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Cultura Documentos
• "Organizational Structure of a
Management School with an
Objective of Bridging the Gap
between Industries and
Institution“
- By Prof. Vishram
Rajhans
+91 9225536397
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Educational reform
• Hot topic of the day from every corner
• Even movies are being made on the theme
• Government has initiated the process
• Yashpal committee report is out
• Should we wait for government or should
we take initiative ?
• Autonomous institutions should take the
lead
2
Training after Graduation
AVERAGE LEAD TIME FOR FRESH
GRADUATES TO BECOME
PROFESSIONALS
• Management – 2-5 years
• Law - 5 years
• Medicine – 3 years
• Engineer – 2-3 years
• Architecture – 5 years
• Chartered accountant – 5-7 years
3
TRADITIONAL MANAGEMENT
EDUCATION
Study of standard text books
Standard chalk and talk (or PPT’s)
lectures
Standard examination
Standard evaluation system.
Other unevaluated systems
4
OBJECTIVE OF MANAGEMENT
EDUCATION
v Application of management
knowledge to local situation to
achieve excellence
•
In Practical Terms
5
WHAT QUALITIES IN STUDENTS ARE
SOUGHT BY PLACEMENT OFFICERS
understand.”
Confucius, the famous Chinese philosopher &
reformer.
8
Evaluate Evaluation System
“This archaic examination system,
ostensibly used as a means of
certifying the ability of
students, unfortunately does not
really test the kind of skills
they require to be successful in
either the pursuit of pure
theoretical knowledge or in
practical real world situations.”
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Redefine Examination
System
• Test ability in functional areas
• Test leadership skills and attitude
• Test entrepreneurship
• Test innovation and problem solving attitude
• Test application of knowledge in real situation
Results to be an assessment of
– Strength
– Weakness
– Aptitude and
– Recommendations for career
10
Continuous Evaluation
• Evaluate online
• Provide special attention and
techniques for students with poor
performance.
• No room for failed students
• Involve industries in all evaluation
processes
11
The Organizational Structure of
Business School
In d u stria l In d u stria lC e ll A ca d e m ic
C o u n cil o f o f th e C o u n cilo f
In d u stry In stitu tio n S e n io r
re p re se n ta tiv w ith se n io r a n d rig h t
p e rso n s to in te rfa ce
Fa cu lty
e s in te re ste d in and Expert
w ith in d u stry a n d
Academicians
M anagem ent a ca d e m ics
E d u ca tio n
DEVELOP THE
CAREERS OF
DEFINE THE STUDENTS
(MANAGE PROJECTS ,
OUTCOME OF DEVISE INTERNSHIPS AND
THE COURSE DESIGN THE DEVELOP EVALUATION PLACEMENTS )
SYLLABUS PEDAGOGY METHODS
12
Additional Functions of
Industrial Cell
M anagem ent
C lin ic
C .M .E .
13
-Kaizen Philosophy
Thank You !
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