April 2013 - March 2014 · 2013-04-01 · Karamsad (birth place of Sardar Vallabhbhai Patel). How to Reach Anand The nearest airports are located in Vadodara and Ahmedabad. The two

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Management Development ProgrammesApril 2013 - March 2014

Institute of Rural Management, Anand

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IRMA’s mission is to promote sustainable,eco-friendly, and equitable socio-economicdevelopment of rural people throughprofessional management of theirinstitutions. IRMA’s operating philosophy isto build and sustain a partnership betweenrural people and committed professionalmanagers. IRMA strives to contribute to thepromotion of sustainable development andsocial justice in India’s rural society. IRMAstrives to achieve this mission by

educating a new breed of professionalrural managers with the appropriatevalues and ethos for helping ruralorganizat ions and inst itut ions inprofessionalizing their managementand empowering rural people throughself-sustaining processes

training pol icy makers, d irectors,general managers, and those in chargeof specific managerial functions insuch enterprises and projects

build ing new rural managementknowledge and theories throughaction-oriented and problem-solvingresearch and consultancy

influencing public policies throughpol icy-oriented research andconsultancy

The above thrust areas have led to IRMA’sengagement with a range of educational,training, research, and consultancyactivities. In specific terms, the two-yearPost-Graduate Programme in RuralManagement (PRM) prepares young womenand men for managerial cadres while theFellow Programme in Rural Management(FPRM) bui lds a cadre of professionalstrained in research who are capable ofenhancing knowledge and imparting skills ininstitutions and organizations serving therural sector. The short duration ManagementDevelopment Programmes (MDPs) preparein-service managers to face emergingchallenges in their careers. Research andconsultancy work leads to creat ion ofknowledge with implications for policy anddevelopment action.

Management Development Programmes(MDPs): An Overview

MDPs constitute one of the major activitiesof IRMA, which addresses the in-servicetraining needs of executives and managers oforganizations who work for the rural sectorsuch as co-operat ives , not- for- profitorganizations, and government and semi-government organizations and others. TheInst itute bel ieves that, in the rapidlychanging task environment, managers andexecutives of all types of organizations haveto change their approach to running theiroperations and managing people. IRMA hasbeen playing a vital role in fulfilling this needof the rural sector through its tailor-madeMDPs since 1981. So far, IRMA has conductedover 675 programmes with enrolmentsexceeding 14500 participants.

Management Development Programmes(MDPs) in 2013-14

In 2013-14, IRMA proposes to continue itsefforts in offering high quality programmesto improve the organizat ional andmanagerial performance of i ts c l ients .Sponsored and open programmes planned in2013-14 are l isted in this calendar.Brochures of open programmes too, arefurnished in this calendar.

Sponsored Programmes

On specific request, IRMA has been designingand conducting client-specific programmesboth in Anand and at the c l ientorganization’s location to meet the specificneeds of organizations. These programmesmay be conducted for a variety oforganizations and range from two days tothree months.

Fee Structure

The programme fee covers boarding andlodging, tuit ion fee , read ing material,stationery, local field visits if any, and a non-refundable registration fee. The fee structurefor the open programmes is given below:

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Non-Refundable Fee

The non-refundable registration fee is `̀̀̀̀10,000 per Indian participant and US$ 350per international participant which is to beadjusted against the fee for the participant.

Procedure for Participation

Any in-service manager who intends toparticipate in any of the open programmesis requested to send the completednomination form given in the calendar alongwith programme fee in the form of a demanddraft / multi-city cheque in favour of theInsti tute of Rural Management , Anand ,payable at Anand. Confirmat ion ofacceptance of nomination is intimated by theProgrammes Off ice on receipt of thecompleted nomination form accompanied bythe programme fee . Part ic ipat ion insponsored programmes is restricted toemployees of the sponsoring organization.Payment may also be made online as per thebank details given below. In case of onlinepayment please intimate the ProgrammesOffice immediately on transfer.

Bank Details for Online Payment

Beneficiary Name:Institute of Rural Management, AnandBeneficiary A/c No.: 008501012659Beneficiary Bank: ICICI Bank Ltd. Beneficiary Bank Address:Flavours, Near Bhaikaka Statue, Mota Bazar,Vallabh Vidyanagar 388 120, Gujarat, IndiaBeneficiary Bank Swift Code: ICICINBBCTSIFSC/RTGS/NEFT Code: ICIC0000085

IRMA Campus and Facilities

IRMA’s 60-acre campus with i ts sylvansurroundings and vast stretches of lawns andornamental plants and shrubs, located on theoutskirts of Anand is ideal for concentratedlearning. The campus has various facilities,apart from the faculty and staff quarters,hostels, and the academic complex. Facilitiesinclude:

Executive Training and Development Centre(ETDC) with 50 single air-cond it ionedrooms, lecture hall, conference and syndicaterooms, kitchen and dining hall, and a lounge;Ravi J . Matthai Library equipped withInternet facility; Computer Laboratory withInternet facil ity; 400-seater auditorium;Dispensary; Co-operative consumer store;Gymnasium; Indoor badminton courts andfacil it ies for other games; ICICI Bank’sextension counter; and mobile rechargeservices.

About Anand

Anand, the headquarters of Anand district, islocated about 35 k.m. northwest of Vadodara(also known as Baroda) and 70 k .m.southeast of Ahmedabad. Anand is known asthe Milk Capital of India. The town hasseveral famous institutions that include theKaira District Co-operative Milk Producers’Union Ltd. (AMUL), Nat ional DairyDevelopment Board (NDDB), Gujarat Co-operative Milk Marketing Federation Ltd.(marketers of AMUL and SAGAR brandproducts), Tribhuvandas Foundation (TF),National Co-operative Dairy Federation of

Fee for On-Campus Programmes (per day per person)

Sr. Category of Organization Short LongNo. Duration Duration

1 NGOs/Grassroots Organizations, Co-operatives, and Educational Institutes ` 5000 ` 3000

2 Funding Agencies and Government Departments and Agencies ` 7000 ` 4000

3 Other (Public Sector Undertakings, Corporate Organizations, etc.) ` 10,000 ` 6000

4 International Participants US$ 250 US$ 200

Note: 1) Programmes with duration of 20 days or more are long duration2) The applicable service tax @ 12.36% will be charged additionally on the fee.

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India Ltd. (NCDFI), National Tree Growers’Cooperat ive Federat ion Ltd. (NTGCF),Foundation for Ecological Security (FES),and the Anand Agricultural University.Adjacent to Anand are Vallabh Vidyanagar(which is the seat of Sardar Patel University),Vithal Udyognagar (an industrial estate), andKaramsad (birth place of Sardar VallabhbhaiPatel).

How to Reach Anand

The nearest airports are located in Vadodaraand Ahmedabad. The two airports are well-connected with flights from New Delhi andMumbai (Bombay). There are also directflights from Ahmedabad to most capital citiesof the country. Tourist taxis are available at

the above airports to reach IRMA. On anaverage taxis charge up to `̀̀̀̀ 1000 fromVadodara airport and up to `̀̀̀̀ 1700 fromAhmedabad airport to reach IRMA campus.

Anand is well-connected by rail to mostcapital cities of the country. One can alsoreach Anand via a changeover at Ahmedabador Vadodara railway stations. State transportbus stations are located very close to therailway stations and there are regular busservices to Anand. One can also hire taxisfrom the railway stations. The IRMA campusis about 3 k.m. from the Anand railwaystation and 4 k.m. from the bus station andmay be reached by autorickshaws at `̀̀̀̀ 40(current rates) . Autorickshaw driversidentify the place by its acronym (IRMA).

For additional information, please write to:

Oliver Macwan

Executive (Programmes)

Cell: +91-7567448244

E-mail: [email protected]


Post Box No. 60, Anand 388 001, Gujarat, India

Phone: +91-2692-221697/261502

Fax: +91-2692-221915/260188

Website: www.irma.ac.in

List of Programmes

Sr. No.

Title of the Programme Dates Co-ordinator(s) Page No.

*1 Certificate Course on Decentralization and Local Governance

May 20 – Jun 8, 2013 Debiprasad Mishra

2 PERT/CPM Techniques

Jul 18-19, 2013 Girish K. Agrawal 4

3 Strategic Corporate Social Responsibility

Jul 29 – Aug 1, 2013 Girish K. Agrawal 5

4 Integrated Watershed Management and Collective Enterprises

Aug 5-9, 2013 KV Raju Harekrishna Misra

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5 Developing Training Modules for Employees and Training of Trainers

Sep 3-6, 2013 Hitesh Bhatt 7

6 Practical Answers to Poverty – Marketing of Rural Products

Sep 10-12, 2013 Preeti Priya 8

7 Value Chain Management in Rural Enterprises

Sep 16-18, 2013 Harekrishna Misra KV Raju

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8 Performance Management System

Sep 17-20, 2013 Madhavi Mehta 10

9 Financial Decisions (Strengthening Tools) Sep 24-27, 2013 Paresh J. Bhatt Asmita H. Vyas

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10 Logistics Approach to Supply Chain Management

Sep 25-27, 2013 MV Durga Prasad 12

11 Everybody Wins: Negotiating Skills for Managers

Oct 7-11, 2013 Nivedita Kothiyal 13

12 Governance and Management of Producer Organizations

Oct 7-12, 2013 KV Raju Harekrishna Misra

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13 Energy Management in the Manufacturing Sector

Oct 8-10, 2013 Hitesh Bhatt 15

14 Data Management Skills

Oct 17-19, 2013 Anand Venkatesh Preeti Priya

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15 Contemporary Developments in Finance and Accounting Fields

Oct 21-24, 2013 Paresh J. Bhatt Asmita H. Vyas

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*16 Participatory Management and Governance of Decentralized Rural Domestic Water Supply and Environmental Sanitation

Oct 21-26, 2013 Pramod K. Singh

*17 IRMA Module of the ICA-Japan Training Course on Fostering Core Leaders of Agricultural Co-operatives 2013(I)

Oct 21 – Nov 17, 2013 Madhavi Mehta

18 22nd International Management Appreciation Programme for Voluntary Agencies

Nov 11 – Dec 6, 2013 Nivedita Kothiyal 18

*19 Governance and Service Delivery Issues in Rural Domestic Water Supply and Environmental Sanitation

Nov 18-23, 2013 Pramod K. Singh

20 Workshop on Marketing Modeling and Analytics

Nov 25-27, 2013 Preeti Priya Anand Venkatesh

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21 Financial Control in Co-operatives Nov 26-29, 2013 Paresh J. Bhatt Asmita H. Vyas

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22 Quality Management for Personal and Organizational Growth

Dec 2-4, 2013 Hitesh Bhatt 22

23 Strategy Implementation by Balance Score Card

Dec 9-12, 2013 Girish K. Agrawal 23

24 Team Building

Dec 9-12, 2013 SN Biswas 24

Sr. No.

Title of the Programme Dates Co-ordinator(s) Page No.

25 Areas of Cost Reduction in Dairy Co-operative Plants

Dec 10-12, 2013 Paresh J. Bhatt Asmita H. Vyas

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26 Communication for Effective Management

Dec 16-18, 2013 Hitesh Bhatt 26

27 Corporate Social Responsibility and Development

Dec 18-20, 2013 Nivedita Kothiyal 27

28 Practical Answers to Poverty – Marketing of Rural Products

Dec 18-20, 2013 Preeti Priya 28

29 General Management Programme

Jan 6-25, 2014 Hitesh Bhatt 29

30 Strategy Planning for Emerging Markets

Jan 7-10, 2014 Girish K. Agrawal 31

31 Personality Development

Jan 16-18, 2014 SN Biswas 32

32 Rural Livelihoods and Poverty Alleviation

Jan 20-24, 2014 Mukul Kumar 33

33 Waste Management in the Manufacturing Sector

Jan 29-31, 2014 Hitesh Bhatt 34

*34 Rural Development through Dairy Co-operatives in India

Feb 10-11, 2014 Ila Patel

35 Project Management

Feb 18-21, 2014 Hitesh Bhatt 35

*36 IRMA Module of the ICA-Japan Training Course on Fostering Core Leaders of Agricultural Co-operatives 2013(II)

Feb 19 – Mar 15, 2014 Madhavi Mehta

37 Social Entrepreneurship and Leadership for Transformation

Mar 18-22, 2014 KV Raju 36

38 Developing Leadership Skills

Mar 25-28, 2014 Madhavi Mehta 37

* Sponsored Programme

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PERT/CPM TechniquesJuly 18-19, 2013 (2 Days)

Programme Co-ordinator:Prof. Girish K. Agrawal

PERT/CPM techniques have beenconceptualized for effective and efficientimplementat ion of projects but theirapplicability and efficiency outcomes extendto a far greater range of activities includingind ividual job profi les irrespect ive offunctional content of the job. Training inthese techniques tends to improve overallefficiency of individuals in handl ing jobassignments and complet ion of tasksinvolving co-ordination with others

Contents

Planning, network bui ld ing, t imeestimation under uncertainty, andearliest project completion

Dealing with uncertainties

Network scheduling under resourceconstraints

Concept of act ivity crashing (CPMTechnique) and optimizing projectschedule

Introduction to MS Projects (2010)

Participants

Managers/team leaders assigned with goalachievements from all functional areas at alllevels of the organizat ion. Ind ividualswithout any formal managerialresponsibil it ies will also benefit from achange in orientat ion towards greatereff ic iency in d ischarging day- to-dayfunctions.

Participants from SHGs/volunteer workagencies would benefit more if the workcontent of participants includes resourceeconomizing, project planning, and timelyexecution of projects.

Resource Persons

Prof. Girish K. AgrawalProf. MV Durga Prasad

Deadline for Confirmation of Participation: June 30, 2013

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Strategic Corporate Social ResponsibilityJuly 29 – August 1, 2013 (4 Days)


Corporate social responsibi l i ty hasincreasingly drawn attention to the socialobl igat ions of economic organizat ions,which hitherto had been l imited tocompliance with legal structures. With anensuing legislation CSR spends have beenmandated to go up to a very significant levelof organizat ional expend iture . In theabsence of any organized academic literatureon the subject there is little clarity on whatconst itutes CSR beyond a minimalunderstanding of ‘doing good for society’ inthe immed iate manufacturing/ serviceenvironment of the organization.This programme aims at addressing theknowledge gaps regard ing the ‘socialimpl icat ions’ of corporate act ivity. Theprogramme contents are designed to coverthe entire gamut of corporate activity whichoverlap both societal concerns and corporatefinancial performance. The objective is toaddress societal well being in a way that alsoaddresses corporate performance goals.

Contents

Understanding social implications oforganizations’ Value Chain activities

Impact of value chain activities onfirm performance and social concerns

managerial frameworks addressingboth social and organization concerns

template for improving CSRperformance

Strategic Management of CSRactivities

Improving Balance Score Cardmeasures to include socialperformance

Participants

This program is aimed at seniorManagement personnel responsible forplanning at corporate and functional headlevels.

Resource Persons

Prof. Girish K. Agrawal

Deadline for Confirmation of Participation: June 15, 2013

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Integrated Watershed Management and Collective EnterprisesAugust 5-9, 2013 (5 Days)

Programme Coordinators:Prof. KV Raju & Prof. Harekrishna Misra

Integrated Watershed Management (IWM)aims to restore the ecological balance byharnessing, conserving, and developingdegraded natural resources such as soil,vegetative cover, and water. Watersheds needto be managed by the people so that they canderive tangible economic benefits frominvestments in the watersheds. Collectiveenterprises (CEs) are being increasinglyseen as instruments for communitymobil izat ion, product ion of marketablesurpluses , value add it ion and marketintegration leading to enhanced livelihoods.Group-based l ivel ihoods’ enhancementthrough CEs should rest on capabilities andassets of individuals and communities. Thismay be supplemented by enabling externalassistance for generating local employmentand economic opportunit ies lead ing tosustainable livelihoods.

Pedagogy

Through reflect ion and analysis of theirexperience and experience gained duringfield visits, participants will be able to get a

clearer understanding of the concept of IWMand practical methods that could enhancethe performance of collective enterprises.The programme will be conducted throughinteractive analysis, case studies, smallgroup d iscussions, presentat ions, andsimulated exercises. Participants will beencouraged to share their experiences.

Participants

The programme is intended for seniordevelopment professionals from NGOs, donoragencies, state departments, and others whoare concerned about integrated watershedmanagement and promotion of collectiveenterprises for enhancement of livelihoods.

Resource Persons

Prof. Harekrishna MisraProf. KV RajuProf. Madhavi MehtaProf. Paresh J. BhattProf. Pramod K. Singh

Deadline for Confirmation of Participation: July 15, 2013

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Developing Training Modules for Employees andTraining of Trainers

September 3-6, 2013 (4 Days)

Programme Co-ordinator:Prof. Hitesh Bhatt

Objective

More and more organizat ions wish todevelop in-house training modules for theiremployees and train them through their ownstaff members. This programme is designedto help meet these two object ives whilehelping an organization develop trainingmodules and also train their trainers.

Contents

Understanding the needs of skill-setsand knowledge-sets for various rolesin organizations

Understanding the gaps of the above-ment ioned that need to be f i l ledthrough training programmes

Developing area-wise trainingmodules to fill the above-mentionedgaps

Developing schedules , contents ,pedagogical tools , and locat ingresource persons to conduct thesetraining modules

Training the trainers in del iveringeffective programmes leading to valueaddition for the organization

Learning to take feedback andimproving the training programmeson a continuous basis

Participants

Officers from the department of HRD andother departments of an organization, whoare involved in developing various trainingmodules for their employees along withpersons al located to conduct trainingprogrammes within the organization.

Resource Persons

Prof. Hitesh BhattProf. KV RajuProf. Madhavi MehtaProf. SN Biswas

Deadline for Confirmation of Participation: August 15, 2013

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Practical Answers to Poverty – Marketing of Rural ProductsSeptember 10-12, 2013 (3 Days)

Programme CoordinatorProf. Preeti Priya

Once a producer decides to producecommodities for sale then he/she is makinga business decision. If the production is notmarket-based the enterprise is likely to losemoney and fail. This programme will enablethe participants to appreciate the role ofmarketing management in linking the poorwith markets and further provide knowledgeand ski l ls for improving the businessproduct ivity of producers throughmarketing.

Contents

Understand the four components ofmarket ing: Product, Price ,Distribution and Promotion

Evaluate how well the product orservice meets the needs of customers

Determine the best price for theproduct or service

Select the best way to distribute theproduct

Create new ways to promote thebusiness

Ident i fy ways of expand ing thebusiness and building market linkages

Solve the specific marketing problemsthat arise

Develop a marketing plan for a definedperiod of time

Pedagogy

Interactive Classroom lectures, sharing ofexperiences and discussions in the class,group tasks aimed at learning from simulatedenvironments; marketing exercises and casestudies will be deployed.

Participants

Professionals working on livelihood issuesand income-generat ing act ivit ies inGovernment departments, CSRs, NGOs, SocialEnterprises, and Producers’ Organizationswill find the programme advantageous.

Resource Persons

Prof. Anand VenkateshProf. Preeti Priya


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Value Chain Management in Rural EnterprisesSeptember 16-18, 2013 (3 Days)

Programme Co-ordinators:Prof. Harekrishna Misra & Prof. KV Raju

Managing value chain (VCM) has been achallenge for all enterprises despite thesound methods in place as far the supplychain management (SCM) is concerned.Informat ion and Communicat ionTechnologies (ICT) have paved the way foreffective SCM. However, value propositionsin each layer need to be assessed forensuring that stockholders and stakeholdersgarner desired benefits. Rural enterprises,particularly, face enormous challenges ofsustaining the value chain because of variousmarket cond it ions and other businessissues. Thus, there is a need to understandthe underpinnings of value chains in theentire enterprise life cycle.

Objectives

The programme would demonstrate theeffectiveness of management approaches in

dealing with problems related to VCM, SCM,and ICT adoption in managing enterprisedriven value systems.

Pedagogy

The programme will be conducted throughinteractive analysis, case studies, smallgroup discussions, and presentations.

Participants

Executives of enterprises, entrepreneurs,professionals from NGOs, producerorganizations, etc.

Resource Persons

Prof. Harekrishna MisraProf. Hitesh BhattProf. KV Raju


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Performance Management SystemSeptember 17-20, 2013 (4 Days)

Programme Co-ordinator:Prof. Madhavi Mehta

Performance management is a crit icalcomponent of achieving and maintaining theeffect iveness of ind ividuals andorganizat ions. The performancemanagement system covers the entire gamutof activities from performance planning toperformance enhancement. The presence ofsuch a system provides opportunit ies toindividuals and teams in the organization toreceive feedback about their performance.

The programme is designed to providepart icipants tools to develop acomprehensive understand ing of theperformance management system andcultivate or renew various skills related todesigning, implementing, and maintainingthe performance management system withintheir organization. The programme includesdesigning of systems and processesfacilitating individual performance leadingto enhanced organizational performance.

Objectives

To get an overview of theperformance appraisal system andvarious performance assessment toolsand techniques

To gain a deeper understanding ofsome of the bui ld ing blocks ofperformance appraisal such as goalsett ing , performance reviewdiscussion, performance feedback,performance-based incent ives ,mentoring and coaching, etc.

To gain an insight into some of thelatest tools, techniques, and methodsof performance managementincluding 360 degree feedback system,team appraisal, balance scorecard, etc.

Contents

Understand ing Various Levels ofOrganizational Performance

Performance Appraisal System: AnOverview

Goal Setting

Performance Review Discussion

Performance Feedback

Performance Based Incentives

Mentoring and Coaching

360 Degree Feedback System

Team Appraisal

Balanced Score Card

Pedagogy

The programme will be conducted throughinteractive lectures, case discussions andexercises . Sharing of experiences byparticipants forms a crucial component ofthe programme. A selection of videos will bescreened to help participants enhance theirunderstanding of some concepts discussedduring the sessions.

Participants

This programme will be useful for chieffunctionaries of small organizations as wellas employees handling the personnel/HRmatters (HR managers) in medium-largeorganizations.


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Financial Decisions (Strengthening Tools)September 24-27, 2013 (4 Days)

Programme Co-ordinators:Prof. Paresh J. Bhatt & Prof. Asmita H.Vyas

Objectives and Scope

Utilizing available information is not only anumerical exercise but also an art as muchas analyzing it in such way as to suit theimmediate and long- term needs of anorganizat ion while provid ing the bestavailable alternatives to management. Thisprogramme aims to provide this blendthrough a mix of conceptual discussions andpractical applications of various tools andtechniques available for decision-making inthe f ie lds of f inancial account ing,management accounting and control, andfinancial management.

Contents

Decision-making through analysis offinancial accounting statements likecash-flow analysis, rat io analysis,trend analysis , and common-sizestatements. As a refresher and/ orpreliminary grounding, there will alsobe a d iscussion on account ingconcepts and mechanics

Decision-making on working capital,assessment of working capitalrequirements, and integration withcash budgets

Capital investment analysis anddecision-making

Cost ing tools and techniques formanagerial decision making includingcontribution analysis, cost-volume-profit relat ionship, joint- productcosting, and target costing

Different environments for decision-making

Tools and techniques for monitoringand control l ing performanceincluding standard costing, varianceanalysis, and budgeting and budgetarycontrol

Major areas for decision-making

Pedagogy

The pedagogy would emphasizeparticipat ive learning and insights intopractical situations through lectures andcase discussions.

Participants

This programme is designed specifically formanagers and executives working with ruralsector organizations.

Resource Persons

Prof. Paresh J. BhattProf. Asmita H. Vyas

Deadline for Confirmation of Participation: September 10, 2013

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Logistics Approach to Supply Chain ManagementSeptember 25-27, 2013 (3 Days)

Programme Co-ordinator:Prof. MV Durga Prasad

Supply chain management and the closelyrelated concept of logistics are cornerstonesof competitive strategy, increased marketshare, and value for most organizations.Logistics is a critical part of the supplychain. The coord inat ion and, perhaps,integration of the logistics systems of allorganizat ions in the supply chain arenecessary requirements for successfulmanagement of the supply chain. Yetlogistics in a large number of organizationsis managed by people who have not had theopportunity of gaining professionalcompetencies in managing/integrating it.

Objectives

To enable participants understand theconcept of logistics in supply chainmanagement

To build an appreciation of issues,systems, and structures to integratevarious functions in an organization(or across the supply chain) throughlogistical approach

To famil iarize part ic ipants withtheoret ical issues and real l i feapplications in supply chain

To provide an opportunity for sharingorganizat ional experience amongparticipants

Contents

Role of logistics in the supply chain

Global dimensions of supply chain

Sup ply chain relat ionships ,performance, and financial analysis

Transportat ion system andmanagement

Inventory decision-making

Warehousing decisions

Network design and facility locationproblems

Pedagogy

Classroom interactive sessions

Case discussions

Group exercises

Participants

This programme is intended for managersinvolved with logist ics (d istr ibut ion,warehousing, transportation, etc.) in thesupply chain.

Resource Persons

Prof. Hitesh BhattProf. MV Durga PrasadProf. Paresh J. BhattProf. SN Biswas


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Everybody Wins: Negotiating Skills for ManagersOctober 7-11, 2013 (5 Days)

Programme Co-ordinator:Prof. Nivedita Kothiyal

Negotiation has become one of the mostimportant managerial skills at workplacesacross the world. The new organizationalforms are more dominated by task forces,project teams, and product groups within theorganizat ion, and as networks oforganizations in an endeavour to respond tohigh-paced turbulent changes happening inthe environment . The obverse of thisdevelopment is emergence of newer issuesin orchestrat ing work within theorganization, forging of t ies within thenetwork of organizations, and interfacingwith a more vibrant civil society. Effectivenegotiating skills are required for managersin such organizations to navigate throughuncharted waters. Similarly, for an individualin the organization, effective negotiatingski l ls can lead to better interpersonalrelationships and more enriching life/workexperiences. For professionals working indevelopmental context(s), this portrayal ofthe contemporary workplace and the worldis more of a reality than fiction, underscoringthe crit ical i ty of developing ef fect ivenegotiation skills. The end result would be asituation where “everybody wins”.

Objectives

To help part ic ipants deve lop ef fect ivenegotiating skills and orientation through in-dep th understand ing of negot iat ionprocesses, appreciate the context of eachnegotiating situation and, thus prepare fornegotiat ion, and effect ively manage theprocess and reach a mutually beneficialagreement with the other party. This wouldinclude developing insights into why and howconflicts arise in organizational settings andhow the resolution of confl icts througheffect ive negot iat ion is achievable. Theemphasis would be on carrying out“principled negotiations”.

Contents

What is conflict? Major causes of conflict Understand ing negot iat ion as a

peaceful conflict resolution method Types of negotiation – distributive

and integrative Levels of negotiations - interpersonal,

within teams, between teams,between organizations, at the level ofcommunity

Sub- processes of negot iat ions –negot iat ing style , cognit ion,emotional intel l igence,communication

How to negotiate Ethics in negotiation

Pedagogy

The programme will be conducted throughinteractive lectures, case studies, games,screening of videos and discussions, andexercises. The emphasis is on participatorylearning. Part ic ipants ’ sharing ofexperiences forms a crucial component ofthe programme.

Participants

This programme would be useful formanagement and development professionalsfrom NGOs, donor agencies, co-operatives,and government bodies.

Resource Persons

Prof. Hitesh BhattProf. KV RajuProf. Nivedita KothiyalProf. SN Biswas


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Governance and Management of Producer OrganizationsOctober 7-12, 2013 (6 Days)

Programme Co-ordinators:Prof. KV Raju & Prof. Harekrishna Misra

Producer organizat ions (POs) areincreasingly seen as instruments forenhancing the livelihoods of economicallymarginalized rural and tribal communities.Lijjat and Gambhira Joint Farming groupshave amply demonstrated the success of thisapproach. Mulukanoor in Andhra Pradeshand Amul in Gujarat are other successfulexamples. Livel ihood enhancement andpoverty alleviation programmes of severalstate governments have incorporated thisidea. This has helped establ ish producercompanies in Madhya Pradesh and otherstates. Basic ideas related to promotingeconomic enterprises such as value additionpossibilities, demand and supply conditions,viability of operations, costs-volume-surplus– relations, and implications for producerorganization management are some of thekey dimensions that need to be understoodwell for the effective management of suchenterprises.

Contents

Design of Producer OrganizationsAppreciat ive inquiry and learningprocess approaches for bui ld ing oncommunity strengths, rationale for POs,design concept for effective governance,ef f ic ient operat ing and equitabled istribut ion of costs-benefits , r isk-returns among memberships; and lessonsfrom successful and failed POs

Accounts and Finance ManagementUnderstand ing and interpret ingaccounting statements; typology of costs,breakeven and cost-volume-surplusrelat ionships; evaluat ing investmentdecisions, operating cycles and workingcapital management; equity-debtfinancing, importance of member capitaland capital structure, Du Pont analysis forassessment of business performanceevaluation

Marketing ManagementDemyst i fying of market ing andmarketing management; development ofmarket l inkages for commod ity andproduct marketing, and related issues

LeadershipProducer organizations are usually builtby visionary leaders, who play the role oftransformat ional leaders withoutignoring the importance of transactionalleadership. Transformational leadershipis more future-oriented and adds large-scale d imension to transact ionalbehaviours . This module helpsparticipants assess their leadership styleas well as their capabilities for playingthe role of transformational leadership.

Integrated Sup ply and Value ChainManagementRural enterprises face daunt ingchallenges in managing their resources,especially in the context of globalization.Value addit ions accrue with a robustl inkage with the market throughintel l igent networks and gain fromcollective strengths of enterprises. Thisvalue chain cal ls for a systemat icorganizational endeavour supported by arobust supply chain.

Pedagogy

The programme cal ls for intensiveengagement of part ic ipants in cased iscussions, group tasks to learn fromsimulated environments, and field visits.

Resource Persons

Prof. Harekrishna MisraProf. Hitesh BhattProf. KV RajuProf. Madhavi MehtaProf. Preeti Priya


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Energy Management in the Manufacturing SectorOctober 8-10, 2013 (3 Days)


Objectives

To develop an understanding of theimportance of energy management inmanufacturing and how it can providecompetitive advantage

To understand the concept of reduce,reuse, and recycle of all inputs; andunderstand measures for comparingoperations in an organization in thecontext of energy consumption

To understand issues related to carbontrad ing, trained manpower,cogeneration, and use of alternativesources like solar energy and liquidfuels from biomass

Contents

Introduction to energy managementand explaining its importance to thehealth of an organizat ion –understanding of profitabil ity, andl inking that with the concept ofreduce, reuse, and recycle

Energy efficiency of electrical units –eff ic ient use of power inmanufacturing processes – machines,l ighting, heating, air-conditioning,and effluent treatment plant

Energy efficiency of thermal utilities-– efficient utilization of steam, water,and electric ity in generat ion ofcompressed air, chilled water, and air-conditioning

Concept of energy audit, planning forenergy conservation and subsequentaction

Issues of waste heat recovery,cogeneration, use of solar energy, useof carbon trad ing, and trainedmanpower

Waste management in manufacturing:concept of BOD, COD, and i tscontinuous reduction by efficient wayof handl ing process ef f luents forreduction of power

Case studies

Pedagogy

Classroom lectures, sharing of experiencesand discussions, case studies, and visits toenergy efficient manufacturing companiesaround Anand.

Participants

Middle and senior level of f icers fromproduct ion and engineering sect ions ofprogressive manufacturing organizationsand public sector undertakings.

Resource Persons

Prof. Hitesh BhattShri BC Patel (certified energy auditor andenergy manager)Engineering and production persons frommanufacturing organizat ions that havebecome competitive by taking energy savingmeasures


16

Data Management SkillsOctober 17-19, 2013 (3 Days)

Programme Co-ordinators:Prof. Anand Venkatesh & Prof. Preeti Priya

A key chal lenge facing professionals isopt imal management of data . Theperspective has shifted from availability ofdata to optimal utilization and management.The rationale behind this programme is toenable organizations fully util ize the datathey may be col lect ing from in-housesurveys, agencies, and secondary sources.During this programme the endeavour wouldbe to share analytical tools and techniquesto make data “talk” while not losing track ofsimplicity.

The programme would provide amethodological framework for datamanagement and stat ist ical analysis ofsurveys and would cover:

Classifying and Measuring Data

Organizing Data

Tabulating, Charting, and GraphingData

Descriptive Statistical Analysis of Data

Measures of central tendency

Measures of dispersion

Gross tabulation

Measures of association

Multiple response analysis

Overlap analysis

Pedagogy

The programme will be conducted throughinteract ive sessions, case analysis , andgroup exercises. Computer exercises andhands-on exposure to the most widely useddata analysis software – SPSS – would helppart icipants grasp the nuances of datamanagement.

Participants

This programme intends to benefitdevelopment professionals from NGOs, donoragencies , co-operat ives , governmentdepartments, academics, and others who areconcerned with design, implementation, andanalysis of surveys or alternatively areconsumers of survey data.

Resource Persons



17

Contemporary Developments in Finance and Accounting FieldsOctober 21-24, 2013 (4 Days)

Programme Co-ordinators:Prof. Paresh J. Bhatt & Prof. Asmita H. Vyas

Recent years have witnessed majordevelopments in the field of finance andaccounting. Accounting standards are beingstrengthened and brought in l ine withinternational standards. The advent of IFRSis a landmark step in that direction. Modernmanagement accounting techniques such astarget costing, activity-based management,and major deve lopments in f inancialmanagement l ike r isk recognit ion,managerial options in capital budgeting, andderivatives as important risk managementinstruments are other examples. At the sametime, given the global financial crisis of 2007and 2008, there has been an ongoing debateamongst f inance pract it ioners andacademicians about the appropriateness ofthe existing tools and techniques.

The programme intends to provide a cuttingedge discussion on the above developmentsand issues.

Contents

The broad contents would include:

I. Financial Accounting:1. IFRS-Global convergence of

Accounting Standards2. Forensic Accounting3. Human Resource Accounting4. Accounting for Carbon Credit5. Revised Schedule VI of the

Companies Act

II. Cost and Management Accounting:1. Strategic Cost Management which

includes:1.1 Act ivity Based Cost ing and

Activity Based Management1.2 Life Cycle Costing and Target

Costing

2. Materials Cost Management andControl including:2.1 Just-in-Time

3. Performance Budgeting4. Business Process Re-Engineering

and Cost Engineering5. Cost of Quality6. Kaizen Costing7. Zero Based Budgeting8. Ethics in decision-making

III. Financial Management1. Capital Budgeting

1.1 Existing concepts1.2 Risk measure1.3 Managerial options1.4 Other developments

Pedagogy


Participants

This programme wil l be useful for thedecision-makers and personnel engaged infinance and accounting functions.

Resource Persons


Deadline for Confirmation of Participation: October 5, 2013

18

22nd International Management Appreciation Programmefor Voluntary Agencies

November 11 – December 6, 2013 (26 Days)


Managing voluntary organizat ions isbecoming increasingly complex andsophisticated given the changing context ofdevelopment . These organizations haverealized the need for superior understandingof development perspectives as well as theimportance of tools and technology fordevelopment management. Capacity buildingof managerial staf f of voluntaryorganizat ions is , therefore, crucial forenhancing managerial skills and leadershippotential.

This programme, offered by IRMA since1992, focuses on apprising participants ofthe new perspectives as well as strategic andoperational issues of managing NGOs/NPOs.The programme structure and contents arecontinuously revised and upgraded to bestmeet the needs of participants. VOLAG-MAPhas attracted a large number of participantsfrom India and other developing countriesincluding Afghanistan, Bangladesh, Nepal,Pakistan, Sri Lanka, Ethiopia, Kenya, andTanzania. In the last nineteen years IRMAhas trained more than 500 participants frommore than 175 NGOs through

VOLAG-MAP is a four-week ful l t imeresident ial internat ional programmedesigned to provide an overview ofmanagement functions required for theeffect ive management of developmentorganizations in an increasingly complex andchallenging global environment. Its specificobjectives are:

To provide an overview of thechanging context of development inthe global environment

To impart basic knowledge infunctional areas of management formanagement of developmentorganizations

To enable part ic ipants developanalyt ical and pract ical skil ls foreffective management of developmentorganizations

To provide a platform to participantsfor sharing their experiences asdevelopment practitioners to reflecton their own organizations and tolearn from each other

Programme Modules

Deve lopment Context and NGOManagement

Understanding Human Behaviour forManagerial Effectiveness

Marketing and Communication

Financial Management

Management of Development Projects(including LFA and MIS)

Organization and Management

Sustainable Livel ihoods andCommunity-Based Organizations

Besides the programme modules, there willbe several intensive workshops focusing onspecif ic aspects of management ordevelopment . The workshops wil l beorganized on the following themes:

19

Gender and Empowerment

Sustainable Financing

HRD-OD in NGOs

Microfinance

Social Innovation

Strategic Issues in DevelopmentOrganizations

Team Building

Development Act ion and Pol icyAdvocacy

Informat ion and Communicat ionTechnology

Pedagogy

Classroom sessions will be interactive withthe scope for case analysis and small groupd iscussions based on part ic ipants ’experiences. Audiovisuals on specific topicswill be used to enhance learning. VOLAGMAPwil l provide opportunit ies to enrichparticipants’ knowledge through sharing

learning with other developmentpract it ioners . F ield tr ips to NGOs/co-operatives in Gujarat will be organized toenhance learning on developmentmanagement in practice.

Participants

Ideal part icipants for VOLAG-MAP wouldinclude personnel from voluntaryorganizations in developing countries whosejob content is managerial rather thaninvolving direct implementation. They wouldbe human resources of NGOs/NPOs who co-ord inate the act ivit ies of many people,mentor younger entrants into the working ofthe organization, maintain critical interfacewith external agencies and, perhaps, managean entire project or programme for theorganization. Managerial staff of NGOs wouldbenefit from a formal exposure to theprinciples and applications of developmentmanagement, which form the core of thisprogramme. IRMA encourages nominationsfrom women managers in NGOs.

Resource Persons

Faculty members of IRMA and practitionersfrom different sectors

Deadline for Confirmation of Participation: October 15, 2013

20

Workshop on Marketing Modeling and Analytics November 25-27, 2013 (4 Days)

Programme Co-ordinators:Prof. Preeti Priya & Prof. Anand Venkatesh

Market ing problems are inherentlymultidimensional. We describe consumersalong a variety of dimensions. We evaluatecollaborators, competition, consumers andcompany along a variety of dimensions. Wedescribe brands with respect to severalattributes and benefits. Multivariate analysisfacilitates approaching and comprehendingthese mult id imensional market ingproblems. In a rapidly evolving, data-focusedbusiness environment to exposingmarket ing professionals to advancedanalysis techniques becomes imperative.The course workshop intends to

expose participants to a selected setof multivariate statistical tools (FactorAnal ysis , Cluster Anal ysis , ANOVA,Regression, Conjoint Analysis, AHP,etc.) and develop capabil it ies forap plying the same to a range ofmarketing phenomena

provide part ic ipants with anopportunity to gain experience usingthe latest PC-based stat ist icalsoftware in concrete market ingmanagement situations

Pedagogy

Apart from having an understand ing ofmarketing principles, marketing researchand elementary stat ist ical analysis , theprogramme requires participants to have anappreciation for the role of quantitat iveresearch in marketing decision-making. Theprogramme wil l be conducted throughinteract ive sessions, case analysis , andgroup exercises. Computer exercises andhands-on exposure to most widely used dataanalysis software -SPSS - would helppart icipants grasp the nuances of dataanalysis. It is desirable that participantsbring their laptops with SPSS.

Participants

This programme will benefit marketingprofessionals and academics concerned withmodell ing of marketing phenomena andunearth the relat ionships hidden inmarketing data.

Resource Persons


Deadline for Confirmation of Participation: November 5, 2013

21

Financial Control in Co-operativesNovember 26-29, 2013 (4 Days)

Programme Co-ordinators:Prof. Paresh J. Bhatt & Prof. Asmita H.Vyas

Scope

In view of the increased strategic needs oforganizations and the acute need of utilizingtheir resources to the op t imum it hasbecome even more imperative to effectivelyuse the tools and techniques of accounting,costing, budgeting and control, and financialmanagement for proper planning, controland decision-making. Accord ingly, thisprogramme provides a broad-based exposureto account ing, f inance, cost ing andbudgeting for those who need economicinformat ion to make decisions andjudgements about businesses in the dairysector deploying the co-operative format. Itis aimed at providing an understanding andpractical application of the main concepts inthe above fields for optimal decision-making.

This programme is designed specifically formanagers and executives working in dairyplants and corporate off ices in the co-operative sector.

Objectives

To provide an overview of accounting,finance, and costing functions in dairyco-operatives

To help participants to be effective infunctions involving multidisciplinarytasks

To help participants in evaluating theimpact of managerial decisions on theorganizations’ revenues, costs, andsurplus

To provide skil ls for analysis andinterpretation of financial statements

To enable ef fect ive interact ionbetween managers in finance andaccount ing and other funct ionaldisciplines of the organization

Contents

Accounting concepts and mechanicsgoverning preparation of financialstatements

Analysis of financial statements

Working capital management

Time value of money

Capital expenditure analysis- returnon investment, payback period, netpresent value, internal rate of return,debt service coverage ratio

Essentials of product costing

Cost-Volume-Profit analysis

Flexible budgeting, variance analysis,and control

Pedagogy


Participants

This programme is designed for managersand executives working in or for the dairyco-operative sector.

Resource Persons



22

Quality Management for Personal and Organizational GrowthDecember 2-4, 2013 (3 Days)


Too many people accept scrap, rework,delays, and missed deadlines as normal. Thisattitude can be changed if managers aremotivated to pay more attention to thesystems and processes, for which they areresponsible . A process essent ial lytransforms inputs into outputs, some ofwhich are desirable and some not. In orderto ensure that we have more desired outputsand fewer rejects and products requiring re-work we will have to shift the focus frommanaging the end product to managing theprocesses that deliver a product.

The process management approachappreciates variations in people (person toperson and within person from t ime tot ime), variat ions in bought-out and in-process materials, variations in machineryand equipment, variat ions in methods,variations in environment – both physicaland psychological – and variat ions inmeasurement systems. The goal of processmanagement is to break down anorganization’s activities into processes andmonitor them in order to align them with itsstrategic goal of remaining competit ive.Understand ing the concepts of qual i tymanagement can possibly help a person leada better life as one can undergo a paradigmshift (personal transformat ion) whilelooking at everything around one’s self.

Contents

What is quality? How to attain it? Howto retain it?

How does an organizat ion adop tquality principles, achieve product/service qual i t ies , retain i t, andimprove upon it?

How to develop the mindset forquality?

What is quality management?

What are various quality principles,qual i ty parad igms, and qual i tymovements?

What kind of tools , ski l ls , andexpertise are required to be developedand or acquired to cont inuouslyimprove in whatever one is doing?

Pedagogy

Interactive classroom lectures, sharing ofexperiences and discussions in the class,case studies, and simulation game will beused.

Participants

Middle and senior level of f icers frommanufacturing and service organizations,publ ic sector undertakings, governmentorganizations, NGOs involved with addingvalue in the entire value chain.

Resource Persons

Prof. Hitesh BhattProf. SN Biswas


23

Strategic Implementation by Balance Score CardDecember 9-12, 2013 (4 Days)


Any planning strategy requires an effectivemotivational framework and performancemeasurement, each of which is then alignedto clearly-articulated financial goals. TheBalance Score Card (BSC) helps align theorganizational mission and its objectiveswith value chain activities and corporateperformance in a measurable way.This programme is aimed at coveringstrategic management and implementationusing the Balance Score Card technique.Various modules cover the understanding offramework and sound implementat ionmethodologies with regard to case studiesfor their successful and ongoingimplementation.

Contents

BSC- a theoretical framework

Strategic Management Process

Value Chain activities and Impact onFinancial Statements

Alignment – a source of economicvalue

Al igning f inancial and customerstrategies

Managing the alignment process

Participants

This programme is useful for executiveshailing from all levels of an organization.Voluntary and social service sectororganizations may also benefit from it byimplementing the BSC technique, even in alimited way, by tying up value chain activitieswith correct incentives and performanceoutcomes.


24

Team BuildingDecember 9-12, 2013 (4 Days)

Programme Co-ordinator:Prof. SN Biswas

There is an increasing trend in terms ofusing team bui ld ing techniques forparticipatory rural development. Whether inbusiness or voluntary activities we workwith other people who have unique skills tocontribute to the overall performance of theorganization. The leader needs to build ateam out of the group she/he has in order tobring about the best possible outcome forthe organizat ion as well as ind ividualsinvolved in the activity.

Objectives

To provide an overview ofpart icipatory processes inorganizations

To provide teambuild ing as aneffective tool in participatory process

To provide a comprehensive picture ofeffective team

To impart knowledge on structuring ofteams

To impart ski l ls in bui ld ing andmaintaining an effective team

Contents

Team build ing as a tool in thepart icipatory process oforganizations

Teams within the organization

Essentials of an effective team

Contingency factors in teamwork

Teams that work and that don’t

Clearing perceptual blocks

Listening as a bui ld ing block toeffective team building

Art of receiving and giving feedback

Behaviour-Role Analysis InducedNegotiation System (BRAINS)

Promoting creative thinking

Creating the glue that binds the team- sharing ideology

Managing conflicts in teams

Decision-making and problem solvingin teams

Conducting team meetings

Effective team leader as a facilitator

Action planning

Pedagogy

Interact ive lectures , case d iscussions,exercises, and role-plays. Films on dynamicsof team build ing wil l complement theaforement ioned. Throughout theprogramme, participants will be encouragedto share and learn from each other’sexperience. The emphasis across all sessionswould be on post-training action plan.

Participants

The programme is intended for senior andmiddle- level professionals from co-operat ives , NGOs, donor agencies , andgovernment bodies.

Resource Persons

Prof. Hitesh BhattProf. Madhavi MehtaProf. Nivedita KothiyalProf. SN Biswas


25

Areas of Cost Reduction in Dairy Co-operativesDecember 10-12, 2013 (3 Days)

Programme Co-ordinator:Prof. Paresh J. Bhatt & Prof. Asmita H. Vyas

While aiming at providing quality productsto consumers at competitive prices alongwith good f inancial returns to societymembers, co-operative dairy organizationswill have to monitor, control, and reducevarious elements of the cost.

It has become imperative, therefore, for thepersons who handle scarce resources in allthese functions to be conversant with thecost incidence of processes undertaken andthe relevance of activities being carried outwhich are consumers of cost . This isexpected to lead to cost control andreduction.

Contents

Identifying the nature of cost incurredin the organization

Visible and invisible cost

Controllable and non-controllable cost

Cost-benefit analysis in decision-making

Tools and techniques of cost controland reduction including zero-basedbudgeting and budgetary control

Activity Based Cost ing (ABC) andActivity Based Management (ABM)

Cost of quality and Kaizen costing

Discussion on areas of cost controland cost reduction

Pedagogy

Part icipative learning and insights intopractical situations through lectures, andcase discussions.

Participants

This programme will be useful for decision-makers and others engaged in variousfunct ions of dairy plants and corporateoffices.

Resource Persons



26

Communication for Effective ManagementDecember 16-18, 2013 (3 Days)


Communication is one of the main planks onwhich organizational success rests in today’stough business environment . Ef fect ivecommunication skills have become essentialfor enabl ing professionals achieve theexacting levels of performance demanded ofthem. Apart from the practical aspects, anunderstand ing of basic concepts ofcommunicat ion can further assistprofessionals to communicate skillfully andpersuasively.

Communication between different levels ofemployees provides information necessaryto get the work done effect ively andefficiently. During this programme the basicconcepts of communicat ions wil l bepresented includ ing: interpersonalcommunicat ion processes , methods ofcommunicat ing, barriers to ef fect ivecommunication and ways to overcome thesebarriers, organizational communication,managerial communication, and types ofcommunication application.

Objectives

To understand d i f ferent types ofcommunicat ion – interpersonal,intrapersonal, organizat ional, andmanagerial

To strengthen abil ity in l istening,thinking, and conveying thoughts toothers

To develop a logical ap proach tosolving problems throughcommunication

To appreciate various applications ofcommunication in an organization

Contents

Fundamentals of the communicationprocess

Active listening Giving and taking feedback Communicating with other individuals Communicating with teams Communicating with senior managers Communicating under pressure Organizational communication Communicating change Managing conflicts at workplace Improving effect iveness in groups

(communicating during the decision-making process)

Managing meetings Making an effective oral presentation Coaching, mentoring, lead ing,

coordinating, and problem solving

Pedagogy

Interactive classroom lectures, sharing ofexperiences and discussions, case studies,video cl ips . Part ic ipants ’ sharing ofexperiences forms a crucial component ofthe programme.

Participants

This programme is specially designed forprofessionals working in cooperat ives ,NGOs, funding agencies, and governmentdepartments.

Resource Persons



27

Corporate Social Responsibility and DevelopmentDecember 18-20, 2013 (3 Days)


Background

Corporate social responsibil ity (CSR) hasbeen on the horizon for more than fivedecades now. It has expanded immensely inrecent years , and has mutated sofundamentally that the newer developmentsin the field have been labeled variously as‘Modern CSR’ or ‘Contemporary CSR’. The‘new’ CSR has been fuelled by the forces ofglobal izat ion, l iberal izat ion, andprivatizat ion. It is , more often, led andshaped by a competitive spirit and promptsproactive action. It has scaled itself from localto global and includes multiple actors likeMNCs, Civil Society Organizations, and theState. The contemporary focus is on whether,through CSR development, challenges can bemet and issues such as environment andcl imate change, social welfare , globalpoverty, human rights, and labour standardsbe addressed. At the level of a firm, thebusiness case for conducting a CSR is oftenmade by invoking arguments related toenhanced compet it ive advantage, goodcorporate reputat ion, posit ive investorrelations and more licence to operate, betterstaff attraction, retention, and morale. Onthe other hand, this spurt in the ‘new’ CSRhas been linked with the advent and spreadof Neoliberalism. The business case of doingCSR has been critiqued on grounds of beingmerely a public relations tool to enhance thecompany image. The failure to provide anyguidance in conflictual interest situationssuch as core labour rights including freedomof associat ion, r ights of ind igenouscommunities in case of extractive industries,and the absence of gender, class and raceissues in CSR init iat ives , are othersignificant lines of critiques.

Objectives

To help participants develop a conceptualunderstanding of the domains of CorporateSocial Responsibility and Development andenhance analyt ical ski l ls required totranslate CSR in Development into practice.

Contents

What is CSR – historical roots of CSRin India and globally

What is Deve lopment – currentdiscourses and debates

Management-based approaches – howto implement and manage CSR inorganizations

Measurement of CSR – can wemeasure CSR, and if so, how?

CSR as a competitive advantage, as thedriver of innovation

CSR as a communication project Critical approaches – what is wrong

with CSR CSR and society

Participants

This programme is designed for developmentprofessionals from NGOs, central and stategovernments, co-operatives, PSUs, otherdevelopment organizations such as CSRfoundations and donor agencies working inCSR or related fields.

Pedagogy

The programme will be conducted throughinteractive lectures, group discussions/exercises, and case studies. Pedagogy willemphasize part ic ipat ive learning andinsights from exist ing experiences andpractices.


28

Practical Answers to Poverty – Marketing of Rural ProductsDecember 18-20, 2013 (3 Days)

Programme CoordinatorProf. Preeti Priya

Once a producer decides to producecommodities for sale then he/she is makinga business decision. If the production is notmarket-based the enterprise is likely to losemoney and fail. This programme will enablethe participants to appreciate the role ofmarketing management in linking the poorwith markets and further provide knowledgeand ski l ls for improving the businessproduct ivity of producers throughmarketing.

Contents

Understand the four components ofmarket ing: Product, Price ,Distribution and Promotion

Evaluate how well the product orservice meets the needs of customers

Determine the best price for theproduct or service

Select the best way to distribute theproduct

Create new ways to promote thebusiness

Ident i fy ways of expand ing thebusiness and building market linkages

Solve the specific marketing problemsthat arise

Develop a marketing plan for a definedperiod of time

Pedagogy

Interactive Classroom lectures, sharing ofexperiences and discussions in the class,group tasks aimed at learning from simulatedenvironments; marketing exercises and casestudies will be deployed.

Participants

Professionals working on livelihood issuesand income-generat ing act ivit ies inGovernment departments, CSRs, NGOs, SocialEnterprises, and Producers’ Organizationswill find the programme advantageous.

Resource Persons



29

General Management ProgrammeJanuary 6-25, 2014 (20 Days)


This three-week long intensive programmeis designed to meet the needs of managerialpersonnel working in middle managementpositions in co-operatives, public sectorundertakings , and governmentorganizations. Hundreds of middle and seniorlevel managers from co-operatives engagedin rural development work have been trainedin many GMPs conducted so far.

Today’s global economy calls for multifacetedleaders who have a more holistic view oftheir operations, who can spot emergingopportunities, and who can navigate alleconomic environments. In response, GMPhelps participants master new skills, explored iverse perspect ives , and develop newleadership styles- transforming them intooutstanding business leaders who can leadtheir organizat ions with new ski l ls ,judgment, and confidence.

The GMP provides a set of management andleadership ski l ls enabl ing managers tocomplete their roles and responsibil ities.This will be appropriate for those withoperational or technical backgrounds whonow find they are managing others. It canalso be excellent training for newly promotedstaff, as well as a valuable resource for themore experienced manager.

Experiences from India and abroad suggestthat short durat ion managementprogrammes, such as the GMP, make suchmid-career transit ions smoother andpurposeful. Such programmes also equipprofessionals with tools for pursuing theirprofessional and personal growth in thecontext of changing organization priorities,needs, and objectives with renewed vigour.

What GMP Can Offer

The GMP focuses on developing managerialcapabilities, leadership qualities, and thecommunication skills of participants. Thedesign, approach, and learning material usedin the programme broadly reflects IRMA’sbelief that providing control to the ruralpeople over resources and technologies fordevelopment through member-governedorganizations is the most potent instrumentof rural development. The learning methodsinclude lectures, seminars, action planningworkshops, and interaction with visitingscholars and managers. Much emphasis islaid on exposure to simple but effect iveconcepts and techniques constituting thecore of general management education. Atthe same time, part icipants are providedwith managerial tools and methods tofurther their competence in the area of theirspecialization.

A professional considering participation inthe GMP may expect following benefits:

A broadened perspective of the formalorganization as an integrated socialsystem and the role of a manager insuch a system

An increase in managerialcompetence and ski l ls in onesfunctional area

An improvement in written and oralcommunication skills

Strengthening of one’s operationalplanning skills and competencies

An improvement in interpersonalskills to work as an effective teammember

30

Ap preciat ion of the inter-relationships between organizationalperformance and larger social goals

Participants are l ikely to return to theirorganizations with analytical skills needed toidentify, frame, and solve complex problems,the confidence needed to make importantdecisions, and the leadership skills needed todrive fundamental change in an uncertainworld. In short, this programme is designedto maximize the impact a participant makeswhen he or she gets back to work.

Contents

The programme is divided into three phases,each focusing on a separate theme. Thephases are sequential and each phase buildsprogressively on the learning that takes placeduring the earlier phase.

The first phase focuses on understandingthe social and pol it ical contexts , anddeveloping basic analytical techniques fordata analysis and problem solving, providingcompetence to understand self and others,strengthening the communication skills, andexposure to the use of personal computers.

The second phase focuses on exposingparticipants to all functional areas of ruralmanagement with a view to acquaintingthem with the basics of these areas and toenable them to appreciate the role of each ofthese functions in the overall managementof co-operatives.

The third phase is essentially integratingthe two previous phases. It focuses onenabl ing part ic ipants to use concepts ,techniques, and skills learned during the firsttwo phases to understand the functioning ofan organization as a whole.

Pedagogy

Interactive classroom lectures, sharing ofexperiences and discussions, case studies,and video cl ips. Part icipants’ sharing ofexperiences forms a crucial component ofthe programme.

Participants

The GMP is designed for middle- levelexecutives from co-operatives, public sectorundertakings (PSUs) , and governmentorganizations who are likely to move intogeneral management positions in the nearfuture. Sponsoring organizations may keepthis point in view while nominat ingexecutives for the programme. Since thelanguage of instruct ion is Engl ish ,part ic ipants must have a reasonableknowledge of English to handle the readingassignments , case analyses , and classdiscussions.

Resource Persons

Faculty members of IRMA and practitionersfrom different sectors

Deadline for Confirmation of Participation: December 15, 2013

31

Strategy Planning for Emerging MarketsJanuary 7-10, 2014 (4 Days)


Emerging markets like India pose a dynamicchal lenge to organizat ions engaged ineconomic activity, both in the service andmanufacturing sectors . In any case , aconstantly changing regulatory structure inthe context of taxat ion, priorit ies , andincentives pose a challenge to long-termplanning. The dynamics of compet it ionranging from the monopolistic to perfectdependence on industry pose a far biggerchal lenge, however. Technology is yetanother changing variable . In such ascenario, entrepreneurship is not merely arobust product/ service idea and/or a robustbusiness model. I t a lmost becomes anongoing management process requiring thedesigning of appropriate strategies andcal ibrat ing them to accommodate thedynamic environment . The select ion ofstrategies based on universal concepts whilemarkets are characteristically different ind iverse industries leads to ind if ferentoutcomes for organizations.

This programme will cover topics based onunderstanding the business landscape, thenuanced perspective of markets in emergingeconomies and finally, the strategies ofsuccess in various market cond it ionsincluding those currently mandated underthe title of CSR.

Programme Coverage

Understanding the business landscape

Emerging economy market structuresand sources of market imperfections

Designing Strategies for emergingmarkets

Understanding strategic CSR

Designing appropriate Value Chain

Measuring Value Chain design onfinancial statements

An appropriate performancemeasurement framework

Participants

This programme is meant for senior-levelexecutives and/or organization strategyplanners entrusted with the task of shapingthe future of organizations. Entrepreneursinterested in social enterprises includingheads of producer organizations will alsofind the programme useful for understandingthe cond it ions precedent to creat ing asuccessful enterprise.

Resource Persons

Prof. Girish K. AgrawalProf. Vanita Yadav


32

Personality DevelopmentJanuary 16-18, 2014 (3 Days)

Programme Co-ordinator:Prof. SN Biswas

Attractiveness and magnetism of man’s personality is the result of his inner radiance.- Yajur Veda

Personality is the sum total characteristic ofa person influencing his or her interactionwith the external world. Personality affectsall aspects of the lives of individuals. Theefficiency of individuals both in transactingthe web of personal and professionalrelationships and in executing functionalefficiency depends on their personal ity.Recent theories of personal ity, broadlyclassified as optimistic theories (social-cognit ive theories, humanist ic theories,personal construct theories, etc.) suggestthat the personality may be modified to alarge extent to make individuals more self-efficacious, adapt to the changing externalenvironment, and function effectively intheir personal, social, and professional life.

Contents

Reducing negativity and developingpositive attitudes to life

Developing communication skills

Developing better interpersonalrelationships with others

Resolving conflicts in relationships

Managing time effectively

Developing assertiveness

Developing self-efficacy

Setting priorities in life

Planning for decision-making

Pedagogy

The programme involves interactive lectures,case discussions, exercises, and role plays.Selected video films will complement theaforement ioned. Throughout theprogramme, participants will be encouragedto share and learn from each other’sexperience.

Participants

This programme is designed to help peoplein organizat ions who are in gainingconfidence and effectively transact in theirenvironment. It is particularly targeted atpeople in leadership posit ions inorganizations. However, anyone interestedin se lf -development is encouraged toparticipate.

Resource Persons



33

Rural Livelihoods and Poverty AlleviationJanuary 20-24, 2014 (5 Days)

Programme Co-ordinator:Prof. Mukul Kumar

The condition of the rural poor and ruralpoverty has improved in some parts of theworld. Yet even today poverty in rural areasremains the most important developmentalproblem. An important strategy foraddressing the problem is to take up the pathof growth and structural change that couldlead to better conditions for human livingand gainful employment for people invillages. A related strategy is to push formore productive portfolios of livelihoods forthe poor. This could be enabled through acombination of state interventions, efforts ofthe poor, and efforts made by civil societyorganizations.

This programme is expected to bringconcep tual and empirical aspects oflivelihoods into focus that would help addresspoverty in an effective manner. It woulddiscuss different frameworks on livelihoodsbefore embarking on empirical assessmentsof livelihoods in rural areas. The aim wouldbe to make participants familiar with thediversit ies and specificities of povertiesproduced in rural areas arising from thevariability in assets’ structures, productivityof assets, skill sets, and social networks.

Contents

Frameworks on livelihoods

Growth, development, and poverty

Multiplicity of sources of livelihoods

Sustainable and unsustainablelivelihoods

Ways to mod ify and upgradelivelihoods

Strengths and weaknesses of differentapproaches

Pedagogy

The programme will be conducted throughlectures, interactive sessions, case studies,small group discussions, and presentations.Participants will have the opportunity toref lect on insights from the f ie ld andliterature. The core strategy throughout theprogramme is aimed at ensuring learningthrough interactive experience.

Participants

This programme is designed for senior/middle level development professionals andfor all those who are concerned about themanagement of poverty al leviat ion andsafety net programmes for the poor.Professionals working on issues of foodsecurity and livelihoods can also enrich theirknowledge through this programme.Representat ives from governmentdepartments, donor agencies, corporatehouses engaged in corporate socialresponsibi l i ty and publ ic- privatepartnerships, NGOs, farmers’ organizations,act ivists, researchers, and academiciansstand to benefit from the programme.

Deadline for Confirmation of Participation: January 5, 2014

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Waste Management in the Manufacturing SectorJanuary 29-31, 2014 (3 Days)


Objectives

To develop an understanding of theimportance of waste handling andmanagement in manufacturing andhow it can provide compet it iveadvantage

To understand the concept of reduce,reuse, and recycle of all inputs; andunderstand measures for comparingoperations in an organization in thecontext of existing waste levels and itssubsequent reduction

To understand issues related totrained manpower

To visit organizations around Anandthat have adopted efficient wastehandling and management practices

Contents

Introduction to waste managementand explaining its importance to thehealth of an organizat ion –understanding of profitability; linkingthe latter with the concept of reduce,reuse, and recycle

Understanding the legal framework inmanaging waste

Concept of waste audit, planning forwaste reduct ion and subsequentaction

Issue of trained manpower

Converting waste products into moneyfor the organization

Waste management in manufacturing:concept of BOD, COD, and i tscont inuous reduct ion throughefficient ways of handling processeffluents for the reduction of power,water, and chemicals, designing ofsuitable effluent treatment plants

Case studies

Pedagogy

Interactive classroom lectures, sharing ofexperiences and discussions, case studies,and visits to manufacturing companiesaround Anand handling waste efficiently.

Participants

Middle and senior level of f icers fromproduct ion and engineering sect ions ofprogressive manufacturing organizations.

Resource Persons

Prof. Hitesh BhattPract it ioners from manufacturingorganizations that have become competitiveby taking waste management measures


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Project ManagementFebruary 18-21, 2014 (4 Days)


This programme will enable participants tounderstand the underlying need of having aproject for an organization and also providethe knowledge and skills essential for theidentification, selection, implementation,monitoring, control, evaluat ion, andtermination of a project.

Contents

Understand ing the need for theProject clearly

Project Life Cycle

Project Identification

Project Selection and Analysis

Project Formulation and Appraisal

Project Implementation Planning

Issues in Project Implementation

Project Monitoring, Control, andEvaluation

Project Risk Analysis andManagement

Project Management Software

Pedagogy

Interactive classroom lectures, sharing ofexperiences and discussions in the class, andcase studies will be used.

Participants

Middle and senior level of f icers fromgovernment organizat ions, NGOs,manufacturing and service organizationsinvolved with projects and programmes.

Resource Persons

Prof. Hitesh BhattProf. SN Biswas


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Social Entrepreneurship and Leadership for TransformationMarch 18-22, 2014 (5 Days)

Programme Co-ordinator:Prof. KV Raju

There is an urgent need to anticipate andrespond to challenges at micro, meso, andmacro levels through participation in anorchestrated manner to counter the forcesof marginal izat ion and achieve betterdistributive justice. Adequate response on arequisite threshold leve l seems to beimpossible without a paradigm shift in theperspectives and ideas governing three keyareas: entrepreneurship, leadership, anddecision-making in our society.Entrepreneurship and enterprises require tobe social ly orient ing and guiding byenl ightened se lf - interest and not self -interest; leadership needs to be service-oriented and guided by pursuit of thecommon good; and decision-making needs tobe ethically-oriented and guided by rightvalues. This programme is offered to triggerthinking in these directions.

Objectives

Challenges of social entrepreneurshipand transformational leadership

Equip participants with frameworksand tools

Sensit ize participants to issues anddilemmas in ethical decision making

Motivate participants to play the role ofleaders in societal transformation

Hosmer stated five conclusions concerningthe complexity of ethics in decision making:most ethical decisions have extended

consequences; multiple alternatives; mixedoutcomes; uncertain consequences; andpersonal implicat ions. This programmeintroduces part icipants to the concepts,practices, and challenges in ethical decisionmaking, social entrepreneurship, andtransformational leadership.

Pedagogy

During this programme, participants willanalyze social transformation issues, reflectand strive for a better understanding ofmarginal izat ion and how to generatecountervail ing forces by organizing andmobilizing at a requisite scale. Participantswill be able to get a clearer understanding ofboth concepts and practical methods.

A mix of interactive analysis, case studies,small group discussions, presentations andsimulated exercises will be used. Participantswil l be encouraged to share theirexperiences which will be used to reflect,analyze, and learn. One or two short fieldvisits are part of the programme tosupplement experient ial base ofparticipants.

Participants

The programme is intended for seniordevelopment professionals from NGOs, donoragencies, state departments, and others whoare concerned and rest ive about socialtransformation and want to do more in theirrespective roles.

Deadline for Confirmation of Participation: February 28, 2014

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Developing Leadership SkillsMarch 25-28, 2014 (4 Days)

Programme Co-ordinator:Prof. Madhavi Mehta

“Leadership is the art of getting someone else to do something you want done becausehe wants to do it.” - Dwight Eisenhower

This quote points at two very critical aspectsof effective leadership – ability to create avision and abi l i ty to garner people ’scommitment towards the vision. The currentt imes also necessitate the need for“leadership” to be a widespread virtue andnot a prerogative of the privileged few. Whatwe as a society need is leadership at variouslevels within the organizations as well ascommunity at large.

Leadership thought has evolved over timefrom the state when it was a widespreadbelief that “Leaders are born” to the currentstate when leadership is seen as a set ofbehaviours that can be learnt . Thisprogramme aims at providing opportunitiesto part ic ipants to understand currentleadership thought and its evolution as wellas to d iscuss some behavioural andsituat ional theories of leadership. Theprogramme also intends to help participantsdevelop se lf-awareness towards theirleadership style preferences and leadershipeffectiveness.

Contents

Evolution of leadership thought

Behavioural and situational leadershipmodels

Assessment of leadership styles andskills

Leadership for transformation

Leadership communications: One-on-One, with groups, meetings

Team leadership skills

Leadership mistakes that must beavoided and why

Participants

This programme would be useful for thosein small, medium-sized or big organizationswho have the responsibility of influencingpeople, be it their own team or the team atthe community level.

Pedagogy

The programme will be conducted throughinteractive lectures, case discussions videos,and exercises. Some instruments would beused for developing self-awareness amongstthe participants regarding their leadershipstyle preferences and leadership ski l ls .Sharing of experiences by the participantsforms a crucial component of theprogramme.

Resource Persons

Prof. Hitesh BhattProf. KV RajuProf. Madhavi MehtaProf. SN Biswas

Deadline for Confirmation of Participation: March 10, 2014

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Ajay Dandekar([email protected]) holds aPh.D.(JNU). Dr. Dandekarjoined IRMA in 2008 in thearea of Social Sciences. Hisresearch interests includeAgrarian Crisis, Nomadic

and denotified Tribes, and DevelopmentStudies . His recent area of research isfarmers’ suicides , oral trad it ions andpastoral nomads in the liberalized world. Hehas publ ished papers in nat ional andinternational forums. At present he is ondeputation as Professor to the School ofSocial Sciences, Central University, Gujarat.

Anand Venkatesh([email protected]) holdsa Ph.D. from the Universityof Mumbai. He has 18 years’experience in teaching andresearch. His key area ofresearch is transportation

economics. Projects handled by him includedisability access, productivity and efficiencyanalysis, econometric modeling of transportservices, market selection, etc. Recently hewas associated with the University ofPretoria where he conducted research onmodel ing rural travel behavior. He hasundertaken Management DevelopmentProgrammes in marketing research, surveyanalytics, data management skills, etc.

Asmita H. Vyas([email protected]) is aFellow of the Inst i tute ofChartered Accountants ofIndia and a law graduate. Shehas over 16 years ’experience teaching courses

on f inancial account ing and aud it ing.Taxation and Commercial laws are her otherareas of interest. She has been associatedwith KBS, Vapi, and has been visiting facultyto various institutions including the studycentres of Gujarat at ICAI of India and ICWA.Prof. Vyas has also had exposure to theindustry as a chartered accountant. She haspresented papers at several national andinternational conferences.

Faculty Profile

Atulan Guha([email protected]) holdsa Ph.D. and is a developmenteconomist with about nineyears of experience inresearch, advisoryassignments, teaching, and

training. He special izes in the areas ofeconomic policy and theory, public finance,labour and employment, and regionaldevelopment. He has a strong background inempirical research including time series andpanel data based econometrics and survey-based stud ies . He has authored manyresearch art ic les and a book. He wasassociated with the Kerala State PlanningBoard, Thiruvanathapuram and has helpedprepare the 11th five year plan for the state.

Debiprasad Mishra([email protected]) holds aMaster’s Degree in PoliticalStudies from the JawaharlalNehru University, NewDelhi, and is a Fellow of theInd ian Inst i tute of

Management, Ahmedabad. Most of his recentwork has been on governance andmanagement of public and not for- profitorganizations, decentral ization and localgovernance, and marketing and society. Hehas over 22 years of teaching and researchexperience. He has been serving on thegoverning boards and advisory committeesof various NGOs and has done severalconsulting assignments for national andinternational organizations.

Girish K. Agrawal([email protected]) , B.E.(Mechanical) , M.B.A.(Finance), Ph.D. (Strategy-IITB) . His doctoral studyconstituted path breakingresearch on resource-based

theory, and was acknowledged as asignificant contribution in its own right byDr. J Barney, one of the key theorists of RBV.Dr. Agrawal has over 15 years’ experience inteaching and executive training. He has been

39

associated with the Indian Inst itute ofManagement, Indore; Indian Institute ofForest Management, Bhopal; and IBS, Indore.He has to his credit several research papers,publications in peer reviewed internationaland national journals, and internationalconferences in the area of strategy.

Harekrishna Misra([email protected]. in)(Ph.D. Utkal University,Bhubaneswar) . He hasabout 31 years’ experiencein the industry andacademia in IT

infrastructure management and relatedareas. His current research interests includee-governance, informat ion systemsmanagement in development organizations,e-Business for rural enterprises, and ICT-enabled value chain in rural enterprises. Hehas publ ished widely in nat ional andinternational journals and presented papersat national and international conferences.He has been a member of the AdvisoryCommittee of Gujarat Electricity RegulatoryCommission, Government of Gujarat andAdvisory Committee of National Science andTechnology Entrepreneurship DevelopmentBoard constituted by the Department ofScience and Technology, Government of India.

Hitesh Bhatt([email protected]),B.Tech. (I IT Delhi) , M.S .(Georgia Tech). Prior to re-joining IRMA in 2010, Prof.Bhatt was head of theCentre for Management

Studies at Dharmsinh Desai University inNadiad, Gujarat. He has 18 years of industrialexperience eight years of which were asCEO/ Country Head of large organizations inIndia and Tanzania. He started his academiccareer in 1995 with IRMA since has beeninvolved with teaching, training, andconsulting in diverse areas. He has traineddifferent cadres of persons in a variety oforganizations. His current areas of interestare qual i ty management, operat ionsmanagement, project management,individual and organizational effectiveness,and developing soft skills.

HS Shylendra([email protected]) , holds aPh.D. from ISEC, Bangalore.Dr. Shylendra is aneconomist by training. Hisareas of interest andspecial izat ion include

development theory and practice, rural andmicro f inance, rural development andlivel ihood, and local governance. He hasmany publications to his credit. He combinesteaching, training with his researchexperience spanning over 21 years.

Ila Patel ([email protected])holds a Ph.D. from StanfordUniversity and is in thearea of Social Sciences. Shehas over 18 years ’experience in teaching,training, research and

consultancy at IRMA. Her current areas ofresearch are: adult l i teracy and basiceducation, local governance and education,gender equity and deve lopment, andcorporate social responsibi l i ty anddevelopment . She has undertakenconsultancy work with several internationalagencies, government organizations, andNGOs. She has several publications to her credit.

Jeemol Unni([email protected]) holdsa Ph.D. and an M.Phil. inEconomics. She undertookpost doctoral research atthe Economic GrowthCentre, Yale University, USA.

She was the RBI Chair Professor inEconomics at IRMA (2009-2011). She is onthe Board of Governors of Women inInformal Employment, Global izing andOrganizing, UK, and on the editorial boardof the Indian Journal of Labour Economics,New Delhi. She was an ILO consultant withthe National Commission for Enterprises inthe Unorganized Sector, New Delhi. Herresearch interests lie in labour economics,informal sector, education economics, socialpolicy, and gender. She has several papersand books to her credit.

40

KV Raju ([email protected]),PGDRM (IRMA), joined IRMAin 1994 after havingundergone decade-long workin the field of development co-operation. He worked withSamakhya and Multi Co-ops’

Association enabling farmers organize themselvesunder co-operative structures to collectively pool,process, and market their produce. He assistedthem in designing and managing cooperativesthrough comprehensive business counseling,management training, member education and field-based action research activities. His currentinterests include governance and management ofproducers’ organizations, community-basedinterventions in enhancing livelihoods, socialentrepreneurship, and the role of ethical leadershipin development co-operation.

Madhavi Mehta([email protected] . in) ,Fellow, XLRI, Jamshedpur, andAcademy of HRD, Ahmedabad,has been a researcher, teacher,trainer, and consultant forclose to 20 years. She has been

involved with the designing and assessing ofvarious HRD systems including performancemanagement and compensation restructuring inNGOs and cooperatives. Organization design andrestructuring is another area of her interest. Shehas conducted/co-ordinated several trainingprogrammes for enhancing managerialeffectiveness and development of HRD systemsin co-operatives and development organizations.Her areas of interest include leadership,organization development, capacity building,managerial effectiveness, and HRD.

Monark Bag([email protected]) holds aPh.D. in Engineering, an MBAin Information TechnologyManagement and a B.Tech inComputer Science andEngineering. He has received

“UGC Meritorious Fellowship” for his doctoralresearch entitled “An Expert System for ControlChart Pattern Recognition.” He is highly engagedin teaching and research. Prior to joining IRMA,he was a faculty member at IMT Ghaziabad andIndian Institute of Information Technology

Allahabad in Operations Management area. Hisresearch interest includes expert system, controlchart pattern recognition, quality control,optimization techniques and intrusion detectionsystems. He has published many papers inreputed journals, conferences and book chapters.He had been awarded the best research paperaward consecutively three years from Society ofOperations Management during their annualinternational conference at IIT Madras, NITIEMumbai and IIM Calcutta. He is a regular reviewerof various reputed international journals likeComputers and Industrial Engineering (Elsevier),European Journal of Operational Research(Elsevier), Decision Science (Wiley), Journal of theOperational Research Society UK (PalgraveMacmillan) etc.

Mukul Kumar([email protected]) is adevelopment practitionerturned academic scholar andhas had vast practicalexperience working with issuesof poverty and livelihoods

affecting rural communities. His current researchinterests include development, human poverty,public action, livelihoods, rural transformation,urbanization, and social theory. He has publishedwith reputed journals and has had longstandingexperience of training development workers,managers, and government employees on adiverse range of issues. He has co-ordinatedmany training programmes for both national andinternational clients.

MV Durga Prasad([email protected]) holds aPh.D. in the OperationsResearch area (Game Theory/Mathematical Programming)from the Indian Institute ofTechnology, Delhi. He has 22

years’ professional experience in teaching,research, executive training, and consulting. Hehas to his credit several research papers,publications in peer reviewed international andnational journals, and international conferencesin the area of operations research. He has doneconsulting work for many organizations. Hisareas of interest include logistics and supply chainmanagement, operations research includinggame theory, and mathematical programming.

41

Nived ita Kothiyal( n i v e d i t a @ i r m a . a c . i n )holds a Ph.D. in HumanResource Managementfrom the Inst i tute ofManagement, NirmaUniversity of Science andTechnology, Ahmedabad.

She has over nine years’ experience inacademics , consultancy, research, andtraining with special izat ion in humanresource management, organizat ionaldevelopment, industrial relat ions, andnegotiations. Her research interest includeswork and employment including genderissues in management such as work-l ifebalance, diversity management includingd isabi l i ty, workforce development andintermediation, issues of decent work, andcorporate social responsibi l i ty anddevelopment. She has presented papers atinternational and national conferences,workshops, seminars, and symposia.

Paresh J . Bhatt([email protected]) is aFel low Member of theInst itute of CostAccountants of India. He isalso a Cert i f iedManagement Accountantfrom IMA-USA. An industry

practitioner turned academician, his corearea of teaching is cost and managementaccounting. He has worked with variousindustrial organizat ions in publ ic andprivate sectors in the areas of f inancemanagement, financial accounting, cost andmanagement account ing, managementadvisory funct ions under complex andstrategic requirements, management ofcommercial act ivit ies and handl ing oftaxat ion. Currently he is working asAssociate Professor at IRMA. Prior to joiningIRMA in October 2007 he was working asGeneral Manager-Finance and Accounts atM/s. UPL EE Ltd, Vadodara (India). He is alsovisiting faculty member to many prestigiousmanagement institutes in the country.

Pramod K. S ingh( p r a m o d @ i r m a . a c . i n )holds an M. Sc., M. Phil. andPh. D. in EnvironmentalSciences from JawaharlalNehru University, NewDelhi. Dr. Singh has over 14years of teaching and

research experience in the areas of naturalresource management, environment anddevelopment planning, c l imate changeadaptation, livelihoods, and emerging areasof GIS. He has published widely in the aboveareas. He has conducted several researchstud ies sponsored by the PlanningCommission, UNDP, Department of Space,and the Ministry of Rural Development. Hehas conducted several training programmesfor middle and senior level governmentofficers on l ivel ihoods, governance andmanagement of watershed, governance andmanagement of drinking water, and conflictresolution in natural resource management.

Pratik Mod i( p r a t i k @ i r m a . a c . i n )(Fellow, IRMA) has overeight years’ experience inteaching, execut ivetraining, and consult ing.His research works have

appeared in several internat ional peerreviewed journals. He has been awarded byseveral internat ional and nat ionalinst itut ions includ ing the Academy ofMarketing (UK), IIM Ahmedabad, IndianInstitute of Science – Bangalore for hisresearch work on marke t ing. He wasrecently honoured with the Best ReviewerAward by the Journal of Research Practicefor his contributions to the journal. His areasof interest include sales and distributionstrategy, market orientat ion, ruralmarketing, and marketing strategy.

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Preet i Priya([email protected]) holdsa Ph.D. in Managementfrom Sardar PatelUniversity, Gujarat. She hasdeveloped a comprehensivemode l for measuring

private label proneness of consumers inorganized retail as part of her doctoral study.Preeti has around 12 years’ experience inacademia, research, and industry. Prior tojoining IRMA, at Nielsen, she was involvedwith various market model ing projectsrelated to brand share pred ict ion,decomposition of market shares, marketingmix strategies, retail tracking of modernretail, exit points, tourist centres, etc. Hercurrent research interests l ie in marketmodeling and analytics, consumer choiceprocesses , consumer we ll-beingmeasurement, brand management, andmarket based solut ions for povertyalleviation.

Rakesh Saxena([email protected]) holdsa Ph.D. in Economics fromIIT Kanpur. His areas ofinterest include managerialeconomics , cost-benefit-analysis, formulation and

appraisal of rural development projects,environment and natural resourceeconomics , and part icipatory ruralappraisal. He has conducted teaching,training, research and consultancy in theabove areas. His focus has been largely onagriculture, forestry, l ivestock, and dairysectors. He has been with IRMA since 1988.

SN Biswas( s a s w a t a @ i r m a . a c . i n )(Ph.D. University ofAl lahabad) has over 21years ’ experience inteaching, execut ivetraining, and consulting. He

has been a consultant to several NGOs,government development organizations, co-operatives, and educational institutions inthe areas of inst i tut ional development,executive selection, consumer education,

rural banking, etc. He has trained severalmanagers from India and abroad. He has alsoconducted team building programmes inAustralia and Afghanistan. A visiting facultywith many institutions of repute, he hasauthored several research papers inorganizational behaviour, human resourcemanagement, and rural developmentmanagement. His present areas of interestinclude leadership, empowerment, and teambuilding.

SR Asokan([email protected]) hasa Ph.D. in Economics. Hehas 22 years of researchand 7 years of teachingexperience behind him. Hehas co-authored eightbooks and more than 30

research papers. His areas of interest includeagribusiness, rural finance, rural marketing,and institutional innovations.

Vanita Yadav( v a n i t a @ i r m a . a c . i n )(Fellow, MDI-Gurgaon) hasover seven years ’experience in research,academia, and industry. Shehas published/presentedseveral research papers in

refereed international journals, conferences,and books. Two of her case studies have beenregistered with the Harvard Business Schoolpublications online and Asia Case ResearchCentre. She has worked on research projectsfunded by the European Union (supported byNASSCOM, India) and inst itut ional seedfunded projects. Her doctoral research workwon the ‘Best Paper Award’ at the IndianInstitute of Science, Bangalore. Her teaching,research and consult ing interests are:managing innovation, entrepreneurship,strategic management, and qual i tat iveresearch methodology.

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Board of Governors

Shri Deep C. JoshiChairmanInstitute of Rural Management, AnandP-22, South City-IGurgaon 122 001, Haryana

Dr. Amrita PatelChairmanNational Dairy Development BoardAnand 388 001, Gujarat

Shri S Vijay Kumar, IASSecretary (RD)Department of Rural Development and Land RevenueMinistry of Rural DevelopmentGovernment of IndiaKrishi BhawanNew Delhi 110 001

Shri AK RakeshI/C Commissioner and Principal SecretaryRural DevelopmentGovernment of GujaratDr. Jivraj Mehta BhavanBlock No.16, 3rd FloorGandhinagar 382 010, Gujarat

Shri RS SodhiManaging DirectorGujarat Cooperative Milk Marketing Federation Ltd.Amul Dairy RoadAnand 388 001, Gujarat

Ms. Priyanka SinghChief ExecutiveSeva MandirOld FatehpuraUdaipur 313 004, Rajasthan

Shri Harnath JagawatDirectorNM Sadguru Water and Development FoundationPost Box No.71, Near RTO NakaDahod 389 151, Gujarat

Dr. Mihir ShahMemberPlanning CommissionYojana BhavanNew Delhi 110 001

Shri P SainathRural Affairs EditorThe HinduKasturi Building, J Tata Road, ChurchgateMumbai 400 020, Maharashtra

Shri T Nandakumar, IAS (Retired)MemberNational Disaster Management AuthorityNDMA Bhawan, A-1, Safdarjung Enclave(Near Kamal Cinema)New Delhi 110 029

Prof. Surindher JodhkaProfessor and ChairCentre for the Study of Social SystemsSchool of Social SciencesJawaharlal Nehru UniversityNew Delhi 110 067

Prof. Madhura SwaminathanEconomic Analysis UnitIndian Statistical Institute8th Mile, Mysore RoadBangalore 560 059, Karnataka

Shri Apoorva OzaChief ExecutiveAga Khan Rural Support Programme (India)9th & 10th Floor, Corporate HouseOpp. Torrent House, Ashram RoadAhmedabad 380 009, Gujarat

Prof. MS Sriram“Sri Shankara”No.3, Fourth Main Road, ChamarajpetBangalore 560 018, Karnataka

Prof. MV Durga PrasadInstitute of Rural Management, AnandAnand 388 001, Gujarat

Prof. Pramod K. SinghInstitute of Rural Management, AnandAnand 388 001, Gujarat

Prof. Jeemol UnniDirector and Member SecretaryInstitute of Rural Management, AnandAnand 388 001, Gujarat

MANAGEMENT DEVELOPMENT PROGRAMME

NOMINATION FORM

Name of the MDP: ______________________________________________________________________

Dates: __________________________________________

PARTICIPANT’S PROFILE

Name: ___________________________________________________________________________

Age: _______________ years Gender: _________________

Current Position/Designation: _______________________________________________________

Name of the Organization:___________________________________________________________

OfficialAddress:__________________________________________________________________

________________________________________________________________________________

________________________________________________________________________________

Telephone:(O)___________________________________(Mobile)____________________________

E-mail:_____________________________________________Fax:________________________

Nationality:_________________________

PassportDetails(fornon-Indianparticipants),pleaseattachphotocopyofthepassport:

No.:_________________________________ Issuedat:________________________________

Issuedon:____________________________ Expireson:_______________________________

Educational Background

NameofDegree/Diploma Year University/Institution

Work Experience

Time Period Position Organization


Languages known

Responsibilities in your current position

Benefits that you perceive from this MDP for yourself and your organization

ORGANIZATIONAL DATA

FullName:______________________________________________________________________

Main areas of work: ____________________________________________________________

____________________________________________________________

AnnualTurnover:____________________

NameandDesignationoftheChiefExecutive:__________________________________________

SignatureoftheParticipant SealoftheOrganization SignatureoftheSponsoringAuthority

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Documents

April 2013 - March 2014 · 2013-04-01 · Karamsad (birth place of Sardar Vallabhbhai Patel). How to Reach Anand The nearest airports are located in Vadodara and Ahmedabad. The two