- http://www.pteducation.com/admin/tes...lysis-2008.pdf
- http://www.pteducation.com/admin/tes...ber18-2005.PDF
- http://www.pteducation.com/admin/tes...oads/irmaa.PDF
- http://www.pteducation.com/admin/tes...ads/irma-a.pdf
- Join PT --- Be a winner ...
- IRMA 1999, PT's Comprehensive Analysis
- IRMA 1998, PT Education
Hello friends, if you get a call from TISS, please add a biographic sketch here. This will help the aspirants of TISS. Thank you.
Career Launcher, Online CAT, CAT Online, MBA Coaching, CAT Preparation, IIM-CAT, MBA Entrance, CAT IIM, CAT Papers, CAT Coaching
Career Launcher, Online CAT, CAT Online, MBA Coaching, CAT Preparation, IIM-CAT, MBA Entrance, CAT IIM, CAT Papers, CAT Coaching
Career Launcher or CL is Asia's leading education services company offering test preparation (for exams like MBA/CAT - online CAT, Engg/IIT JEE, Law/CLAT, BBA etc), vocational education, schools, playschools, and management education.
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IMS India assists/trains/coaches MBA aspirants to prepare for the Indian B School/IIM/MBA entrance exams such as CAT, XAT, GMAT, FMS. Coaching through Classroom courses and correspondence distance learning preparation options are available. The IMS faculty comprises graduates from top B Schools such as the Indian Institute of Management, Ahmedabad, IIM Calcutta, IIM Bangalore. This year IMS students have received calls over 2479 calls from IIMs alone. For the Fall '06 cycle of MBA abroad, IMS helped students get admits to Tuck, Sloan, Wharton, Insead, LBS, and a host of top B schools in the US and UK. IMS admission consultancy services have helped get over Rs. 4.5 crore scholarships for IMS students.
PT education - CAT, MBA, IIM, XAT, XLRI, No. 1 Institute in India, Top CAT coaching, CAT solutions, CAT coaching in India, Coaching for CAT, Coaching for CAT 2009, CAT 2009 key and solutions, CAT2008, CAT 2009, CAT MBA, MBA Training, Management Training in India, CAT coaching
CAT coaching in India, no. 1 Institute in India, coaching for CAT 2009, IIT-JEE 2009, IIT JEE 2009 solutions, IIT JEE 2009 key and solutions, CAT, ICET, GRE, CAT2008, CAT 2009, CAT MBA, XAT, XLRI, IITJEE, IIT Foundation, BIT, BITS, Birla Institute of Technology and sciences, lani, bitsat, bitsat online, bitsat online practice test, bitsat test, bitsat practice test in India, Management Training in India
CAT, ICET, GRE, CAT2008, CAT2009, CAT MBA, XAT, XLRI, IITJEE, IIT Foundation, BITSAT Online Practice Tests
From India, Ahmadabad
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7- http://www.pteducation.com/admin/tes...ber18-2005.PDF
- http://www.pteducation.com/admin/tes...oads/irmaa.PDF
- http://www.pteducation.com/admin/tes...ads/irma-a.pdf
- Join PT --- Be a winner ...
- IRMA 1999, PT's Comprehensive Analysis
- IRMA 1998, PT Education
Hello friends, if you get a call from TISS, please add a biographic sketch here. This will help the aspirants of TISS. Thank you.
Career Launcher, Online CAT, CAT Online, MBA Coaching, CAT Preparation, IIM-CAT, MBA Entrance, CAT IIM, CAT Papers, CAT Coaching
Career Launcher, Online CAT, CAT Online, MBA Coaching, CAT Preparation, IIM-CAT, MBA Entrance, CAT IIM, CAT Papers, CAT Coaching
Career Launcher or CL is Asia's leading education services company offering test preparation (for exams like MBA/CAT - online CAT, Engg/IIT JEE, Law/CLAT, BBA etc), vocational education, schools, playschools, and management education.
Endeavor - One-stop solution for CAT MBA MCA GRE GMAT aspirants coaching needs. CAT coaching, IIMs, MBA Entrance Coaching, GRE GMAT coaching, CAT Coaching Ahmedabad, MBA Entrance Ahmedabad, Endeavor Careers Pvt. Ltd., Endeavor, Endeavor Careers, CAT.
IIM A, IIM C, IIM B, IIM L, MBA, Ahmedabad, Bangalore, Calcutta, Kolkata, Calicut, Kozhikode, Indore, Lucknow, FMS, S P Jain, CAT, XAT, IIFT, XLRI, XIM, Jamnalal Bajaj, SCMHRD, Symbiosis, GMAT, GRE, SAT, TOEFL, USA, India, MBA Abroad, CAT training, CAT coaching
IMS India assists/trains/coaches MBA aspirants to prepare for the Indian B School/IIM/MBA entrance exams such as CAT, XAT, GMAT, FMS. Coaching through Classroom courses and correspondence distance learning preparation options are available. The IMS faculty comprises graduates from top B Schools such as the Indian Institute of Management, Ahmedabad, IIM Calcutta, IIM Bangalore. This year IMS students have received calls over 2479 calls from IIMs alone. For the Fall '06 cycle of MBA abroad, IMS helped students get admits to Tuck, Sloan, Wharton, Insead, LBS, and a host of top B schools in the US and UK. IMS admission consultancy services have helped get over Rs. 4.5 crore scholarships for IMS students.
PT education - CAT, MBA, IIM, XAT, XLRI, No. 1 Institute in India, Top CAT coaching, CAT solutions, CAT coaching in India, Coaching for CAT, Coaching for CAT 2009, CAT 2009 key and solutions, CAT2008, CAT 2009, CAT MBA, MBA Training, Management Training in India, CAT coaching
CAT coaching in India, no. 1 Institute in India, coaching for CAT 2009, IIT-JEE 2009, IIT JEE 2009 solutions, IIT JEE 2009 key and solutions, CAT, ICET, GRE, CAT2008, CAT 2009, CAT MBA, XAT, XLRI, IITJEE, IIT Foundation, BIT, BITS, Birla Institute of Technology and sciences, lani, bitsat, bitsat online, bitsat online practice test, bitsat test, bitsat practice test in India, Management Training in India
CAT, ICET, GRE, CAT2008, CAT2009, CAT MBA, XAT, XLRI, IITJEE, IIT Foundation, BITSAT Online Practice Tests
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The Mission of Tata Institute of Social Sciences
The mission of the Institute can be considered broadly as social development, and the strategy it adopted in pursuit of this mission has been professional training for human service, social issue-oriented and development-programme related research, dissemination of knowledge, and activities of intervention in real social situations. The Institute was born with this mission, has grown with it, and continues to make its mark as a unique institution under this special mission of social development.
An Institution of Excellence
Ever since its pioneering step in the field of social work training, the Institute has made a significant contribution through its diverse activities over the last 60 years. The Institute has earned recognition as an institution of repute from the different Ministries of the Government of India, various State Governments, international agencies such as the United Nations, and the Non-Government Sector, both national and international.
Vision of the Institution
- Promotion of sustainable development, social welfare, and social justice through
- Professional education for human service professions and social work.
- Research and dissemination of knowledge.
- Social intervention through training and field action projects.
- Contribution to policy and program formulation at state, national, and international levels.
- Professional response to crises and calamities.
Objectives/Goals of the Institute
The Memorandum of Association of the Institute, as it stands today, has the following as the objects of the Institute:
- To organize teaching in the social sciences with a view to providing professional personnel in social work, social services, personnel administration, and allied professional fields;
- To organize social research and to train students in the methods of social research with a view to promoting the growth of knowledge in the subjects studied at the Institute and to contribute to the formulation of social policies;
- To publish books, monographs, periodicals, and papers in the subjects studied at the Institute;
- To arrange lectures, seminars, conferences, symposia, etc., for the benefit of those who are interested in the subjects studied at the Institute;
- To cooperate with other organizations in such a manner and for such purposes as the Institute may determine and to undertake action projects in the area of social work/social development/social welfare, which are innovative and demonstrative in new areas of practice/strategies/service delivery and serve also as centers for training and research;
- To undertake such other activities as may be deemed necessary to promote understanding and better professional practice in the areas of social work, social services, personnel administration, and allied fields.
From India, Ahmadabad
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The mission of the Institute can be considered broadly as social development, and the strategy it adopted in pursuit of this mission has been professional training for human service, social issue-oriented and development-programme related research, dissemination of knowledge, and activities of intervention in real social situations. The Institute was born with this mission, has grown with it, and continues to make its mark as a unique institution under this special mission of social development.
An Institution of Excellence
Ever since its pioneering step in the field of social work training, the Institute has made a significant contribution through its diverse activities over the last 60 years. The Institute has earned recognition as an institution of repute from the different Ministries of the Government of India, various State Governments, international agencies such as the United Nations, and the Non-Government Sector, both national and international.
Vision of the Institution
- Promotion of sustainable development, social welfare, and social justice through
- Professional education for human service professions and social work.
- Research and dissemination of knowledge.
- Social intervention through training and field action projects.
- Contribution to policy and program formulation at state, national, and international levels.
- Professional response to crises and calamities.
Objectives/Goals of the Institute
The Memorandum of Association of the Institute, as it stands today, has the following as the objects of the Institute:
- To organize teaching in the social sciences with a view to providing professional personnel in social work, social services, personnel administration, and allied professional fields;
- To organize social research and to train students in the methods of social research with a view to promoting the growth of knowledge in the subjects studied at the Institute and to contribute to the formulation of social policies;
- To publish books, monographs, periodicals, and papers in the subjects studied at the Institute;
- To arrange lectures, seminars, conferences, symposia, etc., for the benefit of those who are interested in the subjects studied at the Institute;
- To cooperate with other organizations in such a manner and for such purposes as the Institute may determine and to undertake action projects in the area of social work/social development/social welfare, which are innovative and demonstrative in new areas of practice/strategies/service delivery and serve also as centers for training and research;
- To undertake such other activities as may be deemed necessary to promote understanding and better professional practice in the areas of social work, social services, personnel administration, and allied fields.
From India, Ahmadabad
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M.A. in HRM & LR (Human Resource Management and Labour Relations)
Human Resource Management and Labour Relations is the study of people at work and the activities associated with attracting, selecting, retaining, developing, and utilizing people in organizations. It is also the study of how and why rules governing jobs are made and administered. This is more to do with the changes in the external environment, which are now giving even more importance to the HRM field. This course educates future managers and leaders to make the workplace a more humane and productive place and educates students as scholars and practitioners of management.
Today 'Men' are considered a strategic portion of our input. Now HR is not just related to salaries and overtime wages, as earlier, but is now much more major and vital to the success of an organization. Satisfied employees mean those who are enjoying their work; if they enjoy the work, then they bring better results for the company. That, in turn, leads to the achievement of organizational objectives, which gets profit for the organization. When these profits are passed over to the employees, it provides them work satisfaction and also helps improve the standard of living of the worker. Today the approach of HR is not merely limited to making sure that work is going on but to ensure that the employee improves not just professionally but also personally. Hence, it is the prerogative of HR to analyze their personal objectives, and then help them achieve these along with the organizational objectives.
The M.A. in Human Resource Management and Labour Relations offered by School of Management and Labour Studies is designed to develop students into professionally competent and socially sensitive management graduates, fully equipped to take on the challenges of the corporate world. This course is a challenging teaching-learning experience that blends cutting-edge theory with innovative practice to develop business leaders for the global industry.
The TISS HRM & LR postgraduates are most sought after in the global industry today. They occupy positions of leadership across a wide spectrum of industries and sectors including IT/ITeS, Banking and Finance, Manufacturing, Retail, and Management Consultancy.
From India, Ahmadabad
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Human Resource Management and Labour Relations is the study of people at work and the activities associated with attracting, selecting, retaining, developing, and utilizing people in organizations. It is also the study of how and why rules governing jobs are made and administered. This is more to do with the changes in the external environment, which are now giving even more importance to the HRM field. This course educates future managers and leaders to make the workplace a more humane and productive place and educates students as scholars and practitioners of management.
Today 'Men' are considered a strategic portion of our input. Now HR is not just related to salaries and overtime wages, as earlier, but is now much more major and vital to the success of an organization. Satisfied employees mean those who are enjoying their work; if they enjoy the work, then they bring better results for the company. That, in turn, leads to the achievement of organizational objectives, which gets profit for the organization. When these profits are passed over to the employees, it provides them work satisfaction and also helps improve the standard of living of the worker. Today the approach of HR is not merely limited to making sure that work is going on but to ensure that the employee improves not just professionally but also personally. Hence, it is the prerogative of HR to analyze their personal objectives, and then help them achieve these along with the organizational objectives.
The M.A. in Human Resource Management and Labour Relations offered by School of Management and Labour Studies is designed to develop students into professionally competent and socially sensitive management graduates, fully equipped to take on the challenges of the corporate world. This course is a challenging teaching-learning experience that blends cutting-edge theory with innovative practice to develop business leaders for the global industry.
The TISS HRM & LR postgraduates are most sought after in the global industry today. They occupy positions of leadership across a wide spectrum of industries and sectors including IT/ITeS, Banking and Finance, Manufacturing, Retail, and Management Consultancy.
From India, Ahmadabad
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The teaching programs at the Tata Institute of Social Sciences (TISS) offer ample opportunities for students to acquire knowledge and skills through both classroom instruction and fieldwork. To learn more about the various programs TISS offers, please visit the Programmes of Study section on the TISS Official Website.
TISS offers a variety of Undergraduate/Post-Graduate/Ph.D./M.Phil./Certificate and Diploma courses. Below is a list of the Post-Graduate Programs offered. To learn more about them, visit the Post-Graduate section of the TISS Official Website.
POST-GRADUATE PROGRAMMES
From India, Ahmadabad
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TISS offers a variety of Undergraduate/Post-Graduate/Ph.D./M.Phil./Certificate and Diploma courses. Below is a list of the Post-Graduate Programs offered. To learn more about them, visit the Post-Graduate section of the TISS Official Website.
POST-GRADUATE PROGRAMMES
- Master of Arts in Development Studies
- Master of Arts/Science in Disaster Management
- Master of Arts in Education (Elementary)
- Master of Arts in Globalisation and Labour
- Master of Health Administration
- Master of Hospital Administration
- Master of Arts in Human Resources Management and Labour Relations
- Master of Social Entrepreneurship
- Master of Arts in Social Work
From India, Ahmadabad
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As always, TISS was the least transparent exam of the season. No student who took the test knew the weightage of individual questions, forget about the overall paper. According to the prospectus, the written test should have been of 70 marks. However, there were 120 questions. How this gets converted to 70 marks is anybody's guess. For the purpose of our evaluation, we have assumed that all questions had equal weightage and the total marks were indeed 70 as the prospectus mentioned. The test paper said that there would be negative marking for wrong answers, but the extent of negative marking was not revealed! The paper was terribly easy. For a well-prepared student, clearing the cut-off score of 43 should be difficult.
- 120 Questions, 90 minutes.
- 70 marks (negative marks for wrong answers).
- No sections.
- 4 answer options per question.
Likely Cut-Off
- TISS 43+ (as declared by TISS).
Overall Breakup of TISS 2007
Question Type No. of Questions Difficulty level
1. Quantitative Aptitude 40 Easy
2. Verbal Ability 15 Easy
3. Logical Reasoning 20 Easy
4. Social and Business Awareness 45 Average
Total 120 Easy
Question-Type Wise Analysis of TISS 2007
Quantitative Aptitude
- All 40 questions were easy, and even an average student could have attempted 25-30 questions.
- The questions were largely from Arithmetic topics like Number System, Percentages, and Ratio-Proportion (around 25 questions in all). There were no questions on Speed, though. The remaining questions were related to forming Equations, finding the roots of the Equations (around 5-6 questions), Geometry (3-4 questions), Probability (2-3 questions), and finding the Equation of graphs (2 questions).
- One could have easily attempted around 25 questions in 35 minutes and that too with very high accuracy.
Verbal Ability
- There were hardly any questions on Verbal ability, and the 15 questions that were present were all on Vocabulary and Idioms.
- The Vocabulary questions were on Synonyms, Antonyms, and Analogies.
- Two new and interesting question types were also introduced. The Analogy questions had a twist! You needed to find the pair that *did-not* have the same relationship as the reference pair. While the question on Idioms pertained to the situation where a particular idiom was most appropriately used.
- One should have attempted all 15 questions in 10 minutes.
Logical Reasoning
- This consisted of 3 sets of Analytical Reasoning (Logical Data Interpretation), each followed by 6-7 questions.
- All the three sets were quite easy and must-attempts. Only one set (pertaining to Professors, Institutes, Subjects, and Degrees) was confusing, but could have been attempted with some effort.
- Overall, about 15-18 questions could have been attempted in 25 minutes.
Social and Business Awareness
- This question-type had 45 questions in all — largely pertaining to principles of Management and Legislature.
- A BCom student who had undergone the 'Management Production and Planning' (MPP) course could have cracked this section. Also present were some questions on recruitment policies and the Company Act. There were some questions on current and social topics (e.g., Khairlanji killings).
- You could have attempted around 15-18 questions in about 20 minutes from this area.
TISS 2007 Paper Attempt Strategy
Question Type No. of Questions Target Attempts Time Allotted Target Marks
1. Quantitative Aptitude 40 25 35 min
2. Verbal Ability 15 15 10 min
3. Logical Reasoning 20 17 25 min
4. Social and Business Awareness 45 18 20 min
Total 120 75 90 min 50+
[link outdated-removed]
From India, Ahmadabad
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- 120 Questions, 90 minutes.
- 70 marks (negative marks for wrong answers).
- No sections.
- 4 answer options per question.
Likely Cut-Off
- TISS 43+ (as declared by TISS).
Overall Breakup of TISS 2007
Question Type No. of Questions Difficulty level
1. Quantitative Aptitude 40 Easy
2. Verbal Ability 15 Easy
3. Logical Reasoning 20 Easy
4. Social and Business Awareness 45 Average
Total 120 Easy
Question-Type Wise Analysis of TISS 2007
Quantitative Aptitude
- All 40 questions were easy, and even an average student could have attempted 25-30 questions.
- The questions were largely from Arithmetic topics like Number System, Percentages, and Ratio-Proportion (around 25 questions in all). There were no questions on Speed, though. The remaining questions were related to forming Equations, finding the roots of the Equations (around 5-6 questions), Geometry (3-4 questions), Probability (2-3 questions), and finding the Equation of graphs (2 questions).
- One could have easily attempted around 25 questions in 35 minutes and that too with very high accuracy.
Verbal Ability
- There were hardly any questions on Verbal ability, and the 15 questions that were present were all on Vocabulary and Idioms.
- The Vocabulary questions were on Synonyms, Antonyms, and Analogies.
- Two new and interesting question types were also introduced. The Analogy questions had a twist! You needed to find the pair that *did-not* have the same relationship as the reference pair. While the question on Idioms pertained to the situation where a particular idiom was most appropriately used.
- One should have attempted all 15 questions in 10 minutes.
Logical Reasoning
- This consisted of 3 sets of Analytical Reasoning (Logical Data Interpretation), each followed by 6-7 questions.
- All the three sets were quite easy and must-attempts. Only one set (pertaining to Professors, Institutes, Subjects, and Degrees) was confusing, but could have been attempted with some effort.
- Overall, about 15-18 questions could have been attempted in 25 minutes.
Social and Business Awareness
- This question-type had 45 questions in all — largely pertaining to principles of Management and Legislature.
- A BCom student who had undergone the 'Management Production and Planning' (MPP) course could have cracked this section. Also present were some questions on recruitment policies and the Company Act. There were some questions on current and social topics (e.g., Khairlanji killings).
- You could have attempted around 15-18 questions in about 20 minutes from this area.
TISS 2007 Paper Attempt Strategy
Question Type No. of Questions Target Attempts Time Allotted Target Marks
1. Quantitative Aptitude 40 25 35 min
2. Verbal Ability 15 15 10 min
3. Logical Reasoning 20 17 25 min
4. Social and Business Awareness 45 18 20 min
Total 120 75 90 min 50+
[link outdated-removed]
From India, Ahmadabad
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120 questions, 90 minutes, 70 marks (with negative marking for wrong answers). No sections, 4 answer options per question. Cutoff: 43+ (as declared by TISS).
No of Questions
Quantitative Aptitude: 40
Verbal Ability: 15
Logical Reasoning: 20
Social and Business Awareness: 45
You can easily attempt 60+/65 in QA/VA/LR. So the only section to watch out for is GK. 20+ in GK, and you are in.
Few GK Questions:
1) What is the full form of TQM?
2) What does "S" stand for in SWOT?
3) What does Constitutional Amendment 74 deal with?
4) Full form of SEZ
5) Full form of BPO
6) Who wrote the book named "Freedom" and "Capitalism"?
7) Which article deals with the abolishment of untouchability?
8) Global Compact is an initiative by whom?
9) When an employee tells the boss about his colleague indulging in corrupt ways, what is it called?
10) When a person concentrates only on himself and his business, what is it called?
11) Which of the following trade unions is a part of CPI?
12) Article 74 in the constitution was to strengthen governance in rural India.
13) Who had gone on strike on the pension issue?
14) Education is in the Concurrent List.
15) The theory of self-actualization was given by Maslow.
16) Name the book written by President Musharraf.
17) What does "S" stand for in SOT?
18) Recently, Khairlanji is in the news. Why?
19) One party is not a national party.
20) Parliament: UK
21) Bear: Russia
22) One question on having one boss at a time.
23) One question on a company concentrating on the core business.
24) Global Compact is followed by whom.
And more questions:
- Whistleblower if an employee is telling secretly about other employees.
- HR-based question on Herzberg's Two-Factor Theory of motivation, closest answer was McGregor.
- TPM - Total Quality Management.
- T-model answer is Ford.
- Author of a book was asked, options were Peter Drucker, etc.
- Norton, Kaplan terminologies belong to which of the following: Kaizen, TPM, or PCMM.
- Who was called Punjab Kesari? - Lala Lajpat Rai.
- Who is the Deputy Chairman of the Planning Commission? - Montek Singh Ahluwalia.
- ISO 14000 - Environment.
- F.W. Taylor is associated with Scientific Management.
- ITC rural scheme initiative name - E-Choupal.
TISS study material
From India, Ahmadabad
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No of Questions
Quantitative Aptitude: 40
Verbal Ability: 15
Logical Reasoning: 20
Social and Business Awareness: 45
You can easily attempt 60+/65 in QA/VA/LR. So the only section to watch out for is GK. 20+ in GK, and you are in.
Few GK Questions:
1) What is the full form of TQM?
2) What does "S" stand for in SWOT?
3) What does Constitutional Amendment 74 deal with?
4) Full form of SEZ
5) Full form of BPO
6) Who wrote the book named "Freedom" and "Capitalism"?
7) Which article deals with the abolishment of untouchability?
8) Global Compact is an initiative by whom?
9) When an employee tells the boss about his colleague indulging in corrupt ways, what is it called?
10) When a person concentrates only on himself and his business, what is it called?
11) Which of the following trade unions is a part of CPI?
12) Article 74 in the constitution was to strengthen governance in rural India.
13) Who had gone on strike on the pension issue?
14) Education is in the Concurrent List.
15) The theory of self-actualization was given by Maslow.
16) Name the book written by President Musharraf.
17) What does "S" stand for in SOT?
18) Recently, Khairlanji is in the news. Why?
19) One party is not a national party.
20) Parliament: UK
21) Bear: Russia
22) One question on having one boss at a time.
23) One question on a company concentrating on the core business.
24) Global Compact is followed by whom.
And more questions:
- Whistleblower if an employee is telling secretly about other employees.
- HR-based question on Herzberg's Two-Factor Theory of motivation, closest answer was McGregor.
- TPM - Total Quality Management.
- T-model answer is Ford.
- Author of a book was asked, options were Peter Drucker, etc.
- Norton, Kaplan terminologies belong to which of the following: Kaizen, TPM, or PCMM.
- Who was called Punjab Kesari? - Lala Lajpat Rai.
- Who is the Deputy Chairman of the Planning Commission? - Montek Singh Ahluwalia.
- ISO 14000 - Environment.
- F.W. Taylor is associated with Scientific Management.
- ITC rural scheme initiative name - E-Choupal.
TISS study material
From India, Ahmadabad
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TISS to Establish Its Campus in City
Staff Reporter
HYDERABAD: The Tata Institute of Social Sciences (TISS) will establish its campus most likely at Vikarabad in Ranga Reddy district. A decision to this effect was taken at a meeting conducted by representatives of TISS with Chief Minister Y. S. Rajasekhara Reddy at the Secretariat here on Tuesday.
The prestigious institute, which was established in 1936, was recognized as a deemed university in 1964. It is fully funded by the University Grants Commission, and its rural campus is in Tuljapur of Osmanabad district, Maharashtra. TISS was awarded a five-star rating by NAAC in 2002 and recognized as a Centre of Excellence. The courses offered are Masters, M.Phil, and Ph.D. programs in social work, development studies, among others. It has a collaborative research program with a number of universities from abroad.
From India, Ahmadabad
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Staff Reporter
HYDERABAD: The Tata Institute of Social Sciences (TISS) will establish its campus most likely at Vikarabad in Ranga Reddy district. A decision to this effect was taken at a meeting conducted by representatives of TISS with Chief Minister Y. S. Rajasekhara Reddy at the Secretariat here on Tuesday.
The prestigious institute, which was established in 1936, was recognized as a deemed university in 1964. It is fully funded by the University Grants Commission, and its rural campus is in Tuljapur of Osmanabad district, Maharashtra. TISS was awarded a five-star rating by NAAC in 2002 and recognized as a Centre of Excellence. The courses offered are Masters, M.Phil, and Ph.D. programs in social work, development studies, among others. It has a collaborative research program with a number of universities from abroad.
From India, Ahmadabad
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Cover story: IRMA: A Fairy Tale [Pg. 3] <link updated to site home> ( Search On Cite | Search On Google )
IRMA: A Fairy Tale
The rural management institute ploughs a lonely furrow, attracting talent with its promise of challenges rather than money.
Text by Suveen K. Sinha
Kurien never attended another meeting of the IIM-a board as he set about building an institute that would be better than IIM-a and serve the purpose that IIM-a would not. That is how Institute of Rural Management, Anand, (IRMA), was born in 1979. And one of the first members on its board was Matthai. Ever since, IRMA has eked out a niche for itself in the management jungle, with its philosophy of building and sustaining a partnership between rural people and committed professional managers.
New [IR] Man On The Block
The story is turning out to be something of a fairy tale as IRMA has bagged the fifth rank in BT's latest survey of B-schools-right after the four IIMs of Bangalore, Ahmedabad, Calcutta, and Lucknow. Of course, the institute has been helped in no small measure by the revised parameters of the survey. Among specialised schools, which produce sectoral MBAs, IRMA is right at the top.
Expectedly, the faces of the first years at IRMA light up when the news is broken to them. Their lips broaden into a 'finally' kind of smile as they talk enthusiastically about why they joined the institute. Director Katar Singh is nothing short of ecstatic. "Ours is the foremost institute of its kind in the world as it applies principles and techniques of management to rural institutes, organisations, and resources," he says. Second-in-command K. Prathap Reddy makes a valiant effort to hide his glee, but to no avail, as he punches holes in the methodology of earlier surveys that, well, did not really talk about IRMA. But the impact is perhaps the most-pronounced on Chairman Kurien's usually inscrutable face. As the somewhat reclusive septuagenarian narrates one story after another over an hour-long interaction with BT in his largely-naturally-lit office, the photographer shooting his pictures says he has never captured so many expressions on Kurien's face.
They can all be forgiven for the reactions. It hasn't been quick and it hasn't been easy. It wasn't long ago that IRMA graduates were looked upon as the children of a lesser God in the upwardly mobile, dark-suited world of MBAs, where placement salaries determine social strata, the cellphone is but an extension of the palm, and management jargon merely everyday conversation. If IRMA has remained largely untouched by the MBA frenzy that followed the engineering-medico-civil services wave, it was simply because its students were never in pursuit of the pot of gold at the end of the rainbow.
The Odd [IR] Man Out
Thirty per cent of IRMA grads join GCMMF or NDDB; 50 per cent join NGOs; about 10-15 per cent join donor agencies; and the remaining 15 per cent opt out of the sector. Today, 40 per cent of IRMA's 1,200 alums are no longer in the sector.
''We must produce managers who don't go away to the US, as IIM graduates do... The managers of MNCs have the only goal of maximising value for a handful of shareholders overseas. A manager of Amul has to look after the interests of 4,00,000 farmers. It's much more difficult.''
A unique feature of IRMA, the field work segment requires students to spend 10 weeks working in a village with one of 600 designated cooperatives and NGOs. Many of those villages don't even have basic amenities like toilets. The faculty closely interacts with the students during a portion of the field work.
But that precisely is IRMA's raison d'etre; and if you are pursuing the pot of gold, you've come to the wrong place. The top salary drawn by IRMA graduates-if they stick to the sector-never exceeds Rs 3 lakh a month-against Rs 10-15 lakh for their brethren in the IIM world. As Reddy points out: "We don't operate in the open market. We just cater to the needs of our clients, who need the best of talent but can't pay too much." What IRMA looks for is people who look for challenges rather than high salaries; people like Matthai, who, along with three of his graduates, lived out of a Telco truck gifted by Ratan Tata to improve the living standards of the natives of Jawaja, a village in Rajasthan where the only occupation was skinning animals. That it took its toll on Matthai's health and may have caused his demise is another story. Says Kurien: "We must produce managers who don't go away to the US, as IIM graduates do-the managers of MNCs have the only goal of maximising value for a handful of shareholders overseas. A manager of Amul (Gujarat Cooperative Milk Marketing Federation) has to look after the interests of 4,00,000 farmers. It's much more difficult."
It's for this difficult task that the curriculum strives to equip the students for and it's in this context that the field work segment assumes paramount importance. A unique feature of IRMA, the field work segment requires students to spend 10 weeks working in a village with one of 600 designated cooperatives and NGOs. Many of those villages don't even have basic amenities like toilets. The faculty closely interacts with the students during a portion of the field work. In fact, experience-based learning-that includes summer training and management traineeship in addition to the field work-forms 40 per cent of the 88-week programme.
The going hasn't been bad so far. Even in these times of the Gold Rush, about 5,000 applications come for the 60 slots each year. Thirty per cent of the graduates join GCMMF or National Dairy Development Board, 50 per cent join non-government cooperatives and other agencies, and about 10-15 per cent join the donor agencies. Still, even though the entrance tests are designed to spot commitment to the cause and the course aims at developing it further, faculty member Vishwa Ballabh, in charge of placements, reveals that about 15 per cent of those passing out each year opt out of the sector. And 40 per cent of the 1,200-strong alumni are no more working in the sector. Singh, however, says that 60 per cent is a very high retention rate. Paradoxically, these turncoats may have contributed greatly to enhancing IRMA's reputation in the outside world. And Reddy says IRMA grads opting out of the sector attract salaries at par with IIM grads.
[IR] Managing Finances
1. NDDB contributed to the corpus of IRMA in two tranches: Rs 9 crore and Rs 8 crore
2. This corpus has now grown to Rs 33 crore
3. Interest earned on the corpus, owing to falling interest rates, is stagnating around Rs 4 crore a year
4. IRMA earns about Rs 2.5 crore a year through consultancy and various projects
5. Expenditure, meanwhile, has caught up with earnings
The sharp sectoral focus also makes finances an issue for IRMA. It started with a corpus donated in two tranches by NDDB: Rs 9 crore and Rs 8 crore. That corpus has grown to Rs 33 crore. The institute's major income is interest earned on this corpus, that comes to about Rs 4 crore a year. In addition, it earns about Rs 2.5 crore a year through consultancy and various projects. Lately, expenditure has caught up with earnings as interest income has stagnated in the falling rate regime. It's difficult to take on more revenue-generating work as it entails diverting the faculty's time away from the institute's programmes.
So, why not expand the faculty? As Singh points out: "We don't want too large a faculty (at present, IRMA has 25 permanent members in addition to five visiting ones) as it's difficult to manage. Besides, it's not easy to find so many committed people." But he readily admits that there is a dire need to boost earnings, especially as there is a subsidy component of Rs 1-1.5 lakh on each student over two years. One way could be to get consultancy work from entities like UNICEF that pay well. Otherwise, a grant or two could come in handy.
Surely, these are issues that need to be addressed. But Kurien remains unfazed. When he first came to the Anand area in 1949, no one would take him on as a tenant since he was a Christian, a meat-eater and, worst of all, a bachelor. He therefore lived in a garage for a long time. "Everything here was built brick-by-brick," he says. And addressing these issues merely means a few more bricks.
From India, Ahmadabad
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IRMA: A Fairy Tale
The rural management institute ploughs a lonely furrow, attracting talent with its promise of challenges rather than money.
Text by Suveen K. Sinha
Related Stories
[IMG]file:///C:/DOCUME%7E1/testing/LOCALS%7E1/Temp/msohtml1/01/clip_image001.jpg[/IMG]V Kurien, he of the white revolution fame, doesn't remember the year. But it was a long time ago that his cousin Ravi J. Matthai, the Founder-Director of Indian Institute of Management, Ahmedabad, invited him to join the institute's governing board. Attending his first meeting of the board, Kurien said the institute was wasting public funds drawn from the Consolidated Fund of India to produce managers for transnationals. Instead, it should be producing managers for agriculture, on which lay the foundation of industry, but about which no one seemed bothered. A cigar-chomping board member, a prominent industrialist of Ahmedabad, responded with biting satire: "You want us to produce graduates to milk cows?" Kurien, unfazed, retorted: "No, but you would perhaps prefer that they suck cigars."
Kurien never attended another meeting of the IIM-a board as he set about building an institute that would be better than IIM-a and serve the purpose that IIM-a would not. That is how Institute of Rural Management, Anand, (IRMA), was born in 1979. And one of the first members on its board was Matthai. Ever since, IRMA has eked out a niche for itself in the management jungle, with its philosophy of building and sustaining a partnership between rural people and committed professional managers.
New [IR] Man On The Block
The story is turning out to be something of a fairy tale as IRMA has bagged the fifth rank in BT's latest survey of B-schools-right after the four IIMs of Bangalore, Ahmedabad, Calcutta, and Lucknow. Of course, the institute has been helped in no small measure by the revised parameters of the survey. Among specialised schools, which produce sectoral MBAs, IRMA is right at the top.
Expectedly, the faces of the first years at IRMA light up when the news is broken to them. Their lips broaden into a 'finally' kind of smile as they talk enthusiastically about why they joined the institute. Director Katar Singh is nothing short of ecstatic. "Ours is the foremost institute of its kind in the world as it applies principles and techniques of management to rural institutes, organisations, and resources," he says. Second-in-command K. Prathap Reddy makes a valiant effort to hide his glee, but to no avail, as he punches holes in the methodology of earlier surveys that, well, did not really talk about IRMA. But the impact is perhaps the most-pronounced on Chairman Kurien's usually inscrutable face. As the somewhat reclusive septuagenarian narrates one story after another over an hour-long interaction with BT in his largely-naturally-lit office, the photographer shooting his pictures says he has never captured so many expressions on Kurien's face.
They can all be forgiven for the reactions. It hasn't been quick and it hasn't been easy. It wasn't long ago that IRMA graduates were looked upon as the children of a lesser God in the upwardly mobile, dark-suited world of MBAs, where placement salaries determine social strata, the cellphone is but an extension of the palm, and management jargon merely everyday conversation. If IRMA has remained largely untouched by the MBA frenzy that followed the engineering-medico-civil services wave, it was simply because its students were never in pursuit of the pot of gold at the end of the rainbow.
The Odd [IR] Man Out
The Top100 B-Schools In India
''We must produce managers who don't go away to the US, as IIM graduates do... The managers of MNCs have the only goal of maximising value for a handful of shareholders overseas. A manager of Amul has to look after the interests of 4,00,000 farmers. It's much more difficult.''
A unique feature of IRMA, the field work segment requires students to spend 10 weeks working in a village with one of 600 designated cooperatives and NGOs. Many of those villages don't even have basic amenities like toilets. The faculty closely interacts with the students during a portion of the field work.
But that precisely is IRMA's raison d'etre; and if you are pursuing the pot of gold, you've come to the wrong place. The top salary drawn by IRMA graduates-if they stick to the sector-never exceeds Rs 3 lakh a month-against Rs 10-15 lakh for their brethren in the IIM world. As Reddy points out: "We don't operate in the open market. We just cater to the needs of our clients, who need the best of talent but can't pay too much." What IRMA looks for is people who look for challenges rather than high salaries; people like Matthai, who, along with three of his graduates, lived out of a Telco truck gifted by Ratan Tata to improve the living standards of the natives of Jawaja, a village in Rajasthan where the only occupation was skinning animals. That it took its toll on Matthai's health and may have caused his demise is another story. Says Kurien: "We must produce managers who don't go away to the US, as IIM graduates do-the managers of MNCs have the only goal of maximising value for a handful of shareholders overseas. A manager of Amul (Gujarat Cooperative Milk Marketing Federation) has to look after the interests of 4,00,000 farmers. It's much more difficult."
It's for this difficult task that the curriculum strives to equip the students for and it's in this context that the field work segment assumes paramount importance. A unique feature of IRMA, the field work segment requires students to spend 10 weeks working in a village with one of 600 designated cooperatives and NGOs. Many of those villages don't even have basic amenities like toilets. The faculty closely interacts with the students during a portion of the field work. In fact, experience-based learning-that includes summer training and management traineeship in addition to the field work-forms 40 per cent of the 88-week programme.
The going hasn't been bad so far. Even in these times of the Gold Rush, about 5,000 applications come for the 60 slots each year. Thirty per cent of the graduates join GCMMF or National Dairy Development Board, 50 per cent join non-government cooperatives and other agencies, and about 10-15 per cent join the donor agencies. Still, even though the entrance tests are designed to spot commitment to the cause and the course aims at developing it further, faculty member Vishwa Ballabh, in charge of placements, reveals that about 15 per cent of those passing out each year opt out of the sector. And 40 per cent of the 1,200-strong alumni are no more working in the sector. Singh, however, says that 60 per cent is a very high retention rate. Paradoxically, these turncoats may have contributed greatly to enhancing IRMA's reputation in the outside world. And Reddy says IRMA grads opting out of the sector attract salaries at par with IIM grads.
[IR] Managing Finances
The Colour of Money
2. This corpus has now grown to Rs 33 crore
3. Interest earned on the corpus, owing to falling interest rates, is stagnating around Rs 4 crore a year
4. IRMA earns about Rs 2.5 crore a year through consultancy and various projects
5. Expenditure, meanwhile, has caught up with earnings
The sharp sectoral focus also makes finances an issue for IRMA. It started with a corpus donated in two tranches by NDDB: Rs 9 crore and Rs 8 crore. That corpus has grown to Rs 33 crore. The institute's major income is interest earned on this corpus, that comes to about Rs 4 crore a year. In addition, it earns about Rs 2.5 crore a year through consultancy and various projects. Lately, expenditure has caught up with earnings as interest income has stagnated in the falling rate regime. It's difficult to take on more revenue-generating work as it entails diverting the faculty's time away from the institute's programmes.
So, why not expand the faculty? As Singh points out: "We don't want too large a faculty (at present, IRMA has 25 permanent members in addition to five visiting ones) as it's difficult to manage. Besides, it's not easy to find so many committed people." But he readily admits that there is a dire need to boost earnings, especially as there is a subsidy component of Rs 1-1.5 lakh on each student over two years. One way could be to get consultancy work from entities like UNICEF that pay well. Otherwise, a grant or two could come in handy.
Surely, these are issues that need to be addressed. But Kurien remains unfazed. When he first came to the Anand area in 1949, no one would take him on as a tenant since he was a Christian, a meat-eater and, worst of all, a bachelor. He therefore lived in a garage for a long time. "Everything here was built brick-by-brick," he says. And addressing these issues merely means a few more bricks.
From India, Ahmadabad
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The Indian Agriculture Industry is on the brink of a revolution!!
Take a look at the following statistics:
l Turnover of the total food market: approximately US $ 69.4 bn
l Turnover of value-added food products: US $ 22.2 bn
l The Government of India has approved proposals for joint ventures, foreign collaborations, industrial licenses and 100% export-oriented units envisaging an investment of US $ 4.80 bn
l Foreign investment is over US $ 18.2 bn
l Agriculture accounts for over 35% of GDP and employs 65 % of the population
Recently, during Amaethon 2008, an IIM-A initiative in the field of agribusiness, speakers stressed the sustainability and all-inclusive growth of agribusiness in India. They said that a multi-cultured and socio-economically diverse country such as India can never ignore the bottom of its pyramid. They also emphasized that growth in agribusiness is declining not because investment is decreasing, but because new talent is not getting infused into the sector.
The career opportunities available to students in this domain are tremendous. For the year 2007, PGP-ABM at IIM-A recorded unparalleled placements with an offer-to-student ratio of 2:1. Average salaries in the sector increased by 25% for freshers and 20% for laterals. Greater job diversity was the distinguishing feature of placements.
l The PGP-ABM students of 2007 bagged consulting and advisory roles in banks, positions in FMCG giants like Pepsi and Marico, and placements with some of the big names in Food, Supply Chain, Procurement, Agricultural Finance, Retail, and Commodity Trading.
l The highest salary offered was INR 10 lakh for laterals as well as for freshers.
l The average salary rose to INR 9 lakh for freshers and 9.5 lakh for laterals.
Kamal Deo Singh, Coordinator, IIM-A Placement Committee (PGP-ABM) said that this is just the beginning of a trend. Demand for agribusiness managers is set to grow rapidly.
So, as you can see, this is a very lucrative career option for any MBA aspirant, irrespective of his or her educational background, and not just for agriculture graduates. Besides, enrolling in this course will give you the opportunity to become a part of one of India's heritage institutions. If you have not yet considered this programme as an option, please do so. You would not want to miss out on a fantastic career opportunity. All you have to do to take advantage of this wonderful career prospect is to darken a circle…yes, that is it!
In your CAT application form, do remember to darken the circle corresponding to the PGP-ABM programmes available at IIM-A and IIM-L. You do not need to fill a separate form or pay any extra fee.
If you are excited about a career in Agribusiness Management, you could also look at other institutes such as IRMA and IIFM.
From India, Ahmadabad
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Take a look at the following statistics:
l Turnover of the total food market: approximately US $ 69.4 bn
l Turnover of value-added food products: US $ 22.2 bn
l The Government of India has approved proposals for joint ventures, foreign collaborations, industrial licenses and 100% export-oriented units envisaging an investment of US $ 4.80 bn
l Foreign investment is over US $ 18.2 bn
l Agriculture accounts for over 35% of GDP and employs 65 % of the population
Recently, during Amaethon 2008, an IIM-A initiative in the field of agribusiness, speakers stressed the sustainability and all-inclusive growth of agribusiness in India. They said that a multi-cultured and socio-economically diverse country such as India can never ignore the bottom of its pyramid. They also emphasized that growth in agribusiness is declining not because investment is decreasing, but because new talent is not getting infused into the sector.
The career opportunities available to students in this domain are tremendous. For the year 2007, PGP-ABM at IIM-A recorded unparalleled placements with an offer-to-student ratio of 2:1. Average salaries in the sector increased by 25% for freshers and 20% for laterals. Greater job diversity was the distinguishing feature of placements.
l The PGP-ABM students of 2007 bagged consulting and advisory roles in banks, positions in FMCG giants like Pepsi and Marico, and placements with some of the big names in Food, Supply Chain, Procurement, Agricultural Finance, Retail, and Commodity Trading.
l The highest salary offered was INR 10 lakh for laterals as well as for freshers.
l The average salary rose to INR 9 lakh for freshers and 9.5 lakh for laterals.
Kamal Deo Singh, Coordinator, IIM-A Placement Committee (PGP-ABM) said that this is just the beginning of a trend. Demand for agribusiness managers is set to grow rapidly.
So, as you can see, this is a very lucrative career option for any MBA aspirant, irrespective of his or her educational background, and not just for agriculture graduates. Besides, enrolling in this course will give you the opportunity to become a part of one of India's heritage institutions. If you have not yet considered this programme as an option, please do so. You would not want to miss out on a fantastic career opportunity. All you have to do to take advantage of this wonderful career prospect is to darken a circle…yes, that is it!
In your CAT application form, do remember to darken the circle corresponding to the PGP-ABM programmes available at IIM-A and IIM-L. You do not need to fill a separate form or pay any extra fee.
If you are excited about a career in Agribusiness Management, you could also look at other institutes such as IRMA and IIFM.
From India, Ahmadabad
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Postgraduate Diploma in Rural Management (PGDM-RM)
Admission procedure for batch (2008 - 10)
Eligibility
The minimum requirement for admission to the Programme is: A three-year Bachelor's degree (or equivalent) in any discipline from a recognized University. Candidates who expect to complete the final part of their degree examinations by June 15, 2008, may also apply. Offers of admission to such candidates, if made, will be provisional and will be automatically canceled in the event of their failing to complete all the requirements for obtaining the degree before June 15.
Admission Test
Applicants are required to take one of the Admission Tests:
1. The test to be conducted by the Institute of Rural Management Anand (IRMA), on 11th November 2007, or
2. XAT to be conducted by XLRI, Jamshedpur on 6th January 2008. Registering for the IRMA Test or XAT is a prerequisite for applying to XIMB's PGPRM.
XIMB Application
Applicants have to apply (online) separately for the XIMB program at: Home Upon successfully filling the online application form, the payment advice form can be downloaded. The applicant must take a printout of the same payment advice form and mail it to the Admissions Office, Xavier Institute of Management, Bhubaneswar-751013, accompanied by the application fee (non-refundable) in one of the following ways:
1. Original Bank remittance slip, after depositing (in cash) at any State Bank of India core branch in the C & I Account No. 30040537421 of Xavier Institute of Management, Bhubaneswar; OR
2. Original Bank remittance slip, after depositing (in cash) at any branch of AXIS (UTI) Bank into the S/B Account No. 024010100084039 of Xavier Institute of Management, Bhubaneswar; OR
3. A Demand Draft made out in favor of Xavier Institute of Management, Bhubaneswar.
On receipt of the DD / Bank remittance slip for the required amount and the payment advice form, the Bulletin 2008 will be mailed to the applicant. The last date for applying online is December 31, 2007.
It may be noted that besides registering for the IRMA Test or XAT, one has to apply (online) separately to XIM, Bhubaneswar.
Online registration will be accepted subject to receipt of the application fee and completed payment advice form by XIMB. Upon receipt of the application fee, the eligible applicants will be intimated by e-mail about the acceptance of their applications.
Selection Process
The institute will decide the section-wise as well as total cut-off marks, which will be used for shortlisting candidates to be called for Group Discussion and Personal Interview. GD & PI will be held at Bhubaneswar, Chennai, Delhi, Kolkata, and the candidates will have to meet their travel expenses for appearing in the GD & PI. The final selection will be based on the candidate's performance in the written test as well as Group Discussion and Personal Interview (which factors in the past academic record and relevant work experience). The selected candidates will be informed through mail by the first week of April 2008.
Fee Structure <link updated to site home> ( Search On Cite | Search On Google )
Admission
The program will begin by the middle of June 2008 for the first-year students. At this time, the students will be given a Manual of Policies which will be binding on them.
All admission-related queries may be addressed to:
Phone: 0674 3983806, 09437010228(M)
From India, Ahmadabad
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Admission procedure for batch (2008 - 10)
Eligibility
The minimum requirement for admission to the Programme is: A three-year Bachelor's degree (or equivalent) in any discipline from a recognized University. Candidates who expect to complete the final part of their degree examinations by June 15, 2008, may also apply. Offers of admission to such candidates, if made, will be provisional and will be automatically canceled in the event of their failing to complete all the requirements for obtaining the degree before June 15.
Admission Test
Applicants are required to take one of the Admission Tests:
1. The test to be conducted by the Institute of Rural Management Anand (IRMA), on 11th November 2007, or
2. XAT to be conducted by XLRI, Jamshedpur on 6th January 2008. Registering for the IRMA Test or XAT is a prerequisite for applying to XIMB's PGPRM.
XIMB Application
Applicants have to apply (online) separately for the XIMB program at: Home Upon successfully filling the online application form, the payment advice form can be downloaded. The applicant must take a printout of the same payment advice form and mail it to the Admissions Office, Xavier Institute of Management, Bhubaneswar-751013, accompanied by the application fee (non-refundable) in one of the following ways:
1. Original Bank remittance slip, after depositing (in cash) at any State Bank of India core branch in the C & I Account No. 30040537421 of Xavier Institute of Management, Bhubaneswar; OR
2. Original Bank remittance slip, after depositing (in cash) at any branch of AXIS (UTI) Bank into the S/B Account No. 024010100084039 of Xavier Institute of Management, Bhubaneswar; OR
3. A Demand Draft made out in favor of Xavier Institute of Management, Bhubaneswar.
On receipt of the DD / Bank remittance slip for the required amount and the payment advice form, the Bulletin 2008 will be mailed to the applicant. The last date for applying online is December 31, 2007.
It may be noted that besides registering for the IRMA Test or XAT, one has to apply (online) separately to XIM, Bhubaneswar.
Online registration will be accepted subject to receipt of the application fee and completed payment advice form by XIMB. Upon receipt of the application fee, the eligible applicants will be intimated by e-mail about the acceptance of their applications.
Selection Process
The institute will decide the section-wise as well as total cut-off marks, which will be used for shortlisting candidates to be called for Group Discussion and Personal Interview. GD & PI will be held at Bhubaneswar, Chennai, Delhi, Kolkata, and the candidates will have to meet their travel expenses for appearing in the GD & PI. The final selection will be based on the candidate's performance in the written test as well as Group Discussion and Personal Interview (which factors in the past academic record and relevant work experience). The selected candidates will be informed through mail by the first week of April 2008.
Fee Structure <link updated to site home> ( Search On Cite | Search On Google )
Admission
The program will begin by the middle of June 2008 for the first-year students. At this time, the students will be given a Manual of Policies which will be binding on them.
All admission-related queries may be addressed to:
From India, Ahmadabad
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Postgraduate Diploma in Rural Management (PGDM-RM)
Traditionally, industry has been the main focus of management science. Xavier Institute of Management made an innovative departure by emphasizing the need to expand the use of management science to the rural sector in the form of creating managers not only for the corporate sector but also for the social sector. The basic objective of introducing the two-year PGPRM course is to inject professionalism into the field of the rural economy. It is now well recognized that professionalism and professional interventions are going to have a key place in shaping the future of rural India. The present initiative of PGPRM at XIMB is an exception to the traditional treatment of management education. This has not only created a special place for the Institute among the galaxy of management institutes in India and abroad but also has fulfilled one of the basic needs of the Indian economy.
Objectives
XIMB's Rural Management program aims at training professional managers for the rural sector. The course is designed to address the following objectives:
- Blending the managerial knowledge and practices of people with modern management science and techniques.
- Building and strengthening people's organizations.
- Knowledge and skills needed for the effective utilization and management of human and valuable resources.
- Application of technology to analyze factors influencing rural realities.
- Generating an interface between the corporate sector and social development.
Today, under the new economic reform regime, corporate houses are also required to initiate special programs aimed at social development. The symbiotic relationship between business and society has triggered a growing involvement in the social sector. There is, therefore, a crying need to bridge the corporate sector and rural society. This would not only help in setting up a process for contributing to the needs of the informal sectors objective but also provide a platform for the corporate sector to strengthen business opportunities. As a result, more and more corporate bodies are looking for a special team of rural managers who understand the complex dynamics and behavior of rural society. This is one of the market segments which the program intends to cater to apart from the social development sector comprising cooperatives, NGOs, government development agencies, and national and international donors engaged in promoting rural development.
From India, Ahmadabad
Acknowledge(0)Amend(0)
Traditionally, industry has been the main focus of management science. Xavier Institute of Management made an innovative departure by emphasizing the need to expand the use of management science to the rural sector in the form of creating managers not only for the corporate sector but also for the social sector. The basic objective of introducing the two-year PGPRM course is to inject professionalism into the field of the rural economy. It is now well recognized that professionalism and professional interventions are going to have a key place in shaping the future of rural India. The present initiative of PGPRM at XIMB is an exception to the traditional treatment of management education. This has not only created a special place for the Institute among the galaxy of management institutes in India and abroad but also has fulfilled one of the basic needs of the Indian economy.
Objectives
XIMB's Rural Management program aims at training professional managers for the rural sector. The course is designed to address the following objectives:
- Blending the managerial knowledge and practices of people with modern management science and techniques.
- Building and strengthening people's organizations.
- Knowledge and skills needed for the effective utilization and management of human and valuable resources.
- Application of technology to analyze factors influencing rural realities.
- Generating an interface between the corporate sector and social development.
Today, under the new economic reform regime, corporate houses are also required to initiate special programs aimed at social development. The symbiotic relationship between business and society has triggered a growing involvement in the social sector. There is, therefore, a crying need to bridge the corporate sector and rural society. This would not only help in setting up a process for contributing to the needs of the informal sectors objective but also provide a platform for the corporate sector to strengthen business opportunities. As a result, more and more corporate bodies are looking for a special team of rural managers who understand the complex dynamics and behavior of rural society. This is one of the market segments which the program intends to cater to apart from the social development sector comprising cooperatives, NGOs, government development agencies, and national and international donors engaged in promoting rural development.
From India, Ahmadabad
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Admissions
Post-Graduate Programme in Rural Management (PRM)
This program prepares young talented managers to undertake challenging responsibilities in rural cooperatives and development organizations. It is a two-year residential program leading to a Post-Graduate Diploma in Rural Management (PGDRM), which is recognized as equivalent to a Master's Degree by the Association of Indian Universities (AIU) and approved by the All India Council for Technical Education (AICTE). Participants in this program are highly valued in local, national, and international cooperatives, NGOs, development organizations, and funding agencies. All participants are suitably placed in different organizations through the Campus Placement program.
Composition of applicants for the course
Composition of candidates finally selected
Fellow Programme in Rural Management (FPRM)
This is a doctoral-level residential program for individuals who need specialized knowledge, skills, and attitudes for positions requiring conceptual and visioning skills in cooperatives and development organizations. The main objectives of the program are (i) to establish rural management as a separate discipline, (ii) to develop researchers and scholars in the field of rural management, (iii) to create a body of knowledge in the field of rural management, and (iv) to stimulate academic and research work at IRMA in the field of rural management. Each participant in the program receives a fellowship and contingency grant. Many participants have received good offers for teaching and research assignments even before completing their program.
From India, Ahmadabad
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Post-Graduate Programme in Rural Management (PRM)
This program prepares young talented managers to undertake challenging responsibilities in rural cooperatives and development organizations. It is a two-year residential program leading to a Post-Graduate Diploma in Rural Management (PGDRM), which is recognized as equivalent to a Master's Degree by the Association of Indian Universities (AIU) and approved by the All India Council for Technical Education (AICTE). Participants in this program are highly valued in local, national, and international cooperatives, NGOs, development organizations, and funding agencies. All participants are suitably placed in different organizations through the Campus Placement program.
Composition of applicants for the course
Composition of candidates finally selected
Fellow Programme in Rural Management (FPRM)
This is a doctoral-level residential program for individuals who need specialized knowledge, skills, and attitudes for positions requiring conceptual and visioning skills in cooperatives and development organizations. The main objectives of the program are (i) to establish rural management as a separate discipline, (ii) to develop researchers and scholars in the field of rural management, (iii) to create a body of knowledge in the field of rural management, and (iv) to stimulate academic and research work at IRMA in the field of rural management. Each participant in the program receives a fellowship and contingency grant. Many participants have received good offers for teaching and research assignments even before completing their program.
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Composition of applicants for the course: 2008
[IMG]http://irma.ac.in/admissions/admissions_piechart.php?data=1403*2405*1825*2277*2 236*549&amp;label=Arts*Science*Dairy%20Tech./Agri/Vet.%20Sci./Fisheries/%20Forestry/Agri.%20Engg./Cooperation*Engineering*Business%20Administration/Commerce*Others[/IMG]
From India, Ahmadabad
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[IMG]http://irma.ac.in/admissions/admissions_piechart.php?data=1403*2405*1825*2277*2 236*549&amp;label=Arts*Science*Dairy%20Tech./Agri/Vet.%20Sci./Fisheries/%20Forestry/Agri.%20Engg./Cooperation*Engineering*Business%20Administration/Commerce*Others[/IMG]
From India, Ahmadabad
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1. First of all I saw you paper style of IRMA
Test Name
Duration
Total Qtns
Sections
Sectional Time
Qtns/Section
Areas Tested in Exam
IRMA
2 hours
200
4
NA
40,50,50,60
English Comprehension, Quantitative Ability, Analytical Reasoning, Issues of Social Concern
2. You have to plan to do to things take score in Gk part and math-reasoning-English part.
3. You have to clear cut-of in each section including GK.
4. For to gear up speed in each section you should start to solve Bank P.O.’s paper set. Because it is the test which have same paper style as IRMA.
5. And to score in GK there is one book name is “INDIA 2007” year book (year is changing every year).from this book you should read chapters related to agriculture, rural, etc.
Because GK of IRMA is mostly related to this all field.
6. IRMA takes its question paper back. So to get these papers there is one way is magazine “BUSINESS & MANAGEMENT”.
This magazine publishes paper of IRMA, XAT, SNAP, IIFT, MAT etc.
Of previous years. Exact one.
To get more than one paper for IRMA you have to subscribe more than magazine of “BUSINESS & MANAGEMENT”. And actually I don’t know the months in which Irma’s papers publish otherwise I don’t need to spend too much.
7. One more magazine is also available in which GK is given name of it is “yojana and kurushetra”.
8. One more thing is that to clear cut-off you should attempt 30-30-30-30 = 120 questions it means if you score between 80-90 or 90-100 you will get call for GD-PI .so that’s why I suggest gearing up speed.
9. Mail of one student who is studying in rural management course of XIMB.
“Hello friend. Let me introduce first. I am aviranjan studying rural management from ximb.
Irma takes its question paper back. so no possibility.
some magazines may publish few questions depending upon feedback from students.apart from what i say go to Google and type " Irma pagal guy " and u will get the link about what students suggest to crack irma.
i crached irma last year but could not crack finally. Reason interview went bad. Any way forget abt that.
For irma u need to prepare little higher say snap or cat will do. if u r sincerely preparing for it then be rest assured abt 3 portions-qm, english and d.i. buy a p.o. test papers book may be '' bsc's 30 test papers for p.o.".this will extremely help u in d.i. portion.
abt g.k. connect people from c l, ims and time and collect g.k. test papers that they will issue say 1 or 2 weeks before irma. Extremely helpful.
Apart from that read last six months yojana and kurushetra throughly. It’s enough for g.k.want to do more. Find any link for current affairs.and con”
From India, Ahmadabad
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Hi, I would be appearing for TISS entrance exam to be conducted in Jan 2009. Can anybody help me with sample papers of TISS and what material is required for GK section. Amrita.
From India, Mumbai
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From India, Mumbai
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Objective Test: Data Interpretation Test, Data Sufficiency Test, Probability Test, Reading Comprehension relating to business and HR issues, Business Knowledge, Foundation of Management (Economics, Sociological and Psychological).
The section of General Awareness in IRMA primarily focuses on the social sector. Past years' trends highlight some specific areas such as:
- Data/Pattern of the Agriculture sector (The Hindu Survey on Indian Agriculture 2008 should prove very useful)
- The various NGOs and Social movements: their leaders, area of activity, etc.
- Social problems of India
- Human development indicators, data, etc.
- WTO, its implications for rural sectors
- Mishaps like accidents due to fire, contaminated water, liquor, etc.
- The Govt. schemes for the social sector viz poverty alleviation, literacy, employment, healthcare, etc. (Read through the social sector section in Economic Survey and Budget 2005-06)
To cover these topics, browse Govt. of India Websites/Publications. The Public Information Bureau of Govt. publishes India 2008, which will prove helpful reading. The website of the Planning Commissions and documents too have comprehensive analysis of social sectors. The magazine 'YOJNA' too would have useful and relevant material for this exam.
We have provided some of the questions that have been asked in IRMA over the past few years. These questions have been based on the students' memory. Also, to help you judge your competency in General Knowledge, a set of practice questions with answers has been provided towards the end.
From India, Ahmadabad
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The section of General Awareness in IRMA primarily focuses on the social sector. Past years' trends highlight some specific areas such as:
- Data/Pattern of the Agriculture sector (The Hindu Survey on Indian Agriculture 2008 should prove very useful)
- The various NGOs and Social movements: their leaders, area of activity, etc.
- Social problems of India
- Human development indicators, data, etc.
- WTO, its implications for rural sectors
- Mishaps like accidents due to fire, contaminated water, liquor, etc.
- The Govt. schemes for the social sector viz poverty alleviation, literacy, employment, healthcare, etc. (Read through the social sector section in Economic Survey and Budget 2005-06)
To cover these topics, browse Govt. of India Websites/Publications. The Public Information Bureau of Govt. publishes India 2008, which will prove helpful reading. The website of the Planning Commissions and documents too have comprehensive analysis of social sectors. The magazine 'YOJNA' too would have useful and relevant material for this exam.
We have provided some of the questions that have been asked in IRMA over the past few years. These questions have been based on the students' memory. Also, to help you judge your competency in General Knowledge, a set of practice questions with answers has been provided towards the end.
From India, Ahmadabad
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URL: [Team TISS: What Women Want - Dharavi, Mumbai](http://www.dharavi.org/G._Urban_Typhoon_Workshop_Koliwada-Dharavi/Team_TISS:_What_Women_Want)
---
I have corrected the spelling, grammar, and formatting of the provided URL. Let me know if you need further assistance.
From India, Ahmadabad
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---
I have corrected the spelling, grammar, and formatting of the provided URL. Let me know if you need further assistance.
From India, Ahmadabad
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INDUSTRIAL RELATIONS
THE INDUSTRIAL DISPUTES ACT, 1947
The Industrial Disputes Act, 1947 basically provides for investigation and settlement
of industrial disputes. The main objectives of the Act are: promotion of measures for
securing and preserving amity and good relations between the employer and
workmen; investigation and settlement of industrial disputes, between employers
and employers, employers and workmen or workmen and workmen, with a right of
representation by registered trade union or a federation or trade unions or an
association of employers or a federation of associations of employers; prevention of
illegal strikes and lock-outs; relief to workmen in the matter of lay-off and retrenchment;
and collective bargaining.
The special provisions relating to lay off, retrenchment and closure are
applicable to the establishments employing not less than 100 workmen on an average
per working day. The Act also provides for protection in the shape of retrenchment
compensation and notice to the workmen who have completed 240 days continuous
service in the establishment in the preceding 12 months before effecting retrenchment,
closure etc.
THE TRADE UNION ACT, 1926
The Trade Unions Act, 1926 provides for registration of trade unions of employers
and workers, and, in certain respects, it defines the law relating to registered trade
unions. It confers legal and corporate status on registered trade unions. The Trade
Unions Act, 1926 is administered by the concerned State Governments.
The Trade Union Act, 1926 has been amended and the following amendments
have been enforced from 9th January, 2002: No trade union of workmen shall be
registered unless at least 10% or 100, whichever is less, of workmen engaged or
employed in the establishment or industry with which it is connected are the members
of such trade union on the date of making or application for registration. In no case,
a union shall be registered without a minimum strength of 7 members; a registered
trade union of workmen shall, at all times, continue to have not less than 10% or 100
of the workmen, whichever is less, subject to a minimum of 7 persons engaged or
employed in the establishment or industry with which it is connected, as its members;
a provision for filing an appeal before the Industrial Tribunal/Labour Court in case
of non-registration/restoration of registration has been provided; all office bearers of
a registered trade union, except not more than one third of the total number of office
bearers or five, whichever is less, shall be persons actually engaged or employed in
the establishment or industry with which the trade union is connected; Minimum
rate of subscription by members of the trade union has been revised as one rupee per
annum for rural workers, three rupees per annum for workers in other unorganized
sectors and 12 rupees per annum in all other cases.
INDUSTRIAL TRIPARTITE COMMITTEES
The Industrial Tripartite Committees have been constituted with the view to promote
the spirit of tripartism. These tripartite bodies aim at deliberating on the industryspecific
problems related to workers in that particular industry. These Committees
are non-statutory and ad-hoc and their meetings are convened as and when required.
At present, there are eight Industrial Tripartite Committees, one each for Engineering,
Electricity Generation & Distribution, Road Transport, Chemical , Sugar Industry
Cotton Textiles , Jute Industry and Plantation
SOCIAL SECURITY
THE WORKMEN’S COMPENSATION ACT, 1923
A beginning was made in Social Security with the passing of the Workmen’s
Compensation Act, 1923. The Act provides for payment of compensation to workmen
and their dependents in case of injury and accident (including certain occupational
diseases) arising out of and in the course of employment and resulting in disablement
or death. The Act applies to railway servants and persons employed in any such
capacity as is specified in Schedule II of the Act. It includes persons employed in
factories, mines, plantation, mechanically propelled vehicles, construction works
and certain other hazardous occupations. Minimum rates of compensation for
permanent total disablement and death are fixed at Rs.90,000 and Rs.80,000
respectively. Maximum amount for death and permanent total disablement can go
up to Rs.4.56 lakh and Rs.5.48 lakh respectively depending on age and wages of
workmen.
THE MATERNITY BENEFIT ACT, 1961
The Maternity Benefit Act, 1961 regulates employment of women in certain
establishments for a certain period before and after childbirth and periods for
maternity and other benefits. The Act applies to mines, factories, circus industry,
plantation, shops and establishments employing ten or more persons, except
employees covered under the Employees’ State Insurance Act, 1948. The State
Governments can extend it to any other establishment or class of establishments.
There is no wage limit for coverage under the Act.
THE EMPLOYEES’ STATE INSURANCE ACT, 1948
The Employees State Insurance Act, 1948 is applicable in the first instance, to nonseasonal
factories using power and employing 10 or more persons and non-power
using factories employing 20 or more persons. It covers employees drawing wages
not exceeding Rs.10,000/- with effect from18.10.2006 01.04.2004. The Act provides
medical care in kind and cash benefits in the contingency of sickness, maternity and
employment injury and pension for dependents in the event of death of a worker
because of employment injury. Full medical care including hospitalization is also
being progressively made available to members of the family of the insured persons.
With effect from 01.04.2005, the Employees State Insurance Corporation has introduced
“Rajiv Gandhi Shramik Kalyan Yojana” for the workers covered under the Scheme,
who lose their job involuntarily due to retrenchment, closure of factories/
establishments and permanent disability not arising out of employment injury. The
beneficiaries under this Scheme are entitled to get a monthly cash allowance of about
50-53 percent of the wage as well as medical care for themselves and their dependant
family members, for a maximum of six months which may be available in a single
spell or in spells of not less than one month each.
The main benefits provided under the Act are medical care for the entire family
of the Insured Person (IP), cash compensation for loss of wages on account of sickness,
temporary and permanent disablement arising out of employment injury, periodical
payments to dependants of Insured Person who dies due to employment injury,
maternity benefit in cash to Insured Women and funeral expenses.
As on March, 2006 there were 144 ESI Hospitals, 42 Annexes, 28,308 beds
including 4396 beds reserved in hospitals other than ESI hospitals/annexes, 1427
ESI dispensaries, 2135 clinics of Insured Medical Practitioners (IMPs) under the
scheme. The total number of Insured Persons is 91.49 lakh which also includes
16,22,300 Insured Women. The total number of beneficiaries under the scheme is
354.96 lakh. The scheme is financed mainly through contributions from employers
(4.75 percent of the wages) and employees (1.75 percent of the wages).
From India, Ahmadabad
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THE INDUSTRIAL DISPUTES ACT, 1947
The Industrial Disputes Act, 1947 basically provides for investigation and settlement
of industrial disputes. The main objectives of the Act are: promotion of measures for
securing and preserving amity and good relations between the employer and
workmen; investigation and settlement of industrial disputes, between employers
and employers, employers and workmen or workmen and workmen, with a right of
representation by registered trade union or a federation or trade unions or an
association of employers or a federation of associations of employers; prevention of
illegal strikes and lock-outs; relief to workmen in the matter of lay-off and retrenchment;
and collective bargaining.
The special provisions relating to lay off, retrenchment and closure are
applicable to the establishments employing not less than 100 workmen on an average
per working day. The Act also provides for protection in the shape of retrenchment
compensation and notice to the workmen who have completed 240 days continuous
service in the establishment in the preceding 12 months before effecting retrenchment,
closure etc.
THE TRADE UNION ACT, 1926
The Trade Unions Act, 1926 provides for registration of trade unions of employers
and workers, and, in certain respects, it defines the law relating to registered trade
unions. It confers legal and corporate status on registered trade unions. The Trade
Unions Act, 1926 is administered by the concerned State Governments.
The Trade Union Act, 1926 has been amended and the following amendments
have been enforced from 9th January, 2002: No trade union of workmen shall be
registered unless at least 10% or 100, whichever is less, of workmen engaged or
employed in the establishment or industry with which it is connected are the members
of such trade union on the date of making or application for registration. In no case,
a union shall be registered without a minimum strength of 7 members; a registered
trade union of workmen shall, at all times, continue to have not less than 10% or 100
of the workmen, whichever is less, subject to a minimum of 7 persons engaged or
employed in the establishment or industry with which it is connected, as its members;
a provision for filing an appeal before the Industrial Tribunal/Labour Court in case
of non-registration/restoration of registration has been provided; all office bearers of
a registered trade union, except not more than one third of the total number of office
bearers or five, whichever is less, shall be persons actually engaged or employed in
the establishment or industry with which the trade union is connected; Minimum
rate of subscription by members of the trade union has been revised as one rupee per
annum for rural workers, three rupees per annum for workers in other unorganized
sectors and 12 rupees per annum in all other cases.
INDUSTRIAL TRIPARTITE COMMITTEES
The Industrial Tripartite Committees have been constituted with the view to promote
the spirit of tripartism. These tripartite bodies aim at deliberating on the industryspecific
problems related to workers in that particular industry. These Committees
are non-statutory and ad-hoc and their meetings are convened as and when required.
At present, there are eight Industrial Tripartite Committees, one each for Engineering,
Electricity Generation & Distribution, Road Transport, Chemical , Sugar Industry
Cotton Textiles , Jute Industry and Plantation
SOCIAL SECURITY
THE WORKMEN’S COMPENSATION ACT, 1923
A beginning was made in Social Security with the passing of the Workmen’s
Compensation Act, 1923. The Act provides for payment of compensation to workmen
and their dependents in case of injury and accident (including certain occupational
diseases) arising out of and in the course of employment and resulting in disablement
or death. The Act applies to railway servants and persons employed in any such
capacity as is specified in Schedule II of the Act. It includes persons employed in
factories, mines, plantation, mechanically propelled vehicles, construction works
and certain other hazardous occupations. Minimum rates of compensation for
permanent total disablement and death are fixed at Rs.90,000 and Rs.80,000
respectively. Maximum amount for death and permanent total disablement can go
up to Rs.4.56 lakh and Rs.5.48 lakh respectively depending on age and wages of
workmen.
THE MATERNITY BENEFIT ACT, 1961
The Maternity Benefit Act, 1961 regulates employment of women in certain
establishments for a certain period before and after childbirth and periods for
maternity and other benefits. The Act applies to mines, factories, circus industry,
plantation, shops and establishments employing ten or more persons, except
employees covered under the Employees’ State Insurance Act, 1948. The State
Governments can extend it to any other establishment or class of establishments.
There is no wage limit for coverage under the Act.
THE EMPLOYEES’ STATE INSURANCE ACT, 1948
The Employees State Insurance Act, 1948 is applicable in the first instance, to nonseasonal
factories using power and employing 10 or more persons and non-power
using factories employing 20 or more persons. It covers employees drawing wages
not exceeding Rs.10,000/- with effect from18.10.2006 01.04.2004. The Act provides
medical care in kind and cash benefits in the contingency of sickness, maternity and
employment injury and pension for dependents in the event of death of a worker
because of employment injury. Full medical care including hospitalization is also
being progressively made available to members of the family of the insured persons.
With effect from 01.04.2005, the Employees State Insurance Corporation has introduced
“Rajiv Gandhi Shramik Kalyan Yojana” for the workers covered under the Scheme,
who lose their job involuntarily due to retrenchment, closure of factories/
establishments and permanent disability not arising out of employment injury. The
beneficiaries under this Scheme are entitled to get a monthly cash allowance of about
50-53 percent of the wage as well as medical care for themselves and their dependant
family members, for a maximum of six months which may be available in a single
spell or in spells of not less than one month each.
The main benefits provided under the Act are medical care for the entire family
of the Insured Person (IP), cash compensation for loss of wages on account of sickness,
temporary and permanent disablement arising out of employment injury, periodical
payments to dependants of Insured Person who dies due to employment injury,
maternity benefit in cash to Insured Women and funeral expenses.
As on March, 2006 there were 144 ESI Hospitals, 42 Annexes, 28,308 beds
including 4396 beds reserved in hospitals other than ESI hospitals/annexes, 1427
ESI dispensaries, 2135 clinics of Insured Medical Practitioners (IMPs) under the
scheme. The total number of Insured Persons is 91.49 lakh which also includes
16,22,300 Insured Women. The total number of beneficiaries under the scheme is
354.96 lakh. The scheme is financed mainly through contributions from employers
(4.75 percent of the wages) and employees (1.75 percent of the wages).
From India, Ahmadabad
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The Myers-Briggs Type Indicator (MBTI) assessment is a psychometric questionnaire designed to measure psychological preferences in how people perceive the
From India, Ahmadabad
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From India, Ahmadabad
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please guide me how shall i prepare for TISS Paper II business awareness????Can you suggest some topics ???? Can you guide me on which sites or books shall I refer
From China, Qinhuangdao
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From China, Qinhuangdao
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The user input provided seems to be a link rather than a text requiring grammar and spelling correction. However, I will format the link and ensure proper line breaks for better readability:
[FONT=Verdana]
1.
http://www.coolavenues.com/mbasp/mba-insider.php
If you have any specific text that needs correction, please provide it for further assistance.
From India, Ahmadabad
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[FONT=Verdana]
1.
http://www.coolavenues.com/mbasp/mba-insider.php
If you have any specific text that needs correction, please provide it for further assistance.
From India, Ahmadabad
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Concluded.
Latest Articles
* New! Special Economic Zones: A Grey Area of Land Acquisition - by Dr. Gursharan Singh Kainth
* New! Investing in 2009: Back to Basics - by Sanjeev Kumar
* New! New Universal Name Identities - by Naseem Javed
* New! Santa's Stimulus Package for the Indian Economy - by Sanjeev Kumar
* New! Bridging the Rural Digital Divide: Status & Future Agenda - by Dr. Gursharan Singh Kainth & Ms. Kamalpreet Kaur
* Selling Luxury Brands in Downturn - by Aniruddh Kr. Singh
* India - Future Warehouse of IT in the World - by Anuranjan Misra
* National Rural Health Mission: The Tasks Ahead - by Dr. Gursharan Singh Kainth
* Rural Marketing in Indian Context - by Sri Lakshmi K. & Sri Rama Murty D.
* Fixed Maturity Plans - by Amar Ranu
* Oil Saga - The OPEC Oligopoly - by V. Venkata Raghvendra
* Mobile Banking: A Boon for Unbanked - by Dr. Gursharan Singh Kainth
* Organizational Restructuring: Challenges & Opportunities - by Subhashini Acharya
* How Companies Use Derivatives for Hedging & Risk Management - by Abhijeet Bhandari
* Outsourcing in India: Emerging Trends & Challenges with Reference to Global Perspective - by Sheeba Rehman
* Empowering Women for Societal Excellence - by Dr. Chitra C.
* Mobile Banking: A Wallet for all Pockets - by Prof. Pooja. S. Kushwaha
* HR: No More a Staff But a Line Function - by Sidharth Nahata & K. Snehapriya
* FII's Influence in Indian Stock Market - by T. N. Aravind, V. Venkata Raghavendra & Suby Philip
* Future View for HR Consultancy - by Neha Gupta
* The Great US Meltdown: Privatization of Profits, Nationalization of Losses - by Madhav Sharma & Sumit Singh
* Attrition - A Disguised Boon - by Chandana Chalasani
* Invest in Mutual Funds and Reap Rich Dividends - by R. Sethumadhavan
* Marketing on Web: Issues & Challenges - by Chandana Chalasani
* Basel II: Challenges Ahead of the Indian Banking Industry - by Jagannath Mishra & Pankaj Kumar Kalawatia
From India, Ahmadabad
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Latest Articles
* New! Special Economic Zones: A Grey Area of Land Acquisition - by Dr. Gursharan Singh Kainth
* New! Investing in 2009: Back to Basics - by Sanjeev Kumar
* New! New Universal Name Identities - by Naseem Javed
* New! Santa's Stimulus Package for the Indian Economy - by Sanjeev Kumar
* New! Bridging the Rural Digital Divide: Status & Future Agenda - by Dr. Gursharan Singh Kainth & Ms. Kamalpreet Kaur
* Selling Luxury Brands in Downturn - by Aniruddh Kr. Singh
* India - Future Warehouse of IT in the World - by Anuranjan Misra
* National Rural Health Mission: The Tasks Ahead - by Dr. Gursharan Singh Kainth
* Rural Marketing in Indian Context - by Sri Lakshmi K. & Sri Rama Murty D.
* Fixed Maturity Plans - by Amar Ranu
* Oil Saga - The OPEC Oligopoly - by V. Venkata Raghvendra
* Mobile Banking: A Boon for Unbanked - by Dr. Gursharan Singh Kainth
* Organizational Restructuring: Challenges & Opportunities - by Subhashini Acharya
* How Companies Use Derivatives for Hedging & Risk Management - by Abhijeet Bhandari
* Outsourcing in India: Emerging Trends & Challenges with Reference to Global Perspective - by Sheeba Rehman
* Empowering Women for Societal Excellence - by Dr. Chitra C.
* Mobile Banking: A Wallet for all Pockets - by Prof. Pooja. S. Kushwaha
* HR: No More a Staff But a Line Function - by Sidharth Nahata & K. Snehapriya
* FII's Influence in Indian Stock Market - by T. N. Aravind, V. Venkata Raghavendra & Suby Philip
* Future View for HR Consultancy - by Neha Gupta
* The Great US Meltdown: Privatization of Profits, Nationalization of Losses - by Madhav Sharma & Sumit Singh
* Attrition - A Disguised Boon - by Chandana Chalasani
* Invest in Mutual Funds and Reap Rich Dividends - by R. Sethumadhavan
* Marketing on Web: Issues & Challenges - by Chandana Chalasani
* Basel II: Challenges Ahead of the Indian Banking Industry - by Jagannath Mishra & Pankaj Kumar Kalawatia
From India, Ahmadabad
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TISS notification out: Tata Institute of Social Sciences, Mumbai, India Online Registration (for the first time, I suppose).
This year, the written test is on December 14th (unlike in January for previous years). This thread is for TISS HRM & LR course—one of the best HR courses in the country. Let's gear up for this season. Discussions on preparation—written as well as GD/PI, about TISS in general and HRM in particular, are welcome!
From India, Ahmadabad
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This year, the written test is on December 14th (unlike in January for previous years). This thread is for TISS HRM & LR course—one of the best HR courses in the country. Let's gear up for this season. Discussions on preparation—written as well as GD/PI, about TISS in general and HRM in particular, are welcome!
From India, Ahmadabad
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Last Year Links:
2006-2008
[Tiss (2006-2008)](http://www.pagalguy.com/forum/other-exams-xat-fms-jmet/10687-tiss-2006-2008-a-49.html) - Page 49
2007-2009
[Tiss HRM & LR (2007-2009)](http://pagalguy.com) <link updated to site home>
2008-2010
[Tiss-hrm-lr-2008-2010](http://pagalguy.com) <link updated to site home>
For other TISS programs
[TISS(9Prgm)2008-10 Call Getters POLL & GD/PI discussion](http://pagalguy.com) <link updated to site home>
Written Exam Q's
[TISS 2008!how did it go](http://pagalguy.com#post963867) (TISS 2008 Actual questions Repository)
GD/PI
[TISS HRM 2008-10 Call Getters, GD/PI discussion and experiences](http://pagalguy.com) <link updated to site home>
GD Prep
[TISS 2008 GDPI preparation- A Topic a Day!](http://pagalguy.com) <link updated to site home>
[TISS Result](http://pagalguy.com) <link updated to site home>
From India, Ahmadabad
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2006-2008
[Tiss (2006-2008)](http://www.pagalguy.com/forum/other-exams-xat-fms-jmet/10687-tiss-2006-2008-a-49.html) - Page 49
2007-2009
[Tiss HRM & LR (2007-2009)](http://pagalguy.com) <link updated to site home>
2008-2010
[Tiss-hrm-lr-2008-2010](http://pagalguy.com) <link updated to site home>
For other TISS programs
[TISS(9Prgm)2008-10 Call Getters POLL & GD/PI discussion](http://pagalguy.com) <link updated to site home>
Written Exam Q's
[TISS 2008!how did it go](http://pagalguy.com#post963867) (TISS 2008 Actual questions Repository)
GD/PI
[TISS HRM 2008-10 Call Getters, GD/PI discussion and experiences](http://pagalguy.com) <link updated to site home>
GD Prep
[TISS 2008 GDPI preparation- A Topic a Day!](http://pagalguy.com) <link updated to site home>
[TISS Result](http://pagalguy.com) <link updated to site home>
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New! Articles
- New! Organizational Restructuring: Challenges & Opportunities
- by Subhashini Acharya
- New! HR: No More a Staff But a Line Function
- by Sidharth Nahata & K. Snehapriya
- New! Future View for HR Consultancy
- by Neha Gupta
- Attrition - A Disguised Boon
- by Chandana Chalasani
- Talent Shortage in Insurance Industry
- by Neha Gupta
- Emotional Balance: The Way to Relieve Your Stress
- by E. Jeevitha
- A Study on Partnership Between IT Companies & RPO Providers
- by Naveen Ponnuru
- Employee Training Effectiveness: A Strategic Way to Success
- by Smitha Das
- Leadership at All Levels
- by S. Rajesh
- Stress Management: Analysis of Some Aspects Related with Women Position in BPO
- by Richa Darshan
- Best HR Practices
- by Sukeshni Thakur
- Harnessing Organizational Image: An Employee's Perspective
- by Subhashini Acharya
- Who is Responsible for Attrition?
- by Gireesh Kumar Sharma
HR Articles Archives
Click here to see the listing of all the HR-related articles.
Useful Knowledge Resources
ISBinsight: Latest Issues of The ISB Magazine
HR Community Board
Worried about issues related to Performance management or 360-degree appraisal? Discuss it here. This group is the largest network of HR professionals in India.
If you have any query related to any topic of HR, click here to post it.
Tools
Harvard Manage Mentor on Hiring
Your ultimate guide on the hiring process by Harvard Business School. This topic shows you how to identify the skill set needed for a particular job and then research and interview the best candidates until you find the one who best fits the description. A must for HR Managers.
HR Jokes
The best of HR humor. To unwind yourself, Click here.
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Click here to become a CoolAssociate.
Human Resource Articles @ CoolAvenues.com
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- New! Organizational Restructuring: Challenges & Opportunities
- by Subhashini Acharya
- New! HR: No More a Staff But a Line Function
- by Sidharth Nahata & K. Snehapriya
- New! Future View for HR Consultancy
- by Neha Gupta
- Attrition - A Disguised Boon
- by Chandana Chalasani
- Talent Shortage in Insurance Industry
- by Neha Gupta
- Emotional Balance: The Way to Relieve Your Stress
- by E. Jeevitha
- A Study on Partnership Between IT Companies & RPO Providers
- by Naveen Ponnuru
- Employee Training Effectiveness: A Strategic Way to Success
- by Smitha Das
- Leadership at All Levels
- by S. Rajesh
- Stress Management: Analysis of Some Aspects Related with Women Position in BPO
- by Richa Darshan
- Best HR Practices
- by Sukeshni Thakur
- Harnessing Organizational Image: An Employee's Perspective
- by Subhashini Acharya
- Who is Responsible for Attrition?
- by Gireesh Kumar Sharma
HR Articles Archives
Click here to see the listing of all the HR-related articles.
Useful Knowledge Resources
ISBinsight: Latest Issues of The ISB Magazine
HR Community Board
Worried about issues related to Performance management or 360-degree appraisal? Discuss it here. This group is the largest network of HR professionals in India.
If you have any query related to any topic of HR, click here to post it.
Tools
Harvard Manage Mentor on Hiring
Your ultimate guide on the hiring process by Harvard Business School. This topic shows you how to identify the skill set needed for a particular job and then research and interview the best candidates until you find the one who best fits the description. A must for HR Managers.
HR Jokes
The best of HR humor. To unwind yourself, Click here.
Suggest a new category
Contributions
Send us a copy of the project work, academic papers, articles done by you or simply something good you have come across (web links and other good articles) and we will add it with your name.
Suggestions
Tell us what else we can do to make this page better.
Be a CoolAssociate
CA invites people from various fields who would become regular contributors of articles in their areas of expertise. You could be an IIM topper, C K Prahalad, a McKinsey partner, or simply none of these. If you think you have what it takes, write to us.
Click here to become a CoolAssociate.
Human Resource Articles @ CoolAvenues.com
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Latest Articles
* New! Big Bazaar: The Brand Building Challenge - by Ravi Bhatia
* New! WinIT LooseIT of E-Tailing: Looking at E-Tailing Business Models - by Saurabh Shukla
* New! Special Economic Zones: A Grey Area of Land Acquisition - by Dr. Gursharan Singh Kainth
* New! Investing in 2009: Back to Basics - by Sanjeev Kumar
* New! New Universal Name Identities - by Naseem Javed
* New! Santa's Stimulus Package for the Indian Economy - by Sanjeev Kumar
* New! Bridging the Rural Digital Divide: Status & Future Agenda - by Dr. Gursharan Singh Kainth & Ms. Kamalpreet Kaur
* Selling Luxury Brands in Downturn - by Aniruddh Kr. Singh
* India - Future Warehouse of IT in the World - by Anuranjan Misra
* National Rural Health Mission: The Tasks Ahead - by Dr. Gursharan Singh Kainth
* Rural Marketing in Indian Context - by Sri Lakshmi K. & Sri Rama Murty D.
* Fixed Maturity Plans - by Amar Ranu
* Oil Saga - The OPEC Oligopoly - by V. Venkata Raghvendra
* Mobile Banking: A Boon for Unbanked - by Dr. Gursharan Singh Kainth
* Organizational Restructuring: Challenges & Opportunities - by Subhashini Acharya
* How Companies Use Derivatives for Hedging & Risk Management - by Abhijeet Bhandari
* Outsourcing in India: Emerging Trends & Challenges with Reference to Global Perspective - by Sheeba Rehman
* Empowering Women for Societal Excellence - by Dr. Chitra C.
* Mobile Banking: A Wallet for all Pockets - by Prof. Pooja. S. Kushwaha
* HR: No More a Staff But a Line Function - by Sidharth Nahata & K. Snehapriya
* FII's Influence in Indian Stock Market - by T. N. Aravind, V. Venkata Raghavendra & Suby Philip
* Future View for HR Consultancy - by Neha Gupta
* The Great US Meltdown: Privatization of Profits, Nationalization of Losses - by Madhav Sharma & Sumit Singh
* Attrition - A Disguised Boon - by Chandana Chalasani
* Invest in Mutual Funds and Reap Rich Dividends - by R. Sethumadhavan
OPSYRUS 2007
Operations Interest Group @ IIM Lucknow in association with CoolAvenues presents Paper Writing Competition 'Opsyrus 2007'. Click here to check the details...
Winning Entries of CoolAvenues Paper-writing Competition
Click here for the results and prize-winning entries of CoolAvenues Paper-writing Competition - "In Search of Excellence" - for Year 2005. We would be featuring all the winning entries here, so do keep checking this section.
Useful Knowledge Resources
* New! ISBinsight: Latest Issues of The ISB Magazine
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MBA in India, B-School Profile, MBA School Admission Deadlines, CAT, AIMA, JMET, IGNOU, IIM Ahmedabad, Bangalore, Calcutta, Lucknow Admission, Indian MBA Admission details
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* New! Big Bazaar: The Brand Building Challenge - by Ravi Bhatia
* New! WinIT LooseIT of E-Tailing: Looking at E-Tailing Business Models - by Saurabh Shukla
* New! Special Economic Zones: A Grey Area of Land Acquisition - by Dr. Gursharan Singh Kainth
* New! Investing in 2009: Back to Basics - by Sanjeev Kumar
* New! New Universal Name Identities - by Naseem Javed
* New! Santa's Stimulus Package for the Indian Economy - by Sanjeev Kumar
* New! Bridging the Rural Digital Divide: Status & Future Agenda - by Dr. Gursharan Singh Kainth & Ms. Kamalpreet Kaur
* Selling Luxury Brands in Downturn - by Aniruddh Kr. Singh
* India - Future Warehouse of IT in the World - by Anuranjan Misra
* National Rural Health Mission: The Tasks Ahead - by Dr. Gursharan Singh Kainth
* Rural Marketing in Indian Context - by Sri Lakshmi K. & Sri Rama Murty D.
* Fixed Maturity Plans - by Amar Ranu
* Oil Saga - The OPEC Oligopoly - by V. Venkata Raghvendra
* Mobile Banking: A Boon for Unbanked - by Dr. Gursharan Singh Kainth
* Organizational Restructuring: Challenges & Opportunities - by Subhashini Acharya
* How Companies Use Derivatives for Hedging & Risk Management - by Abhijeet Bhandari
* Outsourcing in India: Emerging Trends & Challenges with Reference to Global Perspective - by Sheeba Rehman
* Empowering Women for Societal Excellence - by Dr. Chitra C.
* Mobile Banking: A Wallet for all Pockets - by Prof. Pooja. S. Kushwaha
* HR: No More a Staff But a Line Function - by Sidharth Nahata & K. Snehapriya
* FII's Influence in Indian Stock Market - by T. N. Aravind, V. Venkata Raghavendra & Suby Philip
* Future View for HR Consultancy - by Neha Gupta
* The Great US Meltdown: Privatization of Profits, Nationalization of Losses - by Madhav Sharma & Sumit Singh
* Attrition - A Disguised Boon - by Chandana Chalasani
* Invest in Mutual Funds and Reap Rich Dividends - by R. Sethumadhavan
OPSYRUS 2007
Operations Interest Group @ IIM Lucknow in association with CoolAvenues presents Paper Writing Competition 'Opsyrus 2007'. Click here to check the details...
Winning Entries of CoolAvenues Paper-writing Competition
Click here for the results and prize-winning entries of CoolAvenues Paper-writing Competition - "In Search of Excellence" - for Year 2005. We would be featuring all the winning entries here, so do keep checking this section.
Useful Knowledge Resources
* New! ISBinsight: Latest Issues of The ISB Magazine
Suggest a new category
Contributions
Send us a copy of the project work, academic papers, articles done by you or simply something good you have come across (web links and other good articles) and we will add it with your name.
Suggestions
Tell us what else we can do to make this page better
MBA in India, B-School Profile, MBA School Admission Deadlines, CAT, AIMA, JMET, IGNOU, IIM Ahmedabad, Bangalore, Calcutta, Lucknow Admission, Indian MBA Admission details
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CoolAvenues, in its ever-continuing effort to provide the best information to MBA aspirants, tries to help them in their quest for careers in management and brings forth experiences of current MBA students as they go through the Admission Processes at various B-school campuses across the country.
These would serve as guidelines for these aspirants regarding pre-MBA preparations, Group Discussions, Interviews, Essay Writings, etc., and can be used as a source of information for building a knowledge base about a particular B-school.
Keeping in mind the questions that any MBA aspirant would like answered, CoolAvenues has developed a detailed MBA Insider Questionnaire, which will try to capture key issues related to MBA programs.
- Bharathidasan Institute of Management, Trichy - Interview with Sharan Kumar R.
- Symbiosis Institute of Operations Management, Nashik - Interview with Mridul Saboo
- Department of Business Economics, Delhi University - Interview with Amit Srivastava
- Tata Institute of Social Sciences, Mumbai - Interview with Ritika Bedi
- Tata Institute of Social Sciences, Mumbai - Interview with Yashaswini Viswanathan
- Goa Institute of Management, Goa - Interview with Akshay Raina
- International Management Institute, New Delhi - Interview with Varun S. Pilla
- Indian Institute of Management, Shillong - Interview with Tripurari Prasad
- Indian Institute of Management, Kozhikode - Interview with Jeannette
- Indian School of Business, Hyderabad - Interview with Deepak Chembath
- Xaviers Labour Relations Institute, Jamshedpur - Interview with Harsh Gupta
- Indian Institute of Management, Ahmedabad - Interview with Vinamra Srivastava
- Faculty of Management Studies, Delhi - Interview with Nitin Gupta
- Jamnalal Bajaj Institute of Management Studies, Mumbai - Interview with Himanshu Purushottam Deshpande
- Symbiosis Centre for Management & Human Resource Development, Pune - Interview with Simanti Talukdar
- Great Lakes Institute of Management, Chennai - Interview with Ranjit Shankar
- Shailesh J. Mehta School of Management, IIT Bombay - Interview with Prasanth Narayanan
- Institute for Financial Management & Research, Chennai - Interview with R. Yogesh Kumar Chordia
- Tata Institute of Social Sciences, Mumbai - Interview with Ritesh Khanna
- Narsee Monjee Institute of Management Studies, Mumbai - Interview with Sumit Kumar
- Indian Institute of Management, Calcutta - Interview with Mausam Agrawal
- Symbiosis Institute of Operations Management, Nashik - Interview with Varun Jindal
- International Management Institute, New Delhi - Interview with Neha Gupta
- Institute of Rural Management, Anand - Interview with Amit Goel
- Symbiosis Institute of Business Management, Pune - Interview with Richa Kholkute
- ICFAI Business School, Hyderabad - Interview with Anurup Arora
- Fore School of Management, Delhi - Interview with Abhinav Goel
- Welingkar Institute of Management, Mumbai - Interview with Rohit Daga
- Bharathidasan Institute of Management, Trichy - Interview with Aadarsh Himmatramka
- Bharathidasan Institute of Management, Bangalore - Interview with N. Aditya
- Indian Institute of Management, Kozhikode - Interview with Asif Abbas
- K. J. Somaiya Institute of Management Studies & Research, Mumbai - Interview with Mukesh Tibrewala
- Indian Institute of Management, Kozhikode - Interview with Vamsi
- Welingkar Institute of Management, Mumbai - Interview with Deepak Verma
- Vinod Gupta School of Management, IIT Kharagpur - Interview with Vikas Arora
- Symbiosis Institute of Telecom Management, Pune - Interview with Yadunandan Ambadkar
- Institute for Technology & Management, Navi Mumbai - Interview with Jaipal Singh
- Institute of Management Technology, Nagpur - Interview with Bhavin Desai
- Institute of Public Enterprise, Hyderabad - Interview with Chandana Chalasani
- Amrita School of Business, Coimbatore - Interview with Ajit Mohan
- Indian Business Academy, Greater Noida - Interview with Praveen Kumar S.
- Institute of Management Development & Research, Pune - Interview with Deepak Singh Chauhan
- Symbiosis Institute of International Business, Pune - Interview with Manish Malu
- Indian Institute of Forest Management, Bhopal - Interview with Gitesh Gunjan
- Delhi School of Economics, Delhi University - Interview with Gaurav Goel
- International School of Management Excellence, Bangalore - Utsav Kumar
- Atal Bihari Vajpayee - Indian Institute of Information Technology & Management, Gwalior - Interview with Vishal Singh Dadwal
[MBA Insider | Admission Process to Top B-schools for MBA Aspirants](http://www.coolavenues.com/mbasp/mba-insider.php)
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These would serve as guidelines for these aspirants regarding pre-MBA preparations, Group Discussions, Interviews, Essay Writings, etc., and can be used as a source of information for building a knowledge base about a particular B-school.
Keeping in mind the questions that any MBA aspirant would like answered, CoolAvenues has developed a detailed MBA Insider Questionnaire, which will try to capture key issues related to MBA programs.
- Bharathidasan Institute of Management, Trichy - Interview with Sharan Kumar R.
- Symbiosis Institute of Operations Management, Nashik - Interview with Mridul Saboo
- Department of Business Economics, Delhi University - Interview with Amit Srivastava
- Tata Institute of Social Sciences, Mumbai - Interview with Ritika Bedi
- Tata Institute of Social Sciences, Mumbai - Interview with Yashaswini Viswanathan
- Goa Institute of Management, Goa - Interview with Akshay Raina
- International Management Institute, New Delhi - Interview with Varun S. Pilla
- Indian Institute of Management, Shillong - Interview with Tripurari Prasad
- Indian Institute of Management, Kozhikode - Interview with Jeannette
- Indian School of Business, Hyderabad - Interview with Deepak Chembath
- Xaviers Labour Relations Institute, Jamshedpur - Interview with Harsh Gupta
- Indian Institute of Management, Ahmedabad - Interview with Vinamra Srivastava
- Faculty of Management Studies, Delhi - Interview with Nitin Gupta
- Jamnalal Bajaj Institute of Management Studies, Mumbai - Interview with Himanshu Purushottam Deshpande
- Symbiosis Centre for Management & Human Resource Development, Pune - Interview with Simanti Talukdar
- Great Lakes Institute of Management, Chennai - Interview with Ranjit Shankar
- Shailesh J. Mehta School of Management, IIT Bombay - Interview with Prasanth Narayanan
- Institute for Financial Management & Research, Chennai - Interview with R. Yogesh Kumar Chordia
- Tata Institute of Social Sciences, Mumbai - Interview with Ritesh Khanna
- Narsee Monjee Institute of Management Studies, Mumbai - Interview with Sumit Kumar
- Indian Institute of Management, Calcutta - Interview with Mausam Agrawal
- Symbiosis Institute of Operations Management, Nashik - Interview with Varun Jindal
- International Management Institute, New Delhi - Interview with Neha Gupta
- Institute of Rural Management, Anand - Interview with Amit Goel
- Symbiosis Institute of Business Management, Pune - Interview with Richa Kholkute
- ICFAI Business School, Hyderabad - Interview with Anurup Arora
- Fore School of Management, Delhi - Interview with Abhinav Goel
- Welingkar Institute of Management, Mumbai - Interview with Rohit Daga
- Bharathidasan Institute of Management, Trichy - Interview with Aadarsh Himmatramka
- Bharathidasan Institute of Management, Bangalore - Interview with N. Aditya
- Indian Institute of Management, Kozhikode - Interview with Asif Abbas
- K. J. Somaiya Institute of Management Studies & Research, Mumbai - Interview with Mukesh Tibrewala
- Indian Institute of Management, Kozhikode - Interview with Vamsi
- Welingkar Institute of Management, Mumbai - Interview with Deepak Verma
- Vinod Gupta School of Management, IIT Kharagpur - Interview with Vikas Arora
- Symbiosis Institute of Telecom Management, Pune - Interview with Yadunandan Ambadkar
- Institute for Technology & Management, Navi Mumbai - Interview with Jaipal Singh
- Institute of Management Technology, Nagpur - Interview with Bhavin Desai
- Institute of Public Enterprise, Hyderabad - Interview with Chandana Chalasani
- Amrita School of Business, Coimbatore - Interview with Ajit Mohan
- Indian Business Academy, Greater Noida - Interview with Praveen Kumar S.
- Institute of Management Development & Research, Pune - Interview with Deepak Singh Chauhan
- Symbiosis Institute of International Business, Pune - Interview with Manish Malu
- Indian Institute of Forest Management, Bhopal - Interview with Gitesh Gunjan
- Delhi School of Economics, Delhi University - Interview with Gaurav Goel
- International School of Management Excellence, Bangalore - Utsav Kumar
- Atal Bihari Vajpayee - Indian Institute of Information Technology & Management, Gwalior - Interview with Vishal Singh Dadwal
[MBA Insider | Admission Process to Top B-schools for MBA Aspirants](http://www.coolavenues.com/mbasp/mba-insider.php)
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M.A. in Social Work Tata Institute for Social Sciences (TISS)
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The Youthink! blog is by and for youth who are interested in development issues like poverty and education. Read the ideas and experiences of other young... Youthink! | Issues
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GlobalIssues.org provides insights into global issues that may be misrepresented but are all closely related. The list of topics covered includes:
- [Human Rights Issues – Global Issues](http://www.globalissues.org/issue/137/human-rights-issues)
- [What’s New March 2009 – Global Issues](http://www.globalissues.org/whatsnew/2009/march)
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- [Human Rights Issues – Global Issues](http://www.globalissues.org/issue/137/human-rights-issues)
- [What’s New March 2009 – Global Issues](http://www.globalissues.org/whatsnew/2009/march)
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Social entrepreneurship is the work of a social entrepreneur. A social entrepreneur is someone who recognizes a social problem and uses entrepreneurial skills to address it.
Sources for more information on social entrepreneurship:
- [Social entrepreneurship - Wikipedia, the free encyclopedia](http://en.wikipedia.org/wiki/Social_entrepreneurship)
- [Social Entrepreneurship](http://managementhelp.org/soc_entr/soc_entr.htm)
- [Social entrepreneurship in India- Corporate Trends-News By Company-News-The Economic Times](http://economictimes.indiatimes.com/Opinion/Social-entrepreneurship-in-India/articleshow/4157842.cms)
- [Background on Social Entrepreneurship | The Skoll Foundation](http://www.skollfoundation.org/aboutsocialentrepreneurship/index.asp)
- [link no longer exists - removed]
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Sources for more information on social entrepreneurship:
- [Social entrepreneurship - Wikipedia, the free encyclopedia](http://en.wikipedia.org/wiki/Social_entrepreneurship)
- [Social Entrepreneurship](http://managementhelp.org/soc_entr/soc_entr.htm)
- [Social entrepreneurship in India- Corporate Trends-News By Company-News-The Economic Times](http://economictimes.indiatimes.com/Opinion/Social-entrepreneurship-in-India/articleshow/4157842.cms)
- [Background on Social Entrepreneurship | The Skoll Foundation](http://www.skollfoundation.org/aboutsocialentrepreneurship/index.asp)
- [link no longer exists - removed]
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Emergency management (or disaster management) is the discipline of dealing with and avoiding risks. It is a discipline that involves preparing for disaster before it occurs, disaster response (e.g. emergency evacuation, quarantine, mass decontamination, etc.), as well as supporting and rebuilding society after natural or human-made disasters have occurred.
Emergency management - Wikipedia, the free encyclopedia
WHAT IS DISASTER
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Emergency management - Wikipedia, the free encyclopedia
WHAT IS DISASTER
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Current Affairs for GD/PI Prep
Links related to current affairs will be posted here.
- Social Issues in India Current Social Issues in India, Social Issues, Social Justice Issue, Social Security Issue, Current Social Issue, Journal of Social Issue, Social Issue in India, Social Work Issue, Social Issue Topic, Controversial Social Issue, Article on Social Issue 1688 hits
- Carbon Credits Carbon credit and how you can make money from it 827 hits
- Subprime Loans Subprime Lending: Helping Hand or Underhanded? 627 hits
- Rising Oil Prices Why global oil prices are rising 709 hits
- Why China is Ahead of India Why China is ahead of India Comparison between China and India 1225 hits
- Nuclear Weapons Will Growth Slow Corruption in India? - Forbes.com 397 hits
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Links related to current affairs will be posted here.
- Social Issues in India Current Social Issues in India, Social Issues, Social Justice Issue, Social Security Issue, Current Social Issue, Journal of Social Issue, Social Issue in India, Social Work Issue, Social Issue Topic, Controversial Social Issue, Article on Social Issue 1688 hits
- Carbon Credits Carbon credit and how you can make money from it 827 hits
- Subprime Loans Subprime Lending: Helping Hand or Underhanded? 627 hits
- Rising Oil Prices Why global oil prices are rising 709 hits
- Why China is Ahead of India Why China is ahead of India Comparison between China and India 1225 hits
- Nuclear Weapons Will Growth Slow Corruption in India? - Forbes.com 397 hits
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The user input contains URLs to articles from different sources. Here are the corrected links with proper formatting and spelling:
- [The Hindu Business Line: Reservation in the Private Sector – A Rational, Ritualistic Placebo](http://www.thehindubusinessline.com/2004/08/27/stories/2004082700211000.htm)
- [Will Growth Slow Corruption in India? - Forbes.com](http://www.imsindia.com/myims/index.php?option=com_weblinks&task=view&catid=17&i d=18)
- [The Hindu Business Line: Empowerment of Women - Emerging Opportunities and Potential Threats](http://www.imsindia.com/myims/index.php?option=com_weblinks&task=view&catid=17&i d=17)
Please note that I have corrected the punctuation, spelling, and formatting while preserving the original meaning and tone of the message.
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- [The Hindu Business Line: Reservation in the Private Sector – A Rational, Ritualistic Placebo](http://www.thehindubusinessline.com/2004/08/27/stories/2004082700211000.htm)
- [Will Growth Slow Corruption in India? - Forbes.com](http://www.imsindia.com/myims/index.php?option=com_weblinks&task=view&catid=17&i d=18)
- [The Hindu Business Line: Empowerment of Women - Emerging Opportunities and Potential Threats](http://www.imsindia.com/myims/index.php?option=com_weblinks&task=view&catid=17&i d=17)
Please note that I have corrected the punctuation, spelling, and formatting while preserving the original meaning and tone of the message.
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- [Nandigram violence - Wikipedia, the free encyclopedia](http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=16)
- [Dataquest: Top Stories: E-GOVERNANCE: 20 Hot eGov Projects in India](http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=15)
- [http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=14](http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=14)
- [Deccan Herald - India's economic boom turns stock trading into a national pastime](http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=13)
---
The links have been corrected for spelling, grammar, and formatting. Let me know if you need further assistance.
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- [Dataquest: Top Stories: E-GOVERNANCE: 20 Hot eGov Projects in India](http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=15)
- [http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=14](http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=14)
- [Deccan Herald - India's economic boom turns stock trading into a national pastime](http://www.imsindia.com/myims/index.php?option=com_weblinks&amp;task=view&am p;amp;catid=17&amp;id=13)
---
The links have been corrected for spelling, grammar, and formatting. Let me know if you need further assistance.
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Nandigram violence - Wikipedia, the free encyclopedia
Dataquest: Top Stories: E-GOVERNANCE: 20 Hot eGov Projects in India
http://www.imsindia.com/myims/index.php?option=com_weblinks&task=view&catid=17&i d=14
Deccan Herald - India's economic boom turns stock trading into a national pastime
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Dataquest: Top Stories: E-GOVERNANCE: 20 Hot eGov Projects in India
http://www.imsindia.com/myims/index.php?option=com_weblinks&task=view&catid=17&i d=14
Deccan Herald - India's economic boom turns stock trading into a national pastime
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The economic boom that is being experienced in India is largely attributed to the globalization and liberalization of the Indian economy. The era prior to the 1990s was quite averse to the concept of an open market policy, and the Indian markets were predominantly closed in nature.
The government of India, however, ruled and regulated Indian markets, but with the globalization and liberalization of the Indian economy, the whole market scenario changed in no time. The economic policy drafted in the early 1990s by the government of India facilitated a huge inflow of Foreign Direct Investment (FDI) and Foreign Institutional Investors (FII) into the much-insulated Indian markets. Prime economic factors like Industrial Growth, Balance-of-Payments, Merchandise Exports, Invisible Accounts, and Foreign-Exchange Reserves witnessed positive growth and affected tremendous growth of the Indian Economy.
The positive effects of globalization and liberalization of the Indian economy can be corroborated from the following facts:
Industrial Growth – for the first time has exceeded 10%. Manufacturing growth rate has exceeded 12% in 6 months (April-September 2006). The mining and quarrying sector have registered a growth of 4%. The electricity sector recorded a double-digit growth of 12% during September 2006 as compared to September 2005. Consumer durables and non-durables have also recorded upswings. The use-based economic sub-groups and intermediate goods have registered an impressive growth of almost 15% during September 2006 over September 2005. Consumer goods have recorded a high growth of 13%. The National Manufacturing Competitiveness Council has targeted 12 to 14% growth in the 11th Plan period.
Foreign Institutional Investors (FIIs) – net investments in equities crossed US$ 7 billion in calendar 2006. FII net investment till 6 November 2006 has been US$ 7.08 billion, according to the Securities and Exchange Board of India. 151 new FIIs have opened their offices in India during the first 10 months of 2006. The total number of FIIs in India stands at 974 as of November 2006.
Foreign Direct Investment (FDI) – India envisages attracting $10 billion of foreign direct investment (FDI) this year as inflows have nearly doubled to US$ 4.4 billion in April-September 2006. In September 2006, FDI inflows grew 225% to US$ 916 million as compared to US$ 282 million in the same month last year. Services attracted the maximum investment of US$ 1.5 billion, recording growth of 350%. The telecommunication sector with inflows of US$ 405 million has registered the maximum growth of 950%. Corporate India has recorded its highest rise in salaries at 22% in the first half of 2006-07 against an increase of 17% in 2005-06.
India's Balance of Payments is expected to remain comfortable.
Merchandise Exports recorded strong growth.
The Invisibles Account remained positive during the last financial year and financed 2/3 of the trade deficit.
India's Foreign Exchange Reserves were US$ 166.2 billion as of October 2006, showing an increment of US$ 14.5 billion over end-March 2006.
India's economy grew at 9.3% in the quarter April-June and was driven by the manufacturing, construction, services sector, and agriculture sector.
GDP factor for the first quarter of 2007-08 was at Rs 7,23,132 crore, registering a growth rate of 9.3% over the corresponding quarter of the previous year.
The manufacturing industry registered an 11.9% growth.
The passenger vehicles sector grew by 11.61% during April-May 2007.
Electricity, gas, and water supply performed well and recorded an impressive growth rate of 8.3%.
Construction growth rate rose to 10.7%.
Trade, hotels, transport, and communication registered a growth rate of 12%.
Financing, insurance, real estate, and business services recorded an impressive growth rate of 11% during the 1st quarter of this fiscal.
Community, social, and personal services maintained a decent growth rate of 7.6%.
The growth rate of 'agriculture, forestry & fishing' and 'mining & quarrying' are estimated at 3.8 percent and 3.2 percent, respectively during the 1st quarter of 2007-2008.
Exports grew by 18.11% during the 1st quarter of 2007-2008, and the imports shot up by 34.30% during the same period.
India's FOREX reserves (excluding Gold and SDRs) stood at $219.75 billion at the end of July '07.
The food sector is estimated to be of US$ 200 billion, and it is expected to grow to $310 billion by 2015.
Stocks of food grains grew by 13.1% to 17.73 million tons.
The annual inflation rate was 4.45% for the week ended July 28, 2007.
India's Balance of Payments is expected to remain comfortable.
Merchandise Exports recorded strong growth.
These upswings of indicators are the result of globalization and liberalization of the Indian economy introduced and implemented in the early 1990s. With a consistent rise in the manufacturing and service sector activities together with a bullish stock market, the growth story of the Indian economy is expected to rise further and help India achieve its economic goals.
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The government of India, however, ruled and regulated Indian markets, but with the globalization and liberalization of the Indian economy, the whole market scenario changed in no time. The economic policy drafted in the early 1990s by the government of India facilitated a huge inflow of Foreign Direct Investment (FDI) and Foreign Institutional Investors (FII) into the much-insulated Indian markets. Prime economic factors like Industrial Growth, Balance-of-Payments, Merchandise Exports, Invisible Accounts, and Foreign-Exchange Reserves witnessed positive growth and affected tremendous growth of the Indian Economy.
The positive effects of globalization and liberalization of the Indian economy can be corroborated from the following facts:
Industrial Growth – for the first time has exceeded 10%. Manufacturing growth rate has exceeded 12% in 6 months (April-September 2006). The mining and quarrying sector have registered a growth of 4%. The electricity sector recorded a double-digit growth of 12% during September 2006 as compared to September 2005. Consumer durables and non-durables have also recorded upswings. The use-based economic sub-groups and intermediate goods have registered an impressive growth of almost 15% during September 2006 over September 2005. Consumer goods have recorded a high growth of 13%. The National Manufacturing Competitiveness Council has targeted 12 to 14% growth in the 11th Plan period.
Foreign Institutional Investors (FIIs) – net investments in equities crossed US$ 7 billion in calendar 2006. FII net investment till 6 November 2006 has been US$ 7.08 billion, according to the Securities and Exchange Board of India. 151 new FIIs have opened their offices in India during the first 10 months of 2006. The total number of FIIs in India stands at 974 as of November 2006.
Foreign Direct Investment (FDI) – India envisages attracting $10 billion of foreign direct investment (FDI) this year as inflows have nearly doubled to US$ 4.4 billion in April-September 2006. In September 2006, FDI inflows grew 225% to US$ 916 million as compared to US$ 282 million in the same month last year. Services attracted the maximum investment of US$ 1.5 billion, recording growth of 350%. The telecommunication sector with inflows of US$ 405 million has registered the maximum growth of 950%. Corporate India has recorded its highest rise in salaries at 22% in the first half of 2006-07 against an increase of 17% in 2005-06.
India's Balance of Payments is expected to remain comfortable.
Merchandise Exports recorded strong growth.
The Invisibles Account remained positive during the last financial year and financed 2/3 of the trade deficit.
India's Foreign Exchange Reserves were US$ 166.2 billion as of October 2006, showing an increment of US$ 14.5 billion over end-March 2006.
India's economy grew at 9.3% in the quarter April-June and was driven by the manufacturing, construction, services sector, and agriculture sector.
GDP factor for the first quarter of 2007-08 was at Rs 7,23,132 crore, registering a growth rate of 9.3% over the corresponding quarter of the previous year.
The manufacturing industry registered an 11.9% growth.
The passenger vehicles sector grew by 11.61% during April-May 2007.
Electricity, gas, and water supply performed well and recorded an impressive growth rate of 8.3%.
Construction growth rate rose to 10.7%.
Trade, hotels, transport, and communication registered a growth rate of 12%.
Financing, insurance, real estate, and business services recorded an impressive growth rate of 11% during the 1st quarter of this fiscal.
Community, social, and personal services maintained a decent growth rate of 7.6%.
The growth rate of 'agriculture, forestry & fishing' and 'mining & quarrying' are estimated at 3.8 percent and 3.2 percent, respectively during the 1st quarter of 2007-2008.
Exports grew by 18.11% during the 1st quarter of 2007-2008, and the imports shot up by 34.30% during the same period.
India's FOREX reserves (excluding Gold and SDRs) stood at $219.75 billion at the end of July '07.
The food sector is estimated to be of US$ 200 billion, and it is expected to grow to $310 billion by 2015.
Stocks of food grains grew by 13.1% to 17.73 million tons.
The annual inflation rate was 4.45% for the week ended July 28, 2007.
India's Balance of Payments is expected to remain comfortable.
Merchandise Exports recorded strong growth.
These upswings of indicators are the result of globalization and liberalization of the Indian economy introduced and implemented in the early 1990s. With a consistent rise in the manufacturing and service sector activities together with a bullish stock market, the growth story of the Indian economy is expected to rise further and help India achieve its economic goals.
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Abstract
Introduction
Graduate qualities
Implementation of the Graduate Qualities in the Bachelor of Social Work
Enhancing student outcomes
The Graduate Qualities and Employers
Summary
Conclusion
References
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Abstract
Introduction
Graduate qualities
Implementation of the Graduate Qualities in the Bachelor of Social Work
Enhancing student outcomes
The Graduate Qualities and Employers
Summary
Conclusion
References
From India, Ahmadabad
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Admission Related Downloads
FAQ on GD
FAQ on PI
Topics for GD:
1. Should India part ways with Kashmir and settle the dispute once and for all?
2. Does corruption act as an economic lubricant, and hence not necessarily bad?
3. Impact of BPOs on society.
4. Should religious sentiments be subject to political intervention?
5. Can Business and Ethics coexist?
6. Should students be given credit cards?
7. Do we need to revamp the Education policy of our country?
8. Should cricket be made the national game of the country?
9. Reading as a habit among youngsters is withering away.
10. Student's suicide - on the increase!
11. Gandhi era vs. modern era, which is better?
12. Can Population control sustain development?
13. Globalization.
14. Is there a need for unionization in the private sector (IT, retail, etc.)?
15. Global warming is human-induced.
16. Indian economy is shock-proof.
17. Marriage - a social imprisonment.
18. Sixth pay commission is a disaster brought by the Government.
19. Should India be flexible on the Kashmir issue?
20. American economy or Chinese economy - which one is better for India's growth?
21. US meltdown.
22. Patriotism vs. Global Citizenship. What should be the ideal for today's youth?
23. Is Economic growth and development the panacea of all evils?
24. Do women make better managers?
25. Do foreign channels lure our culture?
26. Is China a threat to the Indian software Industry?
27. Methods to curb Global Warming.
Population explosion: A curse or a boon?
Is poverty the cause of Terrorism?
Interview questions:
1. Why HR after graduating as an engineer and working with Infosys? Also, why HR was a popular question for students from any background.
2. What do you know about Human Rights?
3. Contribution of Dr. Ambedkar to Indian Society.
4. About RTI Act.
5. About the role of HR in an organization.
6. Some relevant Social issues of our times.
7. Trade Unions in India.
8. What is your CAT Score?
9. Why not MDI (HR), why TISS?
10. Some questions about the technical subjects studied during engineering (in this case, the candidate's graduation was in computer engineering). Some questions like network theories, neural networks, etc.
11. Just a Minute (JAM) on Science breeds bad managers.
12. Questions on hobbies. I was grilled on presentation styles of Barkha Dutt and Prannoy Roy.
13. My perception of work, poverty, India's development, corruption.
14. Why should I be the "CHOSEN 1" for HRM&LR, TISS?
15. Tell us something about yourself?
16. Compare India's and China's growth story.
17. Why from Mechanical engineering to HRM?
18. Some questions about the current job and responsibilities.
19. Why are many engineers pursuing MBA rather than M-Tech?
20. What is NREGA?
21. History of NREGA and the process.
22. How is it implemented in Tamil Nadu?
23. Which state has benefited more from NREGA - Gujarat or Maharashtra?
24. Who is the Information and Broadcasting Minister?
25. What is the government's measure for the agriculture sector?
26. Why do you want to shift from Economics to HR?
27. What was your favorite subject in graduation? Some questions on the subject named.
From India, Ahmadabad
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FAQ on GD
FAQ on PI
Topics for GD:
1. Should India part ways with Kashmir and settle the dispute once and for all?
2. Does corruption act as an economic lubricant, and hence not necessarily bad?
3. Impact of BPOs on society.
4. Should religious sentiments be subject to political intervention?
5. Can Business and Ethics coexist?
6. Should students be given credit cards?
7. Do we need to revamp the Education policy of our country?
8. Should cricket be made the national game of the country?
9. Reading as a habit among youngsters is withering away.
10. Student's suicide - on the increase!
11. Gandhi era vs. modern era, which is better?
12. Can Population control sustain development?
13. Globalization.
14. Is there a need for unionization in the private sector (IT, retail, etc.)?
15. Global warming is human-induced.
16. Indian economy is shock-proof.
17. Marriage - a social imprisonment.
18. Sixth pay commission is a disaster brought by the Government.
19. Should India be flexible on the Kashmir issue?
20. American economy or Chinese economy - which one is better for India's growth?
21. US meltdown.
22. Patriotism vs. Global Citizenship. What should be the ideal for today's youth?
23. Is Economic growth and development the panacea of all evils?
24. Do women make better managers?
25. Do foreign channels lure our culture?
26. Is China a threat to the Indian software Industry?
27. Methods to curb Global Warming.
Population explosion: A curse or a boon?
Is poverty the cause of Terrorism?
Interview questions:
1. Why HR after graduating as an engineer and working with Infosys? Also, why HR was a popular question for students from any background.
2. What do you know about Human Rights?
3. Contribution of Dr. Ambedkar to Indian Society.
4. About RTI Act.
5. About the role of HR in an organization.
6. Some relevant Social issues of our times.
7. Trade Unions in India.
8. What is your CAT Score?
9. Why not MDI (HR), why TISS?
10. Some questions about the technical subjects studied during engineering (in this case, the candidate's graduation was in computer engineering). Some questions like network theories, neural networks, etc.
11. Just a Minute (JAM) on Science breeds bad managers.
12. Questions on hobbies. I was grilled on presentation styles of Barkha Dutt and Prannoy Roy.
13. My perception of work, poverty, India's development, corruption.
14. Why should I be the "CHOSEN 1" for HRM&LR, TISS?
15. Tell us something about yourself?
16. Compare India's and China's growth story.
17. Why from Mechanical engineering to HRM?
18. Some questions about the current job and responsibilities.
19. Why are many engineers pursuing MBA rather than M-Tech?
20. What is NREGA?
21. History of NREGA and the process.
22. How is it implemented in Tamil Nadu?
23. Which state has benefited more from NREGA - Gujarat or Maharashtra?
24. Who is the Information and Broadcasting Minister?
25. What is the government's measure for the agriculture sector?
26. Why do you want to shift from Economics to HR?
27. What was your favorite subject in graduation? Some questions on the subject named.
From India, Ahmadabad
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The user input contains various URLs related to the topic of whether women make better managers than men. Here is the corrected and properly formatted version:
---
The Better Manager - Women or Men - hongell's comment on "Women Make Better Managers than Men" | TalkBack on BNET
<link updated to site home>
(i) Search On Cite | Search On Google
HR Observations: Do Women Make Better Recruiters and HR Managers?
Women Managers - Do They Make Better Managers
Women24 - Do women make better bankers?
<link updated to site home>
(i) Search On Cite | Search On Google
Article: Do Women Make Better Managers?
Do women or men make better managers? - Straight Dope Message Board
http://ibibo.com
<link updated to site home>
Women Make Better Managers than Men | Big Think | BNET
Do Women Make Better Leaders than Men? | Money & Finance
Do women make better bosses? - Hindustan Times
<link updated to site home>
(i) Search On Cite | Search On Google
Who Make Better Bosses - Women or Men? | Reproductive Justice and Gender | AlterNet
<link updated to site home>
(i) Search On Cite | Search On Google
Credit Suisse
---
Please note that the correction focuses on spelling, grammar, punctuation, and paragraph formatting while maintaining the original content and meaning.
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---
The Better Manager - Women or Men - hongell's comment on "Women Make Better Managers than Men" | TalkBack on BNET
<link updated to site home>
(i) Search On Cite | Search On Google
HR Observations: Do Women Make Better Recruiters and HR Managers?
Women Managers - Do They Make Better Managers
Women24 - Do women make better bankers?
<link updated to site home>
(i) Search On Cite | Search On Google
Article: Do Women Make Better Managers?
Do women or men make better managers? - Straight Dope Message Board
http://ibibo.com
<link updated to site home>
Women Make Better Managers than Men | Big Think | BNET
Do Women Make Better Leaders than Men? | Money & Finance
Do women make better bosses? - Hindustan Times
<link updated to site home>
(i) Search On Cite | Search On Google
Who Make Better Bosses - Women or Men? | Reproductive Justice and Gender | AlterNet
<link updated to site home>
(i) Search On Cite | Search On Google
Credit Suisse
---
Please note that the correction focuses on spelling, grammar, punctuation, and paragraph formatting while maintaining the original content and meaning.
From India, Ahmadabad
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BPO Impact on Indian Society
Health Problems BPO India — Blogs, Pictures, and more on WordPress
The Standard | Online Edition :: BPOs seek improved skills and certification
<link updated to site home>
(Search On Cite | Search On Google)
High attrition and property prices to impact BPO sector: ASSOCHAM - Deepika - India Hindustan org forums
BPO sector a bane or boon for youth?
From India, Ahmadabad
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Health Problems BPO India — Blogs, Pictures, and more on WordPress
The Standard | Online Edition :: BPOs seek improved skills and certification
<link updated to site home>
(Search On Cite | Search On Google)
High attrition and property prices to impact BPO sector: ASSOCHAM - Deepika - India Hindustan org forums
BPO sector a bane or boon for youth?
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WikiAnswers - Is China a threat to the Indian Software Industry
Is China a threat or an opportunity? - Cover Story - Express Computer India <link updated to site home> ( Search On Cite | Search On Google )
Software Wars: China vs. India
Is China a threat to the Indian software industry? - Yahoo! Answers
Chinese no threat to Indian IT sector: Study
Success of the Indian software industry | 13 top reasons | Best Indian Outsourcing quality
---
I have corrected the spelling, grammar, and formatting errors in the provided text while ensuring that the original meaning and tone are preserved.
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Is China a threat or an opportunity? - Cover Story - Express Computer India <link updated to site home> ( Search On Cite | Search On Google )
Software Wars: China vs. India
Is China a threat to the Indian software industry? - Yahoo! Answers
Chinese no threat to Indian IT sector: Study
Success of the Indian software industry | 13 top reasons | Best Indian Outsourcing quality
---
I have corrected the spelling, grammar, and formatting errors in the provided text while ensuring that the original meaning and tone are preserved.
From India, Ahmadabad
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Preparing for CAT (Common Admission Test), XAT (Xavier Admission Test), GMAT (Graduate Management Admission Test), SNAP, IIFT, JMET or any other MBA Entrance Examination here in India?
Than you can subscribe yourself to Free MBA Alerts from PaGaLGuY’s Free SMS Alerts Service!
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Than you can subscribe yourself to Free MBA Alerts from PaGaLGuY’s Free SMS Alerts Service!
All you need is to:
Sms START MBA to 575758
Salient Points of this Alerts Service:
Completely Free Alerts Service
PaGaLGuY will send you 5-7 Alerts every month, which contains complete details about Upcoming Entrance Examinations, Dead Lines, B-Schools Information etc.
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Prerequisites and Introduction
Market and Market Dynamics
Trade THEORY
Global Economics and Finance cycle (GEFC©)
SECTOR: HOUSEHOLD
FUNCTION: Consumption, Savings
SECTOR: PRODUCTION
FUNCTION: Investment Expenditure
SECTOR:FINANCIAL AND INTERMEDIARIES
FUNCTION: Financial Intermedition
SECTOR: GOVERNMENT and EXTERNAL SECTOR
FUNCTION: Fisal Balance and BOP
Macroeconomic Parameters - GDP
Money supply
Inflation
Interest rates
Exchange rate
Aggregate Demand and Aggregate Supply
ECONOMIC EQUILIBRIUM: IS-LM Synthesis
Relationships between Macro Economic Parameters An ETP approach
Japan’s Economic CRISIS - An Interesting snipPet
South East Asian meltdown
How india scores over china on financial intermediation
Analyzing economic statements
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Market and Market Dynamics
Trade THEORY
Global Economics and Finance cycle (GEFC©)
SECTOR: HOUSEHOLD
FUNCTION: Consumption, Savings
SECTOR: PRODUCTION
FUNCTION: Investment Expenditure
SECTOR:FINANCIAL AND INTERMEDIARIES
FUNCTION: Financial Intermedition
SECTOR: GOVERNMENT and EXTERNAL SECTOR
FUNCTION: Fisal Balance and BOP
Macroeconomic Parameters - GDP
Money supply
Inflation
Interest rates
Exchange rate
Aggregate Demand and Aggregate Supply
ECONOMIC EQUILIBRIUM: IS-LM Synthesis
Relationships between Macro Economic Parameters An ETP approach
Japan’s Economic CRISIS - An Interesting snipPet
South East Asian meltdown
How india scores over china on financial intermediation
Analyzing economic statements
From India, Ahmadabad
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Managerial Economics
Author(s)/Editor(s): TR Jain, CL Singla
Price: Rs. 350 Only
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Managerial Economics
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Business Economics (for BBA - 1)
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Modern Business Economics
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Author(s)/Editor(s): TR Jain, CL Singla
Price: Rs. 350 Only
View Details »
Managerial Economics
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Price: Rs. 350 Only
View Details »
Business Economics (for BBA - 1)
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Business Economics (for BBA - 1)
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Modern Business Economics
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hi... Iam planning to give TISS '09 in dec. Can any one guide me how to prepare for the test...:confused: Iam little weak in quants part... any suggestions will be valuable.. Thnx siddharth
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From India, Lucknow
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hi... will any one tell me how is the quants asked in tiss..? is it easy or tough..? thanx siddharth
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Hi,
I am also planning to appear for the TISS entrance test for the MSW program. I know that this forum is probably for the HR program, but since the test paper 1 is common for all programs, I am posting a query here. I don't know which material to use to prepare myself for the entrance test. The test is around 2 months away, and I am still clueless. Can anyone please help me as soon as possible?
From India, Lucknow
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I am also planning to appear for the TISS entrance test for the MSW program. I know that this forum is probably for the HR program, but since the test paper 1 is common for all programs, I am posting a query here. I don't know which material to use to prepare myself for the entrance test. The test is around 2 months away, and I am still clueless. Can anyone please help me as soon as possible?
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From India, Ahmadabad
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From India, Ahmadabad
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I have been selected for an interview (MA in Disaster Management) at TISS. I need your guidance in sections like the BIO SKETCH section, why I am interested in pursuing this course, and the unaccounted period from the date of passing SSC (how was this time spent).
Looking forward to seeing your reply. Thank you.
From India, Calcutta
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Looking forward to seeing your reply. Thank you.
From India, Calcutta
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could you please guide me for the interview for MA Disaster Management programme in TISS My email id is
From India, Calcutta
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From India, Calcutta
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Interview with Dilshad Ghadially,
M.A. in HumanResource Management and Labour Relations from Tata Institute of Social Sciences(TISS).
Age: 21
1. Which institute are you doing your MBA/MMS from?
I am doing my M.A. in Human Resource Management and Labour Relations from Tata Institute of Social Sciences (TISS).
2. What does an MBA mean to you? Why do you want to pursue it?
An MBA is a degree that enhances one’s understanding of the various fields of management. I wanted to pursue an MBA for the same reason.
3. Did you enroll for any special coaching? Did it help?
Yes. I went for private classes. They did help.
4. What’s your educational background? How did it help you secure your seat in your B-School?
I have a BA in Psychology. It gave me an understanding of human resources and industrial psychology which aided me in the GD and PI.
5. Did you have any work experience before joining the course? If yes, did it help you gain an edge over your peers?
No.
6. What’s a typical day like in your b-school?
It starts with classes which last for around 6-8 hrs. Its followed by group meetings or discussions concerning the relevant coursework.
7. What area of specialisation are you more likely to opt for?
My course is a specialized one in HR right from the start.
8. What, according to you, is the USP of your B-School?
An amazing brand name and the concept of “Field Work” where a student is placed with an organization throughout each semester and completes a live project there.
9. Where do you see yourself a few years down the line?
Hopefully working.
10. A word of advice for future MBA aspirants.
Be realistic in your expectations and always have a Plan B.
hi all,
thanks for the initiative taken by starting this thread. TISS procedure is such an enigma for all the applicants that it really needs some information before actually appearing in the exam and the rest of the TISS selection procedure.
Well, I did apply for TISS for 2006-08 session, and it as that year when the written exams started. Earlier also there was a written test but it used to happen in TISS campus.
I was selected for the interiew and GD, and my whole experience after GD & PI was good.
GD was as usual a collection of 10-12 people sitting together and sharing their thoughts, and PI was as usual a panel of three profs sitting and observing a candidate.
My whole interpretation of TISS procedure was that TISS actually wants those guys who are inclined towards the HR course not for high salaries, but for the actual love of the Human Resource. You need to prove it then and there that your motive is not to earn high salaries in some IT company instead you love this course so much that you can even take up a job which is only for quenching your thirst to make human resources contribute more towards this society.
I personally noticed that TISS panel was not very much interested in getting IT guys into the college and they were even pointing it out at the salary column during the interview (you will have to fill up your salary in the interview form, in case you are a professional), and they always said that - why do you want to get into a generalist role after working in a focussed filed like technology and at the same time you will not get this kind of salary (dont know why they said that).
After a few days the results were out...and I was not selected........but then I felt as if I was not totally prepared for the TISS interview........and thats why wanted to appear for TISS only after some more experience in the corporate field. And hence I didn't appear for the TISS last year.
And now after a good break and some more experience I am thinking of applying for TISS again.
Few points I would like to bring to your notice before the TISS forms are out for the coming academic session......
1. TISS gives a hell lot of importance of things you do in terms of charity and as a part of the NGO activities. So if its possible for you get involved into such a thing, then please devote some time to such activities......it will help you a lot.
2. In case you are an IT person.....then be ready with the answers of such questons - Why do you want to leave the technology field? Why do you think HR course is best for you after working in technology? Why made you think that HR course is best for you? and finally a shocker........Do you really think that a HR person contributes into business? TISS panel doesn't believe that an HR person can actually contribute into business (during the interview they really argue hard against HR roles at work places.....they have a long list of negativities for business created by the HR people).
3. They will try to make a match between the Bio-Graphy you will write in the application form and the person sitting in front of the panel. In fact, If I remember well , there was a person who was constantly reading my bio-graphy and always listening to what all answers I was giving and was also jotting down some one-liners every now and then.
4. Know anything and everything about your workplace/company....your native city......the reasons behind things which you have done in your life till dats.....
The above points are just the pointers I can provide you from my failed experience........these points will take a lot of time to prepare, and you actually have enough time to prepare for all these points.
At last, I will suggest that getting into TISS actually needs a TISS-type personality......and getting in touch with a TISS-type-personlity (current and ex-student) will help you the most. Also, reading things related to HR will actually help you..........seniors can really be helpful in getting the names of such books......
Hope my post is helpful to everyone...........
Thanks & Regards
Sarsij
Hi all,
Thanks a lot Sarsi for sharing your experiences. some of your interpretations of the process are really good.
However, I would like to clear certain points out here
TISS doesn't have any special inclination towards IT or the non IT guys, just to bring to your attention we have a good mix of IT and Non IT guys (Non IT includes sectors like Manufacturing, Education, NGOs, Research and Development(Government), shipping, Media, Financial consultancies etc.) IT and non IT guys are evenly balanced when it comes to the numbers.
TISS might give importance to things you do in terms of charity and as a part of the NGO activities when you apply to the Masters in Social Work(MSW) course. And if you have some expereince with an NGO/Charity, you may be asked why not MSW instead of HRM&LR? It doesn't mean that one should not do charity or be involved with an NGO. I mean to say its your approach in the interview which makes all the difference.
"Why are you leaving your sector and coming to HR" :- I think this question is not confined to people in IT sector but to others as well.
About the argument- HR people and their contribution to Business and the list of negatives about HR is just to check your composure and focuss towards HR. Infact what i have learnt till date is that even a person from the lowest rung of the organisation contributes to the business in his own ways. And HR is much bigger a function.
Some extra shots:
Composition of the batch according to educational background is as follows:
Arts: 14%; Commerce: 16%; Engineering: 54%;
Management: 10% and Science:6%
The division according to workexperience is as follows
Freshers: 41%; Less than or equal to 2 years: 35%;
More than 2 years: 24%
Its a healthy mix of freshers and work-ex guys
Thanks and Regards
Sandeep Karande
1st year, HRM&LR
School of Management and Labour Studies
TISS, Mumbai
The Tata Institute of Social Sciences (TISS) was established in 1936, as the Sir Dorabji Tata Graduate School of Social Work.
Its establishment was the result of the decision of the Trustees of the Sir Dorabji Tata Trust (SDTT) to accept Dr. Clifford Manshardt’s vision of a post-graduate school of social work of national stature that would engage in a continuous study of Indian social issues and problems and impart education in social work to meet the emerging need for trained human power. This subsequently influenced the direction of social work education and social research in India.
In 1944, the Sir Dorabji Tata Graduate School o
f Social Work was renamed as the Tata Institute of Social Sciences. The year 1964 was an important landmark in the history of the Institute, when it was recognised as a Deemed University by the University Grants Commission (UGC) of India.
Since its inception in 1936, the Tata Institute of Social Sciences has never limited itself to the mandate of a conventional university; rather, it has worked for the promotion of sustainable, equitable and participatory development, social welfare and social justice through:
Value-based professional education for social work and other human service professions;
Social research and dissemination of socially relevant knowledge;
Social intervention through training and field action projects;
Contribution to social and welfare policy and programme formulation at state, national and international levels; and
Professional response to national calamities, through relief, rehabilitation and disaster management.
Over the years, the Institute has, among other thrusts, made a significant contribution to policy, planning, action strategies and human resource development, in several areas, ranging from sustainable rural and urban development to education, health, communal harmony, human rights and industrial relations.
Today, the TISS has earned recognition as an institution of repute from different Ministries of the Government of India, various State Governments, international agencies such as the United Nations, and the non-government sector, both national and international. This is due to the academic freedom leading to a positive work ethos and creativity in the Institute, strong linkages among education, research, field action and dissemination and the social commitment and responsiveness to varying social needs.
After a brief History of the institute let me throw some light on various courses and departments rather SCHOOLS at TISS.
TISS offers courses at Graduate level, Post-graduate level as well as the Doctorate level.
It has 5 Schools (each housing several Centres) and 4 Independent Centres.
School of Health Systems Studies: It offers Master's programmes in Health Administration and Hospital Administration, as well as a Diploma in Hospital Administration.
School of Management and Labour Studies: The school has 4 Centres in Human Resources Management, Social Entrepreneurship, Labour Studies and Social and Organisational Leadership Development. The School offers an MA in Human Resources Management and Labour Relations (earlier known as M.A. in Personnel Management and Industrial Relations), and a Diploma in Personnel Management.
School of Rural Development: It offers a Bachelor's Degree Programme in Social Work, with a specialisation in Rural Development. It also conducts the Diploma programmes in Sustainable Development for the Andaman & Nicobar Islands and for Ladakh to promote development initiatives in these areas.
School of Social Sciences :It conducts MA programmes in Development Studies and Education (Elementary).
School of Social Work: This school offers one of the most coveted courses for Social Work in India or may be in the whole Asia-pacific region- i.e MA in Social Work. It also offers certificate programmes in Rehabilitation Counselling and Social Welfare Administration.
There are some independent Centers like -The Centre for Media and Cultural Studies- involved in media production and dissemination, as well as teaching and research, The Centre for Research Methodology which anchors the M.Phil. and Ph.D. programmes, in addition to undertaking a range of training and consultancy work, The Jamsetji Tata Centre for Disaster Management which offers a course in Disaster Management and Centre for Lifelong Learning which caters todiverse sections of learners who are generally left out of the ambit of higher education.
Thanks and Regards
SANDEEP Karande
1st Year, HRM&LR
School of Management and Labour Studies
TISS, Mumbai
hi all
nice to see this thread. am posting a few posts from the previous year's thread.
Trade unions associated with the Communist Party of India (CPI)
<LI class=MsoNormal style="COLOR: blue; mso-list: l0 level1 lfo1">All India Trade Union Congress (AITUC): Gurundas Dasgupta is president; this was the first trade union in India. Started in 1920 <LI class=MsoNormal style="COLOR: blue; mso-list: l0 level1 lfo1">AIYF All India Youth Federation
AISF All India Students federation
Trade Unions associated with The Communist Party of India Marxist (CPI-M)
CITU Center for Indian Trade Unions ( 1970/membership of 2.8mn) M K Pandhe (President)
DYFI democratic youth federation of India
Trade Unions Associated with the Indian National Congress
1. INTUC: Indian National Trade Union Congress (1947/ 6 mn) - Sanjeeva Reddy president]
Famous Persons associated with trade unions:
1. EMS Namboodaripad (First CM of kerala)
2. AK Gopalan/ Susheela Gopalan (Trade union leader)
3. Jyoti Basu
4. T.Nagi Reddy (Associated with Telengana struggle)
5. Charu Mazumdar (Naxalbari incident)
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for all the business updates , economic trends n abt union budget etc
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domain-B - The first online Indian business magazine
-------------------------------------------------------------------------
Capitalism : Economic system in which means of production is privately owned and operated for profit.
Socialism: System where distribution of wealth is controlled by community. The community owns the means of production.
Communism: Seeks socialist state and wants to establish equality in distribution of wealth etc.
Marxism: Marx said that the transition from capitalistic to socialistic society will take time and there will be a transition time where there will be revolutionary dictatorship of the proletariat.
From wikipedia :
According to Marxism, capitalism is a system based on the exploitation of the proletariat by the bourgeoisie (the "capitalists", who own and control the means of production). This exploitation takes place as follows: the workers, who own no means of production of their own, must seek jobs in order to live. They get hired by a capitalist and work for him, producing some sort of goods or services. These goods or services then become the property of the capitalist, who sells them and gets a certain amount of money in exchange. One part of the wealth produced is used to pay the workers' wages, while the other part (surplus value) is split between the capitalist's private takings (profit), and the money used to pay rent, buy supplies and renew the forces of production. Thus the capitalist can earn money (profit) from the work of his employees without actually doing any work, or in excess of his own work. Marxists argue that new wealth is created through work; therefore, if someone gains wealth that he did not work for, then someone else works and does not receive the full wealth created by his work. In other words, that "someone else" is exploited. Thus, Marxists argue that capitalists make a profit by exploiting workers.
Leninism :
Lenin argued that the proletariat can only achieve a successful revolutionary consciousness through the efforts of a Communist Party comprised of full-time professional revolutionaries. Lenin further believed that such a party could only achieve its aims through a form of disciplined organization known as democratic centralism, wherein Communist Party officials are elected democratically, but once they are elected, all party members must abide by their decisions.
Leninism holds that capitalism can only be overthrown by revolutionary means; that is, any attempts to reform capitalism from within, such as Fabianism (advocates attaining socialism via reforms rather than violence) and non-revolutionary forms of democratic socialism, are doomed to fail.
The goal of a Leninist party is to orchestrate the overthrow of the existing government by force and seize power on behalf of the proletariat, and then implement a dictatorship of the proletariat. The party must then use the powers of government to educate the proletariat, so as to remove the various modes of false consciousness the bourgeois have instilled in them in order to make them more docile and easier to exploit economically, such as religion and nationalism.
The dictatorship of the proletariat is theoretically to be governed by a decentralized system of proletarian direct democracy, in which workers hold political power through local councils known as soviets
Communist govts in India: Kerala, West Bengal...??
Communist/Left Govts in the world: Brazil, Venezuela, Bolivia, Peoples republic of China, Chile, Russia. Anything more?
-----------------------------------------------------------------
Listed below are few links that i found cud be of use to everybody here -
Ministers(Cabinet + State) - LIST OF COUNCIL OF MINISTERS
Trade Unions in India - List of trade unions - Wikipedia, the free encyclopedia
SEZsin India - SEZ India
More on SEZs(around the World) - Special Economic Zone - Wikipedia, the free encyclopedia
Nandigram SEZ Controversy - Nandigram SEZ controversy - Wikipedia, the free encyclopedia
Naxalites - Naxalite - Wikipedia, the free encyclopedia
Armed Forces(Special Powers Act) - Armed Forces (Special Powers) Act, 1958 - Wikipedia, the free encyclopedia , Armed Forces Special Powers Act: A study in National Security tyranny (From the SAHRDC Resource Centre)
Clemenceau(Its an old topic, but one that attracted a lot of attention) - Clemenceau (R 9 - Wikipedia, the free encyclopedia
This was probably my best - but didnt get me da result expected :(.
Date and time: April 16th - 9:30 am
Place: Tata Institute of Social Sciences (TISS) Mumbai
Reached at around 2 pm on Sunday the 15th and spent that evening at TISS - met many new PG friends - Vachan, Rajiv and of course later Saki and Ram (whom I already knew)... the stay overnite was nice - doesnt feel as if u are in Mumbai when inside the campus at TISS :) - small in size but really nice to have a walk in da evenings etc - and extremely conducive atmosphere and surroundings for study - and well - the latest news is that TISS has become wi-fi :) - all da info was poured in from Babu who met us on Sun evening and answered a lot of questions from our side...
Woke up early in da morning - got ready and went to the main lounge where there was a smal crowd - not as much as expected - we had a small presentation on the know-how of TISS by a second-year'ite of the HRM/LR program... later we came up and were grouped into different batches (as put on da notice board) - and were led to da different classes for the GD/PI - Mine was in class XI - 8 of us (2 absent) - 4 boys 4 gals... so even ratio :)
GD: Globalisation is a mixed blessing for the youth of today (it was the same topic for all the batches in my main group) - the other group had got Gandhian values etc etc... ( though the topics are being changed evryday - so dont go by them :| )
Very decent GD - chipped in a lot of times... was surprised by da female junta as some spoke real well, and real fluently. By da way we ourselves decided that we wud use paper, and recollect our thoughts for sometime - the 2 supervisors didnt have a prob with it - though when we decided on the topic as globalisation and started writing, one of them said 'Isnt this a GD ?? ' - and well - one of the ladies started rite away. Two of the females seemed to be dominating the show - though all guys spoke well too - and well - chipped in a lott of good points - though the youth aspect was kinda fading away with all the industrial and economic aspect takin toll of da topic :mg: - all of us spoke without majorly cutting others - as we had been reminded that domination of the GD wud lead to getting -ve points.
Rating: 8/10
After this - we were led into a room, and were told that there is still some time for the PI. Hence we moved off - grabbed a vada-paav for a quick bite and then came back - to our disbelief the PI's had already begun - apparently the people were being called RANDOMLY. Was surprised at this - but there was nothin we cud do. We just gave our names, and sat there hopin for a quick call. I was called in just before the lunch call - though they dedided later that I too shud be pushed in after lunch :|. So i went ahead, ate somethin and returned. The wait before the PI was long. The PI finally happened at around 3 to 3:15 pm. I was all jittery before as I had heard my panel had been stressing the people in da morning and blasting on GK... finally I was in...
PI: The panel - Oldish smiling lady - L (did almost all questioning)
Elderly man in between - E
Different lookin elderly person with long tied hair - D
Bakra moi ;) - B
B (enters and wishes all - sits)
E: Whats these documents? (pointing to my change of name docs)
B: (Explains what were they)
E: But why did you change your name ?
B: blah blah
All 3 of them: Ok ok
L (smiling eternally :mg: ) - So u are working in XXX - how long?
B: blah blah
L: Oh - thats a lot of time - wat are u working in?
B: blah blah (cool workex questions :mg:)
L: Ohk so such a nice field - why do u want to come into HR?
B: Blah blah blah blah -( some kind of an answer which I had thought of... explained properly - wat do I get -- EXPRESSIONLESS faces from all except from L - she is smiling in an understanding manner - E is checkin my papers/docs/certificates)...
E: So what do you know about HR as a field?
B: blah blah - tell them the basics
(all shaking head except D of course ;) )
L: Ok - so Ashish tell me bout what you think of women in this present day corporate world? And what are the issues faced by them ?
B: blah blah - sexual harrasment, ego problems from men, etc etc
L: Ohkie - so wat are the things companies have been doin to prevent such things like sexual harrasment?
B: blah blah
(trying to maintain eye contact with all - but E is busy with file - doesnt look at me AT ALL - and D is well - blank - stone-faced - no expressions! )
L: Ohkie - so tell me about the reservations issue now -
wat do u think bout the reservations issue in the private sector?
B: Blah blah blah blah
L: Ohk cool - (looks at others for their turn)
D (all of a sudden): What are the different central trade unions in India?
B: (says somethin which goes kinda unheard)
D: wattt???
B: blah blah (explains)
E: Ohkay yes yes
D: (shaking head)
D: Can you name some trade union in the unorganized sector?
B: umm - dont think I know any - but i guess BMS can be one of them
D: (smilingly looks at L)
Moi understands that my answer is wrong :(
D: So which are the new states in India??
B: blah blah
(all quiet for sometime)
L: (asks E if he wants to ask any questions)
E: No nothin actually - so bout ur hostel accomodation at TISS -- blah blah ( they were askin this to all at their interviews)
B: blah blah
L: Ohkay thats it then - thanx Ashish
E: yes thanks
D: expressionless :|
B: (wishes and exits)
Approx 15 min - Dont know wat to say - questions were ok and I answered without any gaps etc -managed it well- but hardly any reaction from the panel - except for the lady at times... the people before me and those after me had a similar kinda interview - though not entirely on GK questions - theirs were even shorter - some 8 to 9 min...
Looks like they were lookin for more than just mere answers... :|
Rating: 8.5 to 9/10 (from my side)
Travelled in da evening to Churchgate to meet a friend and stayed overnite with him - had kinda fun - and then travelled back to airport da next morning to catch flite back to Blore - Saki (chaosunlimited) and another girl accompanied me in it - so that was good fun too :)
General opinion: Diverse interviews being conducted - entirely on luck which panel u get, and also how ur interview goes. Heard later that my panel conducted stress interviews in the latter half of the day... was again surprised at that... The panel with the dean was stressing most of da guys (like every year) - so guess people had to watch out there...
From India, Ahmadabad
Acknowledge(0)Amend(0)
M.A. in HumanResource Management and Labour Relations from Tata Institute of Social Sciences(TISS).
Age: 21
1. Which institute are you doing your MBA/MMS from?
I am doing my M.A. in Human Resource Management and Labour Relations from Tata Institute of Social Sciences (TISS).
2. What does an MBA mean to you? Why do you want to pursue it?
An MBA is a degree that enhances one’s understanding of the various fields of management. I wanted to pursue an MBA for the same reason.
3. Did you enroll for any special coaching? Did it help?
Yes. I went for private classes. They did help.
4. What’s your educational background? How did it help you secure your seat in your B-School?
I have a BA in Psychology. It gave me an understanding of human resources and industrial psychology which aided me in the GD and PI.
5. Did you have any work experience before joining the course? If yes, did it help you gain an edge over your peers?
No.
6. What’s a typical day like in your b-school?
It starts with classes which last for around 6-8 hrs. Its followed by group meetings or discussions concerning the relevant coursework.
7. What area of specialisation are you more likely to opt for?
My course is a specialized one in HR right from the start.
8. What, according to you, is the USP of your B-School?
An amazing brand name and the concept of “Field Work” where a student is placed with an organization throughout each semester and completes a live project there.
9. Where do you see yourself a few years down the line?
Hopefully working.
10. A word of advice for future MBA aspirants.
Be realistic in your expectations and always have a Plan B.
hi all,
thanks for the initiative taken by starting this thread. TISS procedure is such an enigma for all the applicants that it really needs some information before actually appearing in the exam and the rest of the TISS selection procedure.
Well, I did apply for TISS for 2006-08 session, and it as that year when the written exams started. Earlier also there was a written test but it used to happen in TISS campus.
I was selected for the interiew and GD, and my whole experience after GD & PI was good.
GD was as usual a collection of 10-12 people sitting together and sharing their thoughts, and PI was as usual a panel of three profs sitting and observing a candidate.
My whole interpretation of TISS procedure was that TISS actually wants those guys who are inclined towards the HR course not for high salaries, but for the actual love of the Human Resource. You need to prove it then and there that your motive is not to earn high salaries in some IT company instead you love this course so much that you can even take up a job which is only for quenching your thirst to make human resources contribute more towards this society.
I personally noticed that TISS panel was not very much interested in getting IT guys into the college and they were even pointing it out at the salary column during the interview (you will have to fill up your salary in the interview form, in case you are a professional), and they always said that - why do you want to get into a generalist role after working in a focussed filed like technology and at the same time you will not get this kind of salary (dont know why they said that).
After a few days the results were out...and I was not selected........but then I felt as if I was not totally prepared for the TISS interview........and thats why wanted to appear for TISS only after some more experience in the corporate field. And hence I didn't appear for the TISS last year.
And now after a good break and some more experience I am thinking of applying for TISS again.
Few points I would like to bring to your notice before the TISS forms are out for the coming academic session......
1. TISS gives a hell lot of importance of things you do in terms of charity and as a part of the NGO activities. So if its possible for you get involved into such a thing, then please devote some time to such activities......it will help you a lot.
2. In case you are an IT person.....then be ready with the answers of such questons - Why do you want to leave the technology field? Why do you think HR course is best for you after working in technology? Why made you think that HR course is best for you? and finally a shocker........Do you really think that a HR person contributes into business? TISS panel doesn't believe that an HR person can actually contribute into business (during the interview they really argue hard against HR roles at work places.....they have a long list of negativities for business created by the HR people).
3. They will try to make a match between the Bio-Graphy you will write in the application form and the person sitting in front of the panel. In fact, If I remember well , there was a person who was constantly reading my bio-graphy and always listening to what all answers I was giving and was also jotting down some one-liners every now and then.
4. Know anything and everything about your workplace/company....your native city......the reasons behind things which you have done in your life till dats.....
The above points are just the pointers I can provide you from my failed experience........these points will take a lot of time to prepare, and you actually have enough time to prepare for all these points.
At last, I will suggest that getting into TISS actually needs a TISS-type personality......and getting in touch with a TISS-type-personlity (current and ex-student) will help you the most. Also, reading things related to HR will actually help you..........seniors can really be helpful in getting the names of such books......
Hope my post is helpful to everyone...........
Thanks & Regards
Sarsij
Hi all,
Thanks a lot Sarsi for sharing your experiences. some of your interpretations of the process are really good.
However, I would like to clear certain points out here
TISS doesn't have any special inclination towards IT or the non IT guys, just to bring to your attention we have a good mix of IT and Non IT guys (Non IT includes sectors like Manufacturing, Education, NGOs, Research and Development(Government), shipping, Media, Financial consultancies etc.) IT and non IT guys are evenly balanced when it comes to the numbers.
TISS might give importance to things you do in terms of charity and as a part of the NGO activities when you apply to the Masters in Social Work(MSW) course. And if you have some expereince with an NGO/Charity, you may be asked why not MSW instead of HRM&LR? It doesn't mean that one should not do charity or be involved with an NGO. I mean to say its your approach in the interview which makes all the difference.
"Why are you leaving your sector and coming to HR" :- I think this question is not confined to people in IT sector but to others as well.
About the argument- HR people and their contribution to Business and the list of negatives about HR is just to check your composure and focuss towards HR. Infact what i have learnt till date is that even a person from the lowest rung of the organisation contributes to the business in his own ways. And HR is much bigger a function.
Some extra shots:
Composition of the batch according to educational background is as follows:
Arts: 14%; Commerce: 16%; Engineering: 54%;
Management: 10% and Science:6%
The division according to workexperience is as follows
Freshers: 41%; Less than or equal to 2 years: 35%;
More than 2 years: 24%
Its a healthy mix of freshers and work-ex guys
Thanks and Regards
Sandeep Karande
1st year, HRM&LR
School of Management and Labour Studies
TISS, Mumbai
The Tata Institute of Social Sciences (TISS) was established in 1936, as the Sir Dorabji Tata Graduate School of Social Work.
Its establishment was the result of the decision of the Trustees of the Sir Dorabji Tata Trust (SDTT) to accept Dr. Clifford Manshardt’s vision of a post-graduate school of social work of national stature that would engage in a continuous study of Indian social issues and problems and impart education in social work to meet the emerging need for trained human power. This subsequently influenced the direction of social work education and social research in India.
In 1944, the Sir Dorabji Tata Graduate School o
f Social Work was renamed as the Tata Institute of Social Sciences. The year 1964 was an important landmark in the history of the Institute, when it was recognised as a Deemed University by the University Grants Commission (UGC) of India.
Since its inception in 1936, the Tata Institute of Social Sciences has never limited itself to the mandate of a conventional university; rather, it has worked for the promotion of sustainable, equitable and participatory development, social welfare and social justice through:
Value-based professional education for social work and other human service professions;
Social research and dissemination of socially relevant knowledge;
Social intervention through training and field action projects;
Contribution to social and welfare policy and programme formulation at state, national and international levels; and
Professional response to national calamities, through relief, rehabilitation and disaster management.
Over the years, the Institute has, among other thrusts, made a significant contribution to policy, planning, action strategies and human resource development, in several areas, ranging from sustainable rural and urban development to education, health, communal harmony, human rights and industrial relations.
Today, the TISS has earned recognition as an institution of repute from different Ministries of the Government of India, various State Governments, international agencies such as the United Nations, and the non-government sector, both national and international. This is due to the academic freedom leading to a positive work ethos and creativity in the Institute, strong linkages among education, research, field action and dissemination and the social commitment and responsiveness to varying social needs.
After a brief History of the institute let me throw some light on various courses and departments rather SCHOOLS at TISS.
TISS offers courses at Graduate level, Post-graduate level as well as the Doctorate level.
It has 5 Schools (each housing several Centres) and 4 Independent Centres.
School of Health Systems Studies: It offers Master's programmes in Health Administration and Hospital Administration, as well as a Diploma in Hospital Administration.
School of Management and Labour Studies: The school has 4 Centres in Human Resources Management, Social Entrepreneurship, Labour Studies and Social and Organisational Leadership Development. The School offers an MA in Human Resources Management and Labour Relations (earlier known as M.A. in Personnel Management and Industrial Relations), and a Diploma in Personnel Management.
School of Rural Development: It offers a Bachelor's Degree Programme in Social Work, with a specialisation in Rural Development. It also conducts the Diploma programmes in Sustainable Development for the Andaman & Nicobar Islands and for Ladakh to promote development initiatives in these areas.
School of Social Sciences :It conducts MA programmes in Development Studies and Education (Elementary).
School of Social Work: This school offers one of the most coveted courses for Social Work in India or may be in the whole Asia-pacific region- i.e MA in Social Work. It also offers certificate programmes in Rehabilitation Counselling and Social Welfare Administration.
There are some independent Centers like -The Centre for Media and Cultural Studies- involved in media production and dissemination, as well as teaching and research, The Centre for Research Methodology which anchors the M.Phil. and Ph.D. programmes, in addition to undertaking a range of training and consultancy work, The Jamsetji Tata Centre for Disaster Management which offers a course in Disaster Management and Centre for Lifelong Learning which caters todiverse sections of learners who are generally left out of the ambit of higher education.
Thanks and Regards
SANDEEP Karande
1st Year, HRM&LR
School of Management and Labour Studies
TISS, Mumbai
hi all
nice to see this thread. am posting a few posts from the previous year's thread.
Trade unions associated with the Communist Party of India (CPI)
<LI class=MsoNormal style="COLOR: blue; mso-list: l0 level1 lfo1">All India Trade Union Congress (AITUC): Gurundas Dasgupta is president; this was the first trade union in India. Started in 1920 <LI class=MsoNormal style="COLOR: blue; mso-list: l0 level1 lfo1">AIYF All India Youth Federation
AISF All India Students federation
Trade Unions associated with The Communist Party of India Marxist (CPI-M)
CITU Center for Indian Trade Unions ( 1970/membership of 2.8mn) M K Pandhe (President)
DYFI democratic youth federation of India
Trade Unions Associated with the Indian National Congress
1. INTUC: Indian National Trade Union Congress (1947/ 6 mn) - Sanjeeva Reddy president]
Famous Persons associated with trade unions:
1. EMS Namboodaripad (First CM of kerala)
2. AK Gopalan/ Susheela Gopalan (Trade union leader)
3. Jyoti Basu
4. T.Nagi Reddy (Associated with Telengana struggle)
5. Charu Mazumdar (Naxalbari incident)
---------------------------------------------------------------------------------------
for all the business updates , economic trends n abt union budget etc
visit
domain-B - The first online Indian business magazine
-------------------------------------------------------------------------
Capitalism : Economic system in which means of production is privately owned and operated for profit.
Socialism: System where distribution of wealth is controlled by community. The community owns the means of production.
Communism: Seeks socialist state and wants to establish equality in distribution of wealth etc.
Marxism: Marx said that the transition from capitalistic to socialistic society will take time and there will be a transition time where there will be revolutionary dictatorship of the proletariat.
From wikipedia :
According to Marxism, capitalism is a system based on the exploitation of the proletariat by the bourgeoisie (the "capitalists", who own and control the means of production). This exploitation takes place as follows: the workers, who own no means of production of their own, must seek jobs in order to live. They get hired by a capitalist and work for him, producing some sort of goods or services. These goods or services then become the property of the capitalist, who sells them and gets a certain amount of money in exchange. One part of the wealth produced is used to pay the workers' wages, while the other part (surplus value) is split between the capitalist's private takings (profit), and the money used to pay rent, buy supplies and renew the forces of production. Thus the capitalist can earn money (profit) from the work of his employees without actually doing any work, or in excess of his own work. Marxists argue that new wealth is created through work; therefore, if someone gains wealth that he did not work for, then someone else works and does not receive the full wealth created by his work. In other words, that "someone else" is exploited. Thus, Marxists argue that capitalists make a profit by exploiting workers.
Leninism :
Lenin argued that the proletariat can only achieve a successful revolutionary consciousness through the efforts of a Communist Party comprised of full-time professional revolutionaries. Lenin further believed that such a party could only achieve its aims through a form of disciplined organization known as democratic centralism, wherein Communist Party officials are elected democratically, but once they are elected, all party members must abide by their decisions.
Leninism holds that capitalism can only be overthrown by revolutionary means; that is, any attempts to reform capitalism from within, such as Fabianism (advocates attaining socialism via reforms rather than violence) and non-revolutionary forms of democratic socialism, are doomed to fail.
The goal of a Leninist party is to orchestrate the overthrow of the existing government by force and seize power on behalf of the proletariat, and then implement a dictatorship of the proletariat. The party must then use the powers of government to educate the proletariat, so as to remove the various modes of false consciousness the bourgeois have instilled in them in order to make them more docile and easier to exploit economically, such as religion and nationalism.
The dictatorship of the proletariat is theoretically to be governed by a decentralized system of proletarian direct democracy, in which workers hold political power through local councils known as soviets
Communist govts in India: Kerala, West Bengal...??
Communist/Left Govts in the world: Brazil, Venezuela, Bolivia, Peoples republic of China, Chile, Russia. Anything more?
-----------------------------------------------------------------
Listed below are few links that i found cud be of use to everybody here -
Ministers(Cabinet + State) - LIST OF COUNCIL OF MINISTERS
Trade Unions in India - List of trade unions - Wikipedia, the free encyclopedia
SEZsin India - SEZ India
More on SEZs(around the World) - Special Economic Zone - Wikipedia, the free encyclopedia
Nandigram SEZ Controversy - Nandigram SEZ controversy - Wikipedia, the free encyclopedia
Naxalites - Naxalite - Wikipedia, the free encyclopedia
Armed Forces(Special Powers Act) - Armed Forces (Special Powers) Act, 1958 - Wikipedia, the free encyclopedia , Armed Forces Special Powers Act: A study in National Security tyranny (From the SAHRDC Resource Centre)
Clemenceau(Its an old topic, but one that attracted a lot of attention) - Clemenceau (R 9 - Wikipedia, the free encyclopedia
This was probably my best - but didnt get me da result expected :(.
Date and time: April 16th - 9:30 am
Place: Tata Institute of Social Sciences (TISS) Mumbai
Reached at around 2 pm on Sunday the 15th and spent that evening at TISS - met many new PG friends - Vachan, Rajiv and of course later Saki and Ram (whom I already knew)... the stay overnite was nice - doesnt feel as if u are in Mumbai when inside the campus at TISS :) - small in size but really nice to have a walk in da evenings etc - and extremely conducive atmosphere and surroundings for study - and well - the latest news is that TISS has become wi-fi :) - all da info was poured in from Babu who met us on Sun evening and answered a lot of questions from our side...
Woke up early in da morning - got ready and went to the main lounge where there was a smal crowd - not as much as expected - we had a small presentation on the know-how of TISS by a second-year'ite of the HRM/LR program... later we came up and were grouped into different batches (as put on da notice board) - and were led to da different classes for the GD/PI - Mine was in class XI - 8 of us (2 absent) - 4 boys 4 gals... so even ratio :)
GD: Globalisation is a mixed blessing for the youth of today (it was the same topic for all the batches in my main group) - the other group had got Gandhian values etc etc... ( though the topics are being changed evryday - so dont go by them :| )
Very decent GD - chipped in a lot of times... was surprised by da female junta as some spoke real well, and real fluently. By da way we ourselves decided that we wud use paper, and recollect our thoughts for sometime - the 2 supervisors didnt have a prob with it - though when we decided on the topic as globalisation and started writing, one of them said 'Isnt this a GD ?? ' - and well - one of the ladies started rite away. Two of the females seemed to be dominating the show - though all guys spoke well too - and well - chipped in a lott of good points - though the youth aspect was kinda fading away with all the industrial and economic aspect takin toll of da topic :mg: - all of us spoke without majorly cutting others - as we had been reminded that domination of the GD wud lead to getting -ve points.
Rating: 8/10
After this - we were led into a room, and were told that there is still some time for the PI. Hence we moved off - grabbed a vada-paav for a quick bite and then came back - to our disbelief the PI's had already begun - apparently the people were being called RANDOMLY. Was surprised at this - but there was nothin we cud do. We just gave our names, and sat there hopin for a quick call. I was called in just before the lunch call - though they dedided later that I too shud be pushed in after lunch :|. So i went ahead, ate somethin and returned. The wait before the PI was long. The PI finally happened at around 3 to 3:15 pm. I was all jittery before as I had heard my panel had been stressing the people in da morning and blasting on GK... finally I was in...
PI: The panel - Oldish smiling lady - L (did almost all questioning)
Elderly man in between - E
Different lookin elderly person with long tied hair - D
Bakra moi ;) - B
B (enters and wishes all - sits)
E: Whats these documents? (pointing to my change of name docs)
B: (Explains what were they)
E: But why did you change your name ?
B: blah blah
All 3 of them: Ok ok
L (smiling eternally :mg: ) - So u are working in XXX - how long?
B: blah blah
L: Oh - thats a lot of time - wat are u working in?
B: blah blah (cool workex questions :mg:)
L: Ohk so such a nice field - why do u want to come into HR?
B: Blah blah blah blah -( some kind of an answer which I had thought of... explained properly - wat do I get -- EXPRESSIONLESS faces from all except from L - she is smiling in an understanding manner - E is checkin my papers/docs/certificates)...
E: So what do you know about HR as a field?
B: blah blah - tell them the basics
(all shaking head except D of course ;) )
L: Ok - so Ashish tell me bout what you think of women in this present day corporate world? And what are the issues faced by them ?
B: blah blah - sexual harrasment, ego problems from men, etc etc
L: Ohkie - so wat are the things companies have been doin to prevent such things like sexual harrasment?
B: blah blah
(trying to maintain eye contact with all - but E is busy with file - doesnt look at me AT ALL - and D is well - blank - stone-faced - no expressions! )
L: Ohkie - so tell me about the reservations issue now -
wat do u think bout the reservations issue in the private sector?
B: Blah blah blah blah
L: Ohk cool - (looks at others for their turn)
D (all of a sudden): What are the different central trade unions in India?
B: (says somethin which goes kinda unheard)
D: wattt???
B: blah blah (explains)
E: Ohkay yes yes
D: (shaking head)
D: Can you name some trade union in the unorganized sector?
B: umm - dont think I know any - but i guess BMS can be one of them
D: (smilingly looks at L)
Moi understands that my answer is wrong :(
D: So which are the new states in India??
B: blah blah
(all quiet for sometime)
L: (asks E if he wants to ask any questions)
E: No nothin actually - so bout ur hostel accomodation at TISS -- blah blah ( they were askin this to all at their interviews)
B: blah blah
L: Ohkay thats it then - thanx Ashish
E: yes thanks
D: expressionless :|
B: (wishes and exits)
Approx 15 min - Dont know wat to say - questions were ok and I answered without any gaps etc -managed it well- but hardly any reaction from the panel - except for the lady at times... the people before me and those after me had a similar kinda interview - though not entirely on GK questions - theirs were even shorter - some 8 to 9 min...
Looks like they were lookin for more than just mere answers... :|
Rating: 8.5 to 9/10 (from my side)
Travelled in da evening to Churchgate to meet a friend and stayed overnite with him - had kinda fun - and then travelled back to airport da next morning to catch flite back to Blore - Saki (chaosunlimited) and another girl accompanied me in it - so that was good fun too :)
General opinion: Diverse interviews being conducted - entirely on luck which panel u get, and also how ur interview goes. Heard later that my panel conducted stress interviews in the latter half of the day... was again surprised at that... The panel with the dean was stressing most of da guys (like every year) - so guess people had to watch out there...
From India, Ahmadabad
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Find below some tips.
Some social, economic, and political topics that can be prepared for GD (can help in PI also):
- Reservation - woman/sc/st - positives/negatives/your view
- Subprime crisis - what it is and how it impacted India, what could be probable solutions for the future so that the same does not happen
- India's nuclear program - positives/negatives/your view
- The current situation in Maharashtra - Mumbai for Maharashtrians (what's your opinion on that), India's present status as the back office of the world!!
- Environmental issues - Developed and developing world with an emphasis on India
- Major budget implications (emphasis on weaker sections e.g., on farmers, workers in the unorganized sector)
- Women's reservation bill - views for/against. Give your view.
Probable Interview questions:
- Why HR? You have to relate your graduation and post-grad (if you have a PG degree) degree to HR, i.e., how while pursuing them you got interested in HR?
- Justify gap years if you have any
- What is HR all about?
- How are you a good fit as an HR personnel? (give some examples where you pursued some projects/fieldwork in HR/relating to HR)
- Takeovers/mergers by/of Indian companies - benefits/losses
- Current status of HR in Organizations
- Your views on different social, economical, and political issues (you can refer to GD topics)
From India, Ahmadabad
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Some social, economic, and political topics that can be prepared for GD (can help in PI also):
- Reservation - woman/sc/st - positives/negatives/your view
- Subprime crisis - what it is and how it impacted India, what could be probable solutions for the future so that the same does not happen
- India's nuclear program - positives/negatives/your view
- The current situation in Maharashtra - Mumbai for Maharashtrians (what's your opinion on that), India's present status as the back office of the world!!
- Environmental issues - Developed and developing world with an emphasis on India
- Major budget implications (emphasis on weaker sections e.g., on farmers, workers in the unorganized sector)
- Women's reservation bill - views for/against. Give your view.
Probable Interview questions:
- Why HR? You have to relate your graduation and post-grad (if you have a PG degree) degree to HR, i.e., how while pursuing them you got interested in HR?
- Justify gap years if you have any
- What is HR all about?
- How are you a good fit as an HR personnel? (give some examples where you pursued some projects/fieldwork in HR/relating to HR)
- Takeovers/mergers by/of Indian companies - benefits/losses
- Current status of HR in Organizations
- Your views on different social, economical, and political issues (you can refer to GD topics)
From India, Ahmadabad
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I am looking for manpower for a BPO only. If anyone has manpower available, please forward me the details because it is for my direct recruitment with an on-the-spot offer letter.
Contact:
SISODIA INFO SOLUTION
Dharmendra Kumar Sisodia
08010020623
Email: sisodiahosting@gmail.com
From India, Pune
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Contact:
SISODIA INFO SOLUTION
Dharmendra Kumar Sisodia
08010020623
Email: sisodiahosting@gmail.com
From India, Pune
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Hi, Can someone pls enlighten me about the opportunities with UN after a PG course with IRMA? Also, the other placements that we can avail... What is the avg CTC? -BGL
From India, Bangalore
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From India, Bangalore
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<a href="http://www.govtjobsfestival.in/brother-attitude-status-in-hindi/">Raksha Bandhan Whatsapp DP </a>
<a href="http://www.govtjobsfestival.in/raksha-bandhan-pics/">Raksha Bandhan Facebook DP </a>
<a href="http://www.govtjobsfestival.in/">Defence Jobs in India </a>
In the corrected text, I have fixed the formatting, spelling, and grammar errors. The links are now properly displayed with corrected punctuation and spacing. Let me know if you need any further assistance.
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<a href="http://www.govtjobsfestival.in/raksha-bandhan-pics/">Raksha Bandhan Facebook DP </a>
<a href="http://www.govtjobsfestival.in/">Defence Jobs in India </a>
In the corrected text, I have fixed the formatting, spelling, and grammar errors. The links are now properly displayed with corrected punctuation and spacing. Let me know if you need any further assistance.
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Whatsapp status for brother on Raksha Bandhan – Raksha Bandhan Status, Short Raksha Bandhan Quotes – Govt Jobs in India
http://www.govtjobsfestival.in/raksha-bandhan-pics/
Govt Jobs in India – Defence Jobs
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http://www.govtjobsfestival.in/raksha-bandhan-pics/
Govt Jobs in India – Defence Jobs
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Well-Written Article on Your Website. Thank you for this post.
- [UK News](https://newswaale.in/)
- [Muzafarpur Army Bharti](https://newswaale.in/muzafarpur-army-aro-open-bharti-2018/)
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- [Chennai Army Bharti](https://newswaale.in/chennai-aro-open-army-bharti/)
- [Raichur Army Bharti](https://newswaale.in/raichur-army-recruitment-rally/)
- [Kangra Army Bharti](https://newswaale.in/kangra-open-army-recruitment-rally/)
- [Guntur Army Bharti](https://newswaale.in/guntur-army-open-bharti-aro/)
- [Hamirpur Army Bharti](https://newswaale.in/hamirpur-aro-army-recruitment-rally/)
From India, Gangoh
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- [UK News](https://newswaale.in/)
- [Muzafarpur Army Bharti](https://newswaale.in/muzafarpur-army-aro-open-bharti-2018/)
- [Danapur Army Bharti](https://newswaale.in/danapur-bihar-army-aro-open-bharti-2018/)
- [Bihar Army Bharti](https://newswaale.in/bihar-aro-open-army-bharti/)
- [Vizag Army Bharti](https://newswaale.in/vizag-aro-andaman-nicobar-open-bharti-2018/)
- [Mysore Army Bharti](https://newswaale.in/mysore-aro-bengaluru-recruitment/)
- [Chennai Army Bharti](https://newswaale.in/chennai-aro-open-army-bharti/)
- [Raichur Army Bharti](https://newswaale.in/raichur-army-recruitment-rally/)
- [Kangra Army Bharti](https://newswaale.in/kangra-open-army-recruitment-rally/)
- [Guntur Army Bharti](https://newswaale.in/guntur-army-open-bharti-aro/)
- [Hamirpur Army Bharti](https://newswaale.in/hamirpur-aro-army-recruitment-rally/)
From India, Gangoh
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