handwritten notes of
people thanking roommates and friends for their help or for simply
having been there when needed.



Adjusting to B-school life in Goa is no mean
task. A female student comments, aWhen I came here, I got a culture
shock of sorts. The first week at GIM was like super fast and outside
in Goa, it is super slow!a Another student sums it up quite nicely when
he says, aPeople in Goa believe in the spirit of a Portugese word
called susegad
which roughly means a A little bit of liquor, a little bit of God, a
little bit of music and life goes well!a Lynn Bouselly, a female
student here puts forth an interesting point when she says, aOne
afternoon we were sitting around and looking out onto the Mandovi and
we noticed a couple of tourists throwing pebbles into the river simply
to splash some water. I told the folks with me, aDamn these tourists!a
It's then I realised that earlier I was one of them and now I so was
not.a Reuben De'Mellow, GIM student and native of Goa hears her out
with a wry smile on his face.



How much time do GIM students get to enjoy the
Goan life of sun, sand, beaches, parties et al? aHardlya, says a
student shortly. aItas almost as if weare staying in paradise but
looking out of a birdas cage,a wistfully says Akshay Raina, second year student and the
institutes's media co-ordinator. aA friend of
mine exclaimed that I must be doing my MBA on the beach!a aI replied,
aYeah, we watch the waves rolling up to the shore and get right back to
Micro Economicsa,a muses Lynn. Not all students feel this way though. A
few of them responded in a tongue in cheek manner, aOh, we do manage to
take time out to enjoy the life that Goa provides. After all, an MBA is
a lot about time managementa. Apart from this though, at odd hours of
the night, plans are made in a sudden flash of inspiration, bikes are
rolled out and students hop, skip and jump their way to the beaches,
moonlit waves and serenity that are Goaas pride. Fidalgoas, a trendy
hotel in Panjim is a hot favourite among GIM students for its popular
coffee shop a Aunty Maria. Akshay Nayak, a first year student says
simply, aIf Fidalgoas were to shut down, everyone at GIM would be
asleep!a

The
instituteas hostels have retained the names which the respective
buildings had when the campus functioned as a hospital. So, two of the
boyas hostels are still referred to as OT and Morgue. 'Morgue' as an
official tag for the other hostel has been removed because of obvious
concerns. Further, this hostel is primarily inhabited by geeks (at
this, Akshay Raina hurriedly tried to find a place to hide as he is one of them!) who love
the hostel as itas very peaceful. "I'm probably the only Marketing
major in Morgue but I sure will be a Finance major by the time I leave
GIM because of all the Finance people in the hostel!", dryly adds
Akshay. OT has not only retained the name but also the hustle and
bustle of an Operation Theatre. Students unanimously state that with
its Counter Strike fanatics and loud music, it is by far the liveliest
hostel.

Birthday celebrations at GIM are truly events. Two cakes are bought for
the birthday. One to share and eat and the other to ainventivelya use
in the birthday celebrations. Further, friends prepare videos in which
they describe the positives and negatives of the birthday boy/girl. The
collegeas Kshitij club in fact conducts a competition in order to
determine the best video. A poster is made for marketing activities,
the afour pasa of marketing (product, price, place and promotion) are
run through for the birthday campaign, a SWOT analysis done and finance
concepts such as portfolio and risk management discussed. Of course,
the birthday boy is given the traditional birthday bumps and a whole
lot of other people share the joys and pains of the birthday. Whew,
gone are the innocent days of simply lighting birthday cakes and
singing aHappy Birthdaya.
Over the two days I was at GIM I visited a couple
of eating places that are popular among students. Jagguas is a regular
college haunt next to the steps leading up to 'The Morgue', the college
canteen where students often interact with faculty over meals, Geneas
the riverside bar across the road is where I had lunch on Sunday and on
Monday over a cuppa Ginger tea at Casa De Cha we had a PG meet.


Late Sunday afternoon in Goa had been peaceful,
tranquil and idyllic. When I had been preparing to leave GIM for the
day I could sense the peace and quiet all right but underlying the calm
was a buzz, a throb. The instituteas second year students were busy
preparing for final placements which commence in a week and the first
years had their end term exams starting on Wednesday. aYou know in
marketing, thereas nothing which can be labeled as awrongaa, sagely
asserts a student to a group sipping coffee and munching Maggi noodles
at Jagguas. aChalo test do!a,
a female student exclaims to a couple of others who on hearing her
scoot into the main college building. On the other hand, aI mean, itas
nice and all but Iam a bit boreda, is overheard from someone speaking
on the mobile. I had earlier taken a picture of a student standing at
the window of a study room, gazing out onto the Mandovi on which barges
gracefully glide across the waters even as students engrossed in
studies poured over their books. Life goes on at GIM. At least it does
for now.


At the PG meet at Casaas as the roadside joint is
called, a student had said, aOne of the unique aspects of GIM is that
thereas no relative grading here.a My ears perked up on hearing this
because I knew that something called RGgiri was
common at schools where students used relative grading to their
advantage so much so that they even purposefully withhold information
in order to ensure a high grade for themselves! aSo, over here people
do not think twice before helping anyone else and itas co-operation
over here and not competition as is the case at many other places.a
Well, a later conversation with a marketing professor revealed that the
institute is in fact implementing relative grading in a staggered way
in some electives from this year onwards and plans to implement it
fully in the near future. Also, the institute will be shifting to a new
scenic campus in Sanquelim in a couple of years, double seat intake by
2012 and put in place many other courses at the new location. It
remains to be seen if and how these changes will impact student life at
GIM and the culture in place here.

So, the PaGaLGuY.com B-School Backpacker has made his first stop! If you wish to invite him to your campus please feel free to shoot a mail to editor pagalguy com.
CEO's Conclave, the flagship event will see participants like Dr Montek Singh Ahluwalia (Deputy Chairman Planning Commission of India), Mr Rajat Gupta (Ex-MD, McKinsey and Company), Dr.YV Reddy (Ex-Governor RBI), Mr Ravi Kant (CEO & MD, Tata Motors), Mr Sundar Rajan (CMD, Indian Bank) Mr R Seshasayee (MD Ashok Leyland), Dr Ajit Ranade (Chief Economist, the Aditya Birla Group), Mr Gururaj Deshpande( Chairman, Sycamore Networks USA ). The showcase event in the fest is the Business Plan contest that will witness participants across the country competing for the prize money of worth 2.5 lakhs. The fest has a host of other events focusing on Marketing, Strategy besides a Business Quiz.
A black ribbon signifying solemn protest was tied by all the students on the arm. The students marched through Mall Road to Bharat Nagar Chowk. Then they directed their way through Ferozepur Road to Bhaiwala Chowk. They pledged to stand united against terrorism and foster a climate of peace. Then the students took the route of Ghumar Mandi and returned back to fountain chowk. There they placed the candles and maintained a silence of two minutes to pay their condolences to the victims and martyrs who laid down their lives during the attack.
In his address, Dr Pani emphasized that acrisis of confidencea has aggravated the present crisis. He said that the Indian government is injecting liquidity to boost demand that will bring back the economy on track. He agreed that the situation is grim but was optimistic about the future and enumerated various steps undertaken by the government to stem the crisis. The seminar also had speakers including Mr Abheek Barua, chief economist, HDFC Bank, Delhi; Mr Amit Gupta, Vice-President of Bajaj Capital; Mr Gopal Nair, Director, Capital Market, Ministry of Finance, Mr Subhasis Nath, E.O. of Axis Risk Consulting Services Pvt. Ltd. and Ms Preeti Saxena, Research Analyst, SMC Group of Companies.

Mr. Amit Gupta cited a point in mediaas reporting about pink slips but their non-responsiveness on the new hiring into the companies. The speakers agreed that the financial tornado has caused grave concern for India but opined that it will soon bounce back. Prof AK Puri, Director General of the Institute said that even in this meltdown there is a ray of hope at the end of the dark tunnel. It provides an opportunity for Indian firms to pick up overseas business at very low considerations.
SIGMA has a tie-up with Goonj, a Delhi-based NGO that recycles old clothes to help the needy. The two jointly set up a clothes bank at XLRI which is managed by the students of the institute. The bank accepts clothes from donors who do not have use for the clothes anymore. The clothes are then processed and distributed to the poor. The bank, which was inaugurated last year, has run several avastradana programs or clothes donation drives and has been able to provide clothing to almost 200 people through the efforts of volunteers and NGOs. Earlier this year, XLRI-Goonj launched a major program to collect clothes for the Bihar flood victims. The collection drive in XLRI was done as a part of this initiative.

The kathas are being created through the efforts of the local NGO New Education and Environment Visions (NEEV). Around 12 families in Sonari, Johar Basti, all of whom have traditionally been katha makers, are working on the project. NEEV aims to produce around 5000 kathas in total - not only for Bihar, but for other parts of the country as well. Earlier this week, around 300 kathas were sent to Bihar by the NGO in a flagging off ceremony attended by XLRI students. NEEV is hoping to send 200 more kathas to Bihar before the end of the year.

Several other organizations contributed material for the making of the kathas. These organizations have promised to support the initiative by providing clothes in the months ahead as well. The project aims not only to help the Bihar flood victims, but also to promote the recycling of clothes, and enable the upliftment of the katha makers.

How many applications
does GIM receive and what is the number of students that are called for GD-PI
after the XAT results are declared?


The number varies from year to year but to the best of my knowledge,
last year about 800 to 1,000 students were called for a total of 120 seats. The
number of applications that we received was 10,000.


What
are the differentiating factors for GIM as a business school?


I
think our value systems have been strengthened ever since our inception. Father
Romould DaSouza has been the founder of three business schools in the country,
all of which are in the top 20 including XLRI which is in the top five or
seven. Therefore, our genes in a sense are right. We place a great amount of
emphasis on teaching and hence our curriculum here gets top priority. As far as
our environment is concerned, many people who come here cannot believe that one
can have an institute of excellence in what can be described as typical holiday
settings. One of the things that we can very clearly state is that we combine
work with pleasure. A component of education is coupled with tourism which I
would say is quite unique.


The
GIM placements report 2008 states that close to 100 students had accepted offers
from software and financial sectors. Given that these sectors are the most
affected by the present world financial crisis, how do you see placements at
the institute getting affected?


It is true that the IT and financial sectors are the sectors
in which GIM students have got more placements. Suffice it to say that this is
driven entirely by industry requirements for example if there is a boom in IT
then there would be a requirement for more IT students. However, the education
provided here is not sector specific as of now and students from GIM have the
ability to work in any sector of the economy. We are thinking of sectoral
specialization as we go along such as
programs relating to the sectors of retail, tourism, health management etc.


For a B-school student graduating in 2009
and looking forward to placements, how should he or she prepare given the
current scenario in the world economy and particularly in the financial sector?


My advice to any B-school student would be
to firstly be very clear of what management education is all about and what it
is likely to deliver. Secondly, be very clear of what you want out of life. It
is important to not only benchmark but also to anext-marka. It is important to
know what you want to do and be the best in the world in that field whether it
be journalism, acting, cricket or any other field that youare destined for.

How do you see placements changing in the
finance sector? Will there be more first time recruiters, less job offers or
more private equity firms recruiting?

Within the finance sector there are several
verticals which one can look at. The banking sector, the insurance sector, the
non banking financial institutions, the NGO sector and the government sector
all make up the finance sector. There are bound to be ups and downs because of
the meltdown. In our country we are not likely to be affected to a large
extent. Our economy and banking sectors are still very strong. Jobs would be
coming up in the finance sector. Itas not that they would be drying up
completely. The general sentiment is that this is a time where we need to maybe
tighten our belts in a sense. A sentiment that goes somewhat like this, aIf we
recruited ten last year then maybe we could do with eight this yeara. There might be a reduction in some cases but I
really donat see the need for an overall panic.

How is GIM placed as regards placements which
are scheduled to commence in a week or so from now?

As far as this year is concerned,
once we got a sense of the meltdown and its possible repercussions, we
consciously adopted a strategy of diversifying our company base. We donat
believe that there is a panic situation. Of course there are cases in which
some companies have pulled out because of certain reasons, some have said that
they will come a bit later, some have said that they might recruit in lesser
numbers. My argument is that if students generally got placed within a week or
two then it might take a month or two months and itas just a question of a time
lag. One just needs to have patience and
there might be a compromise in terms of money here and there. As we have been
telling our students here, money should be a consequence of a good job. Today
the argument is a look at the company and the job profile on offer, it doesnat
matter even if you have to take a salary cut, your long term plans are more
important than your short term interests.


As far as the current economic slowdown is
concerned, do you think it could lead to sectors such as the FMCG sector and
media attracting talent? Could it also lead to a change in expectations that
students have for the MBA degree, in a positive way?


Yes, there would be a reshuffle in terms of
the industries that are affected by the meltdown and those that are not.
Fortunately the advertising and the entertainment sectors continue to be
extremely buoyant. It is possible that more jobs come from these sectors.
Typically, advertising agencies have not been paying the kind of monies that
other sectors have been paying to MBA students and therefore MBA students have
not been going into advertising. Now with the meltdown, because there will be a
dearth of jobs in other sectors, people will be looking at this sector in a
very interesting way. Now, the irony is that we must educate our students to
not follow placements but to follow their hearts and what they want to do.
Therefore, if you wanted advertising you should have opted for it in the first
place and not been driven to it because of it offering jobs! The perspective
with which students are looking at management education is wrong and that is
what we must change as the education fraternity.


How would the way in which students look at
an MBA degree change? Would they do a lot more thinking before choosing to
enroll in an MBA program?


See, nine out of ten students get into an
MBA program because everybody is running in that direction. And therefore, if
everybody is running in that direction then the question is a in which
direction will everybody run, next? Itas almost as if, if the NGO sector suddenly
has a lot more jobs or government salaries increase dramatically then a lot of
MBAs would be going in these directions! Can we pause, think for a minute and
ask why we are getting into an MBA program? Earlier the only two professions
which were considered to be good were medicine and engineering. My argument is
a look, the world is big! There are many other jobs and professions which are
waiting. You could be anything. You could be a doctor, an actor, play cricket,
tennis, be a CEO, be an entrepreneur. Fundamentally we must have a good process
starting at the school and college level of trying to help our students
discover what they want out of life and guide them in that direction.


On
the basis of your extensive experience in the advertising industry, how does a
B-school use the media to enhance its image, if at all it is possible?


A B-schoolas image is not something which
should be mass advertised. We are in the educational field and I would like to
liken ourselves to a medical school or an engineering college. Do you see
engineering or medical schools of good quality advertising? You donat.
Therefore the question that I ask myself is, why is it that this B-school
syndrome has become such a marketing game? To my mind it should not really be a
marketing game. If your product is good, you will get known in any case. The
concentration should be on building the institute rather than marketing the
institute. Unfortunately today, given the demand and supply position a lot of
institutes are into heavy advertising and heavy gimmicks of various kinds. In
my mind, marketing does not substitute a product. You must first have a good
product and then I believe that in the education sector, it will market itself.
Of course, this does not mean that you do not talk about the institute or you
do not show the institute in good light. Marketing is important but it is
incidental and you do not market first and then create a product. It works the
other way.


What do you think is the future for
management education in India? How do you see Indian B-schools tackling the
ever increasing demand for MBA?


Letas go back in the past to understand
what the future holds for us. At the time of Indiaas independence, we decided
to go for an industrialized economy and Jawaharlal Nehru in his wisdom thought
that the country needed a body of engineers and the Indian Institutes of
Technology were established. After this came the phase of management because
good managers in various fields were required to manage these industries and
this is how the IIMs came into being. So the IIMs evolved out of the need for
management education which existed at that point in time and a lot of other MBA
colleges were started. From here onwards we will be seeing what I call the
averticalizationa of management education or certain sectors would evolve which
would be the sectors of the future and managers will be required for these
sectors. Today a general management education does not seem to serve the
purposes for each and every industry in a uniform way which is why we created
MICA in the first place. This stemmed from the concept that management
education needed to be sectoralised and the communications sector required talent
of a certain kind which blended the understanding of communications with
management. An entirely different curriculum, syllabus, pedagogy, group of
students was needed to address this issue. This will increasingly happen in the
years to come and lead to the establishment of a lot more sector specific MBA
programs.


A sector such as aviation experienced a
sudden growth which resulted in a lot of flowering of aviation schools. Now,
with the current crisis a lot of aviation graduates and schools are facing
problems. Do you think such a situation may come to be if sector specific MBA
programs gain in prominence?


Thatas a good question but one must try and
understand management education vis-A -vis vocational education. The people most
hit in the aviation industry are pilots, flight stewards and stewardesses.
These are vocational jobs and not management jobs. Management is a holistic
concept, it can straddle and so one can seamlessly move from retail management
to hospitality and from retail to health and so on in time to come should the
need arise. The reason being that a basic grounding in management has been
obtained and itas just that the flavour added, the icing to the cake so to
speak pertains to a particular sector.


Interaction with students at b-schools that
have sector specific MBA programs has revealed that the quality of students in
these programs is in some cases lower than that in a general MBA program. Do you see this
changing in the future?


I think there will be a steady state which
will be achieved in the time to come. In my mind, the demand for general MBAs
will reduce, salaries that MBAs receive will peak, come down and stabilize.
Today I believe that in any B-school, salaries are hiked up and more than what
students should be getting. This is the result of various factors such as
demand-supply, globalization and others. This year will be the year of
reckoning where one will actually know at what level salaries are getting
stabilized. Ups and downs will decide what kind of salaries are really
meaningful salaries to be paid to individuals who come out of B-school.


Could you elaborate on GIMas move to the
new campus at Sanquelim and what changes you propose to implement there? You
had mentioned earlier that you would seek to emulate the ISB model of
education.

It is easy to create resources of
infrastructure such as good buildings, labs, libraries, technology within a
span of two to five years. All that is required is money. What one cannot
create overnight is international, global talent to have and come and stay in
the institute . Therefore the model of ISB appeals to me because one has global
talent coming and injecting a global quality of education to the institute. Now
the challenge there is, how good is the existing faculty to integrate all this
that is happening with the globalised world. Therefore it is important to have
core faculty talent which is outward looking and which can easily assimilate
this global talent into the Indian context and that is what I am talking about.


But in that case, would you be accepting
GMAT scores?


In time to come we will have to relook our
admissions process and we might have to take a look at GMAT scores. In that
case, my argument is that firstly we have to define whether the B-school truly
is a global B-school or not. Once we start attracting talent from abroad and
people from countries such as the United States of America or from Europe think
the education in India to be good enough to come here then such a situation
will come to be. Already we have students from Africa and the Middle East
coming to study in India. However, if the developed world in the next 20-25
years is going to be located in the East rather than in the West then the
challenge for India is whether we can create an environment where instead of
Indians going to a Harvard we have students from America and other countries
coming to a GIM or an ISB.





Discuss this article in the Forum!
The students participated in various IG related issues like Child Pornography, Cyber Security and Privacy, Socio- economic factors, legal issues. Ravi and Ashish were also part of the panel on Youth issues where they gave an overview of their project Lifeunits.com. They also gave various suggestions towards youth involvement in the Internet Governance discussions.

aThis is a huge opportunity for the students to get such a rich exposure to complex issues of Internet Governance which is still in the nascent phase in India and we as an institute are committed to explore such emerging issues that require the nationas immediate attention.a said Dr Nikhil Agarwal, Director Europe Asia Business School.
The morning session had 'Leading the Indian way' as the topic of discussion. Mr Anurag Batra, Chairman and Editor in Chief of exchange4media group was the moderator for the same. Prof Abhijit Sen, Member, Planning Commission of India, gave insights on various aspects of the agricultural sector and its importance to decoupled economies like India and China in the coming years.

Mr Santosh Desai, CEO-Future Brands discussed with the audience, if there was an India way of thinking. Ms Punita Lal, Executive Director-Marketing, PepsiCo India stated that Indian leaders were intense sloggers vying for a small chunk of the pie. She also mentioned that there was a lot of complexity in India which led to lower productivity. Mr Sandeep Dhupia, Partner at KPMG India, started by posing a question to the audience as to whether India had taken on the world. He spoke about the emergence of India Inc as a serious player in the global arena.

The post lunch session on 'Leadership through Thick and Thin' commenced with Lt General (Retd.) Rajender Singh, former Director General of Infantry in the Indian Army, sharing his leadership experiences in the army. He spoke of his experiences in Sri Lanka where his unit battled the LTTE and won a unit citation. Dr Sunil Abrol, Director General, Consultancy Development Centre, Ministry of Science & Technology, talked about the essential qualities to become a leader. He emphasized the need for a leader to communicate well and keep his people well informed and thereby lead from the front.

This was followed by a panel discussion presided by Mr Sreekant Khandekar, Director, Agencyfaqs. During the discussion, Mr Swaroop referred to a key difference in the leadership required in the army and the corporate world that while at times of peace, the army prepared for war, the corporate world did the opposite preparing for more peace. The valedictory address was delivered by Mr Gurcharan Das, author and consultant. Mr Das shared several of his insights on leadership with the audience, through various anecdotes. He spoke of a good leader as being one who wanders around not confining himself to the office space. Mr Das mentioned two universal qualities of the best CEOs he had met worldwide: a fierce will power and extraordinary humility.
The proceedings of Crucible 2008 were set in motion with the dignitaries lighting the traditional lamp. Delivering the inaugural address, Dr PR Bhat (Professor, IIM Kozhikode) noted that today India, China and the middle-east have become important contributors to the world trade unlike earlier times when these were compared unfavorably with the more developed economies.

Mr Thomas Kuruvilla, MD a Asia Pacific of Arthur D Little, delivered the keynote address. He shared insights from his experience of the counsulting profession, gained working across Middle-East, Singapore, India and China. He spoke about the differences across these markets and also the expectations of clients in these specific markets. He appreciated the trust based business environment of the middle-east and said that this allows high flexibility in the various consulting assignment. Talking of China, he opined that it was very different there and though huge opportunities existed it was important to note certain critical factors as language, culture and strict delivery timelines. India, according to him, was dominated by local talent and that it wasnat feasible to take part in consulting opportunities here without having local operations. Singapore, a unique market with government owned entities are characterized by very fixed & descriptive approach and provides good opportunities in operational consulting rather than strategic scope. Answering a question posed by a student, Mr Kuruvilla stated that though the current downturn would result in increase of cost-cutting assignments, it was necessary to take a holistic view and stressed the increased need of innovation.

Mr Amit Kumar, Founder and Country Head of Grail Research spoke about consulting opportunities in India and China. He stated that though the growth estimates of these two economies would likely need to be revised downwards in the wake of the current financial crisis, but as they are based on solid fundamentals, they would not be affected as other regions of the world. Speaking about consulting, he elaborated on how consulting was not just about being smart and that a lot of scientific approach to analyzing data and uncovering knowledge was involved in the process.

Mr Harish HV, Partner a National Management of Grant Thornton concluded the dayas events with a short talk about his views on the current global scenario. He stated that the current crisis was partly panic driven, and that the falling prices of commodities should usher in the next upswing sooner rather than later. He was of the opinion that reform in India has happened more through stealth rather than concerted political will, and also that good governance was the need of the hour to tackle external threats like the recent terrorist attacks in Mumbai.

For more information, visit www.konsult.in/crucible
The plot revolves around three layers, firstly a personal layer which is the family; second, the subjects wife who gets a doubt regarding his behavior and third is the negotiation part where she talks to the subjects colleague regarding his strange behavior who in fact tells the subjects wife that he has been fired from the job as he was not performing well. The subject later on is shown to take some monologues on screen. The climax of the movie very nicely shows the same monologues of the subject, but the subject is actually playing a prank on himself which implies to the audiences, in a way that the subject has come out of it. Venkat said that he has taken valuable feedback from Kranti, a media person in the Marathi movie entertainment industry regarding the sound, editing etc. Venkat also shared his experience about the making of the movie, how difficult it was to get the actors and deciding on the location. He said, editing the movie was a challenge for him and that he contacted many reputed editors, but finally got the editing done from a small studio.

This was followed by an interactive session in which Zensar Technologies CFO, Mr Balasubramanyiam, who also was starred in this film, spoke about how medical treatment has a profound effect on such individuals, and how harsh it is for people who stay with the schizophrenic patient. He said that he himself has witnessed this condition with one of his close associates. He gave a message that the purpose of screening this film was give a message to the management as to how they can effectively deal with schizophrenic employees. He also told the audience that nothing can stop people if they have a passion to do something, be it a movie, or singing or any other art.

What according to you would be the principal need for an MBA program
that focuses on international business, such as the MBA-IB program in place at IIFT?


IIFT was the first Indian institution to start
an MBA program in international business. It was set up 45 years back and at
that time India had a philosophy based more on self-reliance. Nobody thought
that international business and globalization were issues of significance for India.
Inspite of this, Indiaas first Prime Minister envisaged that the country needed
to have development of professional skills in the areas of international trade
and business. This started reaping dividends by 1971 and so the first post
graduate diploma program in international business was started at IIFT. A host
of programs including PhD, MBA, and executive MBA is now offered at IIFT. The
difference between domestic business and international business is reducing as
we speak. Even if a companyas prime focus is on the domestic market, it also
needs to understand issues related to logistics, finance and marketing in the
international arena because products from outside might compete with the
companyas products in the domestic market. Unless these issues are understood, it
will be difficult to face competition. Thus international business issue has
become integral to understanding oneas own business.


How exactly is a focus on
international business incorporated in the program at IIFT?


The second year of the program has about 35
electives concerning issues relating to international business. The first yearas
curriculum at IIFT is more or less similar to that in place at an IIM or any of
the leading business schools in the country. The second year when more
electives come in is when there is more emphasis on the issues of international
business. There are subjects concerning negotiations in supply chain management,
logistics, finance, marketing and a whole range of issues which exclusively
caters to the specialized field of international business.


How is the focus on the international business reflected in the campus placements
and careers of graduates of the MBA a IB program at IIFT?


This is an issue Iave been asked often about.
In past years at IIFT, 25 percent of graduates may have gone to the financial
sectors or 15 percent would have chosen the telecom sector. So, how is the international
business focus in the program helping students in their work in these sectors?
My answer to this is that even domestic business is international business and there
is nothing called international business anymore. Consider a student who graduates
from IIFT and opts to work in the telecom sector. Unless he or she understands
how the current telecom sector is poised and the issues that it faces, that
person will not be able to protect even the companyas own market share. An
understanding of how companies in the sectors work, how service providers are
moving, the feasibility of entering India and offering services is required for
the success of the company. Even if one were to consider banking, how is it
possible for Indian banks and insurance companies to function effectively
unless they understand the international scenario? Therefore a student of international
business need not attend international training per se in order to utilize the
expertise gained during the MBA program. In the way that they function in todayas
times, all sectors of the economy are strongly linked to the international
market.


Given
the credit crunch crisis, is it the right time to do an MBA or should one wait?


The way I look at the scenario is that when
the going gets tough in the economy then the relatively less knowledgeable
employees get weeded out. Thus times of hardship are the best times to add to
oneas knowledge. The lean period can be utilized to enroll for an MBA from a
good institution to add value so that even in a difficult situation oneas
employability remains on a good footing. In many good institutions the lean
season is the time when more people wish to upgrade their skills, make
themselves more employable and increase their knowledge.


So is it possible that we see a change in the nature of companies which
recruit, if not in the number of offers?


In the financial sector one would need more
people to move into traditional banking as opposed to investment banking. The
profile will vary and not the need for people itself. Maybe if some sectors
such as the gem and jewellery sector are not doing well then they may not hire
but then these are by and large sector specific issues. Even in these times,
the Indian economy is to grow by seven percent and this is by no means a small
figure.


How do
you see salary growth being affected in these times?


Salary growth may not experience the same
increase as was there earlier. In my opinion, presently everybody accepts that
salaries cannot consistently increase year on year. There may be some
flattening of the pyramid but then thatas about it.


How have you seen students
reacting to the situation?


I donat think there is any panic among
students. They are reasonably comfortable with the quality of education they
are making use of and therefore sufficiently hopeful about companies which
would recognize their competence and hence utilize their services.


On which points do you think students would be required to make
compromises, if any?


Maybe some compromises in salary would be
required in terms of the hike in salary which students normally expect.
Inflation levels are likely to stabilize and reduce and therefore I do not
think that salary hike of a phenomenal nature should be a matter of great
concern.


What would be your advice to current MBA students and MBA aspirants who
are preparing for careers in the current economic situation?


A credit crunch, economic slowdown and other
related economic problems are all part and parcel of business risk. The only
issue is that for the last decade or so we have been witnessing only an upward
movement in the economy. When something contrary to that happens then people
get perplexed but it is important to understand that some businesses will
collapse, some ventures will close and some new enterprises will come in. It is
part of a cycle of development. If one is able to imbibe sound knowledge and if
that is diligently polished then there is nothing which would make it obsolete
and it is this knowledge which would stand an MBA in good stead.


IIFT has opened a branch in Kolkata. Could you comment on how this
branch is faring?


The first batch of students from IIFT - Kolkata
batch graduated in March, 2008. As far as salary packages and quality of
students were concerned, the batches from Kolkata (60 students) and Delhi (120
students) were similar. Of course, faculty is common across the institutes.
There has been an increase in the number of students that have applied to IIFT
this year.


How exactly are the placements and exchange of faculty managed between Delhi
and Kolkata?


Utilization of faculty in management education
is not very difficult because a trimester system is followed at IIFT. Consider
a professor who teaches international business or international marketing in Delhi.
If the trimester in which he teaches that particular course is over then he can
teach the same course in Kolkata or in Dar es Salaam because of a trimester system
and multiple faculty being present at IIFT. As far as placements are concerned,
simply put, IIFT is a single institution with two campuses. IIFT Delhi and IIFT
Kolkata should not be considered as separate institutions


How would you differentiate between the two campuses and are companies
required to visit both Kolkata and Delhi?


No, they need not visit both places. The
recruiting company gets a placement brochure wherein there is a list of
students studying in Delhi and Kolkata campuses. Information about all the
students is given campus wise and on the basis of this, companies select and
interview students. Students from Kolkata visit the Delhi campus for placements
and once the independent campus in Kolkata is built, this would not be
required.


How would you describe your experience managing the students in Delhi
vis-A -vis students at the Kolkata campus? Do students in Delhi consider
students in the other campus to be in some respects different from them?


No,
they do not do so. They would have done so if there were major differences in
the eligibility criteria of students who finally get admissions. Secondly, one
cannot really differentiate between the quality and competence of students at
the two campuses. Further, students from both Delhi and Kolkata are involved in
all committees including the placement committee. There may have been issues if
such synchronization and integration had not been possible.


Do you think the demand for the management education is best met by
starting a new centre which you have done in Kolkata for IIFT or by building
upon existing centers on the lines of Indian School of Business (ISB) which has
increased student intake at Hyderabad?


These two examples are like two sides of the
same coin. I would have probably increased intake at IIFT Delhi if there had
been land available there. Itas a question of the faculty being able to teach
in other campuses. This may be possible at a distance of 500 km or 1000 km and
in that case it is a single institution operating out of two or more campuses. However,
if a separate institution which is run by separate management is started then
that institution would have to prove its competence.


In terms of managing two institutions at the same time, do you feel
that the Kolkata institute may choose to break off on its own and carve an
identity for itself?

A few years later, maybe. Currently core
faculty based in Kolkata consists of about 13-14 members and there are
approximately 35-40 faculty members based in Delhi. Faculty exchange between
the two campuses happens often and this has been efficiently managed thus far.
Some years down the line the issue of the Kolkata campus having a separate
entity may be discussed but at the moment it is not part of the scheme of
things.


Could you explain the objectives behind the IIFT branch which has been
started at Dar es Salaam?


The branch at Dar es Salaam was
started keeping in mind a different objective. As a third world leader, India
is committed to capacity development in Africa and wished to contribute to
development of knowledge and skills in the continent. This motivated the Indian
government to request IIFT to start an MBA program in Africa and it was decided
to jointly conduct the program in Dar es Salaam with a leading institution
there - Indian Institute of Financial Management (IIFM). An Executive MBA
program is in place at the IIFT branch here. During the two and half year
period of the program, professors from India teach some of the core courses
there such as the skill based courses like statistics and economics. In the
first year about 90 percent of the courses there are taught by the IIFM faculty
and the remaining portion by IIFT faculty. This is reversed in the second year
of the program. As in India, a focus on international business is incorporated
in the programas second year. There has been a good response from neighbouring
countries such as Tanzania.





Speaking at the inauguration Mr Lakshmi Narayanan said "We can emerge much stronger by learning from each downturn and flexibly changing our policies in the right direction." Dr TV Somnathan in his address defined entrepreneurship as spotting and assessing opportunities at the right time and then taking it forward with hard work and ambition. In his opinion it is not the role of government to mass produce entrepreneurs. Government can only catalyze the culture of entrepreneurship by removing the blocks that obstruct smooth flow. Dr Bala Balachandran founder & Dean, Great Lakes said "There is a strong need for entrepreneurial ventures to fill the gap created by the closure of several companies due to the global melt down." He stressed on the need for a focused MBA program for entrepreneurship in the SME sector and mentioned about undertaking the plan forward in India with Kellogg School of business through collaboration.

Ms Mridula Ramesh, Executive Director, Sundaram Textiles said that around 50 million jobs needs to be created in upcoming years for absorbing surplus agricultural labor and that needs to be done in tier II and tier III cities and not in tier I cities. She highlighted the problems faced by entrepreneurs in these cities such as of getting senior professionals, talent and cultural differences in tier II and tier III cities which means you need to groom talent from within your organization itself. GRK Reddy, Managing Director, MARG discussed the role of an Entrepreneur. He said that an entrepreneur needs to lead the people, his associates and team members, customers, resource providers as a catalyst. He shall have clear objectives as to exactly what he wants to do.

Prof Munish Thakur, XLRI Jamshedpur contested that entrepreneurship is about risk taking and said it is creating customers with innovation. He gave examples of a few entrepreneurs like Steve Jobs, Sam Walton, Karsanbhai Patel, Bill Gates, Brin and Page, Capt. Gopinath etc. He based his model of entrepreneurship basically on four factors motivation, capabilities, resources & opportunities. Prof Pranay Swain, IIM Kolkata threw light on 'Role of social entrepreneurship in tier II and tier III cities'. He said that entrepreneurship is all about innovation. Also, for a commercial venture to be in place, one needs to have a market and an understanding of potential consumers. He narrated the case study of Bakul Foundation. Mr TN Seshan, former Chief Election Commissioner and permanent Faculty at Great Lakes delivered the valedictory session. He said Entrepreneurship and leadership are like swimming and wondered if it could be taught. He advised the students to create jobs instead of going for jobs by pursuing entrepreneurship particularly in the current scenario. Between knowledge, enterprise and human demand the opportunities for entrepreneurship are abundant.

Other speakers who spoke on various topics were Mr Ramraj R, President, TiE - EPR plunge a opportunity, biz model , Dr Arya Kumar, Chief Entrepreneurship Development IPR Unit, BITS Pilani, Madan Padaki, Co-founder MeritTrac, Ramakrishnan K, ED, Investment Banking, SPARK Capital, Anuradha Ramachandran, Principal, VentureEast-India, Nandakumar S, Founder & CEO of Perfint Techologies, Raghu Rajagopal, Founder & CEO of Energeate, Program Co-ordinator Chennai Fund, Parthasarthy S, Chairman and CEO, Nu Street Technologies, Sameer Mehta, Founding Director, Atlas Advisory & Ventures and COO, Dr Mehta Hospitals, VV Ranganathan, ChairmanaCompassites, Former Partner E&Y;, VC: PN Vasudevan, Equitas Microfinance Ltd.
A status note and a short video documentary on MDG 1 were presented by Prof S Peppin, XIMB followed by a panel discussion moderated by Dr RK Meher, NCDS. The members who participated in the panel discussion included Dr KV Singh, UNICEF, Mr Prosun Sen, UNICEF, Mr Ranjan Mohanty, PECUC, Mr Dilip Bisoy, Financial Express, Mr Amar Pattnaik, Dr Reeta Roy, Utkal University and Mr Kishore Swain, TCS. Faculty members from XIMB, Human Development Foundation (HDF), Utkal University and other members from civil society, media and UNICEF also participated and offered their views. The vote of thanks was proposed by Dr Mamata Mishra, Senior Research Assistant, XIMB.

What is JICM all about and what are its launch plans?

JICM is promoted by the Jagran Social Welfare Society, the non-profit arm of the Dainik Jagran group in Madhya Pradesh. In the long term, JICM will be a collection of schools training professionals in Marketing Communications Management, Electronic Communication, Digital Communication and Print Media Management. We plan to start by launching the Marketing Communications School in 2009 with the two-year PGDM (Communication) - Marketing Communications course, for which admissions are open.

What will differentiate JICM from other communication management institutes, especially MICA?

Firstly, we will be a complete communication school in the long term with separate schools for marketing communications, electronic communication, digital communication and print media management. Secondly, each of these schools will have a live advertising agency, radio station, digital laboratory and a newspaper publishing facility on campus. These agencies would work hand in hand with the local industry and do real business, of which students would be a part. This will inculcate an element of practice in the curriculum and therefore the education will not remain completely theoretical.

Advertising agencies and corporate communication firms have been run successfully by professionals who are not trained in communications management. What need is JICM really serving for the industry?

Traditionally, fresh graduates who join advertising agencies or corporate communication firms take a long ramp up time for getting acclimatized to the business, culture and environment of the company. By following a pedagogy that focuses on practice, we expect this time to come down in our graduates. Secondly, people who are 20 years into the industry now have little technological expertise and in that sense, many of them are out of touch with the latest technological advancements in the communications space. Our focus on latest technology in the media space will help bridge this gap. The digital communications school for example, would expose people to latest platforms such as mobile phones, the Internet, Facebook, Wikis and so on.

What kind of careers would the PGDM - Marketing Communications prepare students for?

Students will be prepared to join management positions in advertising agencies, corporate communication firms, media research companies and event management and direct marketing agencies.

How many seats are you launching the course with in 2009?

We are launching with 60 seats in the beginning for which we have a letter of intent from AICTE for their approval. As of now we do not know how we will expand the number of seats.

What kind of infrastructure are you building for the institute?

Our building is nearing completion and will be ready in about 3 months. The campus will be residential. As I mentioned earlier, our infrastructure would include a live advertising agency, radio station, digital studio and newspaper facility within campus.

How are you going about admissions for the course?

We will shortlist students based on their CAT and MAT scores, after which the student will have to take the JICM Entrance Test (JICMET). The JICMET will have writing tests and case studies which the students would have to solve. We'll broadly be looking at general awareness, ability to see the communications angle to the case studies and oral and written presentation skills.

For a school admitting its first batch, how would you bring about a certain level of quality in the batch? How do you plan to not just admit leftover students?

Usually, a new institute takes a couple of years to create an identity for itself, after which if all things work then the quality increases batch by batch. However, CAT is not the only criteria we are looking at. We are also open to competent professionals with some relevant media or communications work experience, which we will give importance to while shortlisting.

Tell us more about the advertising agency you plan to run in the campus. Bhopal being a relatively low-key city, aren't the opportunities to run a really purposeful advertising practice limited here?

If you see, none of the Hindi speaking areas in the country have a professionally run advertising agency and this is a space we can fill, by working with local businesses in and around Bhopal. The agency on campus will partly do business and partly be a training center. Part of whatever students earn from the agency would be kept by the institute.

What kind of pedagogy and curriculum have you planned for JICM?

The pedagogy would focus on practice. There would be three hours of classes every day followed by live projects in the in-house advertising agency for the remaining part of the day. Such a schedule will be spread over six trimesters across two years, with six courses in each trimester.

How many faculty members have you recruited and what is the plan for expansion in the future?

We have 3 fulltime faculty now, which we plan to increase to 8 by the time we launch the program in 2009. In the long term when we open up the other three schools, we might end up with 40 faculty members.
Management education and training have become highly popular. Yet, there is not a systematic body of management knowledge to explain how Indian firms operate and why some have achieved phenomenal results. Existing evidence shows that management practices imported from outside have not been effective in India. How Indian companies and the Indian workforce in aggregate are able to sustain the levels of performance over the past several years remains a puzzle.

This conference will provide a forum for intellectual exchange, mutual learning, and collective pursuit of questions about firm behavior and individual behavior within firms in the rapidly changing Indian landscape. Papers on the theme and other areas of business and management like Finance, Human Resource, Marketing, Operations Management, Organizational Behavior, and Strategy would be presented. Keynote speakers include faculty from various business schools across the world like Kellogg, Stanford, Yale and IIM-Ahmedabad. Fifty five papers were received out of which thirty papers have been selected for presentation.
According to the agreement, MDI and HAREDA will jointly work, develop and implement capacity building and training programs in areas of conservation, energy efficiency, demand side management, and renewable energy. The two will collaborate and conduct seminars, conferences, meetings, and workshops on management, implementation and awareness needs of various stakeholders to enhance their understanding of energy areas and would conduct demonstrations of projects in municipal pumps and street lights to promote energy efficiency. They will work for creating awareness among school children on energy efficiency, conservation, and climate change. The two will exchange documents, information, and reports in this regard from time to time and actively work for identifying areas for achieving the stated objectives.

MDI had launched a 15-month Executive Post Graduate Program in Energy Management with specialization in power distribution in 2005 in collaboration with Ministry of Power, Government of India and USAID under Distribution Reform, Upgrades and Management (DRUM).
The fest has T A Pai Memorial aYoung Business Leadera - the search for India's next Business Leader. The participants are tested for their managerial and business skills like decision-making abilities, team skills, ability to work under stress, perspectives on business related issues, personal orientation, in addition to their knowledge and general awareness.

aQuiz On The Beacha is the business quiz to be conducted by Arul Mani, Vice President a Karnataka Quiz Association. aPolemica, will discuss on the topic aRegulation in Banking Sectora. Sankalp, a national-level business plan formulation contest tests the creativity of budding entrepreneurs. Management Games are designed to test the students' expertise in various management domains. They include Global Investor a The Quintessential Finance Game, Kiosk a The Retailing War, Out Cry a The Tapex, Chakravyuh a The circle of Power and Premia a The Legend of the Lloyds. And last but not the least, Informals are a range of fun games for entertainment.
For further details visit http://www.tapmi.org/atharva
The Academy is at the forefront of reform to local government organisations to deliver quality and value for money services. It will use both theoretical and practical inputs combined with the latest research and various speakers, including Cambridge faculty and practitioners who bring their experience from both public and private sectors.

Over the past decade, County Councils have sought to enhance the efficiency, economy and effectiveness of their organizations. Increasingly, they are recognising the importance of leadership to achieving these changes, which has lead to a greater focus on the development of leadership capability.

Each residential will cover three main themes; leading organisations, leading change and leading people. It will establish a framework and develop key concepts, then by utilising participant interaction, it will explore how these can be used to produce Essex County Council specific actions, with each delegate exiting with personal and organisational actions for both the long and short term.
The program brings the alumni together in a classroom, thinking and cherishing the good old days and giving them an opportunity to take a break from their hectic professional lives. The event is also aimed at building on the Great Lakes promise of giving back to society; with significant percentage of program funds going to NGOs as Great Lakers Corporate Social Responsibility.

The MTV Youth Icon award is a platform created for the youth to identify their new-age role-models. Past winners of the MTV Youth Icon awards include Anil Ambani, Rahul Dravid, Shah Rukh Khan and Mahendra Singh Dhoni.

Congratulating on the win, Dr. Arun Mohan Sherry, Director, Institute of Management Technology a Centre for Distance Learning said, aThe social and business environment of a country is greatly strengthened by a strong security environment. A good combination of Government and private initiatives is the requirement of the day. IMT - CDL in association with Ankit Fadia recently introduced Indiaas first and only Government approved course in Cyber Security. The course has received phenomenal response and we are proud to associated with someone as gifted as Ankit Fadia. It is truly a proud moment for Ankit and we are really happy for him. a

Ankit Fadia, at an age of 23 is a widely recognized computer security guru and Cyber terrorism expert. He has also led several investigations pertaining to national security and cyber terrorism. In August 2008, Ankit was consulted by the Navi Mumbai Police Department to trace the terror email sent just a few minutes before the Gujarat serial blasts. Presently, Ankit is currently training CEO's, COO's worldwide on Computer Security concerns and solutions.