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 corporate
industry 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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industry 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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IIPM strong hold on Placement : 10000 Students Placed in last 5 year
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entered the year 2008. Raison d’être, the present state of the US economy! While the world is going apprehensive over a probable recession in the US and its impact on the world economy, the word slowly and quietly seems to associate itself with India Inc. A closer look at its Q3 report card confirms the same.
the purpose of getting votes. He aims at multi-dimensional development of Gujarat in the long-term. The vision, concept and implementation of such programmes make him a wily politician who thinks of the next generation in the backdrop of the next elections.
a recent remark by Lonely Planet (travel guidebook), as a prime factor that led to reduction in tourism in 2007. Overhearing our conversation, Samantha, a British tourist sitting on the table next to us explained, “Lonely Planet only says not to stay inside the fort for it may contribute to the destruction of the fort which must necessarily be preserved.”
rigging, says Smruti S. Pattanaik, Research Fellow, IDSA. If this is a fact, then one more truth, which emerges from the current turmoil in Pakistan is that “never before in history of Pakistan, it’s civil society was so keen for elections,” Prof. Uma Singh, Centre for South Asian Studies, Jawaharlal Nehru University, told B&E.
and turns. And as the complicated plot called life unfolds, there are surprises and setbacks in store for all of us. Surprises add spice to your life, while setbacks make you sit back and take stock of the situation in which you have unknowingly landed. Whatever the case be, one can never really say for sure what turn destiny might take. This is one of the major reasons that many people seek ‘insurance’. However, the very word insurance carries a negative connotation. Hence, consumers are not easily swayed by the innumerable promises that insurance companies make. With the paychecks getting fatter by the day, Indian consumers are increasingly looking at alternate modes to plant their money, hence insurance cover takes a backseat. So even today, a vast Indian population is uninsured. Even those who have taken some sort of insurance cover are also grossly underinsured.
chest size, waist size and so on. Skin can be further altered according to skin details (like pigment), face detail, make-up, and body detail. Body detail means tattoos, and tattoos can be placed anywhere on the body, from head (if you’re bald) to toe (if you’re going to go barefoot). You also have complete control over the colour, length and texture of the hair, as well as colour, shape and size of the eyes, eyelashes & eyebrows. You can have different hair styles such as straight, curly or textured & hair colour such as blond, brunette or red head. You can change your skin colour & complexion. You can give yourself green or blue eyes.
house with a strong fund manager makes for a great combination. A disciplined fund house culture makes fund managers make intelligent yet cautious and well worked out calls. Parallely, a fund manager’s individual capabilities and research techniques aid in good portfolio development. Thus an ideal combination of the two adds to the fund’s performance.
name Virgin Radio a goodbye. However, industry experts feel that Virgin Radio buyout is not a bad deal for BCCL. Sample this: BCCL has bought Virgin Radio from SMG for $106 million (in 2000 SMG bought Virgin Radio for $500 million at five times higher price). With the assets of the company valued around $136 million and the radio channel commanding a regular listenership of 2.7 million, this means that even without the brand name it’s a lucrative deal for BCCL. Amita Sarkar, Media & Entertainment Head, FICCI, feels, “BCCL is a huge success in itself as far as brands are concerned. Given the infrastructure of Virgin Radio, creating a new radio brand in UK won’t be a difficult task for BCCL. Brand creation is something that it knows the best.”
lift shaft where everyone in his life transforms into hideous doubles and Roland must overcome his enemies to become “King of the Castle”! The plot is reminiscent of modern day chaos in the organised mobile retail segment, wherein each protagonist must uncover a series of vital keys to become King of India’s lucrative mobile retail castle. On stake is the Rs.70,000 crore and growing mobile market of India, of which, analysts estimate, at present only about a miniscule 7-10% comprises organised retail. From the Essar promoted The MobileStore to the price-warriors like Subhiksha Mobile to big daddies like Reliance Digital, everyone is keen to jump on this ship before it sets sail to moolah land. And each player is trying to create that winning differentiator that separates the wheat from the chaff.