The State of Management Education in India: Trajectories and Pathways

2016 ◽  
pp. 1-20
Author(s):  
R. R. Babu ◽  
Manish Thakur
Keyword(s):  
Management Education ◽  
The State ◽  
Education In India

scholarly journals Trends, Challenges and Quality Imperatives in Management Education in the State of Madhya Pradesh

2013 ◽  
Vol 1 (2) ◽  
pp. 226-235
Author(s):  
Anurag Dilraj ◽  
Robin Thomas
Keyword(s):  
Professional Education ◽  
Management Education ◽  
The State ◽  
Madhya Pradesh ◽  
Question Mark ◽  
Education In India ◽  
Multiple Challenges ◽  
Changing Times ◽  
Contemporary Management

Across the globe a degree in business management is highly coveted as it is perceived to open doors to opportunities and high-paid jobs and India is no exception. However, with the increased inclination towards gaining management degrees and a rapid increase in number of BSchools in the country a big question mark raises not only on the quality of management education and its relevance but also on the acumen of MBA aspirants and students pursuing MBA degrees.The top b-schools in India admit candidates through stringent selection criteria and then impart relevant and contemporary management education. On the other hand admissions in many other institutions are neither stringent nor rigorous and therefore the competency of pass-outs remains a question mark. Management education is facing multiple challenges in maintaining its relevance and keeping pace with changing demands of the industry. Although issues such as the quality of faculty and infrastructure concerns the entire academia but discussions must also take into consideration the quality of MBA aspirants, mushrooming B-schools and loop holes in regulation of professional education. The current paper aims at finding some of the important challenges andissues concerning management education in India in the changing times while discussing examples, lessons and insights from the state of Madhya Pradesh. The scope of the paper covers years from 2008 to 2012.The paper also discusses ‗Sallis‘ quality imperative model in educational establishments in Indian context.

Management Education in India: Issues & Challenges

2014 ◽  
Vol 4 (1) ◽  
Author(s):  
Pankaj Kumar Malviya
Keyword(s):  
Management Education ◽  
Present Situation ◽  
Quality Education ◽  
Job Market ◽  
Men And Women ◽  
Education In India ◽  
Emerging Issues ◽  
Management Institutions ◽  
Context Specific ◽  
Positive Effect

Management education attracts young men and women, who are usually motivated by the positive consequences. There are more than 3,500 management schools in India, but all of them are not capable of providing quality education. In the last decade a number of B- Schools opened up, because people involved in this industry consider it as the easiest way to make money. But in the last 3 to 4 years, a large number of Business-schools find it difficult to fill complete intake capacity of their MBA or PGDM programs (except top B-schools). The major reason of this downfall was the effect of recession (worse conditions of job market). Prior to that, management education had very positive effect among youths, but now the scenario has changed and the young graduates are going for other courses instead of MBA. About two thousand B-schools have empty MBA or PGDM seats. Interest of applicants is missing, even after heavy expenses on advertisements, seminars, education fairs etc. Recession, in reality, has lot more things for the management institutions to learn and act for the future. It is necessary for Indian B- Schools to make management education context specific. This paper tries to explore the present situation of management education in India. This paper also studies the trends prevailing in management education in India, and also tries to find out the implications of it on the industry and on the individuals. Further, it tries to study emerging issues of management education, and to find implementation of possible direction and policy towards improvement of management education in India.

The Right to Education in India

2019 ◽  
Author(s):  
Florian Matthey-Prakash
Keyword(s):  
Private Education ◽  
The State ◽  
Legal Empowerment ◽  
Right To Education ◽  
The Poor ◽  
Potential System ◽  
Education In India ◽  
Alternative Means ◽  
Education Act ◽  
The Right

What does it mean for education to be a fundamental right, and how may children benefit from it? Surprisingly, even when the right to education was added to the Indian Constitution as Article 21A, this question received barely any attention. This book identifies justiciability (or, more broadly, enforceability) as the most important feature of Article 21A, meaning that children and their parents must be provided with means to effectively claim their right from the state. Otherwise, it would remain a ‘right’ only on paper. The book highlights how lack of access to the Indian judiciary means that the constitutional promise of justiciability is unfulfilled, particularly so because the poor, who cannot afford quality private education for their children, must be the main beneficiaries of the right. It then deals with possible alternative means the state may provide for the poor to claim the benefits under Article 21A, and identifies the grievance redress mechanism created by the Right to Education Act as a potential system of enforcement. Even though this system is found to be deficient, the book concludes with an optimistic outlook, hoping that rights advocates may, in the future, focus on improving such mechanisms for legal empowerment.

Management science and nation building: The sociotechnical imaginary behind the making of the Indian Institute of Management in Ahmedabad

2021 ◽  
pp. 001946462110203
Author(s):  
Lourens van Haaften
Keyword(s):  
Business Education ◽  
Management Education ◽  
Nation Building ◽  
Management Science ◽  
Indian Institute ◽  
Management Knowledge ◽  
Education In India ◽  
Development Trajectory ◽  
Distinct Character

The start of management education in India in the early 1960s has been dominantly described from the perspective of ‘Americanisation’, characterised by isomorphism and mimicry. Existing scholarship has avoided the question of how management education and knowledge were reconciled and naturalised with India’s specific socio-economic contexts. This article addresses the issue and provides a situated account of this complex history by delving into the establishment of the Indian Institute of Management Ahmedabad, one of India’s first and most prominent management schools. Using the concept of sociotechnical imaginary developed by Jasanoff and Kim, the analysis describes how the development of management education and research was aligned with the objective of nation building. The article shows that the project to start management education did not take off before the capitalist connotations, associated with business education, were subtly removed and a narrative was created that put management education in the context of India’s wider development trajectory. Under influence of a changing political atmosphere in the late 1960s, a particular imaginary on the role of management knowledge and education unfolded in the development of the institute, giving the field in India a distinct character in the early 1970s.

The State of the Art in Management Education Applicable to Aerospace Activities

1967 ◽  
Vol 71 (677) ◽  
pp. 342-343
Author(s):  
F. H. East
Keyword(s):  
Research And Development ◽  
Management Education ◽  
State Of The Art ◽  
Development Project ◽  
The State ◽  
The Other ◽  
The Past ◽  
Defence Budget ◽  
The One ◽  
Almost All

The Aviation Group of the Ministry of Technology (formerly the Ministry of Aviation) is responsible for spending a large part of the country's defence budget, both in research and development on the one hand and production or procurement on the other. In addition, it has responsibilities in many non-defence fields, mainly, but not exclusively, in aerospace.Few developments have been carried out entirely within the Ministry's own Establishments; almost all have required continuous co-operation between the Ministry and Industry. In the past the methods of management and collaboration and the relative responsibilities of the Ministry and Industry have varied with time, with the type of equipment to be developed, with the size of the development project and so on. But over the past ten years there has been a growing awareness of the need to put some system into the complex business of translating a requirement into a specification and a specification into a product within reasonable bounds of time and cost.

Sign in / Sign up

Export Citation Format

Share Document