For a Challenging Career in Rural Management

(Brochure)

Post-Graduate Programme in Rural Management (PRM 2008-10)

Contents

1.0 The Institute with a Mission 2

2.0 The Programme in Rural Management (PRM) 2
2.1 Classroom Segment
2.2 Fieldwork Segment
2.3 Organisational Traineeship Segment
2.4 Management Traineeship Segment
2.5 Placement
2.6 Programme Cost
2.7 Scholarships and Educational Loans
2.8 PRM Administration
3.0 PRM Admissions 6
3.1 Eligibility
3.2 Selection
3.3 Sponsored Candidates
4.0 Campus Location and Facilities 8
4.1 Student Accommodation
4.2 Library
4.3 Computer Centre
4.4 Recreation and Cultural Life
Annexure- 1 ACADEMIC CALENDAR 10
Annexure -2 PROGRAMME STRUCTURE 11
Annexure -3 FEE STRUCTURE AND SCHEDULE 12
Annexure -4 BRIEF DESCRIPTIONS OF CORE COURSES 13
Annexure -5 DECLARATION OF SPONSORSHIP 19

Institute of Rural Management Anand

Post Box No. 60, Anand 388001, Gujarat, India
Phone: (02692) 260177, 260181, 260186, 260391, 260246, 261502. Fax: (02692)260188
Gram: IRMA. E.mail: admis@irma.ac.in. Website: http://www.irma.ac.in

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1. 0 The Institute with a Mission

The Institute of Rural Management, Anand (IRMA) was established in 1979 at Anand,
Gujarat with the support of the Swiss Agency for Development and Cooperation (SDC), the
Government of India, the Government of Gujarat, the erstwhile Indian Dairy Corporation and
the National Dairy Development Board (NDDB) to provide management education, training,
research and consultancy support to co-operatives and rural development organisations in
India. Based on the successful experience of the dairy farmers of Gujarat, milk producers in
many other states were being organised into dairy co-operatives, known as Anand Pattern
Co-operatives (APCs). Over the years, as some of the basic principles of APCs began to be
applied to other commodity sectors, such as oilseeds, fruits and vegetables, forestry, and
fisheries, IRMA’s clientele and activities also diversified to include other forms of
organisations and other sub-sectors. In this process, IRMA has brought within its ambit
several non-government development organisations, government development programmes,
international development organisations, and funding agencies which address the issues of
rural development.
IRMA’s mission is to promote sustainable, eco-friendly and equitable socio-economic
development of rural people through professional management of their institutions. The core
of IRMA’s operating philosophy is to build and sustain a partnership between rural people
and committed professional managers. Through this, IRMA strives to contribute to the
processes of promoting sustainable development and social justice in India’s rural society.
IRMA strives to achieve this mission by
• Educating a new breed of professional rural managers having appropriate values and
ethos to help rural organisations and institutions in professionalising their management
and empower rural people through self-sustaining processes;
• Training policy makers, directors, general managers, and those in charge of specific
managerial functions in such enterprises and projects;
• Building new rural management knowledge and theories through action-oriented and
problem-solving research and consultancy; and
• Influencing public policies through policy oriented research and consultancy.
2.0 The Programme in Rural Management (PRM)
IRMA recognises that, given the complex environment in which rural organisations work,
there is a far greater need for professional management in these organisations. The Institute
attempts to prepare young talented managers through a well-structured two-year Post-
Graduate Programme in Rural Management to undertake challenging responsibilities in
the rural co-operatives and the development organisations. Towards this end, IRMA has
been closely working with its client organisations to integrate their emerging needs into the
programme by periodically revising the curriculum. The present programme design is a
reflection of this growing partnership.
PRM is a two-year residential programme leading to a Post-Graduate Diploma in Rural
Management (PGDRM). This unique programme is designed to offer flexibility to working
executives and officers who are sponsored by IRMA’s designated organisations. The
sponsored candidates can complete the programme in two years or opt for Certificate in
Rural Management (CRM) at the end of the first year. If sponsored again, the CRM holders
have the option to rejoin within three years and complete the second year of the programme
to obtain PGDRM. Those sponsored candidates who cannot meet the minimum academic
norms will only be given a certificate of participation specifically addressed to their
employers.
PGDRM is recognised as equivalent to a Master’s Degree by the Association of Indian
universities (AIU) and is approved by the All India Council for Technical Education (AICTE).

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The programme comprises four different segments - classroom, fieldwork, organisational

traineeship and management traineeship. Of these, the first involves an exposure to
concepts, skills and knowledge in the classroom, while the second involves an exposure to
rural realities in addition to a brief exposure during Induction. The other two components
involve first-hand experience of understanding and working in villages and in organisations.
About 1/3 of the total programme duration is devoted to opportunities for experiential
learning and practical application of knowledge and skills learned in the classroom
segments. Evaluation of students’ performance in the Programme is a continuous process,
affording opportunity for frequent and regular corrections. All the four segments of the
Programme are evaluated and the results reported on students’ grade cards. Students are
expected to meet the standards of performance prescribed by the PRM Committee for each
segment. The Academic Calendar is given in Annexure-1 and the Programme Structure in
Annexure-2.
2.1 Classroom Segment

The classroom segment in the first year comprises three terms, each having 6 credits1. The
courses in the first year cover the basics in management and rural context. All the courses in
the first year are compulsory. Term I covers the foundation and contextual courses in rural
management. Term II and Term III have courses in different functional areas of rural
management (Annexure-2). Brief descriptions of core courses are provided in Annexure-4.
The classroom component in the second year has two terms (Terms IV and V) each having
6 credits. Term IV has core courses of four credits and these are compulsory for all PRM
participants. Additionally, candidates have to opt for 2 credits of optional courses from
among those offered in the term. Term V has two credits of compulsory courses. In addition,
students have to choose 4 credits of optional courses out of those announced for the term
(see Annexure-2 for the list of optional courses to be offered in Terms IV and V). The
optional courses are divided into two broad groups: Rural Development Management and
Rural Enterprise Management. A student has to take a minimum of two credits from each
group. The PRM curriculum is based on the recommendations of PRM Committee 2004.
2.2 Fieldwork Segment
The ten-week long Fieldwork Segment after the first term of classroom segment exposes the
students to the realities of the lives of the rural people. It attempts to develop in them
sensitivity to the concerns of the rural people; helps them in appreciating constraints and
possibilities for development; and gives them a flavour of community work at the grassroots
level. For the purpose of fieldwork, the students are divided into small groups and sent to
rural areas in different parts of the country. Each group is attached to a local host
organisation and the members of the group stay in the identified villages. The students
interact directly with the villagers as well as execute a small action-oriented task entrusted
by the host organisation. The students are also expected to participate in collaborative
research work with faculty members in identifying issues, challenges and strategies for the
management of rural organisations.
Fieldwork exposes the students to the diverse problems the rural professionals face in their
roles and the ways through which experienced rural managers cope with such problems.
Such an exposure enables the students to develop the skills and attitudes required for
actions in which they, in their careers as rural managers, will have major stakes. The IRMA
faculty closely interacts with students at all the stages of the Fieldwork Segment. They
participate with students during a portion of the fieldwork to guide and help them; they work
with them in structuring their learning from the field for classroom discussions and
presentations, and in writing their field reports. Students’ learning from fieldwork is evaluated
on the basis of their presentations and discussions in the seminars, reports submitted at the

1
One course credit is equivalent to 30 contact sessions of 70 minutes each and requires the student to put in at
least 80-90 hours of work outside the classroom.

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end of fieldwork, feedback from the host organisations, feedback from the faculty guides
and, where necessary, individual interviews.
2.3 Organisational Traineeship Segment
The Organisational Traineeship Segment (OTS) is of 10 weeks duration and it is scheduled
after Term III that marks the beginning of second year in PRM. This segment is designed to
help the students understand the structure and dynamics of an organisation using semi-
structured instruments (questionnaires, checklists, schedules, etc.). Students may also work
on a small problem in any functional area of management, if the organisation so desires.
Faculty involvement in the design of and supervision of this segment is quite substantial.
Faculty and students closely interact with the designated organisations and look forward to
opportunities for developing cases and other teaching material. Student’s performance in
this component is evaluated through reports and presentations.
2.4 Management Traineeship Segment
This segment is designed to provide the students with an opportunity to work closely with
experienced managers in an organisational setting. It exposes the students to the working
and functions of organisations and gives them an opportunity to apply, test and polish the
skills acquired in the classroom. Through the Management Traineeship Segment (MTS), the
students develop practical skills and realistic assessment of the managerial functions in rural
organisations.
The MTS is of 10 weeks duration and is scheduled after Term IV. Specifically, the objective
of MTS is to provide the students opportunities to: 
• study and demonstrate the role of a professional rural manager in an organisation,
• develop appropriate attitudes, values and skills required of a professional rural manager,
• test the applicability of management concepts and techniques, and
• develop an integrated understanding of functioning of a rural development or producers’
organisation.
The MTS helps the students to develop key abilities which they need on the job: working
effectively with others, thinking and acting positively, learning to manage people, and
improving written and oral communication. The MTS also imparts flexibility and creativity to
the overall design of the programme. At the end of the MTS, students present and discuss
their reports, first in the host organisations and later in MTS seminars at IRMA. The MTS
reports of students constitute a valuable and useful collection in the IRMA library. Both, the
MTS reports and the presentations are evaluated.
2.5 Placement
The Campus Placement Programme for each graduating batch ensures that all the students
secure meaningful and challenging career opportunities in tune with IRMA’s mission. The
one-week long campus recruitment programme organised by the Placement Office is held in
January-February of the second year of PRM. The nature of jobs offered to IRMA graduates
varies widely. The job offers are in areas such as planning and information systems,
production management, marketing, finance, accounts, human resource development, rural
development, and natural resources management.
The Institute seeks to ensure that its graduates are offered competitive remuneration. IRMA
has enlisted over 650 organisations, which are designated for the purpose of placement of
its graduates. The list is ever increasing and attempts are made every year to enlist more
organisations. Broadly, these organisations can be categorised as Co-operatives, NGOs,
government development agencies, and national and international donors engaged in
promoting rural development. Their distinguishing feature is their willingness and ability to
make effective use of young and well-trained professional managers.

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Consistent with its objectives, the Institute’s placement support is confined to placing
students in the designated organisations only. The Institute desires that its graduates seek
employment only in these designated organisations.
It may be noted that the Institute’s placement facility is not open to sponsored candidates.
The participants who completed PRM 2004-06 joined 21 different organisations with an
average salary of Rs. 4.82 lakh per annum. The salaries varied from Rs. 1.5 lakh to Rs. 8.20
lakh per annum. The participants who completed PRM 2005-07 joined about the same
number of organisations with an average salary of Rs. 6.09 lakh per annum. For this batch,
the salaries varied from Rs. 1.66 lakh to Rs. 9.25 lakh per annum.
2.6 Programme Cost
The total programme cost over the period of two years (inclusive of board and lodging) is
estimated to be around Rs. 2,81,200/-. This includes deposits, tuition and computer fee,
room rent and electricity cost, entertainment and estimated expenditure of boarding. The
institute has a co-operative mess governed and managed by the students. The students also
develop the rules and regulations of the mess. The students share the cost of boarding
equally. The fee structure for the PRM 2008-2010 is given in Annexure-3.
2.7 Scholarships and Educational loans
IRMA has many scholarships/ fellowships for deserving students. IRMA also facilitates bank
loans to needy students.

AMUL Fellowships
The Gujarat Co-operative Milk Marketing Federation (GCMMF) has instituted 15 AMUL
fellowships in the Institute. The objective of the fellowship is to provide financial support to
the students pursuing the Post-Graduate Programme in Rural Management and encourages
them to work in IRMA’s designated organisations. The total value of the fellowship is
Rs.1,00,000 which is awarded during second year of the programme based on merit-cum-
means. For the purpose of merit, the students’ performance during the first year is
considered. The students receiving this fellowship are required to serve for at least two years
in designated organisations after completion of PRM.

Scholarships from Sir Ratan Tata Trust

Sir Ratan Tata Trust offers about five scholarships every year to second year students
based on merit. The scholarship covers a part of fees during second year subject to a ceiling
of Rs. 50,000. The number and amount of the scholarship are approved by the Trust on a
year to year basis.

Scholarships for SC/ST Candidates

• The National Dairy Development Board offers some scholarships to SC/ST
candidates during both first and second year.

• The Ministry of Social Justice and Empowerment, Govt. of India has allocated 10
scholarships to IRMA for SC students. The amount of the scholarship would cover
fees, non-refundable charges, lodging and boarding expenses, and cost of books,
stationery and computer (http://socialjustice.nic.in).

• The Ministry of Tribal Affairs, Govt. of India, has allocated five scholarships to IRMA
for ST candidates. The amount of the scholarship would cover tuition fees, boarding
and lodging expenses, book grant, and a one-time grant for the purchase of a
computer (http://tribal.nic.in).

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Educational Loans
Educational loans are available from various banks. The State Bank of India provides
educational loans at a lower interest rate and without any collateral to the candidates
enrolling at IRMA.
2.8 PRM Administration
The PRM Committee administers the Programme in Rural Management. Faculty members
co-ordinating the classroom, fieldwork, organisational traineeship and management
traineeship segments, admissions and placement are the members of this committee. The
PRM Committee decides on all matters pertaining to the conduct of the Programme. The
PRM Co-ordinator is the Convenor of the Committee. The rules and norms governing the
Programme are included in the PRM Handbook provided to the students upon joining the
programme.
PRM office provides information and support to all activities involved in the Programme in
Rural Management right from admission to placement. It consists of three main sections:
Admissions Office, Teaching Aids Unit, and Audio-visual Unit. The Admissions Office looks
after all matters related to admissions, maintenance of students’ leave records, issue of
rail/air travel concession forms, grading, and convocation. The Teaching Aids Unit (TAU)
provides facilities for reproduction, binding, and distribution of teaching material. The Audio-
Visual Unit takes care of audio-visual aids such as overhead projectors; slide projectors,
multi-media video projectors, film projectors, 35mm cameras, video cameras, televisions and
videocassette recorders for use of the faculty and the students.
3.0 PRM Admissions
For its twenty-ninth Programme in Rural Management commencing June 09, 2008, the
Institute has adopted the following criteria and procedures for admission of students.
3.1 Eligibility
Any graduate with a minimum of 15 years (10+2+3) of education having 50% (45% for
SC/ST/PwD2) aggregate marks at graduation can apply. The percentage of aggregate marks
is to be calculated as per the practice followed by the concerned University/Institution. Those
who are in the final year and expect to complete all the requirements of graduation before
June 09, 2008 can also apply. IRMA strongly encourages employees of its designated
organisations to apply with sponsorship from their employers (see 3.3 for eligibility and other
provisions for sponsored candidates).
Completed application form along with a Demand Draft for Rs. 750/- (Rs.500/- for SC/ST/
PwD), should reach the Admissions Co-ordinator on or before October 8, 2007. Applications
without requisite fees will not be accepted. Demand draft should be drawn in favour of
Institute of Rural Management, payable at Anand. All correspondence related to
admissions should be addressed to:
Admissions Co-ordinator
Institute of Rural Management
Anand – 388 001, Gujarat

3.2 Selection
All eligible candidates, including sponsored candidates, will have to appear for a Written Test
(200 Marks) comprising four sections: Analytical Reasoning (50 Marks), Quantitative Ability
(50 Marks), English Comprehension (40 Marks), and Issues of Social Concern (60
Marks).The Test will be conducted on Sunday, November 11, 2007 (9.15 AM – 12.15 PM) at
27 centres across India. These centres are3

2
Persons with Disability.
3 However, IRMA reserves the right to cancel any of the Test Centres.

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1. Anand 6. Chennai 11. Hyderabad 16. Mumbai 21. Raipur 26. Varanasi
2. Bangalore 7. Coimbatore 12. Jaipur 17. Nagpur 22. Rajkot 27. Vijayawada
3. Bhopal 8. Dehradun 13. Kochi 18. Pantnagar 23. Ranchi
4. Bhubaneswar 9. Delhi 14. Kolkata 19. Patna 24. Thiruvananthapuram
5. Chandigarh 10. Guwahati 15. Lucknow 20. Pune 25. Udaipur

Based on performance in the Written Test, the candidates will be selected to attend Personal
Interview (PI) and Group Discussion (GD) to be conducted at IRMA during February 2008.
The cut-off marks used for selecting candidates to attend PI and GD last year are shown
below. Normally, the ratio of candidates called for PI and GD to the number of seats
available is 4:1.

PRM 2007-09
Particulars General SC/ST Sponsored
Section-wise Cut-off Marks (%)
-Analytical Reasoning 22.00 18.00 14.00
- Quantitative Ability 36.00 30.00 22.00
- English Comprehension 40.00 32.50 25.00
- Issues of Social Concern 21.67 18.33 13.33
Overall Cut-off Marks (%) 38.00 35.00 20.50

Final selection will be done on the basis of overall performance in Written Test, PI and GD.
The marks obtained in PI and GD will be normalised across evaluating panels. The marks
obtained in the Written Test and the normalised marks obtained in PI and GD will be
reduced to equivalent marks out of 50, 40 and 10 marks, respectively. An overall merit list
will be prepared based on total marks obtained out of these 100 marks. Such listing will be
done separately for different categories of the applicants and the required number of
candidates will be selected from different categories in their order of merit. The cut off marks
used for final selection of candidates during last two years are shown below. The number of
applications received for PRM 2006-08 and PRM 2007-09 were 6685 and 7883,
respectively.

Category PRM 2006-08 PRM 2007-09

1. General 49% 53%
2. SC/ST 44% 48%
3. Sponsored 44% 48%

The total seats available for PRM 2008-10 are about 90. The programme will begin on June
09, 2008. All selected candidates will be required to report at IRMA by this date.

3.3 Sponsored Candidates

IRMA’s designated organisations can sponsor their employees (executives/officers) for CRM
or PRM. A few seats are reserved for such sponsored candidates provided they fulfil the
required conditions. At present there are about 650 organisations that have been designated
by IRMA. These organisations include:
• Federations and Unions of rural producers’ co-operatives;
• State and district level co-operative banks;
• National and state level agricultural and rural development banks;
• National level organisations/institutions promoting co-operatives and rural development
institutions;
• Non-government organisations engaged in rural development;

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• Departments of Central Government and State Governments engaged in rural

development; and
• National and International donors engaged in promoting rural development.
The organisations that belong to above categories and are interested in seeking designation
may write to Director, IRMA with copies of annual reports and audited balance sheets for the
last three years.
The sponsored candidates need to fulfil the following conditions for admission to IRMA:
• The candidate holds a Bachelor’s Degree, in any discipline, from a recognised
university/institution, or its equivalent;
• The candidate should have worked with the sponsoring organisation for a minimum
period of two years on a continuous basis as a full time, regular employee;
• The sponsoring organisation should be willing to grant uninterrupted leave to the
candidate (if selected) for the period of study at IRMA;
• The sponsoring organisation should undertake to make arrangements for payment of
fees and other dues of the candidate to IRMA;
• The candidate applies to the Institute in the prescribed form along with a demand draft
of requisite fee; 
• The candidate appears for the written test, group discussion and interview;
• The candidate scores above the minimum cut-off point set for admissions, and
• The candidate produces evidence of sponsorship from the organisation.
Essential for Sponsored Candidates: Sponsored candidates should attach a certificate as
per Annexure-5 from their employer stating that they will be sponsored, if selected, along
with the application form. The application will be treated at par with others if the
sponsorship certificate is not enclosed. The sponsoring organisations will have to clearly
specify the duration of sponsorship and other details as per Annexure-5. Employers willing to
sponsor may directly write to the Admissions Co-ordinator for clarification, if any.
4.0 Campus Location and Facilities
Anand is situated about 36 kms. north of Vadodara and 65 kms south of Ahmedabad on the
Mumbai-Ahmedabad main rail line and National Highway No. 8 connecting Ahmedabad and
Mumbai. Adjacent to Anand is Vallabh Vidyanagar, the educational township and seat of
Sardar Patel University. It is conveniently placed in terms of accessibility to a large number
of academic and development institutions; the more important of these are the NDDB, the
GCMMF, the Kaira District Co-operative Milk Producers’ Union Limited (Amul), the
Tribhuvandas Foundation, the Anand Agricultural University and the Sardar Patel University.
The Institute’s campus is spread over a landscaped sixty-acre site adjacent to the Anand
Agricultural University. The campus is fully residential equipped with students’ hostels, mess,
lecture halls, seminar rooms, library, faculty and administrative offices, auditorium, executive
training and development centre, faculty and staff housing, dispensary, and other support
facilities. The IRMA staff co-operative store caters to the residents’ daily necessities.
4.1 Student Accommodation
The PRM is a fully residential programme. There are nine blocks in the hostel, each with 24
furnished single rooms. Each floor of eight rooms has a furnished common reading room,
which is also used for receiving guests of students. The hostel has a boarding facility
managed by an elected student body.
4.2 Library
The Library is housed in a spacious three-storied building. It supports the teaching and
research programmes of the Institute. The present collection includes 43096 books, 417
videocassettes, 42 CD-ROMS, 919 microforms, 1787 MTS reports, 109 OTS reports and
309 Fieldwork reports. The Library has subscribed to 431 periodicals including professional

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journals, newspapers and popular magazines. In addition to this, the library has also
subscribed to three electronic databases, namely, Prowess (CMIE, Mumbai), Indiastat.com
(Datanet India Pvt. Ltd., New Delhi), and ABI/Inform (Proquest; Informatics, Bangalore).

The Library is fully automated and offers services of photocopying, reference, inter-library-
loan, and bibliographical search assistance to the users. It is equipped with facilities such as
OPAC (Online Public Access Catalogue) and Multimedia.
4.3 Computer Centre
The Institute through its campus wide network provides connectivity to its resources such as
Library information, printing and file access, Internet and Mail Services. Each hostel room in
the campus is equipped with network access points that enable the student to have access
to all these resources. However, a student is expected to possess a network enabled PC to
gain such access.
4.4 Recreations and Cultural Life
A wide range of facilities for pursuing recreational and extra-curricular activities are provided
through the Student Activity Centre. Besides, the Institute has infrastructure facilities for
sports such as football, cricket, badminton and table tennis. The air-conditioned 400-seat
auditorium has excellent audiovisual projection system that is regularly used by the student
community and the Institute for holding a variety of programmes. While the Institute extends
support for extra-curricular activities, the initiative for their organisation normally comes from
the students. The IRMA Staff Club organises various cultural programmes, entertainment
and sports activities, and film shows at the Institute. All the PRM students are associate
members of the IRMA Staff Club. The PRM students represent a substantial pool of talent in
music, drama and dance. The students organise several cultural programmes, with Jatra,
the seven-day festival of students being the grand finale. Under the SPIC-MACAY of which
many students, staff and faculty are members, several concerts and recitals by eminent
artistes are organised every year. The students use Terra Firma, their biannual magazine, to
share with the alumni and the community the experiences of studying at IRMA.

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Annexure - 1
ACADEMIC CALENDAR for PRM 2008-2010
First Academic Year

ACTIVITY STARTING DATE ENDING DATE WEEKS

1 Remedial Classes Monday, June 02, 2008 Saturday, June 07, 2008 1

2 Induction and Orientation Monday, June 09, 2008 Saturday, June 21, 2008 2

3 Classroom Segment Term I Monday, June 23, 2008 Saturday, Sept 06, 2008 11

4 Fieldwork Preparation Monday, Sept 08, 2008 Friday, Sept 12, 2008 1

5 Vacation Saturday, Sept 13, 2008 Friday, Sept 26, 2008 2

6 Fieldwork Monday, Sept.29, 2008 Saturday, Nov 22, 2008 8

7 Fieldwork Presentation & Submission Monday, Nov 24, 2008 Saturday, Nov.29, 2008 1

8 Classroom Segment Term II Monday, Dec 01, 2008 Saturday Feb 21, 2009 12

9 Classroom Segment Term III Monday, Feb 23, 2009 Saturday May 09, 2009 11

Total 49

Second Academic Year

10 OTS Preparation Monday, May 11, 2009 Friday, May 15, 2009 1

11 Vacation Saturday, May 16, 2009 Friday, May 29, 2009 2

12 Organisational Traineeship Monday, Jun 01, 2009 Saturday, Jul 25, 2009 8

13 OTS Presentation & Submission Monday, Jul 27, 2009 Saturday, Aug 01, 2009 1

14 Classroom Segment Term IV Monday, Aug 03, 2009 Saturday, Oct 17, 2009 11

15 MTS Preparation & Consultation Monday, Oct 19, 2009 Saturday, Oct 24, 2009 1

16 Management Traineeship Monday, Oct 26, 2009 Saturday, Dec 19, 2009 8

17 MTS Presentation & Submission Monday, Dec 21, 2009 Saturday, Dec 26, 2009 1

18 Classroom Segment Term V Monday, Dec 28, 2009 & Saturday Feb 06, 2010 &
12
Monday, Feb 15, 2010 Saturday, Mar 27, 2010

19 Placement Sunday, Feb 07, 2010 Sunday, Feb 14, 2010 1

20 Convocation Middle of April 2010

Total 46

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Annexure-2
PROGRAMME STRUCTURE
FIRST YEAR SECOND YEAR

TERM I (6.0 credits) TERM II (6.0 credits) TERM III (6.0 Credits) TERM IV (6.0 credits)

Individual and Group Behaviour Collective Action and Co-operation Development Theories and Rural Development
(1.0 Credit) (1.0 Credit) Practices (1.0 Credit) Interventions (1.0 Credit)

Organisational Traineeship Segment (4.0 Credits)

Management Traineeship Segment (4.0 Credits)

Economic Analysis for Rural Economic Analysis for Rural Managing Co-operatives Strategic Management
Management – I (1.0 Credit) Management - II (1.0 Credit) (1.0 Credit) (1.0 Credit)
Field Work Segment (4.0 Credits)
Financial Accounting (1.0 Marketing Management Project Management
Financial Management (1.0 Credit)
Credit) (1.0 Credit) (1.0 Credit)

Quantitative Analysis for Rural Understanding Organisations (1.0 Management Information Marketing Research
Management (1.0 Credit) Credit) Systems (1.0 Credit) (0.5 Credit)

Social Entrepreneurship and

Rural Society and Polity (0.5 Production and Operations Costing and Management
Ethical Leadership (0.5
Credit) Management (1.0 Credit) Planning (1.0 Credit)
Credit)

Rural Research Methods (0.5 Computer Applications for Rural Human Resources
Credit) Management (0.5 Credit) Management (1.0 Credit)

Managerial Analysis &

Gender and Development (0.5
Communication (0.5
Credit)
Credit)

Rural Livelihood Systems (0.5

Credit)

*Optional Courses (Term IV) *Optional Courses (Term V)

Rural Development Management Group Rural Development Management Group Rural Enterprise Man

Natural Resources Management Rural Finance Commodity Trading an

Sectoral Issues in Development Geo-informatics for Rural Management Rural Marketing

Rural Enterprise Management Group Governance and Sustainable Livelihoods Supply Chain Managem

Sales and Distribution Management Management of Change Product Policy in Marke

Investment Analysis and Portfolio Management Development and Rural Communication E-business for Rural Ent

* The list of optional courses may vary depending on needs of the students and recommendation of the PRM
Committee.

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Annexure -3

PRM 2008-2010 FEE STRUCTURE AND SCHEDULE

1
First Year Second Year Total
Sl. Particulars
No. Term I Term II Term III Term IV Term V

Due date for payment of fee 04-06-07 10-12-07 03-03-08 11-08-08 05-01-09
A. Deposits (Refundable) Rs. Rs. Rs Rs. Rs. Rs.
1 Caution 2, 000 -- -- -- -- 2, 000
2 Mess 3,000 -- -- -- -- 3,000
3 Books 5,000 -- -- 2, 000 -- 7,000
Total (A) 10,000 2, 000 12,000
B. Tuition Fee

4 Course 30,000 30,000 30,000 30,000 30,000 1,50, 000

5 Fieldwork Segment 10, 000 -- -- -- 10,000

6 OTS -- -- 20,000 -- -- 20,000
7 MTS -- -- -- 20,000 -- 20,000
Total (B) 30,000 40,000 50,000 50,000 30,000 2,00,000
C. Service Fee
2
8 Computer Services 3, 000 -- -- 3,000 -- 6,000
9 Internet Services 3,000 -- -- 3,000 -- 6,000
10 Room rent & Electricity 3, 000 3, 000 3, 000 3, 000 3,000 15,000
11 Student Activities Fund 1, 000 -- -- 1,000 -- 2, 000
Total (C) 10,000 3,000 3, 000 10, 000 3,000 29,000
D. Entertainment & Other Activities
Associate Membership of IRMA 250
12 -- -- 250 -- 500
Club
13 SPIC MACAY 100 -- -- 100 -- 200
Alumni Association
14 -- -- -- 1,000 -- 1,000
Membership
3
15 Medical expenses 500 -- -- 500 -- 1,000
Total (D) 850 -- -- 1850 2,700
E. Boarding and Personal Expenses
4
16 Board at Hostel 4, 500 4500 4500 4500 4,500 22,500
Estimated Personal expenses
17 -- -- -- -- -- 15,000
during Field work, OTS & MTS
Total (E) 4, 500 4500 4500 4500 4,500 37,500
Grand Total 55, 350 47,500 57,500 68,350 37,500 2,81,200
1.
The fee structure of Certificate in Rural Management (CRM) is equivalent to the fee
structure of First Academic Year.
2.
In addition, each student is expected to possess a PC that may cost about Rs.20, 000/-.
3.
Please note that medical expenses are to meet only the cost of services provided by the
campus doctor. Any other expenses have to be borne by the student. IRMA is in the
process of negotiating with Insurance Company for group medical insurance coverage
during the two-year study. This amount will be borne by the students.
4.
These figures are only indicative. Expenses are subject to change depending on the
actual costs. Payment for board is on a monthly basis.

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Annexure -4

BRIEF DESCRIPTIONS OF CORE COURSES

FIRST YEAR
Term I (6.0 credits)
Individual and Group Behaviour (1.0 credit)
The course attempts to develop and enable students to understand human behaviour and its
different dimensions. In this process, it is envisaged that they would be able to recognize the
importance of, and difficulty in, understanding another person's point of view. In the process
of doing so, the need for identifying one's own feelings, perceptions and assumptions that
intervene in one's interaction with others will be made evident. The final objective is to
enable students to become better managers of people, without losing their respect for
human dignity. The course includes understanding of individual, interpersonal, and group
behaviour. It covers perceptual process including sensitisation to perceptual errors and
individual decision making, the nature of attitudes, origins and development of attitudes and
attitude change process, theories of motivation and human performance, human inference
process, self concept, interpersonal communication, active listening and feedback, small
group behaviour, leadership and power - theories and applications, team building, managing
conflicts, and management of stress. The pedagogy of this course would involve an ad-
mixture of interactive lectures, case discussions, exercises, and demonstration.
Economic Analysis for Rural Management - I (1.0 credit)
Basic economic concepts, principles and theories; applications in decision-making in the
context of rural people and their organisations; tools and techniques of economic analysis;
consumer behaviour and demand analysis; production, cost and breakeven analysis; market
structures; economic efficiency and welfare; economic theory of co-operative firms; pricing
methods; impact of government interventions – taxes, subsidies and price controls; long
term planning decisions – capital budgeting and cost-benefit analysis.
Financial Accounting (1.0 credit)
The primary objective of this course is to help the students to appreciate accounting as a
language of business and accordingly develop their ability to understand, analyse and
interpret the data contained in the financial statements for improved decision-making. The
course covers the framework of Accounting Concepts, Standards, and Policies that govern
the mechanism of accounting. It takes the students through the entire process of accounting
- starting with recording of transactions, followed by preparation of the statements, and
ending with analysis and interpretation of the statements. The students also learn to use
accounting software through project work. Thus, the emphasis is essentially managerial and
not legal.
Quantitative Analysis for Rural Management (1.0 credit)
This course focuses on quantitative data analysis and problem solving through logical
reasoning; descriptive statistics and graphical presentation of data; basic probability
concepts; standard probability distributions; sampling and sampling distributions; confidence
intervals; Basic Elements of Scientific Method of Enquiry: Concepts and Hypothesis;
Research Design and Hypothesis Testing; introduction to tests of hypotheses; regression
analysis; and time-series analysis.
Rural Society and Polity (0.5 credit)
IRMA specifically aims at promoting equitable and sustainable rural development through
preparing professional managers to cater to the needs of rural producer organisations,
enterprises, projects and the people. Obviously, the managers intended to work for the rural
sector need to understand the rural social and political scenario, which would facilitate tackle
the management related problems and challenges coming their way. The objective of this

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course is to provide a general overview of the socio-political scenario with a focus on the
main features of the structure, dynamics and changes of rural society and polity in India in
the post-independence period.
Rural Research Methods (0.5 credit)
Introduction to research methods and methodology; variables; indicators; methods of
measurement and scaling; questionnaire design; quantitative and qualitative methods for
understanding rural society; Micro and Macro Approaches to understand Rural Changes;
Case and Village Study approaches including field research methods; Practical application
and experiential learning of participatory research methods for diagnostic studies will be
done as a part of the preparatory module before field work.
Managerial Analysis and Communication (0.5 credit)
Students learn about case method of learning, sharpen their analytical skills, and learn to
use systematic frameworks for managerial decision-making. They also practice written
analysis and communication.
Rural Livelihood Systems (0.5 credit)
This course provides a holistic and multidisciplinary exposure to the understanding of
concepts, processes and relationships among agro-climatic and natural resources,
production systems and livelihoods of rural people. The rural resources include land, soil,
climate, water and forests; the production systems contain agriculture, horticulture,
sericulture, forestry, animal husbandry and dairying, fisheries along with the non-farm
activities that contribute to the livelihoods of rural people. The livelihoods of people are
dependent on the production systems they have developed subject to the constraints
imposed by the quality of natural resources. To improve the quality of rural resources, make
production systems more sustainable and improve the quality of life in rural areas, in
general, it calls for integrated intervention at either agro-climatic zone or watershed levels.

Term II (6.0 credits)

Collective Action and Co-operation (1.0 credit)
Students learn about market failures, government failures, and the need for collective action.
They acquaint themselves with reasons for absence and/or failures of collectives; methods
and strategies for collective action, illustrative cases from farmers’ movements, co-
operatives and other sectors. Students also get exposed to theories of leadership and the
role played by it in making collective efforts succeed. They also learn about institutional
economic theory of co-operation, agency theory; theory of contracts, transaction cost
economics, game theory and robustness of reciprocity; and welfare economics and co-
operatives.
Economic Analysis for Rural Management - II (1.0 credit)
Concepts of macroeconomics and macroeconomic aggregates, inter relationship between
target and instrument variables, national income accounting, growth and development,
conceptualisation of inflation, unemployment and poverty as central endogenous
macroeconomic variables, fiscal and monetary policies, understanding of government
budgets, economic reform and structural adjustment programmes, implications of the
policies of liberalisation, privatisation and globalisation as parts of economic reform, global
environment and perspectives in economic analysis including WTO agenda.
Financial Management (1.0 credit)
The primary focus of the course is on financial decision making in organisations. The course
covers concepts and methods related to financial analysis; financial planning, working capital
assessment and management; capital investment analysis/capital budgeting techniques;
concepts of risk and return, valuation of securities, cost of capital and capital structure.
Concept of time value of money and annuities and concepts of operating, financial and total
leverage also form the topics under this course.

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Understanding Organisations (1.0 credit)

This course attempts to provide students with the fundamental concepts and tools of
organisation theory and organisational analysis to help them understand organisations. An
attempt is made to understand organisations as human artefacts. The course has two
distinct parts: (a) organisation theories, organisational structure, and organisational design
issues, and (b) organisational dynamics, growth, development and change. A few sessions
are also devoted to cover latest developments in organisation theory that have significant
implications for Indian organisations. The topics will include nature of organisations, the
evolution of organisation theory, dimensions of organisation structure and determinants of
structure (strategy, size technology, environment, etc.), power and control, and
organisational design options in the first part. The second part will include organisations and
environment, organisational culture, managing organisational change, organisational conflict,
managing organisational growth and evolution, organisational development, organisational
effectiveness, designs for managing quality, and learning organisations. The course will
wrap up with a discussion on Indian management thoughts. The sessions will be conducted
through discussions on readings/cases, presentations, small group work, and lectures.
Production and Operations Management (1.0 credit)
Role of production function; types of production systems; work measurement; methods
improvement; location and layout; capacity planning; materials management; planning and
scheduling; and managing quality and reliability form the major topics under this course.
Several OR techniques like linear programming and its variants like transportation problems
and assignment problems, queuing theory/waiting-line models, integer programming, goal
programming, will be covered. This course will also sensitise the students to the applications
of OR techniques to issues connected with rural development, such as selection of projects
under conditions of conflicting objectives, optimal selection of products and projects under
resource constrains, determination of the optimal number of service centres, etc and also the
rudiments of simulation.
Computer Applications for Rural Management (0.5 credit)
The objective of the course is to expose the participants to introductory concepts of
information technology and its managerial applications, which are required for the effective
functioning of a rural manager. It exposes the participants to end-user desk-top application
packages relevant for a rural manager like electronic spreadsheet (Excel), DBMS (Access),
SPSS, GIS (ArcGIS) besides introducing the concept of Internet and web page design.
Emphasis is given to the practical aspects in the course. After successful completion of the
course, the participants get oriented to work with the above desk-top application packages
for managerial applications.
Gender and Development (credit 0.5)
The main objective of this course is to broaden students’ conceptual clarity about institutional
structures, which determine the construction of gender relations and, in turn, affect the status
of women and men in rural India. The course would attempt to develop an understanding of
perspectives on gender and development, discuss in detail the gender question in selected
development sectors and globalisation and familiarise with the different tools and techniques
for gender planning, analysis and evaluation in the development sector. The course has
three modules covering these three aspects of gender and development.

Term III (6.0 credits)

Development Theories and Practices (1.0 credit)

The broad objective of the course is to provide an overview of the major strands of
development theory and practice in the last fifty years. It will give the salient features of
different strands of theories and approaches with its influence on policy and programmes.

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The course also intends to provide an analytical handle to understand policies in the light of
underlying theories that shape it. The course will have two modules. Module I will focus on
understanding the major theories and the recent approaches to development. Module II will
focus on understanding the development perspectives and practices adopted in India after
Independence.
Managing Co-operatives (1.0 credit)
The course attempts to enable the students to learn concepts unique to co-operatives as
well as apply concepts from other functional areas to develop understanding that is required
for successful management of co-operatives. The course tries to capture both uniqueness
and competitiveness through different modules, viz., introduction to managing co-operatives,
emergence, endurance, and growth of co-operatives, salient and unique management
challenges in co-operatives, the design issues in co-operatives and the leadership issues in
co-operatives. The topics include; the logic of co-operatives and its evolution, technology:
production and marketing, agri-business co-operatives, coordination strategy, enabling and
disabling conditions, co-operative principles, issues in establishing agricultural co-operatives
– (problems of multiple objectives equitable sharing, ensuring compliance, & mobilizing
capital), democratic governance in co-operatives, co-operative principles & economic
rationality, excellence and enduring performance, energetic farmers organisation, design of
Anand pattern – the federal structure, causes of sickness, leadership in co-operatives, and
managing boards. The course will conclude with sharing of real life experiences of co-
operative leaders. Pedagogy for the course will include interactive-lectures, case
discussions, and conceptual learning through class projects.
Marketing Management (1.0 credit)
Brief overview of history of marketing, introduction to managerial action frameworks vis-a-vis
marketing concept, 4Ps and 4Cs. Detailed coverage of marketing components, namely,
product, price, promotion, and distribution through related illustrations, viewpoints, and
caselets. Course integration through concepts like positioning, segmentation, branding, and
advertising campaigns.
Management Information System (1.0 credit)
Concept of management information is at the core of this course. Concepts like data and
information; systems analysis and design, structured programming etc., will be covered.
Skills in using database management and networking software will be imparted. Stages of
information technology adoption in an organisation, strategies and management of
information technology resources will also be covered.
Costing and Management Planning (1.0 credit)
This course covers the concepts, tools and techniques for determining costs of products,
processes and services, cost concepts for managerial decisions, flexible budgeting, standard
costing and analysis of variances, responsibility centres, performance measurement and
transfer pricing. Module on Management Planning includes development of general
framework of management planning and control functions and application of the same for
non-profit service and development organisations as well.
Human Resource Management (1.0 credit)
This course aims at helping the participants to develop a perspective on Human Resource
Management (HRM). HRM is contextual in nature, and therefore it is essential to understand
the context of various HRM decision-making situations that occur in a typical organisation.
The course will cover different aspects that include the contextual aspect, the functional
aspect and the legal aspect of human resource management. In the functional aspect, the
focus is on what is the function of HRM in an organisation, and thus the discussion is on HR
planning, job analysis, recruitment & selection, training & development, motivation &
employee compensation. The topics included in the legal issues are; grievance
management, managing employee discipline, industrial relations, industrial disputes,
contract labour/ apprentice, trade unionism, collective bargaining, and safety and health. The

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course will culminate with a discussion on strategic human resource management. The
outcome of the course should be an internalisation of the fact that successful HRM requires
correct use of HR concepts, tools and techniques as the situation demands.

SECOND YEAR

Term IV (6.0 credits)

Rural Development Interventions (1.0 credit)
Concept, measures and determinants of rural development; Critique of major rural
development approaches and strategies; growth v/s equity oriented approach, area v/s
group based approach, top down v/s participatory and people entered approaches to
development planning; Contemporary growth and poverty alleviation programmes; different
interventions for rural social and infrastructure development; Role of Institutions in Rural
Development - PRIs, NGOs, Co-operatives and CBOs; Success and sustainability of rural
development interventions; targeting, financing, design, monitoring and evaluation of
interventions.

Strategic Management (1.0 credit)

Basic concepts of strategy and strategic management, strategy development processes,
strategy analysis through an understanding of business environment, organisational
resources and stakeholders, strategy choices at corporate and business unit level, including
alternative directions and methods of strategy development, strategy implementation
encompassing organisation structure and design, resource allocation and control, and
managing change, special issues of strategic importance with reference to quality and
technology; and turn around management.
Project Management (1.0 credit)
The concept of the project life cycle; peculiarities of agribusiness and development projects
and their differences form core of this course. Diverse skills needed in project management;
project selection, design, appraisal, execution including resource management, monitoring
and control; network techniques like PERT; and appreciation of project management
software will be imparted through this course. The course also brings out the differences in
approach to management between commercial projects and social development
programmes. The specific aspects covered in this course include: identification, formulation,
appraisal including social-cost benefit analysis, need for participatory approach and tools for
such an approach (like LFA), monitoring and evaluation, and issues associated with large-
scale replication of a successful pilot project.
Marketing Research (0.5 credit)
This course is specifically devoted to marketing research problem formulation, design issues
in marketing research, sampling and measurement, analysis of information and qualitative
research. Topics include customer satisfaction, brand equity measurement, industrial
marketing, media and advertising research.
Social Entrepreneurship and Ethical Leadership (0.5 credit)
The theoretical issues in defining the social good and assessing the role of market forces,
philanthropy and government are examined. Practical issues like developing an
organisational mission, recognising specific opportunities for social improvement, forming an
enterprise that responds to those opportunities, developing organisational and funding
strategies, evaluating performance, managing the enterprise, and creating sustained positive
impact and social value are also covered. Specifically, this course includes the concepts,
practices, and challenges of social entrepreneurship, frameworks and tools that will help
social entrepreneurial pursuits. The course will have interactive sessions with eminent
individuals who played social entrepreneurial and leadership roles by initiating large-scale
changes to derive inspiration from them.

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Term V (6.0 credits)

Legal Environment and Cooperative Law (1.0 credit)
Functional use of various legal documents like acts, rules, notifications and executive orders
for managerial purposes will be part of this course. In addition, students get exposed to
salient features of commercial and regulatory laws of general interest and laws related to
organisational forms and recent developments in alternative dispute settlement mechanisms.
The course will have a specific module on evolution of co-operative laws; trends in co-
operative legislation; laws relating to multi-state co-operatives and producer companies;
laws of mutually aided co-operatives, and other state co-operative acts; and aspects relating
to internal regulation of co-operative enterprises are covered in this course.
Strategic Issues in Development Organisation (1.0 credit)
The broad objective of the course is to understand various strategic issues faced by (non-
profit) development organisations. The first module includes placing the organisation within
the development field (debates on the state, civil society & market), analysis of the NGO
environment, evaluation of stakeholders and resources to align the organisational strategies
in line with the mission and vision and to understand the strategy development process. The
second module includes strategy choices available like collaboration, networking and
advocacy to influence the scope of the organisation (scaling-up and transcendence) and
make structural changes in the society including movements. The third module strategy
implementation includes organisational design, resource allocation and control (monitoring,
evaluation, transparency and accountability) culminating in change management.

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Important Dates

October 8, 2007 Last date for receipt of completed

applications.

November 11, 2007 Written Test (9.15 AM – 12.15 PM)

Candidates are requested to read the instructions given along with the
Application Form, before filling the form.

For further information, contact:

Admissions Coordinator
Institute of Rural Management Anand
Anand –388 001, Gujarat

Phone: (02692) 260177, 260181, 260186, 260391, 260264, 261502

Fax: (02692) 260188
E-mail: admis@irma.ac.in
Website: http://www.irma.ac.in

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Annexure-5
DECLARATION OF SPONSORSHIP

Our organisation is a designated organisation of IRMA.

We hereby sponsor

Mr. /Ms. _____________________________________

Designation: _________________________________

For the following programme (please tick one):

One-year Certificate in Rural Management (CRM)

Two-year Postgraduate Diploma in Rural Management (PRM)

We confirm that:
• He/She is a full time and regular employee of our organisation.
• He/She will have continuous work experience of minimum two years with our
organisation as on 31st May 2008.
• He/She joined us on ______ (date) _______ (month) _______ (year).
• His/Her present total monthly salary is Rs. _______.
• He/She will be granted uninterrupted leave for the entire period of his/her study, if
selected by IRMA.
• We shall make arrangements for payment of fees and other dues of the candidate if
selected to IRMA.
Name and Address of the Employer
__________________________________________________
__________________________________________________
__________________________________________________
__________________________________________________
Pin: ____________Phone: __________________ Fax:____________

Signature of the Employer

Office Seal

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IRMA Board of Governors

Dr. Y.K. Alagh Chairman

Institute of Rural Management, Anand

Dr. Amrita Patel Chairman

National Dairy Development Board, Anand

Shri Subas Pani Secretary (RD)

Department of Rural Development & Land Revenue
Ministry of Rural Development, Govt. of India
New Delhi

Shri Raj Gopal Commissioner and Secretary (Rural Development)

Rural Development Department, Government of Gujarat,
Gandhinagar

Shri Y S P Thorat Chairman

National Bank for Agriculture & Rural Development
Mumbai

Shri B.M. Vyas Managing Director

Gujarat Co-op. Milk Marketing Federation Ltd.,
Anand

Prof Rama Baru Centre for Social Medicine & community Health
Jawaharlal Nehru University
New Delhi

Dr. Bakul H. Dholkia Director

Indian Institute of Management (IIM)
Ahmedabad

Shri V. Ramachandran Chairman

Centre for Management Development
Trivandrum

Shri Hasmukh Shah 15, Dhanushya Society

Vadodara

Shri Vijay Mahajan Chairman

BASIX, Hyderabad

Shri V Vivekanandan Chief Executive

South Indian Federation Fishermen Societies
Trivandrum

Shri S Sivakumar Chief Executive

Agri-Business Division, ITC Limited
Secunderabad

Ms Neelima Khetan Chief Executive

Sevamandir,Udaipur

Prof. Arvind Gupta Professor

Institute of Rural Management Anand

Prof. Ila Patel Professor

Institute of Rural Management Anand

Dr. Vivek Bhandari Director

Member-Sectretary Institute of Rural Management Anand

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Director

Vivek Bhandari Ph.D. (Pennsylvania)

Faculty

Rakesh Saxena Ph.D. (IIT, Kanpur)

Debiprasad Mishra Fellow (IIMA)
B.N. Hiremath Ph.D. (Kentucky)
Ila Patel Ph.D. (Stanford)
Shiladitya Roy B.E. (Mech.), AICWA
Arvind Gupta Fellow (IIMA)
K.V. Raju PGDRM (IRMA)
H.S. Shyledra Ph.D. (ISEC, Bangalore)
Harekrishna Misra Ph.D. (Utkal Univ.)
Jayant Negi Ph.D.(Indore)
Madhavi Mehta Fellow (XLRI-AHRD)
Nivedita Kothiyal Ph.D. (Nirma Univ.)
Pramod Kumar Singh Ph.D. (JNU)
M.V.Durga Prasad Ph.D. (I.I.T., Delhi)
Anand Venkatesh Ph.D. (Mumbai)
S.R.Asokan Ph.D. (Gujarat)
Preeti Priya PGDRM (IRMA), POMR

Visiting Fellows

Maitreyi Kollegal FPM, (IIMA)

Raghav Rajagopalan PGDRM (IRMA)
Jayapadma R.V PGDRM (IRMA)
Arun S. Nathan PGDRM (IRMA)

Visiting Faculty

B.M. Vyas B.E. (SP University)

G. Krishnamurthi PGDM (IIMB)
Joel Evans B.Com, LLB, CS
Paresh Bhatt M.Com, AICWA

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