Top B- Schools Unite to Offer Doctoral Programme in Management

Category : Student National Pharmaceutical Association

Top B- Schools Unite to Offer Doctoral Programme in Management

School of Business Management,NMIMS University, Mumbai,T.A.Pai Management Institute, Manipal and Xavier Institute of Management & Entrepreneurship, Bangalore have come together to offer a high quality Ph.D. programme in Management.

The aim of the programmeis to develop a resource for innovative thinking and investigation in management, oriented both towards academia and industry. The Ph.D. programme is offered in Business Policy, Marketing, Economics, Finance, Information Systems, Human Resources & Behavioral Sciences and Operations.

The Prospectus and application form will be available at SVKM’s NMIMS University, V.L. Mehta Road, Vile Parle (W), Mumbai 400 056 from May 16, 2008 to June 13, 2008. The last date of receipt of the filled application form is June 16, 2008. It is also available at XIME, Bangalore and TAPMI, Manipal campuses. The date of the entrance exam is June 29, 2008.For further details please logon to www.nmims.edu

Fact Sheet for Reference:

1) About- Doctoral Programme in Management offered by Consortium of Business School

SVKM’s NMIMS University, School of Business Management, Mumbai, Xavier Institute of Management Education, Bangalore, and T.A. Pai Institute of Management Education, Manipal have been offering post-graduate programmes in Management for the past several years. Developing a talent base for innovative thinking and research in management & related disciplines, both for academic and industry positions, has been engaging the attention of these institutions for sometime now.

Recognizing the acute shortage of Ph.Ds in management to serve the academia, research and industry, these three leading Business Schools of India -

SVKM’s NMIMS University, Mumbai

TAPMI, Manipal and

XIME, Bangalore

have come together to offer a high quality Ph.D programme. This is the first of its kind in the country where three Business Schools together offer a Ph.D programme.

Objectives

To develop a resource for innovative thinking and investigation in management, oriented both towards academia and industry.

Scope

School of Business Management NMIMS University, Mumbai, XIME, Bangalore & TAPMI, Manipal will

jointly offer the Ph.D. programme in Business Policy, Marketing, Economics, Finance, Information Systems, Human Resources & Behavioral Sciences and Operations.

The policies relating to the Doctoral Programme in Management offered by Consortium of Business Schools, introduced from the academic year 2006-2007 are outlined in the ensuing sections.

Eligibility

A. Qualifications:

The students may be drawn from those with qualifications from any of the streams listed below:

• Master’s degree or equivalent in relevant disciplines like humanities, social sciences and commerce, from a recognised university /deemed university / institution recognized by Association of Indian Universities (AIU).

• Post-graduate Diploma in Business Administration, considered equivalent to MBA by AIU.

B. Minimum Marks Required:

55 % marks or equivalent CGPA at PG level

C. Work Experience:

A t least 2 years’ full time relevant work experience in executive or supervisory capacity after obtaining Master’s Degree.

Selection Process

All candidates will be required to go through a three-stage selection process:

1. Candidates have to submit their applications for the programme in the prescribed form, along with a two-page ‘Statement of Purpose’. Statement of purpose should briefly describe the area of research interest.

2. All candidates will be required to appear for a written Research Aptitude Test.

3. Candidates short-listed after the written test will be invited to make a presentation to a team of experts, based on their ‘Statement of Purpose’. The presentation will be followed by an interview.

Structure of the Ph.D. Programme

Stage I : Course Work

1. Candidates without MBA qualifications will need to undertake course work equivalent to MBA first year at NMIMS, Mumbai, TAPMI, Manipal or XIME, Bangalore in classes spread over one year, during the first year of the Ph.D. programme.

2. Those with MBA qualifications will be given exemption from the first year if they are declared successful in the waiver test. Those granted waiver will have to attend classes for the second year course-work. For the second year course-work, all classes will be held over the five weeks as follows:

Wednesday – Sunday Venue

September 4-7, 2008 NMIMS, Mumbai

November 5-9, 2008 XIME, Bangalore

January 7-11, 2009 NMIMS, Mumbai

March 04-08, 2009 XIME, Bangalore

May 06-10, 2009 NMIMS, Mumbai

3. In the second year, candidates will receive instruction / have classroom interaction in five compulsory subjects as follows:

a) Management Thought, Theories & Research (Philosophical Foundations of Management)

b) Economic Theories & Research,

c) Strategic Management Research,

d) Human & Organizational Behaviour Theories & Research,

e) Research Design & Methodology,

• Quantitative Research

• Qualitative Research

4. In addition to above, candidates will have to study their specialisation subjects from the fields of Strategic Management, Marketing, Economics / Finance, Systems, Human resources, Operations, and Entrepreneurship. This shall be a reading paper, which will review up to 100 seminal works in the area of specialization.

5. In addition to (3) & (4) above, the candidate will be required to write 2 research papers and teach one course at any of the participating institutions.

6. Consistent good grade will have to be maintained in course work, exam and seminar combined for proceeding to the proposal stage. A candidate has to appear for a re-exam in any paper he may fail in. Failure in more than one paper during the course-work will necessitate re-registration.

Stage II : Proposal and Candidacy

1. ll candidates will have to submit their research proposals within 3 – 6 months after completion of Stage I.

2. he candidate has to offer a Seminar on the proposal to a group of Experts (up to 5 nominated experts, including the proposed Ph.D. guide) for approval.

3. he approval is a qualifier for progressing to the dissertation stage.

Stage III : Dissertation

1. The candidate will be required to register formally with a Ph.D. guide at this stage, if he/she has not already done so. The guide will be selected by mutual consent between the candidate and the faculty concerned.

2. The faculty member chosen as a guide must be currently listed on the NMIMS list of guides, to be approved by the Ph. D. Committee.

3. All candidates will have to present a progress review report every three months.

4. Candidates will be required to complete their dissertation within 2-4 years after registration.

5. Candidates who do not submit their Ph.D. thesis within the stipulated period will be required to re-register, following the standard re-registration procedure.

Stage IV : Submissions and Evaluation

1. All candidates will have to submit the synopsis of their thesis at least six weeks before submission of the final thesis.

2. The Thesis, submitted will be examined by a panel of three members.

3. The panel of examiners will be selected by the Ph.D. committee.

4. Separate reports from all three examiners will have to be submitted to the university within three month.

Stage V : Viva

1. The candidates will have to defend their thesis through a viva within a reasonable time after receipt of all positive reports. The viva will be held by a committee of at the most five members, including the Chairperson (Research & Publications), guide, at least two external member of the examining committee, and the VC or a faculty nominated by VC.

2. Final examining committee will be required to submit its report within two weeks after the viva.

The Ph.D. Committee

The Ph.D. Committee will be a standing committee responsible for formulation of all rules relating to selection of Ph.D. candidates, administration of the Ph.D. programme and award of the Ph. D. degrees. The committee will consist of :

• Vice Chancellor, NMIMS University

• Two members nominated by TAPMI & XIME

• Two Ph.D. guides nominated by the VC, NMIMS, University.

• Registrar, NMIMS (Ex-officio member)

• Chairperson (Research & Publications),NMIMS University.

Fees

The fees for the programme are as follows:

Registration Fee

(One time) Rs.1,000

Course Fee

(Annual) Rs. 50,000

Library Deposit

(Refundable) Rs. 1,000

All other incidental costs of travel & stay etc are to be borne by the candidates.

Scholarships / Research & Teaching Assistantships:

• Scholarships / Fellowships offered by UGC, ICSSR, AICTE NDF programme etc to candidates qualifying through requisite examinations

• One / two teaching / research assistantships each are proposed to be offered by all three participating business schools.

2) About SVKM’s NMIMS University

In 1981, by the order of the University of Mumbai, Narsee Monjee Institute of Management Studies was established to meet the growing demand for young managers. The parent body, Shri Vile Parle Kelavani Mandal was among the first educational trusts to have realized this need and further the interests of aspiring management students and also meet the needs of the challenging world of business.

Based on the recommendations of the University Grants Commission and All India Council for Technical Education, Ministry of Human Resource Development, Government of India, has accorded Deemed to be University Status to NMIMS in January 2003.

Having experienced the benefits of the Deemed University, NMIMS has taken a conscious decision to move towards the concept of Schools and Cells. The concept of Schools revolves around the fact that each school has its unique identity and operation like an academic business unit responsible for its growth. Based on the discussions and deliberations for the last couple of months, the concept of schools has come into existence from 1st April 2006.

SCHOOL OF BUSINESS MANAGEMENT

MUKESH PATEL SCHOOL OF TECHNOLOGY MANAGEMENT AND ENGINEERING

SCHOOL OF PHARMACY AND TECHNOLOGY MANAGEMENT

SCHOOL OF DISTANCE LEARNING

BALWANT SHETH SCHOOL OF ARCHITECTURE

SCHOOL OF SCIENCE

SCHOOL OF COMMERCE

Also, the University has taken an initiative to address the needs of various sectors and launched sectorial specific post graduate programmes like MBA (Retail Management), MBA (Pharmaceuticals Management), MBA (Services Management), MBA (Global Business), MBA (Actuarial Science), MBA (Capital Markets) and MBA (Banking).

Quality Assurance

The National Assessment and Accreditation Council (NAAC), an autonomous institution of the University Grants Commission (UGC) has accredited NMIMS University with Grade ‘A’ (Score 85-90%) and awarded the highest “FIVE STAR” rating.

NMIMS has been awarded the ISO 9001:2000 Certification by ICL in 2004.

Foreign Linkages :Visualizing the onset of globalisation the institute went International and established linkages with a number of foreign universities like, ESSCA, Angers, France; ESSCA, Budapest, Hungary; EUROMED, Marseille, France; Universiti Uttara Malaysia; Athens University, Greece; Stockholm University, Sweden and Middlesex University, UK. Linkages with institutions in South Africa and U.S.A. are on the anvil.

The Institute has an excellent placement record for full-time students with 100% placement. Multinational and national companies from IT, FMCG, Service Sector, Heavy Industry, Banking, Retailing and Advertising visit the campus during the month of January.

For more info, please visit www.nmims.edu

3) About T.A. Pai Management Institute (TAPAIM),Manipal

The T A Pai Management Institute, popularly known as TAPMI, is located at Manipal, Udupi district, Karnataka. Manipal is also known as the “International University Town” renowned for education and healthcare. It is home to a large number of educational institutions for medicine, pharmacy, dentistry, arts and science, engineering and technology. Manipal is also known for its innovative development in banking and financial services sector.

The Founder of TAPMI, the late Shri T A Pai, had a vision to establish a management institute with an objective to not only strengthen the existing educational and health infrastructure in Manipal, but to provide the much needed impetus to building professional management capability in the country.

The T A Pai Management Institute was established in 1980, in pursuance of the vision of late Shri T A Pai. The first batch of about 40 students was inducted in 1984 and a regular two year Post Graduate Programme in Management was commenced. We induct about 150 students each year to our PGDM Programme now.

TAPMI is today among the top 15 B-Schools in India and among the top 50 in Asia. The programmes of TAPMI have been recognized by its stakeholders as being among the best in the country. Continuous improvements and innovations in the curriculum, structure and academic systems, has contributed significantly to making TAPMI a preferred centre for management education.

Over 1,700 alumni of TAPMI are in positions of responsibilities and pride in India and abroad. TAPMI has extended its activities to Bangalore by setting up an exclusive Centre for Executive Education. A week-end and week day Executive MBA programmes are being offered as flagship programmes besides corporate and other short term programmes.

4) About Xavier’s Institute of Management & Entrepreneurship (XIME) Bangalore

XIME in certain ways is a unique institution. It was started in June 1991 by a group of academics under the leadership of Prof. J. Philip, Former Director of IIM-B. The founding group included : Dr. E. Abraham, S.J., the then Director of XLRI, Prof. J. D. Cherayil, a Former Senior Professor of IISc and Dr. Fr. Percy Fernandez, Director of St. John’s Medical College.

From its very beginning, it was decided that it would have no quota, no reservation and no management seats. All admissions to the Institute were to be based solely on merit. In another noteworthy feature, XIME is one of the leading B-Schools where the percentage of women students in each batch ranges from 40 to 48 every year.

XIME received AICTE approval to start its full-time PGDBM programme in May 1995. From its very first batch of graduates in 1997, it enjoyed full placement featuring some of the best companies of India. Considering its consistent good performance and market standing, AICTE permitted XIME to double its intake capacity to 120 in May 2002.

XIME’s beginning in June 1991 was rather modest, and in a leased building. But in January 2002, it moved into its new campus in the heart of Electronics City having practically all modern facilities. In architecture, facilities and landscaping, it is a beautiful campus. It is located in a 4.30 acre plot of land. In terms of achievements, XIME :

• Has had 100 percent placement every year

• Has organized a number of path breaking national seminars and workshops, some of which with the sponsorship of AICTE

• Organized on behalf of AICTE the first ever Workshop on Accreditation of Management Schools in November 1995

• In September 2004, XIME received the highest level of 5-year accreditation from the National Board of Accreditation

The ‘E’ in XIME stands for Entrepreneurship. It is one of its goals to facilitate Entrepreneurship among its graduates/alumni. In line with its strong belief in networking, XIME offers most of its Seminars/Workshops in collaboration with industry or professional associations. Its campus itself is an excellent example of industry-institute collaboration : Its four main classrooms are donated by industry or by philanthropic individuals. Its library is funded by the Tata Trust and well -appointed auditorium (300 seating capacity) funded by the Oberoi Group. Its Executive Conference Hall is donated by Biocon.

XIME tries to be innovative in many ways. It is perhaps the first B-School in the country to offer a one-year Diploma Programme in Construction Management to contribute to the ever-growing need of professional manpower in the construction industry.

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Enterprise Programme Management

By: Dr.N.C.MARTIN,Ph.D

About the Author

Dr.N.C.Martin, Ph.D

Lecturer – HOD

Department of Social Work

Shree Chandra Prabhu Jain College

Minjur, Chennai

(ArticlesBase SC #508608)

Article Source: http://www.articlesbase.com/Enterprise Programme Management





Enterprise programme management

Dr.N.C.Martin, Ph.D

Lecturer – HOD

Department of Social Work

Shree Chandra Prabhu Jain College

Minjur, Chennai

                          

Companies today face many conflicting priorities in remaining competitive. Some of the challenges include leading company staff in thinking bigger, operating in direct relationship to customers and stockholders’ needs, while staying flexible and adaptable to economic and market shifts. How does a facilities manager stay connected to the business strategy, manage more projects with less staff, and still provide responsive service, while the business environment the manager supports is changing rapidly? The manager may be faced with consolidating facilities owing to a merger or company restructuring.

Consolidation presents several challenges that must be met. The manager must work with executives to align equipment deployment and facility use to merger goals and objectives. He/she must consolidate facilities management infrastructure into a cohesive unit from the different approaches of the original companies. This requires the ability simultaneously to coordinate the strategic, tactical and technical aspects of consolidation, while maintaining the seamless operation of the company. If it is a large operation, with facilities spread across a region, facilities management may have been distributed, with each location responsible for their own projects and maintenance.

A major change effort such as consolidation requires a centralised facilities management structure that is tied directly into the strategy of the company. The answer for many companies in meeting these challenges is enterprise programme management (EPM). Enterprise programme management is a way of thinking, communicating and working, supported by an information system that organises an enterprise’s resources in direct relationship to leadership’s vision, and the mission, strategy, goals and objectives that move the organisation forward. Simply put, EPM provides a 360-degree view of an organisation’s collective efforts.

What Is SCM?

The SCOR model also builds on “the concepts of business process reengineering, benchmarking, and process measurement by integrating these techniques into an easily configurable, cross-functional framework,” continues Helming. This framework consists of four levels leading to the implementation of an effective SCM (supply chain management)strategy:

•Level 1 broadly defines the key supply chain processes—plan, source, make, and deliver—thereby helping companies establish their SCM objectives.

•Level 2 defines 26 core process categories that can be found in an enterprise’s actual and idealized supply chain. For example, the “source” category includes “source purchased materials,” “source engineer-to-order products,” and “source make-to-order products.”

•Level 3 contains information for companies to plan and set goals for their SCM strategy, including process definitions, benchmarks, and system software capabilities.

•Level 4 focuses on implementation. Because SCM implementations are unique to each company, the specific elements of Level 4 are not defined within the SCOR model.

Approaching this quandary from a supply chain perspective would be better. If the enterprise can decrease the cycle time between when finished goods are manufactured and when they are delivered to the customer, overall inventory will drop while transportation costs can remain constant. The result: a net gain in the overall savings to the enterprise.

SCM Software Is Limitless

SCM is a management process. These processes can work just fine without sophisticated technology. The trick is in properly integrating these processes into the enterprise’s business strategy—and the SCM strategy that executes that business strategy. Case in point: The technology exists to fax purchase orders straight from your computer. But if nobody is at the other end to pick up that fax and act on it, your supply chain falls apart. Implementing electronic data interchange (EDI) can be just as useless if the receiving company cannot properly respond to the EDI transaction. And EDI is a far more expensive technology than fax.

Interestingly, banks have had wire transfers for years. The automotive industry has had EDI. These technologies are now called “electronic commerce.” Why? And why the sudden popularity? It’s because people are thinking supply chain. They’re thinking payables and receivables. They’re thinking about both sides of the equation. And they are thinking that the quicker these and other processes can be transacted, the better we all are.

This thinking forces new perspectives on information technologies. “SCM is a process solution and a discipline that typically cuts across the historical functional reporting lines of most The sad fallacy, says Helming, is that “many companies have really bought the line that ERP is all the software they’ll ever need.” The reality is that ERP has mostly been a technology push, specifically using client/server technologies to retire mainframe—”legacy”—operations. In their place would be common hardware, common resource planning software, and common databases throughout the enterprise.

Quite simply, ERP doesn’t work, practically speaking. And part of why that is, explains Helming, is that ERP packages have typically been built from the inside out. They never had an overall model of the enterprise to which the resource planning was for. Consequently, none of the ERP packages can effectively plan across enterprises.

However, as a transaction system, ERP provides an invaluable foundation for capturing, storing, and sorting enterprise-wise information. And truth be known, an enterprise just can’t perform effective SCM without a good information foundation. So, junking ERP is not a reasonable thing to do, say Helming, but leveraging that investment is reasonable.

More important, realize that any information-based technology within an enterprise is a supply chain technology. Supporting the SCOR “source” process are sales automation tools, including order entry systems, sales kiosks, and product configurations linked to CAD visualization systems. Increasing numbers of companies are eschewing the MRP aspects of ERP and using advanced planning and scheduling systems to provide the finite scheduling and decision support for both manufacturing (“make”) and logistics (“deliver”). Warehouse management systems, distribution requirements planning, and logistics management systems fulfill the SCOR model “deliver” component.

Reference:

Armstrong-Stassen, M. (1993). “Survivors’ reactions to a workforce reduction: A comparison of blue-collar workers and their supervisors,” Canadian Journal of Administrative Sciences 10 (4), pp. 334-343.

Argyris, C. (1992). Knowledge for action: A guide to overcoming barriers to organizational change. San Francisco: Jossey-Bass. 

Brockner, J. (Winter,1992). “Managing the effects of layoffs on others,” California Management Review, pp. 9-27.

Brockner, J., Konovsky, M, Cooper-Schneider, R., Folger, R., Martin, C., and Bies, R. (1994). “Interactive effects of procedural justice and outcome negativity on victims and survivors of job loss,” Academy of Management Journal 37(2), pp. 397-409.

Hamel, G., and Prahalad, C.K. (July-August 1994). “Competing for the future,” Harvard Business Review, pp. 122-128.

Handy, C. (December 5 1990). “What is a company for?” Michael Shanks Memorial Lecture reprint (13 pages).

Hecksher, C. (1995). White-collar blues: Management loyalties in an age of restructuring. New York: Basic Books.

Hickok, T. (1995). The impact of work force reductions on those who remain: A study of civilian workers at two Department of Defense bases. Unpublished doctoral dissertation, University of Southern California, Los Angeles, CA.

Kearns, D. and Nadler, D. (1992). Prophets in the dark: How Xerox reinvented itself and beat back the Japanese. New York: HarperCollins (334 pages).

Schumpeter, J. (1950). Capitalism, socialism, and democracy. New York: Harper and Row.

Sloan, Allan (February 26 1996). “The hit men,” Newsweek, pp. 44-48.

 

 

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(ArticlesBase SC #508608)

Dr.N.C.MARTIN,Ph.D -
About the Author:

Dr.N.C.Martin, Ph.D

Lecturer – HOD

Department of Social Work

Shree Chandra Prabhu Jain College

Minjur, Chennai

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In any company, there are problems, which can deflect the work force. The manager should be there to guard against these and to protect the team. If a new project emerges which not given an impossible deadline. If someone in your team brings forward a good plan, you must ensure that it receives a fair hearing and that your team knows and understands the outcome. If someone is in your team has a problem at work, you have to deal with it.

By:
Dr.N.C.MARTIN,Ph.Dl

Education>
College and Universityl
Aug 04, 2008
lViews: 526

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