Managerial attitudes and it's implications

The situation:

One night, Rajul was not feeling well and so he took some medicine to get sound sleep. At the middle of night, his cell phone started to ring continuously but each time it went unanswered. This prompted one of the security staff member to come to his house and wake him up.

The security guard woke up his wife Tosty and informed her that the back door of Rajul’s office has been found open. When she told this to Rajul, he immediately called the senior security guard to get complete information about his office and later decided to visit the spot. Meanwhile, he kept on wondering if anything had been stolen from his office that had so many important documents, including those on the work of one of major tenders that were in process. Before he left the house, his wife asked him to lock the door from outside. Click here to read more..

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Organisation’s objectives and direction

To understand what the CEO expects from his HR, we need to understand the mandate and the vision the CEO or the business leader has for the organisation, and what the CEO feels is his or her most critical responsibility or challenge. With the rapid globalisation of business, the key challenges for almost all CEOs today are: 1.Sustainable and profitable growth 2.Managing globalisation and diversity 3.Creating a workplace that spurs innovation 4.Managing and retaining talent 5.Managing costs 6.Using technology to stay ahead of the pack 7.Being prepared for the future

Today, executive level business leaders are looking to their HR organisations to answer critical people and talent questions to address the above challenges and to anticipate and prepare for future challenges. While many will question the role HR can play in terms of costs and technology, the fact remains that if HR has stepped up to take the role of a business partner, it needs to be able to find ways to help overcome challenges beyond its core skill areas.

To be able to deliver on these expectations, HR needs to evolve beyond the traditional strategic HR model. Dave Ulrich and Wayne Brockbank’s HR Business Partner model has helped HR professionals integrate more thoroughly into business processes and align their day-to-day work with desired business outcomes. In the future, the ways in which HR professionals will serve as business partners will continue to evolve, and require more expansive understanding of the organisation and business. The HR leader of an organisation is uniquely placed to have an in-depth understanding of people and processes vital to the firm. Increasingly, human resource professionals will have to be able to assess the human capital impact attributable to gain or loss in market share, profit margins and stakeholder value. Read More...

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Prof. R.S. Sirohi (Vice-Chancellor, Invertis University) tells us about The Barriers between Education and Students in Rural India

Continued....Lack of trained faculty is another impediment according to Prof. Sirohi. He says faculty crunch is a serious issue in many institutions, including Invertis, which is taking vigorous steps to address the problem. “As the university is not situated in a big city, lecturers and professors are apprehensive about joining Invertis (approx. 250 kms from Lucknow),” he tells as a matter of fact. Also, majority of students come from rural areas and lack basic communication skills. Therefore at Invertis, there are training cells for both students and faculty, he says and feels that developing soft skills is one of the most difficult parts of training.

Invertis organises a host of programmes like debate competitions and discussions to help students better their communication skills. Universities in rural India have an additional responsibility to prepare their students to face the outside world. They can do a phenomenal job in removing the inherent hitch in those coming from a rural background, he opines. At Invertis, the need to adapt to industry is well understood. Therefore, the curriculum changes every two years. This is done keeping in mind that the corporate world is growing at a fast pace and updating syllabi will equip students better to face the stiff competition, emphasises Prof. Sirohi.

“We also plan to explore opportunities to have an association with foreign universities. Our objective is to provide exposure to Invertis students,” he reveals. Prof. Sirohi, however, refrains from commenting on the future trends in the field of education. Today, the scenario is dynamic and it is very hard to predict the future. “We need to focus on building a strong base and provide opportunities to students for overall growth. Only then can they pave a way for themselves,” Prof. Sirohi signs off. Read More...

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Ankur Bansal, (Vice Chairman, NDIM) Points out some key Loopholes in Imparting Management Education in India and offers Solutions

Speaking about the initiatives taken by him, apart from setting up a new campus since he took charge, he says, “We increased the annual intake of students in the institute. Then, I started speaking to a lot of international professors, as well as expanded our corporateindustry interface. We are also looking at international collaborations for student and faculty exchanges.”

Having completed his MBA from the USA, Mr. Bansal finds some stark differences in the way a management degree is perceived and pursued in India. He points out, “Students entering the top 50 colleges in the US are of the average age of 27+ years. These students would have ideally had some work-ex and the classrooms there are more discussion-based, where the teacher acts as a facilitator. In India, the average age is 21-22 years, comprising students who come in right after an under graduate degree. This makes the classroom more lecture-based. Also, the quantity and quality of research done by the faculty matters a lot in the USA, rather than the number of teaching hours that the teacher has, which is a priority here in India.”

Again, according to him, the expectations of students in India from an MBA degree is more to do with a plum-salaried job. What the students fail to understand is that, entering a management school is just an entry point, but what really matters is what you do and how much effort you put in those two years of education.

Said that, what makes NDIM stand out from the clutter? And he quickly points out that, “Unfortunately, there is a big gap, between what people promise and what they deliver. For the last 15 years or so, we have been trying to keep up to that promise. Also, our objective is not to make some quick money and exit, which a lot have been resorting to in the last 4-5 years. My grandfather started the institute with a vision of giving back to society and even today, that commitment remains intact.” Adding further, he concludes by maintaining that, the institute’s aim is not to have 5000 MBAs each year, but as a policy, keep a limited intake and deliver quality education to the chosen few. Read More...

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