Dear All,
The views/comments expressed in the Article are the burning issues
in Higher Education in India and more so in Management Institutes,
Public or Private. Though, any graduate can seek admission to MBA
schools, majority come from engineering and commerce faculty. The
duration is of two years with tuition fees in the range Rs. 1 Lac to
Rs 3 lacs pa. Access in IIMs depends on the score in Competitive
Exam., hardly 1 % student-population can join IIMs, students spend
lacks of Rs to programme themselves to tests that in turn fetches an
excellent pay back.
Over the last 1-2 decades, we had wide expansion in MBA education
but since the last two years craze is going down resulting into
closing several MBA schools every year.
This is a matter of great concern. When US has realized only 15-20%
students can go to universities like Harvard, Stanford, etc., that
almost 80% students stand out side the main flow of national
development, that causes arresting the growth of US. As a social
responsibility and for inclusive principle, US introduced MOOC to
impart quality education at affordable costs. US is likely to
attract the foreign talent through MOOC for their ultimate benefit
albeit the students from various countries got updated but may be
denied access to US for obvious reasons, save a few very talented.
We need to study seriously the effects, pros and cons, of MOOC
implementation under Indian environment. MOOC may be adopted with
certain modifications, if found suitable, on long term basis.
Our immediate objective need not be initially to attract foreign
students but how to update our students both from public and private
schools to be internationally competitive serving our mother land.
Many elites from India are proud that their kids are in US/UK. Govt.
and public has to provide healthy climate to them, thereby stopping
brain drain on one hand and improving our MBA students status to
international level on the other.
This in India is a major HE challenge compounded by such factors as
access, equity, resources, cost and quality.
The stalwarts need to hammer out such issues.
Regards.
Yours,
_______________________________________________
On Sat, 05 Jul 2014 10:21:33 +0530 "Prof. Bholanath Dutta"
> Technology will be woven into most courses: Sushil Vachani Vachani
talks about the lack of diversity in Indian management schools and
the push for open online courses at IIM-B
Anirban Sen
Bangalore: The newly appointed director of the Indian Institute of
Management-Bangalore and Boston University veteran Sushil Vachani
has three clear priorities: Increase the use of technology in
courses, push for social impact through more entrepreneurship and
help increase the institute’s international
exposure. By recruiting Vachani, IIM-Bangalore has become the second
IIM after IIM-Ahmedabad to recruit a director from a foreign higher
education institution. Like Ashish Nanda at IIM-Ahmedabad, the
former Boston Consulting Group executive also graduated from Harvard
and IIM-Ahmedabad. Both Nanda and Vachani, who are friends, have
also worked at the Tata Administrative Service. Vachani spoke about
his priorities, the lack of diversity in Indian management schools
and the push for massive open online courses (MOOCs) at IIM-
Bangalore. Edited excerpts: You’ve been at Harvard
Business School and IIM-A. How do these two worlds compare? In some
ways the worlds are similar. At least the top institutions. Places
like Stanford, Yale, Harvard theyâ€â„Â
¢ve got very smart students as do the IIMs. But there is a
difference. The difference is that...at IIM-A or at IIM B, the
average student would probably have stronger academic credentials
and a higher GMAT score. So they’re really smart
students. But in terms of the mix between background and experience
a Boston University (BU) class would be much more diverse. In the
Indian situation, over 90% would be engineers. In BU there would be
not more than 20-30% engineers... So the richness of the discussion
and the experience of students there was very high on account of two
things diversity in backgrounds and diversity in
international origins. There is a classic case study I would teach
on McDonald’s entering the former Soviet Union.
Almost every time I’ve taught that case, thereâÃ
¢â€šÂ¬Ã¢â€žÂ¢s been one of my students who was born in the former
East Block Russia itself, or Poland, or former
Czechoslovakia. They can talk about what it was to be brought up
during the Soviet regime, what the conditions were like. One or two
of the students would’ve actually visited that
McDonald’s. We need that kind of diversity here.
And more diversity in terms of having more women in the class. Since
the time you were a student at IIM, has the ratio of engineering
students per class changed? Do you get applications from non-
engineers? I think on that diversity front, it has gone up and down.
But if I compare from my time to now, it’s actually
worse now. In my class at IIM-A, we had lots of engineers, but I
don’t think it was anywhere close to 90%. We had
many students who were from the social sciences, especially
economics and they were very smart students. We actually had more
diversity on that front. I think it’s time to bring
it back up. We need more students from social sciences. Thereâââ
€šÂ¬Ã¢â€žÂ¢s no reason why we shouldn’t be going
out and getting smart youngsters with a background in journalism or
law to join us. Is that something you will attempt to push for at
IIM-B? Absolutely. The way I look at that area is that we have to go
and seek out these people. See, one of the weaknesses in all the
IIMs is that because of their reputation they have no problem
filling their classroom with smart people. Which means they havenÃÂ
¢Ã¢â€šÂ¬Ã¢â€žÂ¢t had to market themselves. But because of our
admission criteria or because we don’t reach out to
certain categories, some people don’t line up. Or
they line up and we don’t take them. One part is
the criteria, the other part is that some of them may not try. Which
is a tragedy. So we have to take a look at the criteria. And
secondly, we have to market ourselves. Like any healthy
organization, we need to have a marketing function. I want to be
actively involved in getting that marketing function up and running.
What are your other priorities? What’s your vision?
So, if you look ahead, the education sector is at an inflection
point. There are some obvious things there is an
increasing demand for education. But the big change that has
occurred already is that technology is creating enormous
opportunities for delivery of education. Online education has always
been there. But all along, people kind of looked down their nose on
online education. But in 2011, Stanford opened up their course on
Artificial Intelligence as a MOOC. There were about 160,000 students
registered for that course across the world. And only 23,000
completed the course. But there were still 23,000 students who
completed it. This was a big deal not because an online course was
being offered, but because one of the world’s best
institutions was putting its stamp of approval on online education.
And then other universities began to wake up. This is a tremendous
opportunity, but it’s also a threat. The
opportunity is that any university in the world can beam its course
around the world. People who class="fntRed"
onmouseover="showSuggestions(event,'140456387663681000','correctspel
l')" onmouseout="hideDiv('correctspell')"
href="javascript:undefined;">couldn’t
afford a world-class education, can afford it. The threat is that
they can come into your market. So, MOOCs will be one of the top
priorities for IIM-B. I would say technology will be one of the top
priorities. We have to figure out how to go forward with and find a
platform. We have to create the capabilities and that is the most
difficult part. How do we get the faculty to get accustomed to the
new format? Because someone who was effective in the old format may
not be effective in the new format...So you can use technology and
make the in-class experience much richer. There will be very few
courses left that won’t have technology woven in.
It’ll become natural. The world is changing at a
very rapid rate and technology is a very disruptive change. You have
to be very agile to take advantage of it. One of my priorities is
going to be to examine the impact, figure out what IIM-B is doing
and then implement a strategy. Do you have any plans to encourage
entrepreneurship and your incubation cell? The entrepreneurship
piece is part of a broader creation of value and social impact.
We’re in probably the centre of innovation in
India innovations in terms of technology, business
models and startups and so on. And so we have an obligation to focus
on that in a bigger way in a very integrated fashion with the
entrepreneurial ecosystem in Bangalore and the Karnataka area, and
the country as a whole. Even before I joined, we started working on
that. How many quality engineers is the country actually producing,
despite more than a million engineers graduating every year? That is
a big challenge. I think we have some 6 lakh engineering spots in
colleges across India. Despite our desire to have more engineers,
some years they are not fulfilled because the market has discovered
that some of them don’t teach you anything...if you
talk to the Infosys-es and the Nasscoms of the world, they will tell
you about the crying need for training of engineers, who are
supposed to have been done with their courses, but they have to be
trained again. There are those kind of challenges too. What plans do
you have in terms of collaborating with other global institutions?
Will you also look to add more foreign faculty. We actually have a
number of collaborations already. We will look at them carefully to
see what they’re doing for us and what weâââ
€šÂ¬Ã¢â€žÂ¢re doing for them. We’ll add new ones as
we determine the need. They’ll be with top
universities, so yes I’ll be doing that. IIM-B has
made a good beginning on (adding foreign faculty). One of the other
things we want to do is give our students more exposure to
international affairs, international business, different cultures
and the best way to do that is to send them abroad. Right now 35-40%
of our students go abroad, which is good but it’s
nowhere close to where I want it to be. We want to get it up to
100%...we want to attract more foreign faculty and get them to come
here, we want to get our faculty to travel abroad more, use our
partnerships to do that, use presence in international conferences
to do that. So, what we’ll do is weâ€ââ
€žÂ¢ll pick a few regions of the world where we want to focus, try
to create faculty expertise around that region, send our students to
those countries, build research centres, etc. So itâ€â„Â
¢ll be an integrated international strategy. What are some of your
immediate challenges? I think one of the challenges has been in
attracting enough foreign students. So we will be having a major
thrust to actively sell our programmes outside India... the
challenge for IIMs all across has been attracting enough high-
quality foreign applicants. The ones we attract are high qualityÃÂ
¢Ã¢â€šÂ¬Ã¢â‚¬Â we just can’t get enough of them.
Part of it is that they don’t know about us. The
other part is, say if you’re coming from China,
then our placement services can’t help you much. It
can help you upto a certain extent. So, we have to work on two or
three different pieces to make sure that the value delivered to
foreign students is much stronger. You have joined at a time when
India has a new government and the economy is going through a tough
time. How do you see the economy impacting the upcoming placement
season? I think we had a great placement season this year. The
phenomenon you talked about is true if the economy
is languishing, then placements are affected. But I think for the
IIMs, especially the top ones, the placements are pretty good. So,
we have no problem with that.[Source: Live Mint}
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Regards,
Dr. P H Waghodekar, PhD (Egg), IIT,KGP, IE&M, 1985,
Advisor (HR), IBS & PME (PG)
Marathwada Institute of Technology,
Aurangabad: 431028 (Maharashtra) INDIA.
(O) 02402375113 (M) 7276661925
E-Mail: waghodekar@rediffmail.com
Website: www.mit.asia
Engineering & Management Education: An Engine of Prosperity.
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