MM Bagali, PhD, HR, HRM, HRD, Research, Management, India,

1. Presentation
Does the Management Program
Prepare Business Leaders for Today: A New Face of
Management Education
Dr MM Bagali, PhD
AHRB / Bangalore
Presentation as part of Advocacy done at
AIT B-School

2. Why Management Degree
How the Future Enterprise
looks like
A Landscape of Management
Education in India
The present and the future
scenario
agenda Does Management Education
prepare tomorrow Business
leaders
Q/A

3. • Management Degree works
• The Market Value
• Assured Employment
• Impact Society
• Take hold on Large Business
Why Units
management • Leadership Skills for Complex
Operating Environment
education • To handle all functional areas at
a given time
matters • Stand Out for Well Rounded Job
• A different bread, driven by
creative ideas
• Entrepreneurship
• Self Esteem

4. A Study of Alumina

5. Personal Value to
Individual

6. Value to
Organization

7. Value to
Society

8. But, Management Education is shaped…..
• Needs and Preferences of
Consumers of Business Education
• Knowledge, ability, skills employers
expect graduates to possess
• The resources Business Schools
need to serve their customers
• The demands from the Society

9. The Picture of the
“Future of the Enterprise”…. IBM Survey
Global CEO Study 2008
• Change
• Innovation
• Integrate Globally
• Global business design
• Socially aware customers
• Genuine concern for Society
• Acquisition and Mergers

10. The question…
Employment
or
employability

11. National Knowledge Commission
Government of India
Management Education
The National Knowledge
Commission is a high-level
advisory body to the Prime
Minister of India, with the
objective of transforming India
into a knowledge society. It covers
sectors ranging from education to
e-governance in the focus areas of
the knowledge
• Dr. Sam Pitroda (Chairman)
• Dr. Ashok Ganguly
• Professor P. Balaram
Dr. Jayati Ghosh
• Dr. Deepak Nayyar
• Mr. Nandan Nilekani
• Ms. Sujatha Ramdorai
• Prof. Amitabh Mattoo

12. National Council on Skill Development
• CK Prahlad, Management • Hon. Prime Minister
Guru • Hon. HRD Minister
• Nandan Nilekani, Info-sys • Hon. Finance
• Hon. Heavy Industry and
• Laila Tayabji, NGO, DataKaar Public Enterprise
• Renana Jhabwala, SEWA • Hon. Rural Development
• Rajendra Pawar, NIIT • Hon. Housing and Poverty All.
• Manish Sabharwal, HR BPO • Hon. Labour / Emp
• Dy. Chairman, Pl. Comm.

13. A History
glimpses Types
• 1960… Andhra – University Dept
University First MBA – Affiliated Institutes
program – Autonomous
• 1960 onwards …. IIM C
and B( Now 6, 5 to add) – Deemed
• AICTE approved nearly – Independent / Private
1500 – Foreign Institutes
B - School – Corporate University
Type of Program Schedule
MBA/ MBA( PT) / MBA( Evening) / E-MBA 1 year
IMBA / PGDBM / PGDM / Weekend 2 years
3 years
4 years

14. Attributes of Management program
Ranked
Locations
Ranking
Not Ranked Accredited
Non Accredited
Single campus India
Distributed
International
International India
On Site at companies NBA
Virtually
International
EQUIS… European Foundation for Management
Mode of Delivery Development
Face to face
Partially On Line
Fully On Line
Mode
Delivery
Semester
Charged
Year Academic Alliance
Factors depends
Tri Semester Course delivery % on

15. Disciplines
Human Resource
Marketing
Finance
Production
Has there been any Change???

16. Admission
National Entrance
State Entrance
CAT, MAT, XAT, CET, JMET, ATMA, GCET, JEE, SEE, etc.
COMMON ADMISSION TEST (CAT
JOINT MANAGEMENT ENTRANCE TEST (JMET)
AIMS TEST FOR MANAGEMENT ADMISSIONS (ATMA)
ICET (INTEGRATED COMMON ENTRANCE TEST)
GUJARAT COMMON ENTRANCE TEST (GCET)
HP STATE COMBINED MANAGEMENT APTITUDE TEST
XAT (XLRI ADMISSIONS TEST)
Karnataka COMBINED APTITUDE TEST and K – MAT
ALL INDIA MANAGEMENT ENTRANCE TEST (AIMET)
MANAGEMENT APTITUDE TEST (MAT)
JOINT ENTRANCE EXAMINATION (JEE), ORISSA
• Madhya Pradesh MANAGEMENT ENTRANCE TEST (MET)

17. Education Deliverers
Pedagogy
Black Board/ OHP/LCD
Class Room teaching 70% Award of Degree
Outdoor 20%
Projects 10%
II Class / I Class/ I with Distension

18. Systems Less Used
• Credit system of evaluation
• Corporate Relations in Teaching
• Placements / Consultancy
• Training and Development Wing
• Overseas Offices and Network
• Curriculum Change / Update
• Adding New Subjects
• MDP / FDP
• Corporate Wing( CELL)…. TMDC
• Corporate Management program(extended by B
Schools)

19. Critiques on B - School
• Quality Curriculum Mission not defined
• Faculty, and faculty properly
with doctorate degree Research agendas for
students
• PhD’s mission Cross Cultural knowledge
• Publications fertility
International Exposure Limited Real World
Collaborations Exposure
Case Teaching/ Accreditation
Development High level Dialogue
Industry- Institute less Research Input less

20. A big question for B Schools….
Can I MANAGE One of the first
50 Fortune Companies

21. How to Enhance
the Management Program?
A year prior, the United States accreditor of Business Schools, the AACSB, reported that the
MBA should provide:
a) A sophisticated understanding of the influence of political, social, legal and
regulatory, environmental, demographic and technological impacts on companies;
b) Familiarity with legislation and formal programs that support ethical conduct;
c) Exposure to companies with high levels of integrity and responsibility, countering
much of the negative business media coverage;
d) Dynamic learning opportunities that require integrating multiple perspectives and
managing ambiguities and dilemmas at the global and individual level
But, DOES MBA Program gives… Is the Question?
Association to Advance Collegiate Schools of Business

22. Management Graduates who can
address Questions like….
• How do we factor (geo)political risks into investment decisions?
• How can we account for negative impacts of Operations on nearby
communities, if at all?
• What is the best way to predict and plan for increasing scarcity in
natural resources such as freshwater?
• What governance structure is the most appropriate for our
company / country?
• How does one negotiate with employees to achieve mutually
beneficial resolutions?
• Can you identify important global economic and business trends?
• Can I create my practices as PATENT and copy right?

23. a
g
Recent global trends … The changing
face of management education
m
e
n
t

24. Recent Trends
• Real World Experience
• Curricula… global theme
• Clinical content of curricula
• Evaluation …. Credit system
• Course Changed and Restructured
• Specializations too many
• Names of the course also changed
• Names of Out coming students
designation changed
• Pedagogy approach
• Skill/ Competency oriented
• Continuous Evaluation
• Variety of pedagogy
• Combined faculty for a course

25. Recent Trends
• Title of the courses…. Global
• Study Aboard Program (at least 6
months)
• Collaboration of Program
• Joint Degree Award
• Ranking and Accreditation
• On line courses.. E-
management… web learning
• Foreign added flavor (International touch / flavor)
• Non Credit – Audit courses
• Research agendas in the course
• CEO taking a course

26. valuation Parameters
• Role Play • Class Room teaching
• Business Games • Group Learning... Out door assignment
• Case Method / Case Studies on • Projects
Fortune • Video / TV.... Audio Visual
• GD • Meet the CEO / Executive
• Role Play • Companies
• Business Games • Industrial Visits
• Workshops • Presentations
• Quiz / Debate • Profile writing of Successful Business
• Corporate Interaction houses in India
• Seminar • Publications by Students Compulsory
• Workshops • Seed Money Granted
• Virtual Business Setting • Business writing plans/models

27. Recent Trends
• More practice in decision
Making based on complex and
uncertain situation
• More opportunities for
experiential learning
• A broader understanding of the
interdependent nature of
business functions
• More integrated,
multidisciplinary pedagogical
techniques
• Cross cutting emphasis on
ethical leadership

28. Recent Trends
• Knowledge of Economics,
Political, Environmental and
social dimensions are brought
into
• Provide boarder knowledge
than only about specific topics
and processes
• Ability to work in Team and in
collaborative situations in a fast
paced environment
• Feedback from present
students, alumina, recruiters,
stake holders, on all aspects

29. Recent Trends
Network Ideas
Management Educators should be more visible within Business
community, and an constant dialogue and debate of issues of business
global impact..
CII
NASSCOM
NHRD Network
FICCI
IT Forum
Strategic Group of India
and many more

30. Attributes of Management program
Locations Accredited
Single campus India
Distributed NBA
International Ranking ISO
International
On Site at companies Needed AACSB …Association to Advance Collegiate Schools
Virtually
of Business
EQUIS… European Foundation for Management
India
Development
International Charged
Factors depends on your
Mode program and facilities;
academic program
Delivery
Semester
Year
Tri Semester
Academic Alliance
Mode of Delivery
Course delivery % Face to face
Mixed Tutorials Partially On Line
Fully On Line

31. New areas / courses
Management program
• Public Policy
• Entrepreneurship
• Change management
• International Business
• IT
• Insurance Management
• ERP
• CRM
• Retail
• NGO Management
• Rural
• Tourism
• Marketing and Sales
• HRM
• Medical Tourism
• Hospitality
……………………
Sports
Infrastructure
MNC

32. What Recruiters look Management
grads… …
TCS WIPRO Tech
• Need to study not only for exam purpose but from a • Communication skills and confidence level is
professional perspective. poor.
• Need to improve their general knowledge and • Communication skills need to be given more
knowledge about current affairs.
focus.
• Need to start looking at bigger picture of the work
they are doing rather than looking it as piece of • Focus on basics, problem solving approach
code etc.
communication skills.
• Need to develop more General Knowledge and
understanding about the industry. Environment & • Need to work on oral communication skills.
surroundings.(like companies, markets, world ,
politics, etc.)
• Need to improve the quality and depth of
• Need to improve the knowledge for other that internal projects.
curricular.

33. HCL Tech.
Concentrate more on Communication skills and
aptitude.
Need to enhance basic skills need to concentrate on
basics of academic subjects. Need to improve
communication skills.
Mahindra and Mahindra
• Students must engage themselves in extra curricular activities.
• More trainings can be imparted to improve interpersonal skills.
• Students should have more extra curricular activities for overall
personality developments.

34. The thinking….
m
Do they have C O R E Competency
Communication
Interpersonal
Decision Making
Risk Taking
Negotiation
Leadership
Multicultural skills

35. hard fact reality
• You cant create a leader in class room
• A good practice is as good as a good theory
• Research and Theory go hand in hand
• Institutes are not Placement Agencies

36. A B-School response
A B - School which address perspectives from….
Company Managers
Management students
Management Faculty and Administrators

37. Company Managers would like to
see…
• Practical experience working through
responsible business decision making
• Greater awareness of business tools
and principles with social dimensions
• Exposure to an array of models of
the corporation, including corporate
governance structures and models of
the corporation vis-à-vis society at
large

38. Management students would like to
see…
Experience in managing among different business disciplines
and
among their differing social and environmental impacts
• Skills in communicating difficult messages and decisions,
internally and externally
• Practice in crafting integrated strategies for corporate
planning
• Exposure to the ways in which public policy and
engagement with governments can benefit companies
• Confidence in making decisions when the available data is
sparse
• Basic training in the concepts of ethics

39. Management Faculty and
Administrators would like to see…
• Interdisciplinary thinking across the
current silos of marketing, finance
and accounting, operations,
organizational behavior, and strategy
• Practice in decision making in the
face of imperfect information and
under conditions of great transition

40. What b School should look at

41. Bring more practitioners into the classroom
a. Find real-world, current examples of companies facing
environmental, social or governance challenges and bring
representatives into the classroom to tell these stories
b. Structure classes around negotiations that allow practice in
situational decision-making and cross-functional consensus
building; have the relevant practitioner observe the
negotiation and offer his/her perspective at the end

42. Create space for students to bring up and work
with these type of issues in class
a. Create talking points for students on the most
popular cases. Encourage students to bring up
these points in class and in study groups.
Provide second-year students an opportunity
to mentor first-year students about the cases
likely to come up in a particular course.

43. Revamp classroom learning techniques
a. Hold stakeholder engagement exercises, with students
playing the roles of different external and internal
stakeholders to provide a sense of the complexity of
decision-making when balancing the needs of multiple
constituencies.
b. Hold a media survival training such as those offered
within companies. Have students role-play a journalist
questioning company representatives about
environmental, social or governance problems.

44. Co-teach classes for greater cross-disciplinary fertilization
a. Train and pay one well-respected faculty consultant from each
core discipline (finance, marketing, etc.) to guest lecture in a
colleague’s class. This would offer, for example, a marketing
perspective on a finance case, an operations perspective on a
strategy case, or an ethics perspective on an accounting case. Doing
so would help overcome faculty’s hesitation to teach new materials
and would introduce competing goals and objectives, such as net
present value, long-term value and sustainability, and stimulate
discussion on potential trade-offs between two disciplines’
perspectives

45. Introduce new themes and speakers to the MBA orientation
a. Invite executives who will talk about environmental, social
and governance factors as key to core business strategies
b. Institute a “Capstone” course during orientation that
focuses on one project from multiple angles
• Invite failed organization/ failed Business/failed Business
Person

46. Support and require experiential learning
a. Connect students with internships within a
company
b. Enable students to design and run start-up
companies with faculty as advisors
c. Assign class projects that require “consulting”
for companies on under researched issues

47. Enhance the universe of teaching cases by incorporating environmental,
social and governance concepts and examples
a. Add new teaching notes for popular case studies so that faculty members
have access to the issues as they relate to core curriculum material. This
will prevent people from putting on an “ethics” hat at the beginning of the
exercise, and will encourage students to integrate these factors amongst
the other considerations in their decision making.
b. Tailor case studies to the type of classes offered so that faculty will be more
likely to teach it. For example:
For Marketing: GE’s Ecomagination launch
For Accounting: The Enron story
For Finance: Unocal’s cost-benefit analysis in Burma

48. Survey students about their values as they
enter and exit Management grads programs
a. Gather hard evidence about the possible
unintended consequences of Management
curriculums, as suggested by recent surveys

49. Survey companies to understand the difference between
stated recruitment preferences and real-life practice
a. Survey recruiting companies on how environmental, social
and governance skills and knowledge play a role in
Management graduates recruitment and professional
growth
b. Survey young professionals about why they think they got
hired, and survey them again three years later about why
they think they did or did not get promoted

50. National Council on Skill Development
• CK Prahlad, Management • Hon. Prime Minister
Guru • Hon. HRD Minister
• Nandan Nilekani, Info-sys • Hon. Finance
• Laila Tayabji, NGO, DataKaar • Hon. Heavy Industry and Public
Enterprise
• Renana Jhabwala, SEWA
• Hon. Rural Development
• Rajendra Pawar, NIIT • Hon. Housing and Poverty All.
• Manish Sabharwal, HR BPO • Hon. Labour / Emp
• Dy. Chairman, Pl. Comm.

51. National Knowledge Commission
Focus Areas
The
National Knowledge Commission is a high-level
Access advisory body to the Prime Minister of India, with
the objective of transforming India into a
knowledge society. It covers sectors ranging from
education to e-governance in the focus areas of
• Literacy Creation the knowledge
Language
Translation • Science and
Libraries Technology
Networks Intellectual Property
Portals Rights (IPRs)
Innovation Dr. Sam Pitroda (Chairman)
Concepts Entrepreneurship Dr. Ashok Ganguly
Professor P. Balaram
Dr. Jayati Ghosh
School Education Dr. Deepak Nayyar
Vocational Education
Higher Education
Services Mr. Nandan Nilekani
Medical Education • e-Governance
Legal Education Ms. Sujatha Ramdorai
Management Education Prof. Amitabh Mattoo
Engineering Education
Open and Distance Education

52. National Knowledge Commission
Government of India
Management Education
Some of the issues under consideration of National Knowledge
Commission are:
Constraints, problems and challenges relating to curriculum, teaching,
infrastructure, administration and access.
Methods of strengthening teaching and research in the management of
public systems (including state governments and local governments),
regulatory structures and public policy.
Methods of attracting and retaining talented faculty members.
Measures to promote and sustain the research in management
education.
Issues of autonomy and accountability of institutions.
Innovative means of raising standards and promoting excellence in
management education situated in the wider context of society.

53. NASSCOM
National Association of Software and Service Companies
Key Highlights
• Key emerging opportunities for the Indian Product Industry
• High potential sectors: Customer Insights on Industry Verticals; their
Expectations of Products
• Talent proposition for Product Business in India
• Product Business - Shift from Product Development to Product
Management
• Understanding Markets, Customers and “Go-to-market” strategies and
methodology
• Industry analysts on Issues around capital, growth, organizational
structuring; Angel, VC and PE investment priorities and value propositions
• Showcase of 4/5 emerging companies

54. • Harvard University
• Stanford University
• University of Pennsylvania
• Massachusetts Institute of Technology - MIT
• Melbourne Business School
• University of Adelaide
• London Business School
• Edinburgh University Management School
• University of Auckland
• Chinese University of Hong Kong
• Asian Institute of Management, Philippines
• National University of Singapore Business School, Singapore
• Nanyang Technological University, Singapore

56. Everyone has a BIG role to play….
• Students
• Professors
• Promoters
• Executives
•
•
Society,
Government, at large
Thus,

57. Ranking Agencies
• Business Standard The Best US Business Schools
• Business World Success Magazine: Top
• Business Week Entreprenurial Business Schools
• Business India
Computerworld: Top 25 Techno
• Business Today MBAs
• Business baron
Working Woman: Best Business
• AIMA Schools for Women
• India Today publishes
Hispanic Business: Top 10 Business
• Outlook Business Schools for Hispanics
• Asia Inc
Business Week: Specialty Rankings
• Financial Times (Current & Historic)
• The News Week
USNWR: Best Part-time MBA
Programs

58. Accreditation National Board of
AICTE - National Board of Accreditation Accreditation (NBA) was
constituted by the All India
Council for Technical
Education (AICTE), as an
Autonomous Body
What are the Accreditation Criteria ?
For postgraduate programmes:
Human Resouce Faculty 200
Students 100
Finance & Physical Resource 80
Mission, Goals 70
Research & Development 150
Industry Institute Interaction 100
Supplementary Process 50
Teaching Learning Processes 250

59. This is a summary of the
IBM Global CEO Study 2008:
The Enterprise of the Future
The full study is available at:
ibm.com/enterpriseofthefuture

60. Hungry for Change
Does your organization have a healthy appetite for change?
• Have you seeded your organization with visionary
challengers and provided them with the freedom to effect
meaningful change?
• Do you manage change as a structured program and
measure change management
• effectiveness?
• Do you have robust processes in place to incubate new
product, service and business model concepts — and
redirect investment when required?

61. Innovative Beyond Customer
Imagination
Are you aiming beyond?
• Which of your offerings are breaking new ground, opening entirely
new segments or markets? What can you learn from them?
• Are you systematically evaluating potential geographic markets?
How do you achieve the efficiencies of global brands, products and
services while remaining locally relevant?
• When customer preferences shift, are you the first to understand
and act on this or do your competitors react more quickly?
• Are you effectively integrating disparate data and systems to gain
new customer insights?

62. Globally Integrated
Are you capitalizing on glob al integration opportunities?
• Are you effectively integrating differentiating capabilities,
knowledge and assets from around the world into
networked centers of excellence?
• Does your organization have a globally integrated business
design (even if it does not have a global footprint)?
• Do you have a detailed plan for global partnering and
M&A?
• Are you developing leaders that think and act globally?
• Do you nurture and support social connections to improve
integration and innovation?

63. Disruptive By Nature
Are you developing a disruptive mind-set?
• Is a disruptive business model about to transform your
industry? Is it more likely to come from you or your
competitors?
• Do you spend time thinking about where the next
disruption will come from?
• Are you watching other industries for concepts and
business models that could transform your market?
• Are you able to create space for entrepreneurs and
innovative business models while continuing to drive
performance today?

64. Genuine, Not Just Generous
Are you approaching corporate social responsibility holistically ?
• Do you understand your customers’ corporate social responsibility
(CSR) expectations?
• How are you involving them in solutions?
• Do you know which nongovernmental organizations your customers
listen to and are you collaborating with those groups?
• Have you gained insights from current green initiatives that can be
applied to your broader CSR strategy?
• Are you offering employees the opportunity to personally make a
difference?
• How do you ensure that actions taken throughout the enterprise—
and the extended value chain—are consistent with your CSR values
and stated policies?

65. m
Is Our Management Education looking at this Survey ?

66. Talk to me, and post your dialogue at :
sanbag@rediffmail.com
sanbagsanbag@rediffmail.com

67. Thank You all