- http://www.pteducation.com/admin/tes...lysis-2008.pdf
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- http://www.pteducation.com/admin/tes...oads/irmaa.PDF
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Hello friends,
if you get call from TISS
please add biographic sketch here.
this will help to aspirant of tiss
thankyou
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From India, Ahmadabad
7- http://www.pteducation.com/admin/tes...ber18-2005.PDF
- http://www.pteducation.com/admin/tes...oads/irmaa.PDF
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- Join PT --- Be a winner ...
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Hello friends,
if you get call from TISS
please add biographic sketch here.
this will help to aspirant of tiss
thankyou
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.
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IMS India assists / trains / coaches MBA aspirants 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 Indian Institute of Management, Ahemadabad, 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 US and UK. IMS admission consultancy services have helped get over Rs.
4.5 crore scholarships for IMS students
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From India, Ahmadabad
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 significant contribution through its diverse activities over the last 60 years. The Institute has earned the 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
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:
From India, Ahmadabad
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 significant contribution through its diverse activities over the last 60 years. The Institute has earned the 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 crisis 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 organise teaching in the social sciences with a view to providing professional personnel in social work, social services, personnel administration and allied professional fields;
- To organise 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 co-operate with other organisations in such 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 centres for training and research;
- To undertake such other activities as may be deemed to be necessary to promote understanding and better professional practice in the areas of social work, social services, personnel administration and allied fields.
From India, Ahmadabad
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 is 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 educate students as scholars and practitioners of management.
Today 'Men' are considered as a strategic portion of our Input. Now HR is not just related to salaries and over-time wages, as earlier, but is now much more major and vital to the success of an organization. Satisfied employees means those who are enjoying their work; if they enjoy the work then they bring better results for the company. That in turn leads to 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 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
(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 is 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 educate students as scholars and practitioners of management.
Today 'Men' are considered as a strategic portion of our Input. Now HR is not just related to salaries and over-time wages, as earlier, but is now much more major and vital to the success of an organization. Satisfied employees means those who are enjoying their work; if they enjoy the work then they bring better results for the company. That in turn leads to 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 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
The teaching programmes 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 know more about the various programs TISS offers, please visit the Programmes of Study section at the TISS Official Website.
TISS offers a variety of Undergraduate / Post-Graduate / Ph.D / M.Phil. / Certificate and Diploma courses. Below are a list of the Post - Graduate Programs offered. To know more about them visit the Post-Graduate section of the TISS Official Website.
POST-GRADUATE PROGRAMMES
From India, Ahmadabad
TISS offers a variety of Undergraduate / Post-Graduate / Ph.D / M.Phil. / Certificate and Diploma courses. Below are a list of the Post - Graduate Programs offered. To know 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
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. But, there were 120 Q’s. How this gets converted to 70 marks is anybody’s guess. For the purpose off 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.
Question Type No. of Qs 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
Question Type No. of Qs 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
- 120 Qs, 90 min.
- 70 marks (negative marks for wrong answers)
- No sections
- 4 answer options per question
- TISS 43+ (as declared by TISS)
Question Type No. of Qs 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 Q’s were easy and even an average student could have attempted 25-30 Q’s.
- The questions were largely from Arithmetic topics like Number System, Percentages and Ratio-Proportion (around 25 Q’s in all). There were no questions on Speed, though. The remaining questions were related to forming Equations and finding the roots of the Equations (around 5-6 Q’s), Geometry (3-4 Q’s), Probability (2-3 Q’s) and finding the Equation of graphs (2 Q’s).
- One could have easily attempted around 25 Q’s in 35 minutes and that too at a very high accuracy.
- There were hardly any questions on Verbal ability, and the 15 Q’s 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 Q’s in 10 min.
- This consisted of 3 sets of Analytical Reasoning (Logical Data Interpretation), each followed by 6-7 Q’s.
- All the three sets were quiet 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 Q’s could have been attempted in 25 min.
- This question-type had 45 Q’s 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 Q’s 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 Q’s in about 20 min. from this area.
Question Type No. of Qs 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
120 Qs, 90 min. 70 marks
120 Qs, 90 min.
70 marks (negative marks for wrong answers)
No sections :4
answer options per question :
Cutoff : 43+ (as declared by TISS)
You can easily attempt 60+/65 in QA/VA/LR. . So the only section to watch out for is GK. 20+ in GK, you are in
Few GK Questions
1)wats the full form of tqm
2)wat does "s" stand for in SWOT
3)wat does constitutional amendment 74 deal with
4)full form of sez
5)full form of BPO
6)who wrote the book named "freedom" n "capitalism"
7)which article deals with abolishment of untouchability
8) global compact is an initiative by whom
9)when an employee tells the boss abt his colleague indulging in corrupt ways,wat is it called.
10)when a person concentrates only on himself and his buisness , wat is it called?
11)which of the following trade unions is a part of CPI
12) article 74 in d constitution was to strengthen governance in RURAL india
13) who had gone for a strike on pension issue.(srry nt sure of d questn framin!!)
is d answer SBI
14) education is in CONCURRENT list
15) theory of SELF ACTUALISATION was given by MASLOW.
16)name the book written by prez musharraf
17)what does s stand for in sot
18)recently kharlanji is in news why
19)one party is not a national party..
20)parliament:u.k
21)bear: russia
22)one question on having a one boss at a time
23)one Q on a company concentration on the core business
24)global compact is followed by whom..
20) WHistle blower if employee is telling secretly abt other employees
21) HR based question on HErzbergs 2 FActor theory of motivation ans closest was Mc Gregor
22)TPM -TOTAL QUALITY MANAGEMENT
23) T-model ans is FORD (I gt this 1 wrong ,i marked toyata
24)author of some book was asked ans options were peter drucker ,etc etc
25) NORTON ,KAPLAN terminilogies belong to which of following KAizan,TPM , or PCMM something of this sort forgt the options
26)who was called punjab kesari -LALA LAJPAT RAI
27)who is the deputy chairman of planning commission-MOntek singh Aluwahlia
28)ISO14000- ENvironment
29)F.W. TAylor is associated with SCientific mAnagement
30)ITC rural scheme initiative name..E-ChouPAl
tiss study material
From India, Ahmadabad
120 Qs, 90 min.
70 marks (negative marks for wrong answers)
No sections :4
answer options per question :
Cutoff : 43+ (as declared by TISS)
No of Qs
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, you are in
Few GK Questions
1)wats the full form of tqm
2)wat does "s" stand for in SWOT
3)wat does constitutional amendment 74 deal with
4)full form of sez
5)full form of BPO
6)who wrote the book named "freedom" n "capitalism"
7)which article deals with abolishment of untouchability
8) global compact is an initiative by whom
9)when an employee tells the boss abt his colleague indulging in corrupt ways,wat is it called.
10)when a person concentrates only on himself and his buisness , wat is it called?
11)which of the following trade unions is a part of CPI
12) article 74 in d constitution was to strengthen governance in RURAL india
13) who had gone for a strike on pension issue.(srry nt sure of d questn framin!!)
is d answer SBI
14) education is in CONCURRENT list
15) theory of SELF ACTUALISATION was given by MASLOW.
16)name the book written by prez musharraf
17)what does s stand for in sot
18)recently kharlanji is in news why
19)one party is not a national party..
20)parliament:u.k
21)bear: russia
22)one question on having a one boss at a time
23)one Q on a company concentration on the core business
24)global compact is followed by whom..
20) WHistle blower if employee is telling secretly abt other employees
21) HR based question on HErzbergs 2 FActor theory of motivation ans closest was Mc Gregor
22)TPM -TOTAL QUALITY MANAGEMENT
23) T-model ans is FORD (I gt this 1 wrong ,i marked toyata
24)author of some book was asked ans options were peter drucker ,etc etc
25) NORTON ,KAPLAN terminilogies belong to which of following KAizan,TPM , or PCMM something of this sort forgt the options
26)who was called punjab kesari -LALA LAJPAT RAI
27)who is the deputy chairman of planning commission-MOntek singh Aluwahlia
28)ISO14000- ENvironment
29)F.W. TAylor is associated with SCientific mAnagement
30)ITC rural scheme initiative name..E-ChouPAl
tiss study material
From India, Ahmadabad
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 recognised 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 five star rating by NAAC in 2002 and recognised as a Centre of Excellence.
The courses offered are Masters, M.Phil and Ph.D programmes in social work, development studies among others.
It has a collaborative research programme with number of universities from abroad.
From India, Ahmadabad
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 recognised 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 five star rating by NAAC in 2002 and recognised as a Centre of Excellence.
The courses offered are Masters, M.Phil and Ph.D programmes in social work, development studies among others.
It has a collaborative research programme with number of universities from abroad.
From India, Ahmadabad
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
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
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[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
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
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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