Management Resource

Management information system (MIS)

2011-12-05T21:14:00.001-08:00

A management information system (MIS) provides information needed to manage organizations efficiently and effectively. Management information systems involve three primary resources: people, technology, and information. Management information systems are distinct from other information systems in that they are used to analyze operational activities in the organization.^[2Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g. decision support systems, expert systems, and executive information systems

Early business computers were used for simple operations such as tracking sales or payroll data, with little detail or structure. Over time, these computer applications became more complex, hardware storage capacities grew, and technologies improved for connecting previously isolated applications. As more and more data was stored and linked, managers sought greater detail as well as greater abstraction with the aim of creating entire management reports from the raw, stored data. The term "MIS" arose to describe such applications providing managers with information about sales, inventories, and other data that would help in managing the enterprise. Today, the term is used broadly in a number of contexts and includes (but is not limited to): decision support systems, resource and people management applications, enterprise resource planning (ERP), enterprise performance management (EPM), supply chain management (SCM), customer relationship management (CRM), project management and database retrieval applications.

The terms MIS, information system, ERP and, information technology management are often confused. Information systems and ERP are broader categories that include MIS. Information technology management concerns the operation and organization of information technology resources independent of their purpose.

Types

Most management information systems specialize in particular commercial and industrial sectors, aspects of the enterprise, or management substructure.

Management information systems (MIS), per se, produce fixed, regularly scheduled reports based on data extracted and summarized from the firm's underlying transaction processing systems[4] to middle and operational level managers to identify and inform structured and semi-structured decision problems.
Decision support systems (DSS) are computer program applications used by middle management to compile information from a wide range of sources to support problem solving and decision making.
Executive information systems (EIS) is a reporting tool that provides quick access to summarized reports coming from all company levels and departments such as accounting, human resources and operations.
Marketing information systems are MIS designed specifically for managing the marketing aspects of the business.
Office automation systems (OAS) support communication and productivity in the enterprise by automating work flow and eliminating bottlenecks. OAS may be implemented at any and all levels of management.

source-en.wikipedia.org

Educational Management Information System

2011-10-17T21:51:00.001-07:00

There are various agencies involved in the collection and dissemination of statistics on school education. At the national level, there are three main agencies that collect statistics on education on regular basis. They are (a) Planning, Monitoring and Statistics Division, Department of Education, MHRD on annual basis for all sectors of school education; (b) University Grants Commission on higher education; and (c) National Council of Educational Research and Training (NCERT) on school education through occasional surveys. In addition, there are agencies, which collect information from households. The Census of India publications provides information on levels of educational attainment of population and age-education classification of children in the age-group 5-14 years. In addition, the National Sample Survey Organization (NSSO), International Institute for Population Sciences (IIPS) and National Council of Applied Economic Research (NCAER) also collect statistics on educational variables occasionally through household sample surveys.

Barring Census of India, most of the other agencies generate data with State/UT as a basic unit of consolidation but hardly any data is disseminated at the district level. Only in case of the MHRD, selected district level information was also disseminated on quinquennial basis for a short period. The UGC compiles data according to university area, whereas NCERT collects data at the district level but releases only state-specific information. The latest sixth survey was conducted in 1993 with September 30 as its date of reference. The dissemination of district-specific survey data is left to the discretion of the states. All the states do not bring out publications that contain district-specific data. The Directorate of Education, Bureau of Economics and Statistics, Directorate of Economics etc. in a State/UT also brings out statistical abstracts and other publications but the data that they disseminate is not uniform and the year also varies from state to state. Thus, it can safely be concluded that proper mechanism for dissemination of district-specific information is not in existence in most part of the country.

Sporadic attempts have been made to develop computerized educational management information system with an aim to collect and disseminate district-specific information among which the District Primary Education Programme (DPEP) is the most prominent one. One of the important aims of the recently launched SSA is to develop educational management information system for which data capture formats have been evolved and infrastructure created at the district level in the office of the District Project Coordinator. All the project districts have been provided with adequate hardwares and MIS softwares. The data capture format is divided into nine parts. Through the first part, school location particulars are envisaged to collect which includes village name and ward number, distance from block headquarters, number of non-formal education centres in a village and whether the school is governed by a voluntary organization or it is a Government school. This part also includes information relating to Total Literacy Campaigns and Post Literacy Facilities and whether a Village Education Committee is constituted in the village. The other important items included in the format are school particulars, teachers in position, equipments and facilities in terms of adequacy. So far as the information relating to enrolment and repeaters is concerned, all that required for planning at district level including the age-grade matrix is envisaged to collect. However, rural/urban distribution will not be made available.

By the end of 2003, the coverage of DISE has extended to about 460 of the 593 districts of the country. these districts are spread over 18 DPEP states. It is expected that all the districts of the country would adopt DISE in a year or two. The Government of India decided that the manual collection of information system will gradually be replaced by the DISE and the statistics generated by it will be accorded the status of the Official Statistics. Recently ELEMENTARY EDUCATION IN INDIA: WHERE DO WE STAND, ANALYTICAL REPORT 2006 was also launched. Barring a few numeric indicators, most of the indicators required for efficient planning at the district level is now available through the DISE. The number of schools, enrolment, teachers, pupil-teacher ratio, literacy rates etc. is available over a period of time. however, district-wise information is not available from the MHRD sources. But information on school education is available from the All-India Educational Surveys but the same is not properly disseminated and it is latest available for 2002-03..

The computation of many of the identified indicators need age-specific population which is generally not readily available at the district level and for that propose population projection exercises would have to be initiated. Even though the raw data is available, it is not an easy task to compute indicators especially when the number of districts is more than 600. Because of DPEP and SSA interventions, awareness about indicators and its use in planning elementary education has significantly improved in the recent past. It is happy to note that all the districts across the country now develop annual elementary education plans which are primarily based on the DISE data. Source-educationforallinindia.com

Management information system

2011-10-17T21:48:00.001-07:00

A management information system (MIS) is a system that provides information needed to manage organizations efficiently and effectively. Management information systems involve three primary resources: technology, information, and people. It's important to recognize that while all three resources are key components when studying management information systems, the most important resource is people[according to whom?]. Management information systems are regarded as a subset of the overall internal controls procedures in a business, which cover the application of people, documents, technologies, and procedures used by management accountants to solve business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization. Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e.g. decision support systems, expert systems, and executive information systems.

Types of management information systems

There are many types of management information systems in the market that provide a wide range of benefits for companies.

Transaction processing systems (TPS) collect and record the routine transactions of an organization. Examples of such systems are sales order entry, hotel reservations, payroll, employee record keeping, and shipping.

Management information systems (MIS) produce fixed, regularly scheduled reports based on data extracted and summarized from the firm's underlying transaction processing systems (TPS) to middle and operational level managers to provide answers to structured and semi-structured decision problems.

Decision-support systems (DSS) are computer program applications used by middle management to compile information from a wide range of sources to solve problems and make decisions.

Executive support systems (ESS) is a reporting tool that provides quick access to summarized reports coming from all company levels and departments such as accounting, human resources and operations.
Expert system (ES) is a knowledge about a specific area to act as an expert consultant to the user. It is no the replacement of human being rather they help them in using their expertise more efficiently and effectively. When we join the concept of artificial intelligence with information system, the result is an Expert System.
Office automation systems (OAS) are meant for improving the communication and productivity of people in the enterprise. They attempt to automate office procedures and remove bottlenecks, lacuna in the secretarial work. These systems are helpful to all levels of management.

Advantages of management information systems

The following are some of the benefits that can be attained for different types of management information systems.^[4]

The company is able to highlight their strength and weaknesses due to the presence of revenue reports, employee performance records etc. The identification of these aspects can help the company to improve their business processes and operations.
Giving an overall picture of the company and acting as a communication and planning tool.
The availability of the customer data and feedback can help the company to align their business processes according to the needs of the customers. The effective management of customer data can help the company to perform direct marketing and promotion activities.
Information is considered to be an important asset for any company in the modern competitive world. The consumer buying trends and behaviors can be predicted by the analysis of sales and revenue reports from each operating region of the company

Applications

Enterprise systems, also known as enterprise resource planning (ERP) systems provide an organization with integrated software modules and a unified database which enable efficient planning, managing, and controlling of all core business processes across multiple locations. Modules of ERP systems may include finance, accounting, marketing, human resources, production, inventory management and distribution.

Supply chain management (SCM) systems enable more efficient management of the supply chain by integrating the links in a supply chain. This may include suppliers, manufacturer, wholesalers, retailers and final customers.

Customer relationship management (CRM) systems help businesses manage relationships with potential and current customers and business partners across marketing, sales, and service.

Knowledge Management System (KMS) helps organizations facilitate the collection, recording, organization, retrieval, and dissemination of knowledge. This may include documents, accounting records, and unrecorded procedures, practices and skills.

source-en.wikipedia.org

Happy New Year 2011

2010-12-31T23:13:00.001-08:00

A Very Safe, Happy and Prosperous New Year to All Our Valued readers.

We must take a pledge today to:

1. Stop Ragging in all the Institutions and make Indian Education System a Ragging Free Place.

2. Make Indian Institutions a Innovation Place Where Innovative Ideas are generated.

3. Make Indian Institutions a Leader in Education and Research.

Ragging India Team

Business Schools in Bihar and Jharkhand

2010-10-04T05:51:00.001-07:00

Business Schools in Bihar

CHANDRAGUPT INSTITUTE OF MANAGEMENT PATNA, PATNA
DEPARTMENT OF COMMERCE & BUSINESS ADMINISTRATION, L.N. MITHILA UNIVERSITY, DARBHANGA
GAYA COLLEGE, DEPARTMENT OF BUSINESS ADMINISTRATION, GAYA
IMAM COLLEGE OF BUSINESS MANAGEMENT & SCIENCE, PATNA
INDIAN INSTITUTE OF BUSINESS MANAGEMENT, PATNA
INSTITUTE OF BUSINESS MANAGEMENT, DHARBHANGA
INSTITUTE OF ADMINISTRATIVE STUDIES, R.R. SAHU CENTRE FOR BUSINESS ADMINISTRATION, MUZAFFARPUR
INTERNATIONAL BUSINESS SCHOOL, PATNA
LN MISHRA COLLEGE OF BUSINESS MANAGEMENT, MUZAFFARPUR
LNM INSTITUTE OF ECONOMIC DEVELOPMENT & SOCIAL CHANGE, PATNA
PATNA UNIVERSITY, DEPARTMENT OF APPLIED ECONOMICS AND COMMERCE, PATNA
RAJENDRA AGRICULTURAL UNIVERSITY, PUSA (SAMASTIPUR)
T.M. BHAGALPUR UNIVERSITY, BHAGALPUR
VAISHALI INSTITUTE OF BUSINESS & RURAL MANAGMENET, MUZAFFARPUR

Business Schools in Jharkhand

BIRLA INSTITUTE OF TECHNOLOGY, MESRA,, RANCHI
BIRLA INSTITUTE OF TECHNOLOGY, BIT EXTENSION CENTRE, LALPUR, RANCHI
BIRSA AGRICULTURAL UNIVERSITY, RANCHI
BIRSA INSTITUTE OF TECHNOLOGY, RANCHI
FACULTY OF BUSINESS MANAGEMENT & INFORMATION TECHNOLOGY, RANCHI
ICFAI BUSINESS SCHOOL, RANCHI
INDIAN SCHOOL OF MINES, DEPARTMENT OF MANAGEMENT STUDIES, DHANBAD
INDIAN INSTITUTE OF SCIENCE & MANAGEMENT, RANCHI
NILAI EDUCATIONAL TRUST'S GROUP OF INSTITUTIONS, THAKURGAON, RANCHI
S.N. SINHA (SATYENDRA NARAYAN SINHA) INSTITUTE OF BUSINESS MANAGEMENT, RANCHI
XAVIER INSTITUTE OF SOCIAL SERVICE, RANCHI
XAVIER LABOUR RELATION INSTITUTE (XLRI), SCHOOL OF MANAGEMENT, JAMSHEDPUR

Source:Internet

MBA Entrance Tests in India

2010-10-04T05:41:00.000-07:00

CAT 2010 (Common Admission Test) - MBA at IIMA, IIMB, IIMC, IIMI, IIMK, IIML, IIMS, & IIMR
Management Aptitude Test [MAT] - All India Management Association - CMS
XAT Test - MBA at XLRI, XIMB, GIM Goa, LIBA and other BSchools.
FMS, Delhi - MBA at FMS, Delhi University
Joint Management Entrance Test [JMET] - MBA at the IITs
SNAP Test - for Symbiosis, Pune Postgraduate Programmes
IIFT Test - MBA at Indian Institute of Foreign Trade, Delhi / Kolkata
Mh.CET - MBA at Jamnalal Bajaj, Sydenham, PUMBA-Pune & other BSchools in Maharashtra

Sl	Name of MBA-PGDM Entrance Test	Exam Dates	Official Websites of MBA Entrance Exams in India
No.
1	CAT 2010 (Common Admission Test)	Oct 27 2010 - Nov 24 (over 20 days)	http://www.catiim.in
	PG Programs at IIMA, IIMB, IIMC, IIMI, IIMK, IIML, IIMS, IIMR, MDI, IMT, SP Jain, IMI, TAPMI, NIRMA, FORE, and other 100 Bschools	The sale of CAT 2010 vouchers has been extended to Monday, October 4, 2010.
		Last date to register: Thursday, October 7, 2010
2	Management Aptitude Test [MAT]	September 05, 2010 (Sunday)	http://www.aima-ind.org/manag ement_aptitude_test.aspx
	MBA Entrance Test for over 300 MBA Colleges in India
3	XAT Test	January 02, 2011 (Sunday)	http://www.xlri.edu/xat_instructi ons.php
	PG Programs at XLRI, SPJIMR, XIMB, GIM Goa, LIBA and other 60 other BSchools	Last date of registration for XAT and XLRI is 30 November 2010
4	FMS, Delhi	Admission Test:	http://www.fms.edu
	MBA at FMS, Delhi University	MBA and Ph.D.:
		05-Dec-10
		MBA (PT) and MBA (HCA):
		23-Jan-11
		Online Registration:
		Last date: October 15, 2010
5	Joint Management Entrance Test [JMET]	12-Dec-10	http://www.gate.iitb.ac.in
	- MBA at the IITs in India	Apply Online between 6-Sept-2010 (Mon) and 8-0ctober-2010 (Fri)
6	SNAP Test	December 19, 2010 (Sunday)	http://www.snaptest.org
	Entrance Test for PG Programs of all 12 Symbiosis MBA Colleges, Pune & Bangalore	Register online before
		26th November 2010
7	IIFT Test	Written Test:	http://www.iift.edu
	PG Program at Indian Institute of Foreign Trade, Delhi & Kolkata	28th November 2010
		Last date for receipt of completed applications:
		3rd September 2010
8	Mh.CET	Yet to be announced	http://www.dte.org.in
	PG Programs at Jamnalal Bajaj, Sydenham, PUMBA-Pune & other BSchools in Maharashtra
9	NMAT	Online Test Window: October 1, 2010 to December 31, 2010	http://www.nmims.edu
	MBA Programs at Narsee Monjee, Mumbai	Apply Online on www.nmims.edu from 8th September, 2010 to 15th October, 2010
10	IBSAT	26-Dec-10	http://www.ibsat.org
	MBA at ICFAI Business Schools in India
11	TISS	Yet to be announced	http://www.tiss.edu
	MBA at Tata Insitute of Social Science, Mumbai
12	IRMA	Written Test: November 14, 2010	http://www.irma.ac.in
	PG Program on Rural Management at IRMA, Anand & XIMB	Last date for receiving completed application: September 30, 2010

source:.indianmba.com

IIM-A in top 10 B-school

2010-09-24T05:52:00.001-07:00

NEW DELHI: The Indian Institute of Management, Ahmedabad (IIM-A) has, for the first time, been ranked number eight for its two-year Postgraduate Programme (PGP). According to the latest Financial Times (FT) Business School rankings for its Masters in Management programme 2010, the premier Indian B-school's MBA programme has been placed among the top 10 in the list of 65 B-schools. This is the first time IIM-A participated in the ranking assessment.

The Icole Supirieure de Commerce de Paris (ECSP Europe) has topped the rankings this year, improving its last year's second position, while CEMS, The Global Alliance in Management Education, has been ranked number two. The ranking is done based on 28 parameters.

Also, it's for the first time that an Indian B-school has been ranked among top 10 for its flagship PG programme. Terming it as a step forward for more meaningful global ventures, IIM-A director Dr Samir Kumar Barua said the rankings would help in more international collaborations.

Barua said: "We have been ranked number eight for our two-year masters programme in management in the category where the candidates pursuing the course need not have any work experience to join the programme. This is the first time we have participated in the FT rankings. To be a part of the assessment, one has to qualify," said Barua.

The IIM-A is the only Indian business school to be accredited by the European Quality Improvement System (EQUIS) and is now eyeing the US equivalent —by the Association to Advance Collegiate Schools of Business.

"When we go for any meaningful collaboration, international rankings helps," said Barua.

Interestingly, FT has also come out with a special report on management education in India. Said India online editor of the FT, James Fontanella-Khan: "This is the first time an Indian school has made it to the top 10 in FT's top management masters league table. This reflects the improving standards of teaching and student placement at Indian business schools."

On the emergence of Indian B-schools in world rankings — ISB, Hyderabad has been ranked among the top 20 by FT for its one-year executive programme couple of years ago — Fontanella-Khan said: "A growing number of IIM students end up working for companies globally. However, more has to be done. Indian schools need to attract more foreign talent and faculty. They have only recently started doing so. This also explains why Indian business schools weren't in the top ranks before. In an ever more globalised world, you need global approach to education." source:timesofindia.indiatimes.com

Tips - Answer common MBA admission questions

2010-09-24T05:50:00.001-07:00

While questions asked to you in a business school admission interview may sound easy, your answers are being noted by the panel as an indication of a lot more than you may think. Peter von Loesecke shares tips on how to answer common MBA admission questions.

Why do you want to study at a business school?

This question relates to both your personal and professional goals. Answer in terms of how business school in general can help you achieve both those goals. It is important for you to articulate very clearly what an MBA can do for you, combined with your background. Believe it or not, in my opinion, not many people can answer this question convincingly.

Why did you decide to apply to our business school?

Answer this question in a similar fashion to why business school, but be sure it matches something specific in your personal and professional goals to something the school has. This is the most compelling reason you can provide a school to accept you other than your academic qualifications. The more unique and thought out your answer is, the better your application appears to an admission committee. This question is also not answered well by many students because they do not always give the impression that they have done their homework on the school they are interviewing with. Not being prepared on this question makes your interest in the programme pretty shallow.

What makes you stand out among other candidates?

Reveal to the interviewer something unique about yourself which can be a combination of experiences you have had (academic and professional) that would make you successful at their programme. Your unique experiences are of great interest to schools because they define who you are as a person, how you may contribute in the classroom, how employable you are, and how well you may perform academically.

What can you contribute to our programme?

Answer this question by relating to your strengths and experiences. If you have something very unique in your work experience be sure to mention it and how the school can value it. Also, don't be shy about how your experience can be of value to the classroom or to team members.

What are your expectations of this programme?

This is a question that should clearly demonstrate you have done your homework about the school and how its strengths will help you achieve your career expectations. If you want to go into real estate for example, be sure to answer in terms of how the programme's real estate courses will help you achieve your goals. Make sure you research the facts behind your answer or you may come across as not having done your homework.

How do you plan to use your degree?

This is similar to "Why business school?" You need to demonstrate how the degree can improve your chances in a career interest. Make sure your career interests were not researched the morning of the interview. You had better articulate a clear road map to getting where you want to go.

Where do you see yourself in ten years?

This is a hard question and in these times no one can really say where they will be in ten years. However, with a well thought out career plan, make sure you demonstrate your answer is right for you with well researched facts for back up.

Can you walk us through your resume?

This is a question for you to impress the interviewer by going beyond what you did and discuss what you learned and how you grew in that position. Modesty and humility are welcome. False modesty is transparent.
Can you give me an example of a time that you demonstrated leadership?

Give an example how you lead people to overcome barriers in succeeding. Never miss the opportunity to sincerely describe what you learned and how you even failed. Failure teaches many lessons from which you can learn.

What is your definition of teamwork?

I would recommend framing this in terms of a personal experience and not what you think will happen at the business school.

What would you say is your biggest weakness?

Be honest here and do not present a weakness that masquerades as a strength like: "I work too hard and intimidate others" "I am a perfectionist". These do not work. A better weakness example might be: "I need to improve my communication skills" or "I am not always sensitive to the opinions of others". Be sure to back them up with examples or you may appear gratuitous. It is perfectly fine if your weaknesses are mentioned in your recommendations, thus all the more important for you to address them in the interview. At least you will demonstrate acknowledging your weaknesses.

How would your colleagues describe you?

Imagine working for yourself and think about all the times you were right and wrong. Then think about the interaction you had with others in those situations and how you may have come across to those that worked with you. Be brutally honest with yourself!

What are your hobbies?

This question can really say something about how you enjoy your free time. This is not a trick question but your activities may say something about your intellectual curiosity. I don't think business schools are not looking for people with specific hobbies to reject or accept.
source:economictimes.indiatimes.com

Madras University Results 2010: MBA / BLIS / MLIS

2010-09-24T05:46:00.001-07:00

Madras University has released the IDE post graduation MBA / BLIS / MLIS / Certificate and Diploma courses of May 2010 online at official website.

Tha university has publlished the results of MBA / BLIS / MLIS on 23rd September, 2010 at official website. Candidate can download their results from the official website http://www.unom.ac.in/ link given below.

Madras University has conducted the these exams in the month of May 2010.

For MBA / BLIS / MLIS / Certificate and Diploma courses of May 2010 IDE Examinations Results visit at https://ideunom.ac.in/result_ide_ug.asp

Visit another link to know results at http://www.schools9.com/maduni2309.htm

Visit Madras University official website at https://ideunom.ac.in

The Madras University stands as one of the oldest educational institutions of India. The University helps to impart the best of the distance education to its students, in the best possible manner and caters to many professional courses that are the need of the day. The Madras University is recognized by the Distance Education Council, New Delhi.source:.samachartoday.com

Dates for the Common Admission Test (CAT) - set to begin on October 27 , 2010

2010-08-24T05:46:00.001-07:00

CHENNAI: The Indian Institutes of Management (IIMs) have flagged off the admission season to B-schools by announcing the dates for the Common Admission Test (CAT), which is set to begin on October 27 in 33 cities across the country.

Based on last year's feedback, testing agency Prometric has made several changes to ensure smooth conduct of the exams this year. CAT 2009, when the test first went online, was riddled with glitches. This year the testing window has been expanded from 10 days to 20 days. The exam will be spread out between October 27 and November 24 to ensure that too many candidates don't log in at the same time and jam the server.

The implementing agencies, too, have been changed this year. The IIMs have decided to let go of NIIT, which was the implementing agency for CAT 2009, and have instead chosen Everonn Education and MeriTrac as delivery partners for this year's test. Everonn is an existing test delivery partner of Prometric's IT certification business, and Meritrac, too, has a good track record in conducting examinations in India.

"They will ensure site-readiness of the test centres, and be in charge of test administration and onsite technical support," said Soumitra Roy, managing director of Prometric, India. source:timesofindia.indiatimes.com

First day in college - A Few Tips

2010-06-16T21:37:00.001-07:00

Mumbai: The transition from uniforms to trendy clothes, and from teachers to professors can bring with it a mixed bag of emotions for youngsters who are about to set their foot into college on the first day.

Youngsters might have to deal with anxiety, excitement and nervousness — emotions that they'll have to learn to take in their stride. Also, fear of facing seniors and the possibility of ragging have to be dealt with.

A few cool tips from those who have already been there and done will surely help youngsters to sail smoothly through the initial days of college.

VJ Juhi Pandey remembers deciding to keep to herself at least for the first week of college. "I thought of keeping to myself for at least a week of college and then take it as it comes. But I remember making a couple of friends on day one and it was a very natural process. I didn't really have to take any extra efforts to do so," she says. "I would definitely tell the young guys to look around, be willing to meet new people, reach out and make friends," she adds.

And what about ragging? This is one sensitive issue that has to be dealt with some amount of maturity. VJ Cyrus Sahukar recalls his day one of college. He says, "I made all kinds of weird plans like wearing spectacles to college so that I look older and don't get ragged. But that of course didn't work because I was making a deliberate effort to escape college and ragging, ultimately I was made to act like a mad dog and had to bark at everyone who entered the college gate." He continues, "If you think that things are getting humiliating, don't be party to that kind of behavior. If it's in good humour, be sporting and don't fear."

Psychologist Deepti Makhija says that some amount of anxiety is very normal. "If you are not experiencing anxiety, you must be lying. The fact that it is normal is soothing. However, don't go overboard with preparing for day one. Just be yourself and have a good time. That is most important," advices Deepti.source:DNAINDIA

A Survival Guide to the first fortnight for MBA freshers

2010-06-09T00:46:00.001-07:00

In about a week's time, most business schools in India would have welcomed the new batch of starry-eyed students, the first-year 'freshers'. Carrying with them a lot of anxiety and much hope, they would be busy checking out the campus and the classrooms, wondering about roommates, making their first friends or scouting for paying-guest accommodation, all part of the first-fortnight buzz at a b-school. To make this new journey for the freshers less maddening and more enjoyable, ex-students and senior MBA students provide advice and tips on what to carry, what to leave behind, books to buy, software to install, grooves to get into and more.

Books – both light and serious

There is no better way to learn life, than to live it, say many second-year MBA students adding that no book can prepare you for life in a b-school. However, there are some books which may help make the process of learning more gratifying.

Ankush Trakru, a 2007 alumnus of the Faculty of Management Studies (FMS), Delhi is certain that books like Mind of a Strategist and Michael Lewis's Liar's Poker are good for a start. "These books will give students a general feel of what to expect," he says.

Harshal Modi, ex-Symbiosis Institute of Business Management (SIBM), Pune is certain that there is no better book that about-to-be-b-schoolers must read than Welcome to Advertising. Now Get Lost by Omkar Sane. Arun Kapur of the Indian Institute of Management (IIM), Bangalore pushes for Stay Hungry Stay Foolish for those who wish to eventually start their own business. Binoy Cherian also recommends Sidin Vadukut's Dork or Chetan Bhagat's books as they will add to the zest of college life. Chetan Shetty from the National Institute of Industrial Engineering (NITIE), Mumbai suggests CK Prahlad's 'Fortune at the Bottom of the Pyramid'.

As our own recommendation from PaGaLGuY, we suggest that you read Snapshots from Hell: The Making of an MBA, a funny but intense account of author Peter Robinson's first year at the Stanford Graduate School of Business.

Apart from the casual reads above, some suggest books to get comfortable with numerical analysis and accounting. Binoy Cherian from the class of 2011 at Chennai's Great Lakes Institute of Management has a list to share. "I recommend Financial Accounting – Tools for Business Decision Making because this book uses International Financial Reporting Standards and hence is different from the accountancy textbooks recommended in Indian high schools and undergraduation." Cherian also suggests Business Statistics: A First Course to attain comfort with business statistics.

Binoy also recommends that all students, irrespective of the MBA they are studying in get a conceptual understanding of statistics, presenting data using charts and graphs in Microsoft Excel, numerical measures such as Mean, Median, Mode, Variance, Standard Deviation, Probability, Probability distributions including Binomial, Poisson and Normal distributions before they join up.

Deep Agarwal from Narsee Monjee Institute of Management Studies (NMIMS), Mumbai has an even more basic list. His list includes How to Read a Balance Sheet for engineering students. For students from the science background, he recommends online resources to get their knowledge of statistics in place. "These will be of practical help," he assures.

Those such as Divya Morparia, a 2009 alumnus of the Mudra Institute of Communications, Ahmedabad (MICA) and Avinav Thakur from International Management Institute (IMI), Delhi feel that just reading the newspapers everyday, especially the pink papers is a good enough start to get around at a b-school. Sameer Joshi from IIM Calcutta shares that view and adds that having cleared the Common Admissions Test (CAT) and other entrance exams, the student already has his basics in place, so no extra reading is really required for the initial days.

Binoy suggests that before the classes officially start, one should catch up on all the sleep that they can get as it is the only thing that freshers are going to miss in the coming days. "It's good if you learned how to read quickly. With about 150 – 300 pages of pre-reads (preparation before class) everyday, it just gets difficult if one does not know how to read fast and recollect all that they have read. Quick reading and summarizing is an important art."

Laptop and software

Chetan and Sameer swear by Microsoft Excel and declare that it is by far the most important software that all MBA student need to have on their laptops.

"Every business process needs Excel, whether it is sales or supply chain. In fact, most companies use Excel so when students go for their summer internship, they find it very difficult to cope with the responsibilities unless they know the software really well," says Chetan.

Both Ankush and Harshal stress on the importance of Microsoft Powerpoint and urge that it is a must since all students need to make Powerpoint presentations whether in the classroom or during summer internships. Ankush adds that it is good to acquire basic skills in photo and video editing software because it always helps in enhancing the quality of presentations. Divya Morparia advises that students install software to read all common e-book formats.

Vivek Khanchandani and Chetan recommend SPSS and Minitab as handy software for statistical analysis. "Since they are statistical tools for any marketing and sales team, students should learn them." Chetan adds that the student versions of these tools are cheaper and easily available.

Binoy says that it makes sense to invest in a good anti-virus software. "Students tend to use the school network extensively and share data using pen drives, so having a good anti-virus makes sense. Some colleges might be choosy about allowing downloads. So it is better to download the instant messengers, browsers, games and other tools before going to campus." Binoy adds that Counter Strike is a big hit in colleges, so it might be a good idea to acquire it.

For those buying a new laptop, Binoy recommends the Apple Macbook. "It helps in making better presentations. Apple provides discounts to students. Just show the Apple guys your b-school admission offer letter."

What to wear

One pictures the MBA prototype in a crisp suit with a tie to boot, shining leather shoes, all under a halo of confidence. But it is not just suits and sarees at b-school. Senior MBA students say that the new MBA's suitcase should have a little of everything, as no two b-schools have the same dress code. Binoy says that at Great Lakes 99% of the students wear t-shirts and jeans 99% of the time. He recommends that apart from daily casuals that one wears to class, students should carry at least two pairs of formal wear and a blazer if the college hasn't specified a uniform. "The formal wear will come in handy during presentations, competitions and summer placements."

Some suggest to get formal clothes stitched on campus because a few colleges prescribe a signature colour. Avinav Thakur from IMI Delhi says that in his college, formal clothing needs to be in a particular colour. "Sapphire blue was the colour for the suits and it looked good too. Having a class with students sitting in a range of diffferent coloured suits looks odd." Avinav suggests that one could also hold stitching formal clothing till one actually settles down at college since many colleges have their own tailors who do a good job.

Hello Senior

There are no rules to getting into the good books of seniors at a b-school. Most seniors say that acquaintance with the juniors is an ongoing and automatic process. According to Nikhil, the process to get to know the juniors begins two months before they actually step into college. "We start meets with new joinees in every city, so students generally meet other students and seniors even before they actually join school. So getting to know the seniors is not a big issue in our college," he says. Deep from NMIMS Mumbai, which is not a completely residential school, says that being active on Facebook and Orkut is another way to know your seniors and peers. "Knowing them beforehand gives you a headstart once you enter college," he states.

Though ragging is legally banned in India, it's still a paper tiger and just like at other degree colleges, b-schools too have their share of ragging. Avinav Thakur assures that ragging in MBA colleges is very light and harmless compared to engineering or what appears in newspapers and television. Ravindra Kumar from Fore School of Management, Delhi gives straight advice. "Get involved in the ragging process. That's the best and fastest way to know everyone." Divya Morparia advises that students should enjoy whatever kind of ragging that takes place. "Ragging will not kill you, it will only make you stronger. So make the best of it and get to know your seniors at one go." She adds however, "Feel free to ask seniors to stop when you think they have crossed the line."

Nikhil Kulkarni from SIBM Bangalore on the other hand says that the induction programmes are quite a learning experience for the fresher and nothing extra is needed.

Making friends, lafdas

Thanks to social networking, most students get to know each other even before joining. The remaining, they get to know during the college's induction and orientation programmes. About love stories on the campus, seniors insist that MBAs are humans too and what has to happen will happen. In fact at b-school, apart from a degree, many people also find their life-partners. Ravindra Kumar says that your approach to the opposite sex differs with colleges. "When I was doing MBA in Delhi, I found women taking the initiative but in Pune, the guys usually had to take the first step." On an average, most b-schools in India have majority male student forces. But as Vivek Khanchandani says that at MBA level, students are already in their early to mid-20s and mature enough to deal with people from the opposite sex.

Don't lose yourself

The unanimous advice that all senior and ex-students give is that MBAs need to enjoy their b-school days. Avinav Thakur says that MBAs have to learn to enjoy life and look beyond their classrooms. They have to know what is happening in the world and stay tuned to it. "Cutting yourself off from everything else and just concentrating on studies is not the way it should be." Deep states that students should also acknowledge that just getting into an MBA is not the end of everything. "I have seen students who after getting into a b-school forget about doing well in it. They get destroyed as people, because for them getting into a particular institute was the only aim." Divya says that while hard work is important, stress should be handled by concurrently having a good time too.Source

HOW TO REDUCE GREEN HOUSE GAS AT HOME

2010-06-09T00:33:00.001-07:00

Not every family can afford to fix solar panels to their roofs or erect a wind turbine, but there are still steps you can take to save energy and therefore money.

1. Switch your electricity supply to a green tariff that promises to supply electricity from renewable sources.

2. Save on your heating bill by insulating and draught-proofing your home.

3. Switch to energy efficient light bulbs. They can use one quarter the electricity and last ten times as long.

4. Recycle paper, plastic, glass and metals. You not only save natural resources, but the energy that goes into making and transporting them.

5. Choose products that have less packaging -then you have less to recycle

6. Don't leave electrical equipment, like TVs and computers on standby they can use up to 75% of the electricity they use when turned on.

7. Take your mobile phone charger out of the socket when not being used.

8. Turn your thermostat down 1°C – you could save 10% on your fuel bills.

9. Only use your washing machine when there is a full load. Set your washing machine to warm or cool washes.

10. Fix leaking taps. A hot tap dripping could waste enough water each day for one bath.

11. Don't overheat your water. The recommended level is 60°C.

12. A full freezer uses less electricity than a half empty one – and if that isn't a good reason for buying more ice cream….

13. Kettles – if you don't need a full kettle of water don't boil a full kettle of water!

14. Dry your washing outside on the line when the weather is fine.

15. Hang reflective foil (with the shiny side facing the radiator) behind radiators fitted to outside walls to reduce heat loss.

16. Line your curtains and close them at dusk.

17. When choosing electrical appliances, make sure what you are buying is energy efficient.

18. Wearing t-shirts in winter and turning the heater up is just silly, put on warmer clothes.

19. Remember to turn the lights off when you leave the room ...... unless somebody else is still in the room!

Ragging in Maharshi Dayanand University (MDU) , Haryana - varsity suspended three students

2010-06-03T06:41:00.001-07:00

June 1 (IANS) Three MBA students were Tuesday suspended by the vice-chancellor of the Maharshi Dayanand University (MDU) here for ragging their juniors, officials said.

The three students - Aman Redhu, Surender Bishnoi and Anil Dalal - were accused of physically harassing and intimidating two junior students of the Institute of Management Studies and Research (IMSR) here.

'Such acts are totally intolerable in our institutions and strict action will be taken against the errant students. We have suspended the students with immediate effect and started a probe into the matter,' said MDU vice-chancellor R.P. Hooda.

'We have banned their entry into the varsity campus till further orders. The hostel rooms of the accused have been sealed by the authorities concerned and we have withheld the results of their last examination,' he added. source

Steps to Starting and Finishing Business Plan

2010-02-12T04:24:00.001-08:00

You need to prepare a business plan for your company. Anxious to start, you immediately open your favorite word processing program. But now you're staring at a blank screen and a blinking cursor that appears to be mocking you. Not sure where to start or what to write first, you flip the computer off and decide that tomorrow is a much better day to work on your plan. After all, the weather is much too nice to be sitting inside on a day like today.

Many entrepreneurs and business owners have faced this situation before, but what to do when waiting until tomorrow to start your plan is unacceptable? Follow these 10 tried and true tips to help you complete outstanding business plan.

1. Decide why you're writing your plan.
Are you raising money? Clarifying your future? Launching a new venture? Searching for strategic partners? Game-planning to destroy your competition? Whatever the reason - it's important to get committed to the business plan writing process. Prepare for yourself a short paragraph that outlines "why you are writing a business plan and why it will be great." Call it your business plan mission - it will keep you motivated and help you clarify the message you send your readers.

2. Get the big picture.
Before accumulating mountains of research and information, take a look at your business plan through a wide-angle lens to get the big picture. Visit your local library or bookstore and bring home a few business plan books. Take a look at Internet resources, consider business plan software programs and review the SBA's business planning outline. Your goal is to get a feel for what a business plan is, what it isn't and what to expect from your business plan. With this new insight, prepare an outline that includes the major sections and subsections that you believe should appear in your business plan.

3. Grab everything that's already handy.
Dig through every computer file, box and file cabinet you have to unearth the information that's already available to you. You'll surprise yourself with what you find and with how nicely this step will move you forward. Consider marketing pieces you've prepared, press releases, related articles, industry journals, historical financials, important web sites and notes or ideas you've accumulated over time. Don't rate the quality of this information - just gather it. At this point quantity is the name of the game, and the more you can find the better.

4. Just type!
Start typing thoughts, ideas, words, questions and to-dos into each section of your business plan outline. Put rough thoughts on paper and empty your brain. Don't worry about complete sentences or proper grammar - just type. Approach this step like a brainstorming session, the more powerful the storm, the more potent your business plan. Jot down any ideas that demand further consideration, areas that present a challenge and topics that require the input of others. Strive to place your thoughts in the most appropriate section of your business plan outline and rearrange the outline if it will be more logical for your readers.

5. Prepare your rough draft.
Now it's time to take your outline, the information you've got handy and your brainstormed ideas and shape them into a useable rough draft. Move through your entire outline, section by section and begin writing complete sentences and paragraphs. As you work, start a Biz Plan To-Do List to keep track of topics that require in-depth research, statistics or back-up information. When you're done, print out a copy and read it a few times, revising lightly as you go. Your plan should be rather sparse, but when you've completed this step, you've truly made business planning progress.

6. It's research time.
Now is the time to think like a lawyer and build a case for your business plan. Your goal is to compile information and research to support the claims and assertions you make in your plan. Drop by the library and ask the librarian if they know of any sources of information that can help your cause. Schedule a meeting with a local SBA representative or a Small Business Development Center counselor. Call your local and national industry associations and track down annual reports for companies in your industry. Request product and service information from your competitors. In short, talk to anyone and everyone that might be able to help you collect information for your business plan.

7. Start thinking about the numbers.
It is advisable to begin developing your pro-forma financial statements at this point. If you start any sooner, one of two things is likely to occur: 1) Your numbers will be based on pure fantasy and you'll have to change them anyway, or 2) You'll attempt to write your plan, do the research, revise your plan and complete your financial statements all at once - and none of it will get done. If you prepare your financial statements at this stage, your numbers have a much better chance of matching and supporting the text in the body of your business plan. For example, if you mention a specific marketing medium in your marketing section, you'll need to include the corresponding costs somewhere in your financials.

8. Write a final draft and finish the numbers.
Sometimes finishing is the hardest part of completing large projects like a business plan. But if you follow the steps leading up to this one, success is just around the corner. Avoid the mistake many business planners make at this stage - it is important to check, double-check and triple-check your writing for grammatical and spelling errors. Think of it this way - bankers and investors will assume that you will manage your business and protect their money with the same level of care and attention that you demonstrate in your business plan. Go all out and create a document that sends a powerful message about the quality of your work.

9. Set a deadline.
To ensure that you complete your plan, set a deadline for yourself that you can't ignore. We suggest calling a few people you respect to ask if they would be willing to read your plan and offer suggestions. Make this arrangement with someone whom you are not particularly close with, possibly a professional acquaintance, so it's more difficult and uncomfortable to call and delay. Ask for feedback and make it clear that honesty is what you are after. If you don't explain this up-front, you may hear "looks good to me" - essentially a waste of time for both of you. If you feel tears coming on as they serve up their advice - things are gong well. Take detailed notes and refrain from crying until after the phone is back on the receiver.

10. Polish your plan to perfection.
The comments you receive from your readers will help you to beef-up the sections of your plan that need attention. Track down any additional information you may need, incorporate the ideas that your readers offered and clarify sections or points that were not clearly conveyed. Put together an appendix if necessary, create a clean cover page and table of contents and include a non-disclosure form. Lastly, prepare a one-page executive summary that encapsulates the highlights of your entire business plan and place it up front. Walk into your local print shop like you own the place and professionally print and bind as many copies of your plan as you need. Congratulations - you're the proud owner of an excellent business plan.source

Business Plan for your Small Business

2010-02-12T04:21:00.001-08:00

Why do you need a business plan for your small business? A common mistake made by Entrepreneurs is not being prepared. They like to dive into the pool without testing out the water but what if the pool is freezing cold? Then you would regret diving in wouldn't you? Having a business plan will not only prepare you in planning your small business, but will also serve the following purposes:

Investors, loan officers and venture capitalists will need to look at your business plan to determine if they want to invest in your small business or offer you a small business loan.
It will force you to set down some clear goals and marketing strategies for your small business
Writing down the details can help you visualize all the aspects of your small business.
It can be a tool in the future to measure if your small business performs higher or lower than expected.

Keep in mind that not all business plans are the same. Below is a basic business plan outline. Don't rush through your business plan. It is not something that can be written on your lunch break. It requires research and thinking. If you feel that you need assistance forming a business plan for your small business read Help with Business Plan.

A Business Plan should include the following:

Cover Page- Indicate the name of your company, date, owner's name, address and phone number.

Table of contents- this will inform the reader where items are located in your business plan.

Statement of Purpose- 1-2 paragraphs about the small business you plan to start and how much money you need to start it.

Executive Summary- A short summary of the business plan.

Main Body

Historical account of your business or business idea- What inspired your business idea. Did you notice a need in your community that was not being met?
Goals and Objectives – Outline your short term (1 year) and long term (5 years) goals. Where do you see your business in the future? Don't make unrealistic assumptions; for example don't say you'll be making millions in less than 3 months.
Your products or services- Describe the products or services your business plans to sell. What is unique about your product or service?
Location -location is a big factor in determining the success of a small business, so make sure to include your desired location. Include demographics and statistics. For example if you were starting a daycare you could look up statistics of how many kids between the ages of 1-11 are living in your area.
Management/ ownership- The people in management positions are a critical factor to the success of your business. State your qualifications and experience in this field as well as those of your staff. Demonstrate that you have qualified, well knowledged and experienced people holding leadership positions in your business.
Marketing Plan- Identify your prospective customers and how you plan to market your product or service. Is there a need for your product/ service that is not being met? Include trends in the market; also forcast the growth of trends in the future. Use graphs to organize this information.
Competitive Analysis -Is there a lot of competition out there? What do you have that they don't? Can you offer better quality or better prices? Why should potential customers choose you over the competition?
Current and projected financial statements-
- Financial Statements- Plan out how much you expect to make in the future.
- Identify risks- Be honest. Lenders will appreciate your honesty and see your information as credible. Lenders know that every business faces risks. List all the potential problems your small business might face and how you plan to deal with those problems.
- Investments needed- Indicate to the lender how much money you need to start your business. Describe your plan on how you are going to use that money. Also state when you plan to pay back the lender and how much interest they should expect to earn from their investment.
Appendix- In the appendix you can include any supporting information such as resumes (to show experience in the desired field), letters of recommendation and legal documents.

TIP: The content in your business plan is important but also is the presentation of it. Make sure to present your business plan in a neat, appealing, simple fashion. It should be typed, not hand written (even if you have very nice handwriting).source

Uses and Benefits of a Business Plan

2010-02-12T04:20:00.001-08:00

A business plan is often prepared when:

Starting a new organization, business venture, or product (service) or
Expanding, acquiring or improving any of the above.

Several benefits are gained from preparing a business plan.

First, this process often leads to early identification of important problems, which can lead to finding solutions prior to launch, or lead to the realization that the plan needs to be significantly revised or even scrapped.
Secondly, getting the people who will be responsible for implementation to agree in advance on purpose, priorities and strategies BEFORE implementation, typically leads to better results.
Finally, the business plan can serve as a roadmap to compare with results as the venture proceeds from paper to reality.

For these reasons, often the planning process itself is as valuable as the business plan document itself. Finally, a business plan is often an important document to present to investors, funders, lenders and Board of Directors to get their advice and support.

Types of Content in Business Plan

Business plans appear in many different formats, depending on the audience for the plan and complexity of the business. However, msot business plans address the following five topic areas in one form or another.

Business summary -- Describes the organization, business venture or product (service), summarizing its purpose, management, operations, marketing and finances.
Market opportunity -- Concisely describes what unmet need it will (or does) fill, presents evidence that this need is genuine, and that the benefiiciaries (or a third party) will pay for the costs to meet this need. Describes credible market research on target customers (including perceived benefits and willingness to pay), competitors and pricing.
People -- Arguably the most important part of the plan, it describes who will be responsible for developing, marketing and operating this venture, and why their backgrounds and skills make them the right people to make this successful. Ideally, each person in the management team (and key program and technical folks) are indicated by NAME.
Implementation -- This is the how-to section of the plan, where the action steps are clearly described, usually in four areas: start-up, marketing, operations and financial. Marketing builds on market research presented, e.g., in a Market Opportunity section of the plan, including your competitive niche (how you will be better than your competitors in ways that matter to your target customers). Financial plan includes, e.g., costs to launch, operate, market and finance the business, along with conservative estimates of revenue, typically for three years; a break-even analysis is often included in this section.
Contingencies -- This section outlines the most likely things that could go wrong with implementing this plan, and how management is prepared to respond to those problems if they emerge.

In many cases, an organization will already have in its possession some of the information needed for preparing a business plan. For example, in the case of nonprofits, grant proposals often contain some of this information.source

Story - Good luck, bad luck

2010-01-05T05:27:00.001-08:00

A father and his son owned a farm. They did not have many animals, but they did own a horse. One day the horse ran away.

"How terrible, what bad luck," said the neighbours.

"Good luck, bad luck, who knows?" replied the farmer.

Several weeks later the horse returned, bringing with him four wild mares.

"What marvellous luck," said the neighbours.

"Good luck, bad luck, who knows?" replied the farmer.

The son began to learn to ride the wild horses, but one day he was thrown and broke his leg.

"What bad luck," said the neighbours.

"Good luck, bad luck, who knows?" replied the farmer.

The next week the army came to the village to take all the young men to war. The farmer's son was still disabled with his broken leg, so he was spared. "Good luck, bad luck, who knows?" source

Story - The hundredth monkey

2010-01-05T05:25:00.001-08:00

There is a legend I'd like to tell you about. In its message may lie hope of a future for your organisation. Here is the story of the Hundredth Monkey.

The Japanese monkey Macaca Fuscata had been observed in the wild for a period of over thirty years. In 1952, on the island of Koshima, scientists were providing monkeys with sweet potatoes dropped in the sand. The monkeys liked the taste of the raw sweet potatoes but they found the dirt unpleasant. An 18 month old female named Imo found she could solve the problem by washing the potatoes in a nearby stream. She taught this trick to her mother. Her playmates also learned this new way and they taught their mothers too. This cultural innovation was gradually picked up by various monkeys before the eyes of the scientists.

Between 1952 and 1958, all the young monkeys learned to wash the sandy sweet potatoes to make them more palatable. Only the adults who imitated their children learned this social improvement ... other adults kept eating the dirty sweet potatoes. Then something startling took place. In the autumn of 1958 a certain number of Koshima monkeys were washing sweet potatoes - the exact number is not known. Let us suppose that when the sun rose one morning there were 99 monkeys on Koshima Island who had learned to wash their sweet potatoes. Let's further suppose that later that evening the hundredth monkey learned to wash potatoes ... THEN IT HAPPENED. By that evening almost everyone in the tribe was washing sweet potatoes before eating them. The added energy of this hundredth monkey somehow created an ideological breakthrough!

But notice. A most surprising thing observed by these scientists was that the habit of washing sweet potatoes then jumped over the sea - colonies of monkeys on other islands and the mainland troop of monkeys at Takasakiyama began washing their sweet potatoes. Thus, when a certain number achieves an awareness, this new awareness may be communicated from mind to mind. Although the exact number may vary, The Hundredth Monkey phenomenon means that when only a limited number of people know of a new way, it may remain the conscious property of just those people. But there is a point at which if only one more person tunes in to a new awareness, a field is strengthened so that this awareness is picked up by almost everyone!

Your awareness is needed. You may be the "hundredth monkey". source

Management games

2010-01-05T05:23:00.001-08:00

This range of management games can be used to achieve specific outcomes or to fill a slot in a conference or workshop.

• Prisoners' Dilemma
The Prisoners' Dilemma is a well known trust game which helps teams to understand about working together for a win-win outcome. It isolates the components of trust and demonstrates the concept of win-win to bring greater understanding of the processes involved in building, maintaining, losing and regaining trust. It also provides an insight into positional and principled negotiation...

Price: £14.95

• Space Ship Shortlist
This game can be used to teach decision making or negotiation skills, or to investigate attitudes to diversity and challenge stereotypes. It has been designed to alert participants to the danger of allowing prejudice and emotion to get into the way of negotiating a logical decision. It can be played at several levels of emotional involvement...

Price: £9.99

• Hollow Square
This game can be used to help teams understand the impact of communication between those who develop plans and those who have to implement them. It also highlights helpful and not so helpful behaviours when planning, assigning or completing tasks. Teams that regularly work on problem solving will find the game useful for alerting them to factors that encourage or restrict effectiveness. It can be played at several levels of complexity ...

Price: £50.00

• Supertanker – a leadership and planning game
All organisations – from small teams to giant corporations – are super tankers. Once they are underway, it's very difficult to stop them, or even change direction! The most frequently observed characteristic of a winning team is that it has a mission and well-planned common objectives. However, planning and objective-setting can't be taught by talking to teams about the danger of capsizing or running aground.

Price: £99.00

• Monday Meeting – a meeting simulation game
The only time a team can really exercise its teamness is in meetings and get-togethers. Even with a good decision¬making system, meetings can be very bloody! The Monday Meeting simulation has been designed to give team members the opportunity to practise some vital meeting skills.

Price: £125.00

• Viking Attack – a team building game

Viking Attack is a team building exercise which simulates the need for complementarities and interdependence within a team. It can be used in any number of training situations.

Viking Attack has proved to be our most useful and consistently popular exercise.

Price: £95.00

• Seven Wonders – a consensus seeking game
An activity to help teams deal with the emotionally difficult problem of group decision-making through consensus-seeking.

Price: £125.00

• Forest Fire – a consensus seeking game
An activity to practise consensus-seeking and study the impact of attitudes and values on team decision-making.

Price: £75.00

• Westrek – a leadership and planning game
This game, set in the Wild West, is designed to help groups become conscious of the steps to successful planning.

It teaches the five essential steps in the planning of any project, and demonstrates the need for co-operation, sharing and synergy in a team, especially during the planning of a project

Price: £195.00

• Road names – a consensus building game

Winning teams are characterised by their ability to make winning decisions. This game helps train a team in how to create a decision-making system.

The task is to choose the names of six roads, three boulevards and a main square for a new bureau park for the United Nations.

Price: £95.00

• Terra-Nova – a leadership and planning game
Terra Nova is a team planning exercise to help groups learn how to process complex information and choose logically between a number of alternatives

Price: £275.00

• Murphy – a leadership and planning game
The success of a team often depends on the synergy which a team leader can create from the skills and knowledge of its members. This game highlights the interdependence within a team, as well as allowing participants to practise leadership and planning skills.

Price: £145.00

FAQs - One-Year Post Graduate Programme in Public Management and Policy

2009-10-06T06:50:00.001-07:00

One-Year Post Graduate Programme in Public Management and Policy
(PGP-PMP)

Frequently Asked Questions (FAQs)

1.	What are the eligibility criteria for admission to PGP-PMP?
2.	Is the admission process different for sponsored candidates?
3.	Is there a minimum GMAT / CAT / GRE Score?
4.	In the case of GMAT, is it sufficient to submit the application with the test centre score or do you need the official score from Pearson before the last date?
5.	If I have more than one GMAT / CAT / GRE score, which will be considered?
6.	What is the minimum mark / grade I should have at the Bachelor's level for me to apply for this programme?
7.	I have already completed a Post Graduate Diploma in Management / MBA and have been working since then. Will this education be considered as a disqualification for the PGP-PMP?
8.	Should the experience be in a for-profit organization?
9.	Should the experience be in a not- for- profit organization?
10.	How should candidates planning to avail of DoPT sponsorship apply?
11.	Is there any reservation for people working outside India?
12.	Is there any reservation for SC/ST/OBC/handicapped persons, etc.?
13.	Is there any reservation for company- sponsored candidates?
14.	How many seats are available?
15.	What are the specializations / concentrations available for PGP-PMP?
16.	Which are the electives available to the participants?
17.	What is the degree offered at the end of the programme?
18.	How is PGP-PMP different from the two-year Post Graduate Programme (PGP) at IIMA?
19.	How is PGP-PMP different from the one-year Post Graduate Programme for Executives (PGPX) at IIMA?
20.	Would the programme enable the participants to go for higher studies like Ph.D?
21.	What is the international attachment / exchange module?
22.	Will placement services be available?
23.	Will older candidates find it difficult to get placed after they complete the programme?
24.	What is the charge for the application form?
25.	What is the schedule of the admission process for the programme starting in April 2009?
26.	What are the documents required for application?
27.	Will an entrance test be conducted? If so, where and when?
28.	Is staying on the institute campus mandatory?
29.	What will be the nature of the accommodation?
30.	What are the financial implications of the programme? What is the fee for the programme? What is the fee payment mode? What about bank loans to finance the programme? Does the programme offer scholarships?
31.	Can I know a little more about Ahmedabad?
32.	Can I talk to current students of the Programme?
33.	Can I talk to someone at IIMA for further clarifications?

What are the eligibility criteria for admission to PGP-PMP?

Here are the basic criteria for the programme starting April 2009:

Bachelor's Degree or equivalent in any discipline
Seven or more years of work experience in a supervisory/managerial/administrative position. Candidates with legislative experience are also eligible to apply provided they are (i) 27 year or more years old, and (ii) have one year or more of experience as a minister at the central level or as a member of parliament or 2 years or more of experience as minister at the state level or as member of the legislative assembly/council; or have served for 5 years or more as councillor of municipal corporation or jilla parishad.
Either GMAT, CAT, GRE, or IIMA's specially designed test score.
1. GMAT is the preferred test for the PGP-PMP. Please visit http://www.mba.com.
2. CAT (Common Admissions Test of the IIMs). Please visit the admissions page of any of the IIMs, e.g., http://www.iimahd.ernet.in/programmes/cat2008advt.htm for their PGP programmes. CAT is widely advertised in July every year. CAT 2008 would be too late for admissions to PGP-PMP 2009 but CAT 2007, CAT 2006, and CAT 2005 would be valid.
  CAT is conducted jointly by the six IIMs for their doctoral and two-year PGP (MBA) programmes. Performance in CAT is one of the several inputs used by IIMs to judge the suitability of a candidate, first for interview and then for final selection to these programmes. PGP-PMP at IIMA will be one of the regular options for CAT candidates. Applicants with CAT score please note that the minimum "50% score at bachelor's degree" would hold for application to the PGP-PMP.
3. GRE – Graduate Record Examination of the ETS. Please visit http://www.ets.org/gre.
4. IIMA's specially designed test: Candidates without GMAT/GRE/CAT will be required to appear for IIMA's specially designed test.
5. Candidates would be called for interview based on their GRE/GMAT/CAT/test scores and application rating.
6. Candidates either coming through the CAT/GRE/GMAT route or through the "test" route would be interviewed at one location, viz., Ahmedabad.

Is the admission process different for sponsored candidates?

No. All candidates, whether sponsored or not, will go through the PGP-PMP admission process.

Is there a minimum GMAT / CAT / GRE Score?

Not technically. It is expected though that the candidates would have a GMAT score of 600 or better going by our experience with PGP-PMP 07-08. For CAT, however, there is a minimum score of 85+. The best score in previous three CATs would be used. The equivalent performance on the IIMA's specially designed test would be determined by the Admissions Committee for short-listing and application rating. The IIMA's specially designed test is very similar to GMAT. The preferred test is GMAT for both sponsored and non-sponsored candidates. Applicants with GMAT score between 600 and 650 are advised to take the special test additionally since the cut off score this year would be between 600 and 650.

In the case of GMAT, is it sufficient to submit the application with the test centre score or do you need the official score from Pearson before the last date?

We will accept the test centre (unofficial) GMAT score from candidates up to November 3, 2008 which is the deadline for receiving the application forms.
Candidates are required to have the official score sent from Pearson to IIMA [Code: CQQ:RR:62] soon after their submission of scores / application. The application will be considered incomplete unless the GMAT score is received from Pearson.

If I have more than one GMAT / CAT / GRE score, which will be considered?

The highest score will be considered.

What is the minimum mark / grade I should have at the Bachelor's level for me to apply for admission?

There is no minimum. However, candidates are expected to have had a good academic record. Those taking the CAT route may note that there is a 50% requirement in graduation for CAT.

I have already completed a Post Graduate Diploma in Management / MBA and have been working since then. Will this education be considered as a disqualification for the PGP-PMP?

Should the experience be in a for-profit organization?

Not necessarily.

Should the experience be in a not-for-profit organization?

Not necessarily.

10.

How should candidates planning to avail of DoPT sponsorship apply?

Candidates planning to avail of DoPT sponsorship should apply without waiting for the sponsorship to materializeby mentioning at the appropriate location in the application form that they are applying for DoPT sponsorship. APPLICATION MUST BE MADE TO THE IIMA. The DoPT has its own criteria for sponsorship. Candidates are advised to discuss their eligibility with the DoPT. It is better if a copy of their application to IIMA is enclosed in their application to the DoPT for sponsorship. Note that DoPT in its agreement with IIMA has agreed to sponsor a few candidates who are able to clear IIMA's selection process and are awarded admission. The fee for DoPT sponsored candidates will be covered under the DoPT guidelines.

DoPT sponsored candidates would also go through CAT/GRE/GMAT or the specially designed test.

11.

Is there any reservation for people working outside India?

No. However, the programme is actively seeking an international mix of participants.

12.

Is there any reservation for SC/ST/OBC/handicapped persons, etc?

13.

Is there any reservation for company-sponsored candidates?

No.

14.

How many seats are available?

We would be having one section for the year 2009-10. The actual class size would depend on how many would make it through IIMA's rigorous multi-stage screening process. IIMA's class sizes vary between 40 and 60.

15.

What are the specializations / concentrations available for the PGP-PMP?

PGP-PMP is a general management programme with particular emphasis on public management and policy and hence no specialization is officially offered. It would be possible though for students to choose electives to have concentration in Public Policy and Governance; Infrastructure Development and Financing; and Public Enterprise Management. The programme will, however, have a wide selection of elective courses for those wanting to do more courses in a particular area.

16.

Which are the electives available to the participants?

Our effort will be to provide a wide range of electives depending on participant interest and availability of faculty. Electives may be so chosen as to lead to concentration in Public Policy and Governance; Infrastructure Development and Financing; and Public Enterprise Management.

17.

What is the degree offered at the end of the programme?

On successful completion, participants will be given Post-Graduate Diploma in Public Management and Policy. This may be considered equivalent to the one-year management programmes offered by INSEAD (France), Indian School of Business (India), Asian Institute of Management (Philippines), University of Pittsburgh (USA), Cranfield (UK), etc. It would be equivalent to many of the top-most post graduate public management/public policy programmes globally.

18.

How is PGP-PMP different from the two-year Post Graduate
Programme (PGP) at IIMA?

Unlike the PGP, PGP-PMP is designed for civil servants, managers of both public and private enterprises, administrators, and professionals of NGOs with experience. It has a general management focus with an emphasis on public management and policy. The goal is to prepare the participants to take up challenging top level positions in public management and policy in government, public organizations, and private sector.

19.

How is PGP-PMP different from the One-year Post Graduate Programme for Executives (PGPX) at IIMA?

PGP-PMP is also different from the PGPX programme. The focus of the PGPX programme is on management in the enterprise context. The PGP-PMP is focused on public management which is broadly understood as the management of government, public enterprises, international organizations, and non-government organizations besides policy formulation, regulation, and governance. The PGP-PMP programme has a core management course package that is similar to the "Building Blocks" module of PGPX. This module is followed by a public management and policy module. Other courses are in the form of electives and international attachment related courses which could add up to a concentration in the following areas: (a) Public Policy and Governance (b) Infrastructure Development and Financing and (c) Public Enterprise Management.

20.

Would the programme enable participants to go for higher studies like Ph.D?

As of now, we are unsure about this. We would hope that our programme would be recognized as Master's equivalent, just like the two-year post-graduate programme (which is also not a formal degree but has got established as being a high quality post graduate education). IIMA's FPM (doctoral) programme has given a waiver from the first year FPM courses for such graduates of the PGP-PMP as who obtain a grade point average of 2.55 or better.

21.

What is the international attachment / exchange module?

International attachment / exchange exposes the participants to work practices in an environment different from those at home to further cross-country understanding. It also helps them understand the macro-economic underpinnings and strengths and weaknesses of the host country from a governance and policy perspective. This module, which is an important component of the programme, is expected to prepare the participants to take on challenging public management and policy assignments in the new globalized world.

Please refer International Attachment / Exchange for more details.

22.

Will placement services be available?

Yes, to participants who are not sponsored by their organizations. Our current two-year PGP has an enviable placement record and we think that we will be able to replicate that success in the case of the one-year PGP-PMP as well. The PGPX programme in its maiden year has also been successful in placement.

In the first programme, all participants opting for placement were placed in senior management positions in a variety of organizations including the private sector, NGO sector, infrastructure sector, consultancy especially in government infrastructure and regulatory verticals, banking, business development, energy, etc. The average domestic salary was around Rs. 26 lakh per annum.

23.

Will older candidates find it difficult to get placed after they complete the
programme?

Our attempt will be to customize placement for each individual although candidates above 48 years of age would be difficult to place since India, unlike some other countries, does not have laws that ban age as a criterion in selection.

24.

What is the charge for the application form?

It is free.

25.

What is the schedule of the admission process for the programme starting in
April 2008?

(a) The application form is available online (www.iimahd.ernet.in).
(b) Last date for receipt of filled-in applications                     : November 3, 2008
(c) IIMA special test (for those without GMAT/GRE/CAT)        : November 30, 2008
(d) Personal Interviews                                                      : December 19, 20 and 21, 2008
(e) Completion of admission process                                    : January 5, 2009
(f) Intimation to selected candidates                                    : January 5, 2009

26.

What are the documents required for application?

Documents/ testimonials that you need to enclose are as follows:

A recent passport size photograph pasted on the application form (or sent as an electronic picture file with sufficient clarity).
Copy of valid passport in case the applicant is not an Indian national (hard or soft scanned copies).
Certificates (scanned / hard) as proof of graduation.
Proof / certificate of having been employed in a supervisory / managerial / administrative position for seven years. This may also be provided in hard or soft (scanned) form. Civil servant candidates need to mention their batch, cadre, and state / organization where they have worked.

Only copies of certificates and testimonials are needed to be provided at the time of application. Originals may be required to be produced at the time of the interview.

27.

Will an entrance test be conducted? If so, where and when?

There will be no entrance test for applicants with GMAT/GRE/CAT score. Those applying without GMAT/GRE/CAT would have to take IIMA's specially designed test on November 30, 2008. The equivalent performance on the IIMA's specially designed test would be determined by the Admissions Committee for short-listing and application rating. The IIMA's specially designed test is very similar to GMAT. The preferred test is GMAT for both sponsored and non-sponsored candidates. Applicants with GMAT score between 600 and 650 are advised to take the special test additionally since the cut off score this year would be between 600 and 650. Candidates would be short-listed based on their GMAT/GRE/CAT/IIMA's specially designed test and application rating and called for an interview at Ahmedabad. Those candidates without GMAT/GRE/CAT would have to go through two-stage selection process.

28.

Is staying on the Institute campus mandatory?

Yes, this is a fully residential programme. Accommodation will be available for both single and married participants. In special cases IIMA, may permit students to stay close to the campus. Even then students are expected to be available on campus for syndicate and group work which can go on late into the night. Classes could also be held at odd hours and students are expected to attend all classes and partake in all group activity. The programme being rigorous involves much work.

29.

What will be the nature of the accommodation?

Single Room Accommodation:

One room + attached bath (total built up area: 315 sq ft)
Each room will be fully furnished, with air conditioner, television, refrigerator, telephone connection, and internet facility. Board is bundled with lodging in this case.
Married Accommodation (MSH):

Two rooms + kitchen + bath (total built up area: 676 sq ft)
Both the rooms would be fully furnished. Bedroom will have an air conditioner. The house will have television, refrigerator, telephone connection, and internet facility. The candidate has the option to avail of board or make his/her own meals. A charge of Rs. 80 per day will apply to those not availing of board to cover cost of tea and snacks during the day.

Common Facilities:

Vegetarian and non-vegetarian meals would be served in the dining hall.

Facilities for indoor/outdoor games and recreation activities are available. Games such as badminton, basketball, cricket, football (soccer), hockey, table tennis, tennis and volleyball are very popular among the student community. Fitness conscious students can work out in the gymnasium or go for a jog around the scenic campus. For those who prefer to stay indoors, there is chess, carrom or bridge.

Three doctors are in attendance at the dispensary on the campus. A Post Office and a full fledged State Bank of India branch with ATM facility function on the campus.

Network Connectivity:

High-speed servers, running on a variety of platforms to suit all kinds of requirements, support the entire network. The Institute's network is linked to the Internet via a dedicated leased line enabling round the clock Internet connectivity with WiFi facility on the campus. Every classroom has a computer connected to this network that allows faculty to retrieve relevant information from their desktop or the central database. This connectivity helps both the students and the faculty considerably in their research and projects. Participants are expected to bring their own lap-tops.

30.

What are the financial implications of the programme?

The details are given below:

What are the fees for the Programme?

The programme fee excluding board and lodging and International Attachment will be about INR 12,90,000 (approximately US$ 30,000). This includes tuition, academic expenses like basic programme material, library and network charges. International Attachment cost will be approximately Rs.4,00,000. While the annual lodging charges for MSH will be approximately Rs. 2,38,000, the annual lodging charges for a fully-furnished single room in IMDC Annexe will be approximately Rs.1,22,000. The annual boarding charges will be about Rs.95,000. Those who do not avail board will have to pay Rs.25,000 towards the cost of refreshment.

Electricity charges for both married accommodation and single rooms will be payable based on meter reading.

No refund/rebate will be given for meals not taken. Mess charges for visiting family members / guests will be payable at the rates fixed by the Institute from time to time.

Candidates from abroad may pay at exchange rates prevailing at the time of payment.

No refund/rebate will be given for meals not taken. Mess charges for visiting family
members / guests will be payable at the rates fixed by the Institute from time to time.

Candidates from abroad may pay at exchange rates prevailing at the time of
payment.

Fees for candidates sponsored by the DoPT would be announced soon. The gross fee for DoPT candidates last year was completely covered by the DoPT.

What is the fee payment mode?

By DD/Banker's Cheque payable at par in Indian Rupees or US$ equivalent. Two payment modes are available:

Mode 1: (Lumpsum)

1	On acceptance of offer, towards a nonrefundable commitment fee	January 2009	Rs 50,000
2	At the start of the programme, prior to term I	April 2009	The Balance

Mode 2: (Installment basis, with interest charges)

1	On acceptance of offer, towards a nonrefundable commitment fee	January 2009	Rs 50,000
2	At the start of the programme, prior to term I	April 2009	Balance in 4 equal instalments at 9% interest
3	Prior to term II	June 2009
4	Prior to term III	August 2009
5	Prior to term IV	November 2009

What about bank loans to finance the programme?

The Institute has found several banks interested in offering loans to those a admitted to the programme. International students, apart from their own banking sources, can approach bank branches of Indian Banks in their countries.
Does the programme offer scholarships?

Fellowships to cover part or full tuition and related fee may be available to top 10 per cent of participants.

31.

Can I know a little more about Ahmedabad?

Please refer the 'About Ahmedabad' section for details.

32.

Can I talk to current students of the programme?

Participants of 2008-09 Batch

Name	Organization & designation prior to joining the programme	Email Id
Mr. Dhiraj Shetty	Senior Electrical/ Transportation Engineer, Transcore, USA	p08dhiraj@iimahd.ernet.in
Ms. Aradhana Patnaik	D.C./ DM, Govt. of Jharkhand	p08aradhana@iimahd.ernet.in
Mr. Rahul Jayanti	Dy. Chief Manager, Rashtriya Ispat Nigam Ltd.	p08rjayanti@iimahd.ernet.in
Dr. Prem Singh	D.C./ DM, Govt. of Manipur	p08prem@iimahd.ernet.in
Mr. Harpreet Singh Pruthi	Dy. Chief Material Manager, Indian Railways	p08harpreet@iimahd.ernet.in
Mr. Amit Kushwaha	ADG, Dept. of Telecom	p08amit@iimahd.ernet.in
Cdr. Vineet Shekhar	Commander, Indian Navy	p08vineet@iimahd.ernet.in

33.

Can I talk to someone at IIMA for further clarifications?

Yes, please contact

Manager, PGP-PMP
(One-Year Post-Graduate Programme in Public Management and Policy)
Indian Institute of Management, Ahmedabad – 380015, India
Tel: +91-79-6522 4886 Fax: +91-79-6632 4455 / 6632 4586/ 6632 6896
Email:pgppmp@iimahd.ernet.in Web: www.iimahd.ernet.in

Visit Source:

Selection Criteria for Admission to PGP-PMP 2009-10 batch.

2009-10-06T06:45:00.001-07:00

Selection Criteria for Admission to PGP-PMP 2009-10 batch.

Cut-off score for GMAT = 680

Cut-off percentile for CAT = 88

Cut-off score for the PGP-PMP Special Test = 117 marks on the overall total

& 15 marks on the total for the verbal section

One-Year Post Graduate Programme in Public Management and Policy
(PGP-PMP)

PGP-PMP is a full-time residential programme in public management and policy with a sharp focus on governance and policy formulation and implementation, infrastructure development, and public enterprise management. A rigorous programme, it has been designed to sharpen the skills and broaden the perspectives of civil servants; managers of government, public enterprises, NGOs; and executives of private sector firms engaged in public management. The programme is open to bright and motivated mid-career managers as well as administrators/ professionals of NGOs and people with legislative experience of all nationalities who intend taking up challenging top management positions in governance, public management and policy. Candidates from Asia and Africa are especially invited to apply. The programme has strong foundations in the conceptual and analytical dimensions of management and policy, and the curriculum is also designed to build on the experience of participants.

The programme builds upon the excellence of IIMA in management teaching and research and its considerable experience in policy research and consultancy to take management to the domains of public policy, services provision and regulation, and management of public organizations and enterprises.

Curriculum

PGP-PMP has about 800 contact or equivalent hours of engagement. The programme has three modules – a core management (CM) module that would be equivalent to a similar module in any leading international one-year executive management programme, a core public management and policy (CPMP) module, and electives leading to concentration in a number of areas. In addition, an international attachment/exchange module would provide the necessary exposure to working at senior levels in public policy and management. The years of experience of IIMA in research and consulting for governments, regulatory bodies, and the public sector are being brought to bear upon to offer this unique executive programme. The programme's core management module is similar to the 'building blocks' of the Post-Graduate Programme in Management for Executives (PGPX) of the Institute.

Courses in the Core Management Module

Areas	Courses
Business Policy	Competitive Strategies
Communication	Management Communications-I Management Communications-II
Computers and Information Systems	Strategic Management of IT
Economics	Firms and Markets Open Economy Macroeconomics
Finance and Accounting	Costing and Management Control Systems Financial Reporting and Analysis Financial Management-I Financial Management-II
Marketing	Customer Management I Customer Management II
Organization Behaviour	Leadership in Organizations Organizational Behaviour
Personnel and Industrial Relations	Human Resource Management for Organizations
Production and Quantitative Methods	Data Analysis Operations Management Quantitative Approaches to Decision Making

Courses in the Core Public Management and Policy Module

Economic Environmental and Policy
Economic Development
Economics of Regulation
Innovation and Technology Policy
International Economic Relations
Issues in Ethics and Leadership
IT Strategies for Governance
Law and Public Management
Public Finance
Public Organization and Management Theory
Public Policy Formulation and Implementation
Social and Political Development

Elective Courses

Elective courses will depend on participants' interest and availability of faculty. Our effort will be to provide a wide range of electives. Electives may be so chosen as to lead to concentration in:

Infrastructure Development and Financing
Public Enterprise Management
Public Policy and Governance

Electives of other programmes would also be opened to PGP-PMP participants on a selective basis to choose from. Among the electives tied up under the PGP-PMP so far are:

Agribusiness Policy and Management
Carbon Finance
Contract Management
Corporate Governance
Country Environments & Multinational Strategy
Design and Dynamics of Developmental Organizations
Developing and Managing Water Resources
Developments in the Electricity Sector
E-Governance
Enterprise and Innovations in Education
Globalizing a Resurgent India through Innovative Transformation
Governance & Policy Formulation - Programme & Policy Evaluation
Knowledge Management for Non-Profit Organizations
Leadership & Managerial Effectiveness thro' 360 Degree Feedback
Legal and Regulatory Issues in Infrastructure
Management of Public- Private-Community Partnerships
Managing IT Infrastructure: Internet, Web technology and E-Commerce
Managing Negotiations
Managing Telecom Enterprises
Managing Workplace Diversity
Market Microstructure & Market Breakdowns
Media & Society: The Economics, Politics, Ethics and Technologies of Mass Communication
Mergers, Acquisition and Restructuring
Outsourcing
Policy, Regulatory and Financing Issues in Infrastructure
Project Management
Public Enterprises Management
Public Policy & Management of Development Induced Displacement
Real Estate
Regulation of Banks and Financial Intermediaries
Retail Management
Revenue Management and Dynamic Pricing
Securities Regulation
Six-Sigma
Strategic Management in Govt./ Vision of Government
Strategic Management of Intellectual Property Rights
Supply Chain & Logistics Management
Talent Management for Public Enterprises
Transportation Infrastructure
Understanding Creativity, Innovation, Knowledge Networks and Entrepreneurship
Understanding Micro Finance
Urban Planning & Management
Urban Transport (Metro rail, MRTS, Ports & Airports)
Valuation of Securities & Investment & Portfolio Management
Working Conference on Authority, Organization, Strategies, and the Politics of Cross-border relatedness.

Many other electives are being firmed up and it is expected that the elective credits on offer to those availed of would be in the ratio of 5:1.

Source:

Joint Management Entrance Test (JMET )

2009-10-06T06:40:00.001-07:00

Joint Management Entrance Test (JMET ) is the first step in the process of admission to the TWO YEAR FULL TIME Postgraduate Degree Programmes in Management offered by the IITs. Currently IIT Bombay, IIT Delhi, IIT Kanpur, IIT Kharagpur, IIT Madras, and IIT Roorkee offer Programmes in Management.

JMET is only a qualifying examination. Candidates have to apply separately to the Institutes of their choice. They are also advised to look up the details provided in the online e-brochure about the programmes available in the participating Institutes. There is no limit to the number of programmes a candidate can apply to, so long as he or she meets the eligibility criteria.

The results of JMET provide a basis to each participating Institute to shortlist potential candidates for conducting its own selection process like, Group Discussion/Interview etc. However, calling the candidates for such later process of selection is the prerogative of the admitting Institute. JMET qualified candidates may contact the management departments/schools of the concerned institutes for additional information, if any. It may be noted that the GATE/JMET offices will not respond to queries on the admission procedure.

6 hottest Company of Silicon Valley

2009-08-20T06:37:00.001-07:00

The Silicon Valley Six, made up of the hottest privately held companies with annual revenue of more than $100 million, were chosen based on informal polling by Reuters of venture capitalists and others. Here are the six companies on the list.

LinkedIn

Founded in 2003, LinkedIn is the most popular social networking site for professionals. It was valued by its investors last year at $1 billion and has annual revenue beyond $100 million. Subscribers provide their professional background on line as a way of meeting others in their field and as a way for companies to help hire.

The company has 43 million members, half outside the United States, and adds 1.5 to 2 million monthly. It turned profitable in 2008.

Solyndra

Founded in 2005, Solyndra is a clean tech company which makes solar electric installations for commercial rooftops. It has a unique system using tubes that make it more efficient than standard photovoltaic systems and cheaper to install.

The company's latest round of growth capital came from the US Department of Energy, which gave it a $535 million loan guarantee in March. It will use the money to increase its annual production capacity to 610 megawatts (MW) from 110 MW.

Zynga

Established in 2007, Zynga in less than two years has grown to be the largest casual online gaming company in the world with 76 million users a month.

It was profitable almost from the beginning, advertising on Facebook and MySpace to tell users about how it works. Games are played between friends and there is no charge to play.

"We think this is going to be a major industry," said Chief Executive Mark Pincus. But he said he is "being careful" and "not rushing for the door" to sell the company.

Silver Spring

Founded in 2002, Silver Spring is a clean tech company that provisions "smart grid" utilities networks, Silver Spring sells smart electric and gas meters and software to conserve energy, minimize interruptions and cut carbon emissions.

The utilities that are the company's clients represent more than 20% of the US population, and its staff of 300 employees is growing.

"We've added well over 100 people this year and are projected to add well over that," said CEO Scott Lang. The company sees opportunities for growth in plug-in electric vehicles, which could create problems on the grid if they become widely used. It is also looking at acquisitions. Lang said a deal could come in less than two months

LiveOps

Established in 2000, LiveOps operates call centers in the cloud, connecting them with than 20,000 people who work at home as private contractors.

Chief Executive Maynard Webb came to LiveOps after being chief operating officer of eBay. He said the company's revenues are accelerating in double digits this year, despite the recession, and its revenues are above $100 million for the third year running.

Webb said he will take the company public but only when it hits internal benchmarks, because his company has no need for money beyond what it generates.

Guidewire

Founded in 2002, Guidewire writes the core software for property and casualty insurance companies, replacing decades-old installations that used the old COBOL language.

Guidewire does in insurance what Oracle and SAP do for enterprise software. Guidewire's applications run on the Web, both as an intranet for internal company use and as an Internet for consumers and claims adjusters. It is designed to handle underwriting, claims and billing.

"We've just had our best year ever by far," said CEO John Raguin. He said the company, whose 70 customers include Geico, AAA and Tokio Marine Nichido Fire, grew by over 40% in the latest fiscal year.
Source:infotech.indiatimes.com

Poor team spirit leads to depression

2009-08-05T05:28:00.001-07:00

Difficult co-workers and awful working atmosphere leads to poor team spirit, which, in turn, increases the risk of developing depression by more

than half, according to a Finnish study.

The study revealed that employees working in such atmosphere were 60 per cent more likely to be depressed, and 50 per cent more likely to use antidepressants.

Dr Marjo Sinokki, of the Finnish Institute of Occupational Health, said that such "psycho-social" factors as "team climate" could be used to predict mental health.

"Poor team climate at work was associated with depressive disorders and predicted future antidepressant medication," the Telegraph quoted him as saying.

For the study, he surveyed 3,347 Finnish employees aged between 30 and 64, and asked them about their perceptions of the working environment, including team spirit, the quality of communication, and their degree of job control or demands.

The participants were asked to rate their working environment according to four descriptions of the atmosphere in the workplace, including "encouraging and supportive of new ideas", "prejudiced and conservative", "nice and easy" or "quarrelsome and disagreeable".

They were also quizzed about their social lives, living arrangements and access to health services.

They were then diagnosed for depression, anxiety, and alcohol misuse.

The researchers even collected information on prescriptions for antidepressants over the following three years from a national register.

"One of the rarely studied psycho-social work characteristics with regard to mental health is team climate, considered to be a construct that refers to individuals'' perceptions of the quality of communication in the work environment," Sinokki said.

"Organisational culture captures the way things are done in an organisation, and climate captures the way people perceive their immediate work environment."

"As these common mental disorders are a major cause of work disability and account for a considerable proportion of the disease burden more attention should be paid to psycho-social factors at work," he warned.

Although poor team spirit and depression were linked, there was no such association with alcohol misuse or anxiety.
Source:The TimesofIndia